HC 5-22-2025 Searchable PacketCITY OF CUPERTINO
HOUSING COMMISSION
AGENDA
10185 North Stelling Road, Quinlan Conference Room
Thursday, May 22, 2025
5:30 PM
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Attend in person at Quinlan Community Center, 10185 N. Stelling Road
2) The meeting will also be streamed live on and online at
https://youtube.com/@cupertinocitycommission
Members of the public wishing to comment on an item on the agenda may do so in the
following ways:
1) Appear in person at Quinlan Community Center.
2) E-mail comments by 4:00 p.m. on Thursday, May 22, 2025 to the legislative body at
housingcommission@cupertino .gov. These e-mail comments will also be posted to the
City’s website after the meeting.
Oral public comments may be made during the public comment period for each agenda
item.
Members of the audience who address the legislative body must come to the
lectern/microphone and are requested to complete a Speaker Card and identify themselves .
Completion of Speaker Cards and identifying yourself is voluntary and not required to
attend the meeting or provide comments.
PLEDGE OF ALLEGIANCE
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Approve the minutes of the March 27, 2025 Housing Commission meeting.
Recommended Action: Approve the minutes of the March 27, 2025 Housing
Commission meeting.
A - Draft Minutes
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Housing Commission Agenda May 22, 2025
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Commission on any matter
within the jurisdiction of the Commission and not on the agenda. Speakers are limited to three (3)
minutes. In most cases, State law will prohibit the Commission from making any decisions with respect
to a matter not on the agenda.
WRITTEN COMMUNICATIONS
OLD BUSINESS
NEW BUSINESS
2.Subject: 2025-2030 Community Development Block Grant (CDBG) Consolidated Plan
(ConPlan) and 2025-2026 Annual Action Plan (AAP)
Recommended Action: Approve the draft 2025-2030 CDBG ConPlan and 2025-2026
AAP for submittal to the United States Department of Housing and Urban
Development (HUD).
Staff Report
A - Draft FY 2025-30 CDBG Consolidated Plan and FY 2025-26 Annual Action Plan
B - Housing Commission Resolution 17-02 (CDBG Contingency Plan)
STAFF AND COMMISSION REPORTS
FUTURE AGENDA SETTING
ADJOURNMENT
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
meeting who is visually or hearing impaired or has any disability that needs special assistance should
call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for
assistance. In addition, upon request in advance by a person with a disability, meeting agendas and
writings distributed for the meeting that are public records will be made available in the appropriate
alternative format.
Any writings or documents provided to a majority of the members after publication of the agenda will
be made available for public inspection. Please contact the City Clerk’s Office in City Hall located at
10300 Torre Avenue, Cupertino, California 95014, during normal business hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the City Council, Commissioners or staff concerning a matter
on the agenda are included as supplemental material to the agendized item. These written
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Housing Commission Agenda May 22, 2025
communications are accessible to the public through the City website and kept in packet archives. Do
not include any personal or private information in written communications to the City that you do not
wish to make public, as written communications are considered public records and will be made
publicly available on the City website.
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CITY OF CUPERTINO
Agenda Item
25-13952 Agenda Date: 5/22/2025
Agenda #: 1.
Subject: Approve the minutes of the March 27, 2025 Housing Commission meeting.
Approve the minutes of the March 27, 2025 Housing Commission meeting.
CITY OF CUPERTINO Printed on 5/13/2025Page 1 of 1
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DRAFT MINUTES
REGULAR MEETING
CUPERTINO HOUSING COMMISSION
Thursday, March 27, 2025
At 5:30 p.m. Chair Connie Cunningham called the Special Housing Commission meeting to order at
10185 North Stelling Road, Quinlan Conference Room.
ROLL CALL
Present: Chair Connie Cunningham, Vice Chair Ryan Golze and Commissioners Lida Xhindi, Yuyi He, and
Usha Narayan.
1. APPROVAL OF MINUTES
Subject: Approve the minutes of December 19, 2024, Housing Commission meeting.
Recommended Action: Approve the minutes of December 19, 2024, Housing
Commission meeting.
MOTION: Narayan moved and Golze seconded to approve the minutes of December 19,
2024, meeting.
The motion carried with the following vote: Ayes: Cunningham, Golze, He, Xhindi, and
Narayan. Noes: None. Abstain: None. Absent: None.
POSTPONEMENTS - None
ORAL COMMUNICATIONS – None
WRITTEN COMMUNICATIONS- None
OLD BUSINESS– None
NEW BUSINESS –
2. Subject: Election of Chair and Vice Chair
Recommended Action: Elect a Chair and Vice Chair of the Housing Commission
MOTION: Golze moved and Xhindi seconded to nominate Chair Cunningham for a second
term as Chair of the Housing Commission.
The motion carried with the following vote: Ayes: Cunningham, Golze, Xhindi, and
Narayan. Noes: None. Abstain: He. Absent: None.
MOTION: He moved to nominate Vice Chair Golze for the position of Chair of the Housing
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Housing Commission DRAFT Minutes March 27, 2025
Commission. Golze declined the nomination.
MOTION: He moved and Cunningham seconded to nominate Commissioner He for Chair
of the Housing Commission.
The motion did not carry with the following vote: Ayes: He . Noes: Cunningham, Golze,
Xhindi. Abstain: Narayan. Absent: None.
MOTION: Golze moved and Cunningham seconded to nominate Commissioner He for Vice
Chair of the Housing Commission.
The motion carried with the following vote: Ayes: Cunningham, Golze, He, Xhindi, and
Narayan. Noes: None. Abstain: None. Absent: None.
3. Subject: Fiscal Year (FY) 2025-26 Community Development Block Grant (CDBG) Program, Below
Market Rate Affordable Housing Fund (BMR AHF), General Fund Human Services Grant (HSG),
Permanent Local Housing Allocation (PLHA), and County funding allocations.
Recommended Action: Consider the FY 2025-26 CDBG, BMR AHF, General Fund HSG, PLHA, and
County funding applications and make recommendations to City Council for final approval.
Senior Housing Coordinator Nicky Vu gave the staff presentation.
Commissioners asked questions and made comments.
Chair Cunningham opened the floor for public comment and the following representatives
of applicant organizations spoke:
Heather Moore from Live Oak Adult Day Services
Sujatha Venkatraman from West Valley Community Services
Milton Cadena from Catholic Charities of Santa Clara County
Georgia Bacil from Senior Adults Legal Services
Rama Dharmarajan from Maitri
Elena Purcell Schrader from Rebuilding Together Silicon Valley
Andy Leif from Charities Housing
Dixie Baus from Eden Housing
Public comment was also received from the following attendees:
A representative of Housing Choices speaking in support of the Mary Ave project
A community member speaking in support of the Mary Ave project
A second community member speaking in support of the Mary Ave project
Chair Cunningham closed the public comment period.
Chair Cunningham brought the conversation back to the commission and requested a motion, then
asked the commission if they had comments.
Commissioners asked more questions and made comments.
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Housing Commission DRAFT Minutes March 27, 2025
MOTION: Golze moved and He seconded to approve the staff recommendation for the CDBG,
PLHA, HSG, and County funds; and to recommend an alternative distribution of BMR AHF Capital
Housing Funds in the amount of $1,916,800 to the Charities Housing – Mary Ave project and
$1,083,200 to the Eden Housing – Wolf Rd project.
The motion carried with the following vote: Ayes: Cunningham, Das, Golze, He, and Tatachari. Noes:
None. Abstain: None. Absent: None.
STAFF AND COMMISSION REPORTS
Commissioner He gave a report on the commission chair’s meeting with the Mayor and stated
that the Council was in support of the Housing Commission’s efforts to study Anti-
Displacement.
Commissioner Narayan suggested the creation of a liaison to the Planning Commission.
FUTURE AGENDA SETTING
None.
ADJOURNMENT
At 8:07 p.m., Chair Connie Cunningham adjourned the Regular Housing Commission Meeting.
Minutes prepared by:
_______________________________
Nicky Vu, Senior Housing Coordinator
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CITY OF CUPERTINO
Agenda Item
25-13953 Agenda Date: 5/22/2025
Agenda #: 2.
Subject:2025-2030 Community Development Block Grant (CDBG)Consolidated Plan (ConPlan)and
2025-2026 Annual Action Plan (AAP)
Approve the draft 2025-2030 CDBG ConPlan and 2025-2026 AAP for submittal to the United States
Department of Housing and Urban Development (HUD).
CITY OF CUPERTINO Printed on 5/13/2025Page 1 of 1
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HOUSING COMMISSION STAFF REPORT
May 22, 2025
Subject
2025-2030 Community Development Block Grant (CDBG) Consolidated Plan (ConPlan)
and 2025-2026 Annual Action Plan (AAP)
Recommended Action
Approve the draft 2025-2030 CDBG ConPlan and 2025-2026 AAP for submittal to the
United States Department of Housing and Urban Development (HUD).
Discussion
CDBG Funding
The United States Department of Housing and Urban Development (HUD) annually
allocates grants such as CDBG, Home Investment Partnerships Program (HOME),
Housing Opportunities for People with AIDS (HOPWA), and Emergency Shelter Grants
(ESG) to local jurisdictions for community development activities. Cupertino is one of
seven entitlement jurisdictions within Santa Clara County. Entitlement grants are
allocated on a formula basis, to develop viable urban communities by providing decent
housing and a suitable living environment, and by expanding economic opportunities,
principally for low-and moderate-income persons. Funds are then allocated to
jurisdictions based on several objective measures of community needs, including the
extent of poverty, populations, housing overcrowding, age of housing, and extent of
population growth lag in relationship to other metropolitan areas.
HUD regulations require that eligible activities selected for funding meet one of the three
national objectives: to benefit low- and moderate- income households; to aid in the
prevention or elimination of a blighted area; or to address an urgent community need,
such as when conditions pose a serious and immediate threat to the health or welfare of
the community and where other financial resources are not available to meet such needs.
In addition, only certain types of eligible activities qualify under the CDBG regulations.
Examples of eligible activities are:
Public facilities and improvements
Public service activities
Affordable housing developments
Property acquisition for affordable housing
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Rehabilitation of affordable units
Fair housing services
Economic development activities
Planning and administration of the CDBG program
2025-2030 Consolidated Plan
The Consolidated Plan is a five-year long-range plan which determines which of the
eligible CDBG activities best aligns with the City of Cupertino’s needs based on economic,
housing, infrastructure, environmental and demographic research. Root Policy has been
selected as the consultant for the City of Cupertino to develop the 2025-2030 Consolidated
Plan. The Consolidated Plan is comprised of six sections which include Executive
Summary, the Process, Needs Assessment, Market Analysis, Strategic Plan, and Annual
Action Plan.
Executive Summary Section
This section is an introduction to the Consolidated Plan including an evaluation of the
previous five-year Consolidated Plan period. The Consolidated Plan serves three
functions; as a planning document for the City of Cupertino, which builds on a
participatory process, as an application for federal funds under HUD’s CDBG formula
grant program, and as a strategy for carrying out the CDBG program.
Process Section
This section outlines the process used to solicit community input for the Consolidated
Plan. Community engagement is a key piece of the Consolidated Plan and through Root
Policy, the City will participate in a countywide effort to collect data and information from
residents and stakeholders across the county as well as within the City to identify both
local and regional trends. The jurisdictions that participated in this effort include the cities
of Cupertino, Gilroy, Mountain View, Palo Alto, Sunnyvale, Santa Clara and the County
of Santa Clara representing unincorporated areas of Campbell, Los Altos, Los Altos Hills,
Los Gatos, Monte Sereno, Morgan Hill and Saratoga.
Needs Assessment Section
This section incorporates quantitative data from a variety of sources and qualitative
information from various organizations and community stakeholders. Quantitative data
sources can include various government institutions, and other scholarly private
demographic vendors. Information in this section analyzes the impact that housing
problems have on low- and moderate-income households, racial and ethnic groups, and
special needs populations. Additionally, this section addresses the public service needs of
the homeless population, special needs populations, and public housing participants in
the City.
Housing Market Analysis Section
This section discusses the housing stock in the City and the multiple factors that that
impact housing. Both constructed housing as well as housing units in the project pipeline
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are compared against the City of Cupertino’s share of the Regional Needs Housing
Allocation (RHNA), which takes into account greater economic and population trends.
Market analysis is done to identify the gaps that exist between the existing housing stock
and the needs identified in the Needs Assessment section, which leads to actionable goals
that be created for HUD funded activities and projects identified in the Strategic Plan.
Strategic Plan
This section serves as a blueprint for addressing the needs identified in the Needs
Assessment and Market Analysis sections. The Strategic Plan establishes a work plan with
goals and strategies to guide the allocation of entitlement grant funds and the
implementation of HUD programs over the next five years. The goals and strategies listed
in the five-year strategic plan will compliment the policies, programs, and objectives
described in the City’s General Plan Housing Element. The goals and strategies also reflect
input from community stakeholders, local service providers, and staff. The goals and
strategies within the Strategic Plan are organized into multiple categories to help the City
determine the priority needs, funding available, goals sought, potential barriers,
increasing economic opportunities, and abiding by all HUD requirements. However, not
every need identified in the Plan can be met and sufficiently addressed in the next five
years due to infeasibility, lack of funding, or simply being too large to be addressed in just
five years.
Per HUD requirements, the Strategic Plan addresses how the City works with the local
public housing authorities, and is mitigating barriers to address affordable housing,
addressing poverty and coordinating with the public and private sector on community
development efforts.
Annual Action Plan Section
This section is a one-year plan that describes the eligible activities that the City intends to
undertake in FY 2025-2026 to address the needs and implement the strategies identified
in the adopted 2025-2030 Consolidated Plan. The Annual Action Plan describes the
activities that the City will fund to address the priority needs of the 2025-2030
Consolidated Plan.
Sustainability Impact
No sustainability impact.
Fiscal Impact
Sufficient funding will be available and budgeted for CDBG funding allocations. CDBG
programs and projects are funded by HUD grant funds.
California Environmental Quality Act
No California Environmental Quality Act impact.
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Prepared by: Nicky Vu, Senior Housing Coordinator
Reviewed by: Luke Connolly, Assistant Director of Community Development
Approved for Submission by: Benjamin Fu, Director of Community Development
Attachments:
A – Draft FY 2025-30 CDBG Consolidated Plan and FY 2025-2026 Annual Action Plan
B – Housing Commission Resolution 17-02 (CDBG Contingency Plan)
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City of Cupertino 2025-2030 Consolidated Plan | i
Table of Contents
Table of Contents ....................................................................................................................................... i
Executive Summary .................................................................................................................................. 3
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) .................................................................. 3
The Process ............................................................................................................................................... 11
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) .................................................................. 11
PR-10 Consultation - 91.100, 91.200(b), 91.215(l) ............................................................................. 13
PR-15 Citizen Participation ................................................................................................................. 28
Needs Assessment .................................................................................................................................. 34
NA-05 Overview .................................................................................................................................. 34
NA-50 Non-Housing Community Development Needs – 91.215 (f) ............................................ 44
Housing Market Analysis...................................................................................................................... 49
MA-05 Overview .................................................................................................................................. 49
MA-45 Non-Housing Community Development Assets – 91.215 (f) ........................................... 64
MA-50 Needs and Market Analysis Discussion .............................................................................. 73
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2) ........................................................................................................ 76
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ..................................................................... 78
Strategic Plan ........................................................................................................................................... 81
SP-05 Overview .................................................................................................................................... 81
SP-10 Geographic Priorities – 91.215 (a)(1) ....................................................................................... 82
SP-25 Priority Needs - 91.215(a)(2) .................................................................................................... 86
SP-30 Influence of Market Conditions – 91.215 (b) .......................................................................... 88
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ............................................................. 89
SP-40 Institutional Delivery Structure – 91.215(k) ........................................................................... 92
SP-45 Goals Summary – 91.215(a)(4) ................................................................................................. 95
SP-50 Public Housing Accessibility and Involvement – 91.215(c) ................................................ 98
SP-55 Barriers to affordable housing – 91.215(h) ............................................................................. 99
SP-60 Homelessness Strategy – 91.215(d) ....................................................................................... 102
SP-65 Lead based paint Hazards – 91.215(i) ................................................................................... 104
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City of Cupertino 2025-2030 Consolidated Plan | ii
SP-70 Anti-Poverty Strategy – 91.215(j) .......................................................................................... 105
SP-80 Monitoring – 91.230 ................................................................................................................ 107
Annual Action Plan .............................................................................................................................. 108
AP-15 Expected Resources – 91.220(c)(1,2) ..................................................................................... 108
Annual Goals and Objectives ............................................................................................................. 111
AP-20 Annual Goals and Objectives ............................................................................................... 111
Projects .................................................................................................................................................... 114
AP-35 Projects – 91.220(d) ................................................................................................................. 114
AP-38 Project Summary .................................................................................................................... 115
AP-50 Geographic Distribution – 91.220(f) ..................................................................................... 119
Affordable Housing .............................................................................................................................. 120
AP-55 Affordable Housing – 91.220(g) ........................................................................................... 120
AP-60 Public Housing – 91.220(h) ................................................................................................... 121
AP-65 Homeless and Other Special Needs Activities – 91.220(i) ................................................ 122
AP-75 Barriers to affordable housing – 91.220(j) ........................................................................... 125
AP-85 Other Actions – 91.220(k) ...................................................................................................... 127
Program Specific Requirements ......................................................................................................... 130
AP-90 Program Specific Requirements – 91.220(l)(1,2,4) .............................................................. 130
Other CDBG Requirements .............................................................................................................. 131
HOME Investment Partnership Program (HOME)....................................................................... 131
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City of Cupertino 2025-2030 Consolidated Plan | 3
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The City of Cupertino annually receives Community Development Block Grant
Funds (CDBG) from the federal Department of Housing and Urban Development
(HUD). As an “entitlement jurisdiction” receiving these block grant funds, the
City is required to prepare a Consolidated Plan every five years, which identifies
the City’s priority housing and community development needs and goals. Based
on previous years funding levels, the City expects to receive $387,000 annually in
CDBG, or $1,935,000 over the five years covered by this plan.
Entitlement community grantees are eligible to use CDBG funds for the provision
of public services, public facility and infrastructure projects, housing
rehabilitation, downpayment and tenant based rental assistance, and job creation
and retention activities.1 These eligible activities are principally focused on
addressing the needs of the HUD defined low- and moderate-income (“LMI”)
households in the community. LMI are households are those whose income do not
exceed 80% of the area median family income (AMI), with adjustments for
household size and eligible census block groups are typically those where 51% of
households are LMI. HUD allows exceptions to the 51% requirement in higher
income jurisdictions (“exception grantees”) that do not have a sufficient number
of census block groups meeting this threshold. Per HUD, Cupertino is an
exception grantee and therefore has a lower census block group eligibility
threshold of 23.08% LMI for CDBG activities as of 2024 based on 2020 American
Community Survey (ACS) data.2
HUD defines LMI households to include the following three income tiers below:
1 The U.S. Department of Housing and Urban Development. “CDBG Entitlement Program
Eligibility Requirements.” https://www.hudexchange.info/programs/cdbg-entitlement/cdbg-
entitlement-program-eligibility-requirements/
2 The U.S. Department of Hou sing and Urban Development. FY 2024 Exception Grantees, Based on 2016-2020
ACS - HUD Exchange
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City of Cupertino 2025-2030 Consolidated Plan | 4
Extremely Low-Income: households earning 30% or less than the AMI
Very Low-Income: households earning 50% or less than the AMI
Low-Income: households earning 80% or less than the AMI
The median income (100% AMI) for Santa Clara County in 2024 is $183,400.
Within Cupertino, 5,500 or 26% of households are defined as low income, with the
following breakdown:
11% (2,322 households) are extremely low income;
7% (1,530 households) are very low income; and
8% (1,648 households) are low income
The Consolidated Plan was developed through analysis of current housing market
data; an assessment of the housing and supportive service needs of low and
moderate income populations; stakeholder and resident consultations through
focus groups and community meetings; and a resident survey. The City
collaborated with Santa Clara County and other local governments receiving HUD
block grants (“entitlement jurisdictions”) in the development of this 2025-30
Consolidated Plan.
The Consolidated Plan is implemented through the City’s Annual Action Plans
(“Annual Action Plan”), which identifies how annual funding allocations are
invested to achieve the City’s priorities and goals. Progress in advancing these
goals is also evaluated annually in the City’s Consolidated Annual Performance
Evaluation Report (CAPER). The 2025 -2030 ConPlan covers the time frame from
July 1, 2025, to June 30, 2030, a period of five program years. The Annual Action
Plan covers the time frame from July 1, 2025, to June 30, 2026.
How to Read this Consolidated Plan
The Consolidated Plan, as required by HUD has five main sections and associated
sub-sections. Each section of the Consolidated Plan has a HUD required
alphanumeric identifier, for example ES-# (Executive Summary), PR-# (Process),
NA-# (Needs Assessment), MA-# (Housing Market Analysis), and SP-# (Strategic
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City of Cupertino 2025-2030 Consolidated Plan | 5
Plan). These sections are followed by the first year Action Plan (AP-#). Cupertino
participates in the Santa Clara County HOME Consortium and receives HOME
Investment Partnership funding through the County. As such, Cupertino
completes an abridged plan that does not include the full set of components
related to housing.
The entire plan follows the format prescribed by HUD, with bold lettering
denoting the HUD prescribed topic areas and questions. Sections include:
1. Executive Summary (ES)—a brief summary of the primary housing and
community development needs identified in the Consolidated Plan; an
evaluation of past performance of funds; and an overview of the community
engagement activities that informed the plan.
2. Process (PR)—a description of the stakeholder consultation and resident
engagement that informed the priority housing and community development
needs. Detailed engagement findings are presented in a Consolidated Plan
appendix.
3. Needs Assessment (NA)— assesses the needs of households at-risk of or
experiencing homelessness, low to moderate income families and individuals,
elderly residents, victims of domestic violence, persons living with HIV/AIDS,
and persons with disabilities.
4. Housing Market Analysis (MA)— provides an overview of the housing
market; identifies which households face challenges finding affordable
housing; and assesses the business climate and economic development needs.
5. Strategic Plan (SP)— provides five-year priority needs and Goals which will
guide investments over the Consolidated Planning period.
6. Annual Action Plan—specifies how the jurisdiction plans to allocate its HUD
block grants during the program year.
Primary Needs
The City of Cupertino is one of eight of the San Francisco Bay Area cities that make
up California’s high-tech Silicon Valley. The City has a population of 58,886 and
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consists of 11.26 square miles. Cupertino is known as the home of Apple Inc.’s
corporate headquarters and portions of the Santa Cruz Mountains.
The City exists in a region of extreme affluence and high socio-economic
stratification, containing many of the wealthiest households in the nation who rely
on very low wage workers to support their high wage industries. Many lower
income residents struggle with severe housing costs driven by a tight and
competitive housing market that caters to the demands of the highest earning
households, driving up the cost of for-sale and rental housing units. Of the 21,137
households in the City, 33% of renter households and 22% of owner households
experience some level of housing cost burden across all income groups (i.e.,
paying more than 30% of their gross income towards housing costs, some paying
more than 50%).
Housing costs have risen much faster than incomes in recent years, with home
value increases being particularly extreme. Between 2010 and 2023, the median
household income grew by 92% from $120,201 to $231,139. The median property
value nearly tripled between 2013 and 2023 from $1.17 million to $2.8 million
based on Zillow data, and median gross rent increased 75% to $3,500. These
increases, coupled with rising interest rates, and inflationary pressure on
everyday necessities including food and energy, exacerbates the lack of
affordability and likelihood of experiencing cost burden for households in
Cupertino.
Stakeholders throughout the consultation efforts for this plan emphasized the
negative impact of unaffordable housing on staffing for critical roles including
public safety, education and service positions in communities across the counties.
Summary of the objectives and outcomes identified in the Plan Needs
Assessment Overview
Priority needs identified in this Consolidated Plan include:
Housing: Increasing the supply and condition of affordable housing.
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City of Cupertino 2025-2030 Consolidated Plan | 7
Homelessness: Stabilizing persons at-risk of and experiencing
homelessness through housing solutions, and facilitation of supportive
services including mental health and addiction recovery services.
Community development: Improve neighborhood safety and quality
through neighborhood cleanups, street lighting and park improvements,
bolster/create public space for senior activities, and food pantries.
Economic Development: Provide more opportunities for resident
workforce development and/or build outreach campaign for existing
programs, create community partnerships to address childcare access as
a component of workforce participation.
Fair Housing: Improve navigation and case management services for
residents needing housing, legal services (related to housing), and basic
services documentation assistance.
Cupertino has therefore identified the following goals for the 2025-2030
Consolidated Plan through extensive data analysis and community outreach:
1. Increase the supply and condition of affordable rental housing for
households with incomes ranging from 0-80% AMI.
2. Respond to homelessness and risk of homelessness through housing
stabilization, supportive services, mental health services and economic
resiliency programs.
3. Invest in infrastructure and public facility improvements that prioritize
safety, accessibility and community building.
4. Invest in projects that increase opportunities for workforce development.
5. Address and promote housing stability through bolstering case
management and navigation of services including legal assistance.
Evaluation of past performance
The City is responsible for ensuring compliance with all rules and regulations
associated with the CDBG entitlement grant program. The City’s Annual Action
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City of Cupertino 2025-2030 Consolidated Plan | 8
Plans and CAPERs have provided many details about the goals, projects and
programs completed by the City over the past five years. A review of past CAPERs
reveals a strong record of performance in the use of CDBG funds. Cupertino has
been strategic about leveraging federal dollars and identifying partnerships in the
community to maximize their use. For instance, during the 2020-2025 ConPlan
period, the City used CDBG to fund the Live Oak Adult Day Care to provide
services to seniors (serving 22 households annually on average), the West Valley
Community Services CARE program for general assistance to low-income families
(serving 100 households annually on average), Rebuilding Together Silicon Valley
for low-income home rehabilitation (serving 7 households annually on average),
rehabilitation of 5 low-income rental units at the Vista Village apartment complex,
and two public infrastructure projects through the Public Works Department for
rehabilitation projects at the Senior Center. During this period, CDBG-CV grants
were also managed to prepare, prevent, and respond to the COVID-19 pandemic.
With CDBG-CV funds, the City managed a small business assistance program
which served 37 businesses, a senior meal delivery program which served 36
seniors, and increased services for the unhoused at the Wolf Rd Encampment
which assisted 10 individuals. Summary of citizen participation process and
consultation process
Cupertino coordinated closely with Santa Clara County and other entitlement
jurisdictions in stakeholder consultation and resident engagement to leverage
opportunities and minimize duplication.
Engagement that was done in coordination with the County included:
A Consolidated Plan website—www.letstalkhousingscc.org—with information
about the Planning process including a short video and presentation; a link to
the resident survey and activities to prioritize housing and community
development needs; and community resources. The website contains a
translation feature for easy conversion into multiple languages.
A community survey, available between October and December 2024, and
promoted through supportive service and p ublic agencies that work with low
and moderate income residents, city social media, and the Consolidated Plan
website. A summary of survey findings is below.
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City of Cupertino 2025-2030 Consolidated Plan | 9
Two virtual regional workshops open to all residents living in and stakeholders
serving residents in the county. The workshops included a brief overview about
the Planning process, simple activities to express priority needs, and in-depth
discussions about needs in breakout rooms. Interpretation was available in
Spanish, Vietnamese and Mandarin.
Three focus groups with stakeholders in housing, supportive services, and
community development serving residents throughout the county. After a brief
presentation about the Consolidated Plan process—including information on
how to circulate the survey and letstalkhousingscc.org website to clients—
stakeholders participated in in-depth discussion about priority needs and
solutions to needs. Attendees represented affordable housing providers. Service
providers serving special needs populations, people with lived experience, legal
advocates, childcare service providers, public health agencies, mental health
service providers, and others.
One-on-one interviews with the Continuum of Care and coordination with the
City of San Jose, who receives HOPWA and ESG funding and distributes that
funding to the County’s public service departments.
Individual stakeholder interviews specific to Cupertino
Public Hearings: Several public hearings were held related to the development
of the 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan. These
include:
o December 19, 2024 – A special meeting of the Housing Commission to
receive progress updates on development of the Consolidated Plan.
o March 27, 2025 – A regular meeting of the Housing Commission to
recommend funding distribution of the CDBG program as well as other
funding for housing and low-income public service activities in the FY25-
26 year.
o April 15, 2025 – A regular meeting of the City Council to approve the
funding recommendations of the Housing Commission and authorize the
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City of Cupertino 2025-2030 Consolidated Plan | 10
City Manager to execute the associated agreements for the funding
awards.
o May 22, 2025 – A regular meeting of the Housing Commission to approve
the draft 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan
for submittal to the Department of Housing and Urban Development.
Summary of public comments
A summary of all comments received and city staff responses to those comments can be
found in the community engagement appendix, as well as PR sections.
Summary of comments or views not accepted and the reasons for not
accepting them
Not applicable. All comments were accepted.
This 2025-2030 Consolidated Plan combines resident feedback, demographic data and
analysis, community stakeholder input, and consideration of city resources, goals, oth er
relevant plans, and policies. The results of this combined effort and analysis results in
this five-year Strategic Plan for the allocation of CDBG and HOME funds and activities.
These funds will focus on affordable housing, community services and facilities that serve
priority populations, and homelessness.
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City of Cupertino 2025-2030 Consolidated Plan | 11
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source
The Housing Division of the Community Development Department is the agency
responsible for preparing the Consolidated Plan and administering the City of
Cupertino’s CDBG program, as shown below.
Table 1 – Responsible Agencies
Agency Role Name Department/Agency
CDBG Administrator Cupertino City of Cupertino Community
Development Department
HOME Administrator County of Santa Clara County of Santa Clara
Narrative
Lead and Responsible Agency
The City of Cupertino (City) is the Lead and Responsible Agency for the HUD entitlement
programs in Cupertino. The Housing Division, part of the City’s Community
Development Department, is responsible for administering the City’s CDBG program.
The City joined the Santa Clara County’s HOME Consortium in 2014 and receives funds
through the County, as lead agency.
Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula
funds) from HUD. By federal law, the City is required to submit a five-year Consolidated
Plan and Annual Action Plan to HUD listing priorities and strategies for the use of its
federal funds.
The ConPlan helps local jurisdictions to assess their affordable housing and community
development needs and market conditions to meet the housing and community
development needs of its populations. As a part of the ConPlan process for 2025-2030, the
City has collaborated with the County of Santa Clara (County) as the Urban County
representing the Cities of Campbell, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno,
Morgan Hill, and Saratoga; the Cities of Cupertino, Gilroy, Mountain View, Sunnyvale,
San José, and Santa Clara; and the Santa Clara County Housing Authority (SCCHA) to
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City of Cupertino 2025-2030 Consolidated Plan | 12
identify and prioritize housing and community development needs across the region,
and to develop strategies to meet those needs.
Consolidated Plan Public Contact Information
Nicky Vu, Senior Housing Coordinator
City of Cupertino, Housing Division
10300 Torre Avenue
Cupertino, CA 95014
Phone: (408) 777-1347
Email: NickyV@cupertino.gov
Website:
https://www.cupertino.gov/Your-City/Departments/Community-
Development/Housing
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City of Cupertino 2025-2030 Consolidated Plan | 13
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
Public participation plays a central role in the development of the Consolidated Plan.
Cupertino coordinated closely with Santa Clara County and other entitlement
jurisdictions in stakeholder consultation and resident engagement to leverage
opportunities and minimize duplication. Citizen participation and stakeholder
consultation included the following:
A Consolidated Plan website—www.letstalkhousingscc.org—with information
about the Planning process including a short video and presentation; a link to the
resident survey and activities to prioritize housing and community development
needs; and community resources. The website contains a translation feature for
easy conversion into multiple languages.
A community survey, available between October and December 2024, and
promoted through supportive service and public agencies that work with low and
moderate income residents, city social media, and the Consolidated Plan website.
A summary of survey findings is below.
Two virtual regional workshops open to all residents living in and stakeholders
serving residents in the county. The workshops included a brief overview about
the Planning process, simple activities to express priority needs, and in -depth
discussions about needs in breakout rooms. Interpretation was available in
Spanish, Vietnamese and Mandarin.
Three focus groups with stakeholders in housing, supportive services, and
community development serving residents throughout the county. After a brief
presentation about the Consolidated Plan process—including information on how
to circulate the survey and letstalkhousingscc.org website to clients—stakeholders
participated in in-depth discussion about priority needs and solutions to needs.
Attendees represented affordable housing developers, nonprofit housing
rehabilitation providers, unhoused service providers, community organizations
and advocates for special needs populations, people with lived experience, legal
advocates, child care service providers, and public housing staff.
One-on-one interviews with the Continuum of Care and coordination with the
City of San Jose, who receives HOPWA and ESG funding and distributes that
funding to the County’s public service departments.
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City of Cupertino 2025-2030 Consolidated Plan | 14
Individual interviews with stakeholders specific to Cupertino
A complete survey analysis and overview of engagement is provided in the
appendix of this plan.
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)).
During the development of its Consolidated and Annual Action Plans and as a general
practice, the City coordinates with a variety of housing, public, and mental health
agencies and service providers to discuss community needs. These discussions allow
entities to network and learn more about one another’s services and programs. Moreover,
their collective feedback is especially valuable in gathering information and shaping
priorities for this Consolidated Plan as it relates to special needs populations, general
health, and mental health services in the City and County.
In addition, the City participates in the County’s quarterly CDBG Coordinator’s Group
meetings, in which entitlement jurisdictions throughout the region gather to discuss
existing CDBG needs and proposed use of federal funds for the upcoming year.
The City also participates in the County’s Regional Housing Working Group, which is a
forum for entitlement and non-entitlement jurisdictions to develop coordinated
responses to regional housing challenges. The City’s Housing Manager regularly
monitors monthly Continuum of Care (CoC) meetings. The CoC is a broad group of
stakeholders dedicated to ending and preventing homelessness in Santa Clara County.
The key CoC responsibilities are ensuring community-wide implementation of efforts to
end homelessness and ensuring programmatic and systemic effectiveness.
City staff collaborates on project management coordination for projects funded by
multiple jurisdictions.
The City coordinates with public agencies that offer job training, life skills training, lead
poisoning prevention and remediation, and other education programs.
The City attends HOME Consortium meetings between member jurisdictions for
affordable housing projects.
In addition to the actions listed above, the City will continue to participate in the annual
Affordable Housing Week (May) activities such as partnering with nonprofit agencies to
host a housing fair to provide residents with access to developers, BMR managers, and
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City of Cupertino 2025-2030 Consolidated Plan | 15
housing agencies and programs. The City will also continue to leverage its BMR AHF to
assist nonprofit affordable housing developers.
Describe coordination with the Continuum of Care and efforts to address the
needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans, and unaccompanied youth) and persons
at risk of homelessness
The Santa Clara County Office of Supportive Housing (OSH) is the administrator of the
regional CoC. The City continuously coordinates with the Santa Clara County CoC to
end and prevent homelessness in the County. The CoC is a group compris ing
stakeholders throughout the County, including governmental agencies, homeless service
and shelter providers, homeless persons, housing advocates, affordable housing
developers, and various private parties, including businesses and foundations.
The City participates in the CoC, and the City’s Housing Manager regularly monitors the
CoC meetings. Members of the CoC meet monthly to plan CoC programs, identify gaps
in homeless services, establish funding priorities, and pursue a systematic approach to
addressing homelessness. City staff, as well as staff of other cities, meet and consult with
the County’s CoC staff during the quarterly countywide CDBG Coordinator ’s Group
meetings, and communicate more frequently via email and/or phone on joint efforts.
The CoC is governed by the CoC Board, which takes a systems-change approach to
preventing and ending homelessness. Destination: Home, a public-private partnership
that is committed to collective impact strategies to end chronic homelessness, is the
leadership board of the CoC. Destination: Home is the governing body for the CoC and
is responsible for implementing by-laws and operational protocols of the CoC.
Regional efforts of the CoC include the development of The Comm unity Plan to End
Homelessness, which identifies strategies to address the needs of homeless persons in the
County, including chronically homeless individuals and families, families with children,
veterans, and unaccompanied youth. The plan also addresses the needs of persons at
imminent risk of homelessness. The CoC is now in the process of updating a new plan
for the next five years and the City has been actively participating in these efforts.
The CoC and multiple service providers and organizations that provide services to
homeless persons and persons at imminent risk of homelessness were contacted by the
City to attend the Consolidated and Annual Action Plan engagement meetings. Agencies
included Abode Services, which administers Tenant-Based Rental Assistance;
Destination: Home; and Life Moves, a shelter and homeless provider in San Jose,
Sunnyvale, and Palo Alto.
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City of Cupertino 2025-2030 Consolidated Plan | 16
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 is not an ESG entitlement jurisdiction and therefore does not receive ESG funds.
However, the City does administer federal grant programs that provide assistance to
homeless and low-income families in Santa Clara County. The City also helps fund and
conduct the Point in Time (PIT) count, the biennial regional collaborative effort to count
and survey people experiencing homelessness. The latest count and survey were
conducted in January 2024. The data from the 2024 County of Santa Clara PIT count (2024
County PIT) is used to plan, fund, and implement actions for reducing chronic
homelessness and circumstances that bring about homelessness.
The Santa Clara County Office of Supportive Services takes the role of Homeless
Management Information System (HMIS) administration. The County, and its consultant
Bitfocus, work jointly to operate and oversee HMIS. Both software and HMIS system
administration are now provided by Bitfocus. Funding for HMIS in Santa Clara County
comes from HUD, the County of Santa Clara, and the City of San José. The County’s
HMIS is used by many City service providers across the region to record information and
report outcomes.
Describe Agencies, groups, organizations and others who participated in the
process and describe the jurisdictions consultations with housing, social service
agencies and other entities
Table 2 – Stakeholder Consultation
1 Agency/Group/Organization Abode
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://abode.org/
2 Agency/Group/Organization Affirmed Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
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City of Cupertino 2025-2030 Consolidated Plan | 17
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://affirmedhousing.com/completed/vela/
3 Agency/Group/Organization Alta Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://altahousing.org/
4 Agency/Group/Organization Bay Area Legal Aid
Agency/Group/Organization Type Fair housing and legal services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://baylegal.org/
5 Agency/Group/Organization BHSD The Harm Reduction Project
Agency/Group/Organization Type County Government
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website The Q Corner, Behavioral Health Services
6 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Services for Families and Children
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
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City of Cupertino 2025-2030 Consolidated Plan | 18
Website https://www.billwilsoncenter.org/
7 Agency/Group/Organization Bridge Housing
Agency/Group/Organization Type City Government (San Jose) / Housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website Q&A for Original Bridge Housing Program | City of San José
8 Agency/Group/Organization Caminar LGBTQ
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.caminar.org/
9 Agency/Group/Organization CARAS
Agency/Group/Organization Type County government
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website Community Agency for Resources, Advocacy and Services
(CARAS) | Overdose Prevention Resources | County of Santa
Clara
10 Agency/Group/Organization CASA
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://childadvocatessv.org/
11 Agency/Group/Organization Catholic Charities
Agency/Group/Organization Type Faith based supportive services
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What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.ccscc.org/?locale=en
12 Agency/Group/Organization City of Los Altos
Agency/Group/Organization Type City Government
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.losaltosca.gov/
13 Agency/Group/Organization City Team
Agency/Group/Organization Type Homelessness Services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.cityteam.org/
14 Agency/Group/Organization County Office of LGBTQ Affairs
Agency/Group/Organization Type County government
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website Office of LGBTQ Affairs | Division of Equity and Social Justice |
County of Santa Clara
15 Agency/Group/Organization Destination Home
Agency/Group/Organization Type Homeless prevention
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
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City of Cupertino 2025-2030 Consolidated Plan | 20
Website https://destinationhomesv.org/
16 Agency/Group/Organization Downtown Streets Team
Agency/Group/Organization Type Homeless prevention
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.streetsteam.org/
17 Agency/Group/Organization Eden Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://edenhousing.org/
18 Agency/Group/Organization Golden State Manufactured Homes Owners League
Agency/Group/Organization Type Nonprofit advocacy
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.gsmol.org/
19 Agency/Group/Organization Housing Trust Silicon Valley
Agency/Group/Organization Type CDFI
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://housingtrustsv.org/
20 Agency/Group/Organization Jamboree Housing
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
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How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.jamboreehousing.com/
21 Agency/Group/Organization Lived Experience Advisory Board
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website
22 Agency/Group/Organization Life Moves
Agency/Group/Organization Type Supportive Housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.lifemoves.org/
23 Agency/Group/Organization Mountain View Chamber of Commerce
Agency/Group/Organization Type Civic Leadership
What section of the Plan was addressed by
Consultation?
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Individual stakeholder interview
Website https://www.chambermv.org/
24 Agency/Group/Organization Next Door Solutions to Domestic Violence
Agency/Group/Organization Type Domestic Violence Survivor Resources
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.nextdoorsolutions.org/
Agency/Group/Organization Path Ventures
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25 Agency/Group/Organization Type Homelessness services
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://epath.org/path-ventures/
26 Agency/Group/Organization Pride Social
Agency/Group/Organization Type LGBTQ Advocacy
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.pridesocialsouthcounty.com/#OurMission
27 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Fair Housing Legal Services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.housing.org/
28 Agency/Group/Organization Rebuilding Together Peninsula & Silicon Valley
Agency/Group/Organization Type Home Rehabilitation
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://rebuildingtogetherpeninsula.org/,
https://rebuildingtogethersv.org/
29 Agency/Group/Organization Resources for Community Development
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
Stakeholder focus group
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City of Cupertino 2025-2030 Consolidated Plan | 23
improved coordination?
Website https://rcdhousing.org/
30 Agency/Group/Organization San Andreas Regional Center
Agency/Group/Organization Type Supportive Services for Residents with Disabilities
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.sanandreasregional.org/
31 Agency/Group/Organization Santa Clara County Housing Authority
Agency/Group/Organization Type Public housing authority
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.scchousingauthority.org/
32 Agency/Group/Organization Satellite Affordable Housing Associates
Agency/Group/Organization Type Affordable housing
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.sahahomes.org/
33 Agency/Group/Organization Senior Adults Legal Assistance
Agency/Group/Organization Type Fair Housing Legal Services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.mightycause.com/organization/Senior-Adults-
Legal-Assistance
34 Agency/Group/Organization Silicon Valley Independent Living Center
Agency/Group/Organization Type Services for people with disabilities
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City of Cupertino 2025-2030 Consolidated Plan | 24
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://svilc.org/
35 Agency/Group/Organization SOMOS Mayfair
Agency/Group/Organization Type Community Advocacy / Families
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://www.somosmayfair.org/
36 Agency/Group/Organization Sourcewise
Agency/Group/Organization Type Services for older adults and people with disabilities
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://mysourcewise.com/
37 Agency/Group/Organization The LGBTQ Youth Space
Agency/Group/Organization Type Community advocacy organization
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://youthspace.org/
38 Agency/Group/Organization United Way Bay Area
Agency/Group/Organization Type Supportive services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
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Identify any Agency Types not consulted and provide rationale for not
consulting
Not applicable. No agency types were intentionally left out of the consultation process.
Other local/regional/state/federal planning efforts considered when preparing
the Plan
Website https://uwba.org/
39 Agency/Group/Organization Upwards
Agency/Group/Organization Type Childcare services
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://upwards.com/
40 Agency/Group/Organization Vista Center for Blind and Visually Impaired
Agency/Group/Organization Type Services for people with disabilities
What section of the Plan was addressed by
Consultation?
Needs Assessment
Market Analysis
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://vistacenter.org/
41 Agency/Group/Organization YWCA Golden Gate Silicon Valley
Agency/Group/Organization Type Supportive services for domestic violence survivors
What section of the Plan was addressed by
Consultation?
Needs Assessment
How was the Agency/Group/ Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Stakeholder focus group
Website https://yourywca.org/
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Table 3 – Other Local / Regional / Federal Planning Efforts
Name of Plan Lead Organization How do the goals of your Strategic Plan
overlap with the goals of each plan?
Continuum of Care
(Community Plan to End
Homelessness in Santa Clara
County 2020-2025)
Santa Clara County
Continuum of Care
Addresses issues pertaining to
homelessness through provision of social
services such as food-related assistance,
legal services, and employment training
opportunities.
City of Cupertino General Plan
Housing Element, 2023-2031 City of Cupertino
Serves as a policy guide to evaluate
existing and future housing needs, i.e.,
determines whether housing availability
meets the needs of the population.
Regional Housing Needs
Assessment (RHNA) for the Santa
Clara County
Association of Bay Area
Governments (ABAG)
Analyzes total regional housing needs, i.e.,
determines number of units needed to be
built per income category.
Community Plan to End
Homelessness in Santa Clara
County
Destination: Home
Creates a community-wide road map that
identifies specific homeless populations in
the County and strategies to address the
needs of these populations.
Santa Clara County Housing
Authority (SCCHA) Moving to
Work Annual Plan
Santa Clara County
Housing Authority
Addresses housing authority updates and
strategies pertaining to public housing and
vouchers.
Describe cooperation and coordination with other public entities, including the
State and any adjacent units of general local government, in the
implementation of the Consolidated Plan (91.215(l))
The Consolidated Plan was developed with close coordination with jurisdictional
partners in Santa Clara County. The Santa Clara County Office of Supportive Housing
(OSH) initiated the collaborative effort by bringing t ogether all entitlement jurisdictions
in spring 2024. The jurisdictions issued a joint RFP to hire a consultant team to complete
the plans. The entitlement grantee jurisdictions involved in the collaborative effort
included: Cupertino, Gilroy, Milpitas, Mountain View, Palo Alto, City of Santa Clara, and
Sunnyvale, as well as the urban county,
Collaboration on stakeholder engagement and resident participation to inform the plan
began with a meeting to discuss a proposed engagement plan. The jurisdictions provided
lists of priority stakeholders and organizations for engagement, to avoid duplication in
outreach efforts. Collaborative engagement consisted of two regional open houses held
in the evening and virtually to enable both residents and stakeholders to attend; three
stakeholder consultation workshops held on varying days and times in December; and a
joint community survey, which was promoted widely by the jurisdictions.
38
City of Cupertino 2025-2030 Consolidated Plan | 27
The jurisdictions also prepared a joint regional housing market assessment, with
jurisdiction-level market data, to enable jurisdictions to compare housing needs and
provide uniform market data in the plans.
The Association of Bay Area Governments (ABAG) was invited to participate in a
meeting to discuss housing and community development needs. ABAG shared relevant
reports for incorporation into the Consolidated Plans.
In addition, the County hosts and jurisdictions attend CDBG Coordinators and Regional
Housing Working Group meetings. During these meetings, projects benefitting the
homeless and special needs housing are discussed as is pending legislation and local
initiatives that impact affordable housing and services for lower income
households. Jurisdiction staff also support the countywide biennial Homeless
Census. Results from the Census are used to identify homeless populations throughout
the County and to implement strategies and service priorities to address their needs.
39
City of Cupertino 2025-2030 Consolidated Plan | 28
PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen
participation
Summarize citizen participation process and how it impacted goal-setting
Engagement that was done in coordination with the County and was targeted to residents
included:
A Consolidated Plan website—www.letstalkhousingscc.org—with information
about the Planning process including a short video and presentation; a link to the
resident survey and activities to prioritize housing and community development
needs; and community resources. The website contains a translation feature for
easy conversion into multiple languages.
A community survey, available between October and December 2024, and
promoted through supportive service and public agencies that work with lo w
and moderate income residents, city social media, and the Consolidated Plan
website.
Two virtual regional workshops open to all residents living in Santa Clara County
and stakeholders serving residents in the county. The workshops included a brief
overview about the Planning process, simple activities to express priority needs,
and in-depth discussions about needs in breakout rooms. Interpretation was
available in Spanish, Vietnamese and Mandarin.
Individual stakeholder meetings specific to Cupertino.
Public hearings: Several public hearings were held related to the development of
the 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan. These
include:
December 19, 2024 – A special meeting of the Housing Commission to receive
progress updates on development of the Consolidated Plan.
March 27, 2025 – A regular meeting of the Housing Commission to recommend
funding distribution of the CDBG program as well as other funding for housing
and low-income public service activities in the FY25-26 year.
April 15, 2025 – A regular meeting of the City Council to approve the funding
recommendations of the Housing Commission and authorize the City Manager
to execute the associated agreements for the funding awards.
40
City of Cupertino 2025-2030 Consolidated Plan | 29
May 22, 2025 – A regular meeting of the Housing Commission to approve the
draft 2025-2030 Consolidated Plan and 2025-2026 Annual Action Plan for
submittal to the Department of Housing and Urban Development.
Public comment on the 2025-2030 Consolidated Plan was open from April 21 to
May 22, 2025. A link to the Consolidated Plan draft document was provided on
the Letstalkhousingscc.org website and on the City of Santa Clara website.
A complete survey analysis and overview of resident engagement is provided in the
appendix of this plan. The survey was distributed through entitlement jurisdictions and
was available on the Let’s Talk Housing website, city websites, and printed copies were
provided in English and Spanish at community events. From North County, 876
residents responded, 79 of whom are also stakeholders working in a variety of roles and
organizations related to housing and community development.
Survey respondents were asked to identify priority housing, community development,
and economic development outcomes with the following results rank ed by the percent
of Cupertino respondents selecting the item:
The top housing outcomes were more supportive housing for unhoused
individuals and families (29%), affordable rental housing (29%), followed by
more affordable homeownership (24%), increased shelter capacity (22%), and
security deposit assistance for low to moderate income renter households and
land acquisition for affordable housing (both at 20%);
The top community development outcome in Cupertino was transportation for
seniors (24%), followed by mental health services (22%), additional and/or higher
quality childcare (22%), senior centers (20%), and navigation of public resources
(20%)
The top economic development outcome selected by respondents in Cupertino
was job training programs (59%), followed by revitalization of neighborhood
businesses/commercial areas (39%), improved transportation to areas with job
opportunities (34%), more opportunities for small or start-up businesses (34%),
and center for seasonal and day laborers (29%). (Note that only 5 options were
provided for economic development outcomes)
41
City of Cupertino 2025-2030 Consolidated Plan | 30
Table 4: Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not
accepted
and reasons
URL
(If applicable)
1
Consolidated
Plan website
Countywide Website provided information
on the Consolidated Plan
process and ways for
community residents and
stakeholders to be engaged
through taking the survey and
participating in events.
N/A N/A, all
comments
accepted.
Letstalkhousingsc
c.org
2
Community
Survey open
from October to
December 2024
(online and
printed version)
Countywide
residents and
stakeholders
1634 total responses
countywide including 279
stakeholders. 166 responses
for Mountain View including
13 stakeholders.
Provided in community
engagement summary
in appendix and
referenced in relevant
sections through the
report.
N/A, all
comments
accepted.
Surveymonkey.co
m/r/Santa
ClaraCommunity
3
2 Virtual
Community
Workshops on
November 14
and November
20, 2024
Countywide
residents
55 total participants between
the 2 sessions provided
Provided in community
engagement summary
in appendix and
referenced in relevant
sections through the
report.
N/A, all
comments
accepted.
2 Virtual
Community
Workshops on
November 14
and November
20, 2024
4 3 Virtual Countywide 72 total stakeholder Provided in community N/A, all 3 Virtual
42
City of Cupertino 2025-2030 Consolidated Plan | 31
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not
accepted
and reasons
URL
(If applicable)
Stakeholder
Workshops /
Focus Groups on
December 5,
December 11
and December
17, 2024
stakeholders
(who are also
residents)
representing a
diversity of
organizations
involved in
housing, social
services and
community
development
participants across the 3
sessions provided.
engagement summary
in appendix and
referenced in relevant
sections through the
report.
comments
accepted.
Stakeholder
Workshops /
Focus Groups on
December 5,
December 11 and
December 17,
2024
6
Local
Advertisement
(Print Media)
Non-targeted/
Broad
community;
minority
population
CDBG target
area recipients
Notice of public meetings was
posted in the Cupertino
Courier on 4/4/25.
See Appendix
Community
Engagement Summary
All comments
were
accepted.
7 Social Media
Broad Santa
Clara County
community with
computer
access
Announcements posted to
Facebook, NextDoor, and
Twitter accounts of
entitlement jurisdictions and
community partners.
See Appendix
Community
Engagement Summary
All comments
were
accepted.
43
City of Cupertino 2025-2030 Consolidated Plan | 32
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not
accepted
and reasons
URL
(If applicable)
8 Printed Flyers
Non-targeted/
Broad
community;
minority
population
CDBG target
area recipients
Over 1,225 print flyers were
printed and distributed at
community hubs across the
County.
See Appendix
Community
Engagement Summary
All comments
were
accepted.
See Appendix
Community
Engagement
Summary
9 Public Review
Period
Non
targeted/broad
community
April 21 – May 22, 2025 No public comments
were received. N/A
https://www.cup
ertino.org/our-
city/departments
/community-
development/ho
using/community-
development-
block-grant-
program#:~:text=
Annually%2C%20t
he%20City%20of%
20Cupertino,Day
%20Care%2FCare
giver%20Respite%
20408.971.
10 Public
Meeting(s)
Non-
targeted/broad
community
December 19, 2024 a hearing
was held with the Housing
Commission. Consolidated
Plan background, preliminary
survey results, and market
data were provided and the
3 public comments
were received
N/A
https://cupertino.l
egistar.com/Legisl
ationDetail.aspx?I
D=4546748&GUID
=7B14A82C-79AE-
411A-9116-
537DD225AF09&O
ptions=&Search=
44
City of Cupertino 2025-2030 Consolidated Plan | 33
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments
received
Summary of
comments
not
accepted
and reasons
URL
(If applicable)
Housing Commission voted to
“receive” the presentation
that was made.
11 Public
Meeting(s)
Non-
targeted/broad
community
March 27, 2025 a hearing was
held of the Housing
Commission to make funding
recommendations for the
CDBG, PLHA, HSG, BMR, and
County funding programs.
11 oral public
comments were
received, 10 written
comments were
received
N/A
12 Public
Meeting(s)
Non-
targeted/broad
community
April 15, 2025 a hearing was
held of the City Council to
approve the funding
recommendations of the
Housing Commission and
authorize the City Manager to
execute agreements based on
awards.
13 oral public
comments were
received, 8 written
comments were
received
N/A
13 Public
Meeting(s)
Non-
targeted/broad
community
May 22, 2025 a hearing was
held of the Housing
Commission to approve the
draft 2025-2030 Consolidated
Plan and 2025-2026 Annual
Action Plan for submittal to
HUD.
N/A
45
City of Cupertino 2025-2030 Consolidated Plan | 34
Needs Assessment
NA-05 Overview
Needs Assessment Overview
Cupertino is a member of the Santa Clara County HOME Consortium, and as such,
completes an abridged Consolidated Plan that has a less detailed analysis of housing needs
omitting the NA-10 through NA-45 elements of the plan. This overview, nonetheless,
retains key components of these sections including a summary of housing needs, publicly
supported housing in the city, characteristics of Cupertino’s homeless community, and
housing needs for special populations as these components are critical to understanding the
breadth of lower income residents’ needs, and the City and County efforts to address them.
Despite Cupertino’s extreme affluence, housing needs exist for households with fixed
incomes such as social security, public service employees and households whose primary
income is in lower paying industries such as retail and hospitality. The quality and variety
of services available to Cupertino residents is considerably limited by the lack of affordable
housing options for these households who must commute long distances in order to work
in Cupertino.
As shown in the table below, Cupertino’s households have increased more quickly than the
general population indicating a shift towards smaller households. Median income has
increased by nearly 92% and is considerably higher than the county median of $154,954.
Table 5 - Housing Needs Assessment Demographics
Demographics Base Year: 2010 Most Recent Year: 2023 % Change
Population 56,498 58,886 4.2%
Households 19,575 21,137 8.0%
Median Income $120,201 $231,139 92.3%
Data Source: 2010 5-year ACS (Base Year), 2023 5-year ACS (Most Recent Year)
Cupertino Housing Needs
Although the median income of Cupertino is extraordinarily high, 5,550 or 26% of Cupertino
households have incomes below 80% of the median income and given high housing costs,
are at high risk for housing problems including cost burden (spending more than 30% of
income on housing costs), crowding and substandard housing. The existence of housing
problems at different income levels by household types is useful in determining where
housing resources and funding should be directed for maximum impact. HUD employs
46
City of Cupertino 2025-2030 Consolidated Plan | 35
the following definitions when analyzing a jurisdiction’s need for specific types of housing
at different price points.
Definitions
Housing Problem(s) or Condition(s):
Substandard Housing - Lacking complete plumbing or kitchen facilities. This includes
households without hot and cold piped water, a flush toilet and a bathtub or shower; or
kitchen facilities that lack a sink with piped water, a range or stove, or a refrigerator.
Overcrowded - Households having complete kitchens and bathrooms but housing more
than 1.01 to 1.5 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Severely Overcrowded - Households having complete kitchens and bathrooms but housing
more than 1.51 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Housing Cost Burden - This is represented by the fraction of a household’s total gross
income spent on housing costs. For renters, housing costs include rent paid by the tenant
plus utilities. For owners, housing costs include mortgage payment, taxes, insurance, and
utilities.
A household is considered to be cost burdened if the household is spending more
than 30 percent of its monthly income on housing costs.
A household is considered severely cost burdened if the household is spending more
than 50 percent of its monthly income on housing costs.
Family Type(s):
Small Related - The number of family households with two to four related members.
Large Related - The number of family households with five or more related members.
Elderly - A household whose head, spouse, or sole member is a person who is at least
62 years of age.
Income:
HUD Area Median Family Income (HAMFI) - This is the median family income calculated
by HUD for each jurisdiction, in order to determine Fair Market Rents (FMRs) and income
limits for HUD programs. Santa Clara County’s HAMFI for 2024 is $184,300.
Extremely low-income - Households earning below 30 % ($55,290) of the
AMI/HAMFI
Very low-income - Households earning 31-50% ($92,150) of the AMI/HAMFI
47
City of Cupertino 2025-2030 Consolidated Plan | 36
Low-income - Households earning 51-80% ($147,440) of the AMI/HAMFI.
The table below projects housing needs in Cupertino for low income households; those with
incomes below 80% AMI, or $146,720 annually. As shown in the figure below, housing
needs are high across low-income groups with 70% having some type of housing need and
nearly 4000 households projected to have a housing need in 5 years.
Supplemental Figure 1: Future housing need for low-income households
Source: 2023 5-year American Community Survey estimates
Across the jurisdictions of Santa Clara County, cost burden and severe cost burden are the
most common housing problems which is not surprising given the high cost of housing.
Crowding is also often seen at income levels that are too high to qualify for housing
subsidies, but too low to pay market rate rent without being at least moderately cost
burdened, usually around 50-80% AMI.
The tables below show the percentage of Cupertino households experiencing moderate and
severe cost burden based on 2010 and 2023 5-year American Community Survey estimates.
Renter cost burden has remained unchanged, whereas owner cost burden has decreased
which could indicate an influx of higher income households, and displacement of lower
income owner households.
Supplemental Figure 2: Cost Burden 2010 and 2023
Future
Total HH # HH With
Hsg Need
% with
Need
(FROM the
SANTA
CLARA
COUNTY
WORKBOO
K)
Hsg Need
in 5 Yr
All Low Income Households (<80% AMI)5,500 3,844 70%3,881
By Income
Extremely low income households (<30% AMI)2,322 1,986 86%2,005
Very low income households (30-50% AMI)1,530 1,055 69%1,065
Low income households (50-80% AMI)1,648 869 53%877
By Tenure
Low Income Renters (<80% AMI)2,469 1,830 74%1,848
Low Income Owners (<80% AMI)3,031 1,786 59%1,804
Current
Household Type
48
City of Cupertino 2025-2030 Consolidated Plan | 37
Source: 2010 and 2023 American Community Survey 5-year estimates
Publicly Assisted Housing in Cupertino
Santa Clara County Housing Authority administers a variety of federal rental assistance
programs for use by qualifying lower income residents in the County of Santa Clara. These
programs are targeted toward low-, very low-, and extremely low-income households, more
than 80% of which are extremely low-income families, seniors, veterans, persons with
disabilities, and formerly homeless individuals. In Santa Clara County, the vast majority of
federal publicly supported housing is provided through the Section 8 voucher program as
SCCHA RAD transitioned all of its previous public housing inventory and curr ently only 4
units of traditional public housing units remain and those are located only in Santa Clara
City. Housing voucher programs include:
1) Housing Choice Voucher (HCV) Program which allows households to find a privately
owned unit on their own paying approximately 30% of their monthly income towards rent
and SCCHA paying the balance to the property owner; and
2) Project Based Vouchers (PBV) Program Project that are attached to individual units in the
publicly assisted housing inventory managed by SCCHA.
SCCHA also manages special purpose voucher programs that serve other targeted
populations including the Veteran’s Affairs program, Family Unification and Disability
programs. Some SCCHA special programs combine housing assistance with savings
incentives and other include case management services provided in collaboration with
community service agencies.
As of January 2025, there are approximately 18,000 voucher holders across the county with
the majority living in the City of San Jose (70%). In Cupertino, as of January 2025, there were
59 vouchers in use, 55 of which are HCV. The total waiting list for all vouchers is always
open and is currently at 42,872 which includes both HCV and PBV. Households are
optionally on both lists and therefore duplicative. Additionally, eligibility is not verified
Cost Burden >= 30%2010 2023
Renter Households 33%33%
Owner Households 37%22%
All Households 36%26%
Cost Burden >= 50%2010 2023
Renter Households 15%17%
Owner Households 14%10%
All Households 14%13%
49
City of Cupertino 2025-2030 Consolidated Plan | 38
until the household is selected, therefore the total waiting list number is considerably larger
than the actual unduplicated number of households actively seeking a housing voucher.
The waiting list household characteristics include 41% families with children, 20% elderly,
18% with disabilities and 2% veterans. The waiting list is operated on a lottery basis and
there is a preference for families who have lived and worked in the county for the past 5
years and for veterans. PBV units are tracked for accessibility features and a lottery is drawn
to match the needed features with tenants.
In 2008, SCCHA was designated a Moving to Work (MTW) agency. The MTW program is a
federal demonstration program that allows greater flexibility to design and implement more
innovative approaches for providing housing assistance. The Moving to Work program
has 60 different initiatives with the goal of improving outcomes and experiences for both
residents and landlords. Administrative streamlining has had an effect including
paperwork timing and inspections which helps get people into units more quickly. This
streamlining also helps with recruiting landlords to the program as they benefit from the
consistency of payments.
Homeless Needs
A total of 9,903 individuals were counted as experiencing homelessness in Santa Clara
County in the 2023 Point in Time (PIT) count—75% of which were unsheltered (7,401
unsheltered people) and 25% were sheltered homeless (2,502 people). As shown below,
homelessness rose significantly between 2017 and 2019. The City of Cupertino had the
smallest population of homeless persons of jurisdictions in Santa Clara County at only 48
homeless persons in 2023, comprising less than 1% of the County’s homeless populatio n.
All homeless persons in Cupertino were unsheltered during this time, representing 1% of
Santa Clara County’s unsheltered population.
Over the past year, Cupertino experienced the greatest decline in homelessness for an
overall percentage decrease of 53% (or 54 fewer homeless people). This compares to only
1% for Santa Clara County overall. It is important to highlight the stark imbalance in
homelessness in Cupertino in which all homeless persons (100%) are unsheltered. While this
could indicate that the County’s supportive housing system and shelter capacity has not
expanded since 2019, it is more likely the result of the lack of homeless facilities and services
located within Cupertino City limits to support persons and families experiencing
homelessness. (Currently, there is only one emergency shelter located in Cupertino with a
total of eight beds for survivors of domestic violence.)
Supplemental Figure 3: People Experiencing Homelessness, Santa Clara County, 2007-2023
50
City of Cupertino 2025-2030 Consolidated Plan | 39
Source: Santa Clara County PIT, Destination Home, and Root Policy Research.
Of the participating entitlement jurisdictions within Santa Clara County, as of the 2023 PIT
count:
Cupertino had the lowest population of homeless persons at only 48 people (less
than 1% of the County counted unhoused population)—all of which were
unsheltered homeless and represented 1% of the County’s unsheltered homeless
population.
Gilroy had the largest population of homeless persons at 1,048 residents (11% of the
County population) and the largest population of unsheltered homeless persons at
817 people (11% of the County’s unsheltered homeless population; and 78% of
homeless persons in Gilroy).
Milpitas had a total homeless population of 142 persons (1% of the County
population), all of which were experiencing unsheltered homelessness. The City’s
unsheltered homeless population represented 2% of unsheltered persons overall.
Mountain View had the second largest homeless population at 562 people (6% of the
County population), most of which were unsheltered homeless (75% of the City’s
homeless population; and 6% of the County’s unsheltered population).
Palo Alto had a total homeless population of 206 persons (2% of the County’s
population), almost all of which were unsheltered (91% of the City’s homeless
population; and 3% of the County’s unsheltered population).
Santa Clara City had a total homeless population of 461 persons (6% of the County’s
population), almost all of which were unsheltered (90% of the City’s homeless
population; and 6% of the County’s unsheltered population).
Sunnyvale had a total homeless population of 471 persons (5% of the County’s
population) and a comparatively smaller unsheltered population (68% of the City’s
homeless population; and 4% of the County’s unsheltered population).
51
City of Cupertino 2025-2030 Consolidated Plan | 40
Supplemental Figure 4: People Experiencing Homelessness, Santa Clara County and
Participating Jurisdictions, 2023
Source: 2019, 2022, and 2023 PIT Count Santa Clara County, 2023 ACS, and Root Policy Research.
Jurisdictions across Santa Clara County are struggling with adequately responding to
homeless residents’ needs with inadequate funding and systems for sufficient prevention
and provision of support services including mental health, addiction treatment, low
barrier transitional and supportive housing and emergency shelter for different types of
households experiencing or at risk of homelessness. Understanding the characteristics of
people experiencing homelessness is helpful in identifying appropriate strategies for
prevention, and in determining the type of housing, resources and services most needed in
the City.
In the weeks following the 2023 count, Santa Clara County administered a survey to 1,006
individuals experiencing sheltered and unsheltered homelessness to understand their
housing experiences, demographics, and socioeconomic characteristics. Data from the
survey provided valuable insight on individuals’ health and employment status, access to
services, causes of homelessness, and other demographic and household information.
Findings from the survey are summarized below.
People Exp. Homelessness -PIT Count
Jurisdiction 2019 2022 2023
Santa Clara County 9,706 10,028 9,903 5.27
San José 6,097 6,650 6,266 6.33
Participating Jurisdictions
Cupertino 159 102 48 0.82
Gilroy 704 814 1,048 17.90
Milpitas 125 274 142 1.82
Mountain View 606 346 562 6.82
Palo Alto 313 274 206 3.06
Santa Clara (city)326 440 461 3.57
Sunnyvale 624 385 471 3.07
Urban County Program 651 680 637 2.23
Campbell 74 216 92 2.15
Los Altos 76 65 0 0.00
Los Altos Hills 0 0 0 0.00
Los Gatos 16 58 81 2.47
Monte Sereno 0 0 0 0.00
Morgan Hill 114 60 230 5.09
Saratoga 0 0 0 0.00
Unincorporated 371 281 234 2.55
2023 PEH Per
1,000 Residents
52
City of Cupertino 2025-2030 Consolidated Plan | 41
Around one-third (31%) self-reported having a psychiatric or emotional condition
followed by post-traumatic stress disorder (29%), drug or alcohol use (26%), chronic
health problem (25%), physical disability (21%), traumatic brain injury (10%), and/or
intellectual or developmental disability (9%). Only 3% reported having an
HIV/AIDS-related illness.
Seventy-one percent (71%) reported that they are currently accessing food services
followed by bus passes (36%) and outreach services (20%). Importantly, one in five
(22%) are not using any services and only 12% are accessing mental health services.
When asked what may have prevented them from becoming homeless, individuals
cited programming and services including: employment assistance, rent/mortgage
assistance, mental health services, help accessing benefits, alcohol/drug counseling,
legal assistance, and/or case management after leaving institutions.
Findings from the survey also provided context on the nature and extent of unsheltered and
sheltered homelessness in Santa Clara County. For example, when asked where they were
staying on the night of January 24, almost one in five (17%) reported that they were living
outdoors in streets or parks followed by individuals living in a van (12%), tent (11%),
camper/RV (10%), or in their automobile/car (9%). Individuals were also asked why they
were not using any type of shelter service in which respondents explained that shelters are
full; too crowded; there are too many rules; germs or bugs; there is nowhere for them to
store their staff; and/or because they cannot stay with their partner/family. When asked
what is keeping them from getting permanent housing, the top reasons cited by participants
were being unable to afford rent; no job/not enough income; no money for moving costs;
bad credit; and/or there is no housing available.
In Cupertino specifically, residents experiencing homelessness tend to congregate and camp
in the Lawrence Mitty Park area on a property that the City acquired to develop as a park
along the Lawrence Expressway. While encampments are common in this area (and other
properties in east Cupertino), there are very few homeless services or options for public
transit in these areas of the city. Many transit homeless residents sleep in parks and vehi cles
overnight and pack up to leave during the day. According to the City’s Housing Element,
the most common areas for homeless persons to spend the night and leave during the day
are Alves Drive, Civic Center, and Memorial Park.
Non-Homeless Special Needs: Households at risk of homelessness
This section addresses the needs of persons who are not homeless but require supportive
housing and services. The special needs populations considered in this section include:
elderly and frail elderly households, persons with disabilities, female-headed households,
persons living with HIV/AIDS and their families, and survivors of domestic violence.
Elderly households/frail elderly. Elderly households are defined by HUD as individuals
age 62 and older while frail elderly households are defined as an elderly person who
53
City of Cupertino 2025-2030 Consolidated Plan | 42
requires assistance with three or more activities of daily living such as bathing, walking, or
performing light housework. Elderly households are not tracked by HUD per individual
but per household. Because data are not available for elderly persons by HUD, 2023 5 year
American Community Survey (ACS) estimates were used to determine the number and
share of elderly persons in the city. In 2023, there were a total of 10,786 elderly persons in
Cupertino which represents 18% of the total resident population during this time.
Elderly persons often experience a combination of factors that make accessing or keeping
housing a challenge such as having a fixed income, some type of disability, chronic health
conditions, and/or reduced mobility. Individuals and households with these challenges
require greater levels of affordability and increased access to affordable health care,
supportive or assisted living services, and/or affordable housing that is accessible.
Persons with disabilities. According to 5 year ACS estimates, 6% of total residents in
Cupertino had a disability of some kind in 2023 (3,593 residents with a disability). The most
common disabilities among residents during this time were independent living difficulties
(24%) and ambulatory difficulties (22%) which highlights the need for persons with
disabilities to have access to housing that is both affordable and accessible designed to offer
greater mobility and opportunities for independence. These resident s also need access to
resources and services to assist with daily living and/or affordable specialized care.
According to Section 4512 of the Welfare and Institutions Code, “developmental disability”
means a disability that originates before an individual attains 18 years of age, continues, or
can be expected to continue, indefinitely, and constitutes a substantial disability for that
individual. It includes intellectual disabilities, cerebral palsy, epilepsy, and autism. This
term also includes disabling conditions found to be closely related to intellectual disability
or to require treatment similar to that required for individuals with intellectual disabilities
but does not include other conditions that are solely physical in nature.
According to 2020 data from the California Department of Developmental Services, there
were 154 children (51%) with a developmental disability and 147 adults (49%) with a
developmental disability in 2020. The most common living arrangement for individuals
with disabilities in Cupertino is within the home of a parent, family, or guardian (257
people) followed by foster/family home (11 people) and independent/supported living (5
people).
Several housing types are appropriate for people living with a developmental disability:
rent-subsidized homes, residential care facilities, Section 8 vouchers, special programs for
home purchase, HUD housing, and Senate Bill 962 homes (these are adult residential homes
for persons with specialized health care needs). Supportive housing and grou p living
opportunities for persons with developmental disabilities can be an important resource for
those individuals who can transition from the home of a parent or guardian to independent
living.
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Female-headed households. In Cupertino, female-headed households comprise 6% of total
households in the city (or 1,307 single female households), according to 2023 5 year ACS
estimates. Of these households, 35% currently have children under 18 living with them
representing a total of 456 single mother households living in Cupertino. Poverty rates
among single female householders and single mothers are much higher in the city than the
County overall with 15% of female-headed households and 35% of single mother
households living below the poverty level. This compares to only 11% (female
householders) and 17% (single mothers) for the County of Santa Clara in 2023.
Persons with alcohol or other addictions. Alcohol and other drug (AOD) addiction is a
disability under federal law and often requires intensive services and access to affordable
and safe housing to address. There is limited data available on persons or households that
experience alcohol or other addictions and it can be difficult to determine data for the non -
homeless population with addictions and data for the homeless population with addictions.
However, data collected during the Point-in-Time (PIT) count and self-reported disabilities
during program enrollment can provide insight on the characteristics of residents with
addiction including their housing and supportive service needs. According to the 2023 PIT
survey, 143 homeless persons (14%) reported that the primary reason or condition that le d
to them becoming homeless was “alcohol or drug use” and 64 people (6%) reported that
“mental health issues” led to them becoming homeless.
Survivors of domestic violence. Of those who participated in the survey following the PIT
count, 6% reported that they experienced domestic violence or abuse while they were
homeless in Santa Clara County. Stakeholders participating in the virtual workshop
emphasized a critical shortage of emergency and transitional housing options to meet the
specific needs of domestic violence survivors and the need for greater coordination across
agencies and nonprofit service providers to address this need.
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
This section assesses non-housing community development needs, largely informed by
stakeholder consultation, resident workshops and the community survey. The community
survey had 876 North County respondents and also included responses stakeholders
working across jurisdictions. A complete regional survey analysis and overview of
community engagement including stakeholder consultation is provided in the Appendix.
The table below shows the frequency of responses from Cupertino residents on most critical
community and economic development needs.
Supplemental Figure 5: Critical Community and Economic Development Needs
Source: Santa Clara County Housing and Community Development Resident / Stakeholder Survey 2024.
Note: n=41
5%
5%
7%
7%
7%
10%
10%
12%
12%
12%
15%
15%
17%
17%
17%
17%
17%
20%
20%
22%
22%
24%
24%
24%
24%
24%
"Streets for people" or "complete streets" that are walkable and…
Access to internet
Legal and/or housing assistance for formerly incarcerated or…
Financial counseling
Job training programs
Housing counseling for tenant-landlord issues
Documentation assistance (getting an ID or driver’s license)
Climate resilience-focused planning and implementation
Local renewable energy generation
Food pantries
Developed parks/playgrounds
Youth activities
Services for persons who are currently unhoused
Help for non-profits
Help for small businesses
Environmental hazard mitigation
Neighborhood cleanups
Supportive services for low-income residents, persons living…
Mental health services
Public resource navigation assistance
Access to reliable public transportation
Community centers
Affordable childcare
Transportation services for seniors
Senior center/senior services
Sidewalks, streetlights, aneighborhood improvements
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City of Cupertino 2025-2030 Consolidated Plan | 45
Survey respondents were asked to select the most critical community and economic
development needs that included public facilities, public improvement and public
services. Public facilities related options were overall selected more frequently than
public service related options which is unique to Cupertino compared to the other
jurisdictions whose respondents selected public services more frequently. The public
facilities related options ranked as follows among the 26 choices provided for
Cupertino respondents only:
#2: Senior centers
#5: Community / Recreation Centers
#16: Developed parks / playgrounds
#17: Food Pantries
Survey responses from Cupertino specifically aligned well with regional community
meetings and stakeholder focus groups, who emphasized the need countywide for
nonprofit facilities, community centers, and youth centers, which were frequently
mentioned as essential for fostering social connections and providing key ser vices.
Participants in workshops also highlighted the importance of improving childcare
infrastructure countywide.
Stakeholder feedback through virtual workshops and individual interviews
highlighted the critical need for emergency shelter across the Nor th County
jurisdictions outside of San Jose. A need for increased coordination and sharing of
best practice approaches to addressing homelessness between jurisdictions and
collaboration with nonprofits was also referenced. Among Cupertino survey
respondents, supportive housing for unhoused individuals ranked first among
housing outcomes priorities and increased shelter capacity ranked 4th indicating a
recognition in the Cupertino community of the critical need for homeless services
and shelter.
How were these needs determined?
Survey respondents were asked to identify the City’s critical community
development and economic development needs as well as community development,
economic development and housing outcomes they would like to see as a result of
HUD funding.
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In the community and stakeholder workshops that were held to support the
Consolidated Plan, attendees shared their perceptions of top needs through
facilitated discussions and interactive activities.
Describe the jurisdiction’s need for Public Improvements:
With the exception of sidewalk, streetlight and neighborhood improvements ,
Cupertino survey respondents’ ranking for public improvements were not selected
as frequently as public services in response to identifying the most critical
community and economic development needs in as shown in the previous table. The
most frequently selected public improvement related options for Cupertino among
the 26 choices offered are:
#1: Sidewalks, streetlights and similar neighborhood improvements
#6: Access to reliable public transportation
#10: Neighborhood cleanups
#11: Environmental hazard mitigation
#19: Climate resilience focused planning and implementation
Enhancements to public spaces, such as improved trails, parks, and ecological design
were also prioritized with calls for better walkability, bike and pedestrian
infrastructure coupled with improved public transit, and ADA-compliant facilities in
resident and stakeholder workshops.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development
and economic development needs as well as community development, economic
development and housing outcomes they would like to see as a result of HUD
funding.
In the community and stakeholder workshops that were held to support the
Consolidated Plan, attendees shared their perceptions of t op needs through
facilitated discussions and interactive activities.
Describe the jurisdiction’s need for Public Services:
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City of Cupertino 2025-2030 Consolidated Plan | 47
Among Cupertino respondents, public services related options ranked the highest in
response to community and economic development needs and community
development outcomes that residents would like to see as a result of the HUD block
grant funding. As shown in the figure above, public services were ranked high
among 26 community and economic development options in the following order for
most frequently selected:
#3: Transportation services for seniors
#4: Affordable childcare
#7: Public resource navigation
#8: Mental health services
#9. Supportive services for low income residents, special population
Stakeholders in regional workshops frequently stressed the importance of mental
health services, legal assistance, and homelessness prevention, particularly f or
seniors, transition-age youth, and unhoused families. Attendees noted the need for
expanded domestic violence services, including shelters and education programs,
and support for immigrants, such as language services, citizenship classes, and
navigation assistance for new arrivals. Case management, housing navigation, and
rental assistance were also mentioned as critical tools to keep vulnerable populations
housed. There was also a focus on senior and youth services. Broader calls included
improving access to multi-language services, addressing tenant-landlord issues, and
ensuring support systems for special populations such as veterans. Stakeholders also
indicated that limited dental and vision screening services exist across the North
County area for low income residents is having an impact on children’s ability to
succeed in school.
Regional workshop attendees also highlighted the need for robust support in
education access, job training, and skill development, with calls for programs that
enhance economic mobility and create better job opportunities. A strong emphasis
was placed on small business development, including access to microbusiness
assistance, business grants, and loans, particularly for minority-owned and start-up
enterprises.
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Participants also advocated for expanding resources like adult education, financial
literacy, and professional development, with targeted support for underserved
communities, such as Spanish-speaking programs and services for LGBTQ+
individuals and immigrants. Consideration of hours that programs are offered to
accommodate full time workers wishing to upskill was also referenced as a barrier to
accessing workforce development programs in the county.
Lastly, throughout the engagement process, a greater need for regional collaboration
and sharing of best practices between local jurisdiction staff and nonprofit service
providers was repeatedly referenced as critical to effectively targeting public
improvement and service needs. With limited resources and significant need,
stakeholders indicated that increased opportunities for convening to share
information and investigating collaborative projects would maximize opportunities
and result in greater impact directed where it is most needed across the region.
How were these needs determined?
Survey respondents were asked to identify the City’s top community development
and economic development needs as well as community development, economic
development and housing outcomes they would like to see as a result of HUD
funding.
In the community and stakeholder workshops that were held to support the
Consolidated Plan, attendees shared their perceptions of top needs through
facilitated discussions and interactive activities.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
To support Cupertino’s Consolidated Plan, a regional and jurisdictional housing
market analysis was conducted. That study is appended to the Plan, and primary
findings are summarized here. As previously indicated, Cupertino completes an
abridged plan that omits several sections from the Housing Market Analysis section.
Nevertheless, this section still includes some data specific to these questions in the
overview including affordable housing inventory and preservation and barriers to
affordable housing development. The balance of this section reviews non-housing
development community development assets, needs for broadband service and
displacement risks caused by natural hazards.
Primary findings from the regional housing market analysis and non-housing
community development overview include:
Cupertino households have some of the highest incomes in the county. The
median household income is $23,139, compared with $154,954 for the county
overall and $95,521 for California. Both owners (median $250,000+) and
renters (median $197,882) have median incomes that are substantially higher
than the county overall.
The median rent in Cupertino was $3,500+ per month in 2023, higher than
the county overall ($2,781) and the highest among entitlement jurisdictions.
Cupertino’s median home value is $2.8 million—unaffordable to the vast
majority of households.
Cupertino has had a very slow rate of housing production compared to other
jurisdictions in the county: housing units grew by only 4% between 2013 and
2023. Cupertino also has less diversity of housing stock compared to other
jurisdictions with 58% of housing stock comprised of single family detached
homes. The city’s inventory of multifamily 20+ unit buildings, 14% of the
housing stock.
41% of Cupertino households have 2 or more workers, so the majority of
households either have 1 or no people working. Cupertino also has a high
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City of Cupertino 2025-2030 Consolidated Plan | 50
share of residents who either work from home (28%) and 58% work outside
of the city.
In sum, Cupertino’s market caters to very high income households rather
than essential workforce. The city should continue to prioritize production
of affordable housing to respond to the shortage of workforce housing and
unmet demand.
Stakeholders who engaged through workshops and interviews identified priority
needs in Cupertino and the region as:
Support for home-based, microenterprise childcare, which is a huge need
across the county and significantly underfunded.
Supportive services in general; most services are concentrated in San Jose.
Rental and utility assistance and/or one time emergency assistance to avoid
eviction.
Increased low barrier shelter for people experiencing homelessness.
Improved navigation of housing and resources available and more
individualized case management especially for seniors with limited digital
access and ability.
Supportive services and transitional/safehouse beds for residents fleeing
domestic violence.
Financial and credit counseling
Recommended priority activities to respond to needs include:
Assisting very low income households with supportive services, including
childcare and rental assistance to help maintain housing stability.
Supporting the creation of new affordable rental housing, including
transitional housing for residents experiencing or at-risk of homelessness and
those fleeing domestic violence.
Supporting housing rehabilitation programs for low-income homeowners
and increasing outreach efforts especially for seniors and residents with
disabilities needing accessibility and safety modifications.
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More workforce development opportunities for lower income resident to
upskill and receive technical certifications and/or launch entrepreneurial
projects.
Table 6: Median Income, Home Value and Rent 2010-2023
Base Year: 2010 Most Recent Year: 2023 % Change
Median Income $120,201 $231,139 92%
Median Home Value $1,932 3,500+ 81%+
Median Contract Rent $993,500 2,000,000+ 100%+
Data Source: 2010 5-year ACS (Base Year), 2023 5-year ACS (Most Recent Year)
Rental Market
The median rent in Cupertino, as of 2023, exceeded $3500 per month according to the
American Community Survey (ACS). Costar, which tracks rents for larger multifamily
properties, reports a median of $3,558. Median contract rent increased by more than
81% between 2010 and 2023, according to 2023 5-year ACS estimates.
As previously referenced in the Needs Assessment Overview, a significant number of
Cupertino residents, especially renters, experience some level of cost burden due to
the extremely high cost of housing. Based on American Community Survey 5 year
estimates for 2018 and 2023, 33% of renters in Cupertino are cost burdened, slightly
decreased since 2018 as shown below and could indicate some displacement of lower
income renters. Homeowners cost burden impacts approximately a fifth of
households and has also decreased slightly from 2018 to 2023.
Supplemental Figure 6. Cost Burden in Cupertino
Source: 2018 and 2023 5-year ACS.
17%16%16%12%
20%
17%
10%
10%
37%
33%
26%
22%
2018 2023 2018 2023
Renter Households Owner Households
Cost Burden (30-49%)Severe Cost Burden (50%+)
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City of Cupertino 2025-2030 Consolidated Plan | 52
Rental gaps—which occur when demand from renter households outweighs the
supply of affordable rental units—exists for renters until they have incomes of $75,000
and higher (approximately 40% AMI). Cupertino needs 1,140 rental units or subsidies
affordable to renters with incomes of less than $75,000: there are 1,786 renters with
incomes under $75,000 and 646 units affordable to them.
Households earning up to $75,000/year must often rent higher priced units, becoming
cost burdened and putting pressure on the supply of units at higher price points.
Cumulatively, shortages in affordable rental units affect households earning up to and
more than $75,000.
North County respondents to the resident survey who reported being d isplaced
within the past 5 years indicated that high and increasing rents were the primary
reason for displacement followed by eviction for being behind on rent signaling a
critical need for more affordable rental opportunities and rental assistance to pre vent
eviction. Twenty-four percent of North Santa Clara County resident respondents
indicated they had been displaced within the past 5 years.
Supplemental Figure 7. Rental Affordability Gap, Cupertino 2023
Source: 2023 5-year ACS and Root Policy Research.
For Sale Market
In 2024, the median for sale home price in Cupertino was approximately $2.8 million
based on Zillow data. As shown in the figure below, Cupertino has the second highest
median home prices in the County.
Rental Gaps
Income Range
Maximum
Affordable
Gross Rent
# of Renter
Household
s
# of Rental
Units
Affordable Rental Gap
Cumulativ
e Gap
Less than $5,000 $125 377 0 -377 -377
$5,000 to $9,999 $250 73 10 -63 -440
$10,000 to $14,999 $375 111 51 -60 -501
$15,000 to $19,999 $500 114 81 -33 -534
$20,000 to $24,999 $625 147 32 -115 -649
$25,000 to $34,999 $875 163 89 -74 -723
$35,000 to $49,999 $1,250 319 141 -178 -902
$50,000 to $74,999 $1,875 482 243 -239 -1,140
$75,000 to $99,999 $2,500 409 656 247 -893
$100,000 or more 5,994 7,338 1,344 451
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City of Cupertino 2025-2030 Consolidated Plan | 53
Supplemental Figure 8. Typical Home Price Trends, Santa Clara County and Jurisdictions, 2004
through 2024
Source: Zillow Research and Root Policy Research.
Losses in purchase affordability due to rising prices and interest rates in the past five
years have significantly limited accessibility of homeownership for the county’s
workforce as the income required to afford a home in Cupertino is several times the
median income.
Cupertino’s affluence is so extreme, that it cannot be accounted for in the typical
gaps model using American Community Survey data as it maxes out below the
threshold needed to identify mismatches at higher income levels. As shown in the
table below, however, purchase affordability gaps—which occur when demand
from potential first-time homebuyers outweighs the supply of affordable homes for
sale—exist for renters until they have incomes above $150,000. An estimated 39% of
Cupertino’s potential first-time homebuyers earn less than $150,000, but
approximately 2% of owner-occupied units are valued within their affordable price
range.
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Supplemental Figure 9: Renter Purchase Affordability Gap, Cupertino, 2023
Source: 2023 5-year ACS and Root Policy Research.
Lastly, as shown in supplemental figure x below, median renter income growth has
slightly exceeded rent growth, however, when considering increases in housing
adjacent costs between 2018 and 2023 such as utilities, and everyday necessities due to
inflation, households are generally struggling to keep up with rising housing costs.
Additionally, the income required to afford to purchase a home has increased 58% due
to high interest rates, insurance and utilities.
Supplemental Figure 10: Median Income and Housing Costs 2018-2023
Source: 2018 and 2013 5-year ACS.
Renter Purchase Gaps
Income Range
Maximum
Affordable
Price
% of
Renter
Household
s
% of
Homes
Affordable
Renter
Purchase
Gap
Cumulativ
e Gap
Less than $5,000 $14,023 5%1%-4%-4%
$5,000 to $9,999 $28,043 1%0%-1%-4%
$10,000 to $14,999 $42,066 1%0%-1%-6%
$15,000 to $19,999 $56,089 1%0%-1%-7%
$20,000 to $24,999 $70,112 2%0%-2%-9%
$25,000 to $34,999 $98,158 2%0%-2%-11%
$35,000 to $49,999 $140,227 4%0%-4%-15%
$50,000 to $74,999 $210,342 6%0%-6%-20%
$75,000 to $99,999 $280,458 5%0%-5%-25%
$100,000 to $149,999 $420,688 12%0%-11%-37%
$150,000 or more 61%98%37%
+41%+38%
+16%
+24%
+59%
+0%
+20%
+40%
+60%
+80%
Median
Household
Income
Median
Renter
Income
Median Gross
Rent, ACS
Typical Home
Value (ZHVI)
Income
Required to
Afford ZHVI
Cupertino
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City of Cupertino 2025-2030 Consolidated Plan | 55
Preservation and Development of Affordable Housing in Cupertino
The Cupertino’s Housing Element outlines plans to significantly increase the number
of affordable housing units as the Regional Housing Needs Allocation (RHNA) for
2023-2031 mandates the city to plan for 4,588 total units, a substantial increase from
the previous cycle. A significant portion of this allocation is for affordable housing.
Units by income range are as follows:
Very Low-Income: 1,936 units (31 to 50% of County AMI)
Low-Income: 687 units (51 to 80% of County AMI)
Moderate-Income: 755 units (81% to 120% of County AMI)
Above Moderate-Income: 1,953 units (Over 120% of County AMI)
The Housing Element details various strategies to meet these needs, including:
Land Use Policy and Zoning Provisions (Strategy HE-1.3.1): The City will
continue to provide adequate capacity through its Land Use Element and
Zoning Ordinance to accommodate the RHNA while maintaining a balanced
land use plan. This involves amending development standards for housing
as required to facilitate a range of housing and monitoring the sites inventory.
Rezoning to Achieve RHNA (Strategy HE-1.3.2): The City will rezone sites to
ensure sufficient appropriately zoned sites. This rezoning will include 33.52
acres of residential land allowing for 1,855 units and 32.67 acres of
commercial/residential land allowing for 1,727 units. This strategy aims to
create the opportunity for 4,588 units, including 1,880 lower-income units in
close proximity to various resources.
New Residential Zoning Districts and Land Use Designations (Strategy HE-
1.3.3): The City will create new residential zoning districts and land use
designations to help meet the RHNA.
Development on Non-Vacant Sites (Strategy HE-1.3.4): The City will engage
with owners of high-potential non-vacant sites to create opportunities for
housing development, aiming for 500 units, including 300 lower -income
units.
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Encourage Mixed-Use Projects and Residential in Commercial Zones
(Strategy HE-1.3.5): The City will incentivize the development of residential
units in mixed-use projects that include at least 20% affordable units through
measures like priority processing and fee deferrals.
Encourage Missing-Middle Housing Developments to Affirmatively Further
Fair Housing (Strategy HE-1.3.6): The City will encourage the development
of "missing-middle" housing types like duplexes and triplexes that are
compatible with single-family neighborhoods by allowing multi-family
rental housing on corner lots and lots abutting commercial/mixed -use zones
using R23 zoning regulations. The objective is to facilitate the development of
250 lower- and 250 moderate-income households.
Lot Consolidation (Strategy HE-1.3.7): The City will help facilitate the
consolidation of small residential lots to create larger developable parcels and
will offer incentives for affordable housing development on these
consolidated sites. The objective is to create 27 moderate-income units and 48
above moderate-income units.
Accessory Dwelling Units (ADUs) (Strategy HE-1.3.8): The City will
encourage the construction of ADUs throughout the city to provide more
affordable units in various neighborhoods. The objective is to achieve 60
ADUs.
Review Development Standards (Strategy HE-1.3.9): The City will review and
revise its zoning code to ensure development standards are objective and
allow for maximum densities, particularly in multifamily zones and the
Priority Development Area. This includes considering flexible standards and
reductions in parking requirements.
Innovative and Family-Friendly Housing Options (Strategy HE-1.3.10): The
City will explore innovative housing options for intergenerational
households, students, special-needs groups, and lower-income households,
promoting designs with more bedrooms and on-site amenities. The
quantified objective is 200 lower-income units.
Replacement Housing (Strategy HE-1.3.11): The City will require replacement
housing units for lower-income households displaced by new development.
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Track Housing Production (Strategy HE-1.3.12): The City will monitor
housing production throughout the planning period to ensure that sufficient
capacity is maintained to meet the RHNA targets by income level. This
includes tracking pipeline projects and units in the sites inventory.
An overview of Cupertino’s housing inventory by density type and production
over the past decade is provided below from the Regional Housing Market
Analysis attached to this plan. Cupertino has a high inventory of single family
homes, and a lower volume of multifamily 20+ homes which results in less
affordability in the city. Between 2013 and 2023, Cupertino had the lowest
production of new housing units among entitlement jurisdictions at only 4%
highlighting the need for creative strategies for increasing inventory to meet the
state’s RHNA requirement as referenced above in the city’s Housing Element
Supplemental Figure 11: Distribution of housing types by jurisdiction.
.
Source: 2023 5-year ACS
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City of Cupertino 2025-2030 Consolidated Plan | 58
Supplemental Figure 12: Housing unit production by jurisdiction 2013-2023.
Source: 2023 5-year ACS
Affordable Housing Inventory and Units at Risk of Expiring
Cupertino has identified affordable housing units that are at risk of converting to
market-rate during the 2023-2031 planning period in the Housing Element. This risk
can arise from the termination of subsidy contracts, mortgage prepayment, or
expiring use restrictions. The Housing Element includes an inventory of these "at -
risk" units, primarily drawing from the California Housing Partnership’s
Preservation Database and verified with City records.
As of July 2023, there were 184 assisted units affordable to lower-income households,
of which 114 units are at risk of converting to market rate in the next 10 years. These
at-risk assisted units include developments like Aviare, Forge Homestead, Arioso,
Biltmore and Hamptons.
Jurisdiction 2013-2023 2018-2023
Santa Clara County 642,654 678,530 703,922 10%4%
San José 319,700 334,350 343,058 7%3%
Participating Cities
Cupertino 21,473 21,788 22,341 4%3%
Gilroy 15,024 16,585 17,732 18%7%
Milpitas 20,744 23,574 25,763 24%9%
Mountain View 33,468 35,903 38,770 16%8%
Palo Alto 27,789 27,753 29,104 5%5%
Santa Clara (city)44,632 46,485 51,886 16%12%
Sunnyvale 56,168 58,915 61,808 10%5%
Urban County Program 97,192 100,012 103,747 7%4%
Campbell 16,616 17,819 17,950 8%1%
Los Altos 11,493 11,040 11,620 1%5%
Los Altos Hills 3,052 3,356 3,430 12%2%
Los Gatos 13,102 12,925 13,901 6%8%
Monte Sereno 1,259 1,251 1,439 14%15%
Morgan Hill 13,133 15,070 15,025 14%0%
Saratoga 11,324 11,417 11,404 1%0%
Unincorporated 27,213 27,134 28,978 6%7%
California 13,791,262 14,277,867 14,762,527 7%3%
United States 132,808,137 138,539,906 145,333,462 9%5%
Unit Change ChartTotal Housing Units Housing Unit Change
2013 2018 2023
0%10%20%30%
2013-2023 2018-2023
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City of Cupertino 2025-2030 Consolidated Plan | 59
In addition to assisted units, there were 259 Below Market Rate (BMR) units
affordable to moderate- and lower-income households. Of these, 97 BMR units are at
risk of converting to market rate within the next 10 years . Examples of BMR rental
units at risk include units in Biltmore Apartments, Park Center Apartments, and The
Hamptons.
The Housing Element includes strategies aimed at preservation of at-risk Housing
Units including:
Proactively contacting property owners of units at risk three years before
affordability expiration to discuss the City's commitment to preserve these
units.
Coordinating with owners of expiring subsidies to ensure required notices to
tenants and affordable housing developers are sent out as required by state
law.
Outreach to agencies and nonprofit housing developers interested in
purchasing or preserving at-risk units.
If preservation is not possible, the City will work with tenants and other
organizations to reduce displacement and refer residents to agencies that can
assist in providing alternative housing.
Annually monitoring the status of affordable projects to ensure proper
noticing and will contact property owners and tenants of at -risk projects at
least three years in advance of potential conversion.
Provide assistance to rehabilitate and upgrade the affordable units to help
preserve them.
The Below Market Rate Affordable Housing Fund (BMR AHF) and
Community Development Block Grant (CDBG) funds are potential funding
sources to support preservation efforts.
Preservation of Naturally Occurring Affordable Housing
Through CDBG funding allocated to Rebuilding Together, Cupertino allows
significant rehabilitation projects to preserve affordable housing. The City has also
funded rehab of existing affordable housing development to improve their livability
and extend affordability of those units. As shown in the table below, around one
quarter of owner occupied homes report one negative housing condition, whereas
46% of renter occupied homes have one or two conditions indicating a need for rental
housing rehabilitation and preservation. Rebuilding Together is the region’s primary
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nonprofit provider of rehabilitation services and indicated that that only Cupertino
and Santa Clara City do not have waiting lists for rehabilitation services indicated that
additional outreach is needed to low-income homeowners. As shown in the table
below, considerable need exists for home improvement with nearly a quarter of
homeowners and a third of renters reporting at least one selection condition with their
current housing.
Table 7: Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 2,968 23% 2,803 34%
With two selected Conditions 62 0% 355 4%
With three selected Conditions 0 0% 43 1%
With four selected Conditions 0 0% 0 0%
No selected Conditions 9,918 77% 4,988 61%
Total 12,948 100% 8,189 100%
Data Source: 2023 5-year ACS
Negative Effects of Public Policies on Affordable Housing and Residential
Investment
As part of the 2023-31 Housing Element update, the City conducted an analysis of both
governmental and non-governmental constraints to the development of affordable housing
and residential development. Common governmental constraints include:
Land use controls;
Building codes and their enforcement;
Fees and exactions; and
Permitting procedures.
The analysis found that the City maintains development regulations that are consistent with
State law and that do not pose undo constraints on the development of affordable housing.
The City identified the following areas that may act as constraints to housing development:
Residential Design Guidelines. Cupertino maintains a requirement for design review
of multifamily residential projects. These design guidelines currently contain
subjective design standards, which are inconsistent with State housing law.
Development Fees. Total fees in Cupertino are on the higher end of Santa
Clara County jurisdictions for all housing developments.
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Parking standards. The requirement for two parking spaces for studios and
single-room occupancy units (SROs) in the R-3 Zoning District could be a
possible constraint on the development of affordable housing.
Other non-governmental constraints to housing development include:
Land costs. Land costs are very high in Cupertino due to high demand and
an extremely limited supply of available land.
Construction costs. Key construction costs have risen nationally in
conjunction with economic recovery and associated gains in the re sidential
real estate market.
Availability of financing. As a stable and affluent community, private
housing mortgage financing is readily available in Cupertino. The Housing
Element identified that there are no mortgage-deficient areas in the city and
no identifiable underserved groups in need of financing assistance;
Environmental hazards. Aside from risk of natural disasters, there are no
significant wetland or environmental resource issues of concern that would
constrain development in the urbanized areas designated for residential
development in the city.
Cupertino Housing for Residents with Special Needs
Elderly persons. Elderly persons and households often experience unique housing
challenges as many are living on fixed or limited incomes, have some type of
disability or health condition, and/or have reduced mobility. These factors present
significant housing barriers for elderly persons and place them at a greater risk of
housing instability. The City of Cupertino offers a range of resources to suppo rt
these needs with five residential care facilities for the elderly (RCFEs) and three
skilled nursing facilities located within Cupertino. The City also facilitates access to
affordable rental housing for elderly persons and households through the City’s two
subsidized independent senior housing developments that provide 100 affordable
units.
Elderly persons living in Cupertino also have access to the Cupertino Senior Center
which offers several services to help households obtain the resources they need in
the community that will assist them to continue to live independently in their homes.
Available programs include social and recreation activities, special events, travel
programs, transportation discounts, drop-in consultation, case management, and
medical and social services. Additionally, elderly persons are served by Live Oak
Adult Day Care Services which is a senior adult day care program that provides
services and specialized programs for elderly and frail elderly persons at-risk of
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being institutionalized. Programs and services include recreational activities, mental
stimulation, companionship, and nutritious meals.
The housing and service resources available to elderly persons and households in
the City of Cupertino are provided in Figure 4 below including the location and total
capacity.
Supplemental Figure 13: Housing Resources for Elderly/Senior Households in Cupertino
Note: Sunny View Manor has 115 units for independent and assisted (RCFE) living. All 115 units are licensed as
RCFE units but residents may choose between independent and assisted living options. The distribution of
independent and assisted living units varies over time.
Source: City of Cupertino 2024 Housing Element.
Persons with disabilities. Persons with disabilities in Cupertino face additional housing
challenges and barriers as many live on fixed incomes and need specialized care. Due to the
high cost of this care, however, many individuals with disabilities in the city rely on their
family members for assistance which places them at a high risk for housing insecurity,
homelessness, and institutionalization when they lose aging caregivers. Persons with
disabilities also need access to both affordable housing and accessible housing that offers
mobility and opportunities to live independently. To address and support these needs, the
San Adreas Regional Center (located in north San Jose but serves Cupertino residents)
Housing Resources for Elderly/Seniors
Residential Care Facilities for the Elderly
The Forum at Rancho San Antonio 23500 Cristo Rey Drive 741
Paradise Manor 4 19161 Muriel Lane 6
Pleasant Manor of Cupertino 10718 Nathanson Avenue 6
Purglen of Cupertino 10366 Miller Avenue 12
Sunny View Manor 22445 Cupertino Road 190
Total Capacity 955
Skilled Nursing Facilities
Health Care Center at Forum at Rancho San Antonio 23600 Via Esplendor 48
Cupertino Healthcare & Wellness Center 22590 Voss Avenue 170
Sunny View Manor 22445 Cupertino Road 48
Total Capacity 266
Subsidized Independent Senior Rental Housing
Sunny View West 22449 Cupertino Road 99
Senior Housing Solutions 19935 Price Avenue 1
Total Capacity 100
Adult Day Care
Live Oak Adult Day Services 20920 McClellan Road 30
Cupertino Senior Center 21251 Stevens Creek n/a
Total Capacity 30
CapacityLocation
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provides services to persons with developmental disabilities and acts as a coordinating
agency for multiple service providers in Santa Clara County and the region. The center
provides resources to those needing counseling, day care, equipment and supplies, behavior
intervention, independent living services, mobility training, nursing and residential care
facilities, supportive living services, transportation, and other supportive services.
Additionally, given the comparatively high share of residents with disabilities who are
unemployed, Cupertino’s population with a disability needs greater access to housing that
is affordable for their income level, accessible and meets their needs, and is located near
public transit, supportive services, and job opportunities. (16% of the City’s population with
a disability was unemployed in 2019 compared to only 3% of residents without a disability.)
High unemployment rates indicate a need to provide greater access to job training
programs, workforce development programs, and/or education opportunities.
Persons with addictions and/or a mental illness. Persons with alcohol or drug addictions
and/or persons with a mental illness may require short -term in-patient or out-patient
rehabilitation and long-term supportive services to maintain housing stability. Residents
may also require access to sober living facilities or recovery ho mes to stay drug or alcohol
free while residents with a mental illness may require access to facilities with on-site mental
health counseling, services, and referrals.
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MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
Economic Development Market Analysis
Cupertino is a highly educated city with 77% of residents having at least a bachelor’s
degree, and more than half of these residents have a graduate degree. As shown below,
59% of Cupertino households either don’t work or have 1 household income,
highlighting the high incomes and affluence present in the community to afford
Cupertino housing on 1 or less incomes. Jobs in manufacturing by far dominate
Cupertino’s employment industry as these jobs are related to technology have very high
wages ($302k average) and account at least partially for Cupertino’s affluence.
Supplemental Figure 14: Percent of workers per household.
Source: 2023 American Community Survey 5-year estimates
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Table 7 - 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 106 0 0.4% 0.0% -0.4%
Arts, Entertainment, Accommodations 1,430 2,259 5.4% 4.2% -1.3%
Construction 572 228 2.2% 0.4% -1.7%
Education and Health Care Services 4,208 4,561 15.9% 8.4% -7.6%
Finance, Insurance, and Real Estate 1,179 1,173 4.5% 2.2% -2.3%
Information 3,664 423 13.9% 0.8% -13.1%
Manufacturing 4,853 37,981 18.4% 69.8% 51.5%
Other Services 496 543 1.9% 1.0% -0.9%
Professional, Scientific, Mgmt. Services 5,708 3,436 21.6% 6.3% -15.3%
Public Administration 1,137 1,093 4.3% 2.0% -2.3%
Retail Trade 344 279 1.3% 0.5% -0.8%
Transportation and Warehousing 1,261 1,647 4.8% 3.0% -1.7%
Wholesale Trade 606 164 2.3% 0.3% -2.0%
Total 26,401 54,376 100.0% 100.0% 0.0%
Data Source: 2023 ACS 5-year estimates (Workers), 2022 Longitudinal Employer-Household Dynamics (Jobs)
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Supplemental Figure 15: Total employment and average wage by industry.
Table 8: Labor Force
Total Population in the Civilian Labor Force 29,450
Civilian Employed Population 16 years and over 28,447
Unemployment Rate 3.41%
Unemployment Rate for Ages 16-24 5.32%
Unemployment Rate for Ages 25-65 3.25%
Data Source: 2023 5-year ACS
Table 9 – Occupations by Sector
Occupations by Sector Number of People /
Management, business and financial 7,439
Farming, fisheries and forestry occupations 0
Service 1,379
Sales and office 2,534
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Construction, extraction, maintenance and repair 260
Production, transportation and material moving 675
Data Source: 2023 5-year ACS
Table 10 – Travel time
Travel Time Number Percentage
< 30 Minutes 12,226 61%
30-59 Minutes 7,252 36%
60 or More Minutes 668 3%
Total 20,146 100%
Data Source: 2023 5-year ACS
Table 11 - Educational Attainment by Employment Status
Educational Attainment In Labor Force Not in Labor
Force Civilian Employed Unemployed
Less than high school graduate 207 22 275
High school graduate (includes
equivalency) 748 40 253
Some college or Associate degree 1,476 116 764
Bachelor's degree or higher 22,314 651 5,284
Data Source: 2023 ACS 5-year
Table 12 - Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 61 36 65 185 444
9th to 12th grade, no diploma 362 41 128 49 172
High school graduate, GED, or
alternative 1,365 255 222 564 850
Some college, no degree 1,154 231 250 896 965
Associate degree 207 112 207 660 533
Bachelor's degree 1,294 2,730 3,032 5,548 2,531
Graduate or professional degree 201 2,575 5,007 9,357 2,950
Data Source: 2023 ACS 5-year
Table 13 – Median Earnings in the Past 12 Months
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Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate $38,352
High school graduate (includes equivalency) $39,423
Some college or Associate degree $56,953
Bachelor's degree $142,467
Graduate or professional degree $208,300
Data Source: 2023 ACS 5-year
Based on the Business Activity table above, what are the major employment
sectors within your jurisdiction?
The largest business sector by a large margin in Cupertino is manufacturing (68% of
jobs), followed by Education and Healthcare at 8%).
Describe the workforce and infrastructure needs of the business community:
Cupertino is known as the headquarters of the tech industry, due to the presence of
industry giants such as Apple. The demand for skilled tech employees who also possess
soft skills such as adaptability, creativity and flexibility is skyrocketing. There is
currently a skill gap in the technology industry recognized by workforce development
professionals across Silicon Valley who are creating pathways to fill these gaps with
specific training / certification opportunities that are aligned with emerging job
opportunities through collaboration with industry leaders in the region, local schools
and colleges.
There is also a growing recognition of the importance of small businesses that shape
community culture and provide unique goods and services that promote high quality of
life to residents. This is evident through Cupertino’s investment in the Rise project
currently in development, which will create an entertainment destination featuring
smaller, unique retail and restaurants coupled with housing affordable to workers in
these industries creating opportunities for entrepreneurs in Cupertino.
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.
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The Rise Development approved in 2024 is breaking ground in 2025. This mixed use
development will fulfill half of Cupertino’s Housing Element affordable housing
requirement and 90% of Cupertino’s low income housing requirement. The Rise concept
creates a vibrant town center, blurring the boundary between urban and natural
environments, while also addressing key City issues and aligning the project with market
conditions. The Rise, “will provide millions of dollars of net new, annually recurring
sales and use tax, property tax, utility taxes, franchise fee, and business license tax
revenue to the City’s General Fund for the foreseeable future. Given the state’s sales tax
audit, this additional revenue will be critical to mitigating the City’s ongoing fiscal issues
and will provide net new revenue to allow the City budget to maintain crucial programs
and policies.” The transition from big box retail stores to a walkable ret ail and restaurant
destination for the entire Silicon Valley area could give rise to many small business
opportunities, however, in the short term could reduce the retail employment offered by
larger retail stores. Bix box retail, however, is experiencing reduced relevancy with
online shopping and an overall transition in this space, so displacement of retail workers
was inevitable. The inclusion of affordable housing will allow Cupertino to retain
employees in retail, restaurant, and hospitality industries requisite to the success of The
Rise model.
How do the skills and education of the current workforce correspond to
employment opportunities in the jurisdiction?
According to the data, there is a considerable mismatch between the number of jobs
available in manufacturing and the number of workers to fill them. Conversely, in
Education and Healthcare, Professional, Scientific, and Management Services, there are
more workers than jobs available to them. This mismatch flags an opportunity for
increased workforce development programs that target certifications requisite to higher
paid jobs in the manufacturing industry in Cupertino as these are typically
manufacturing jobs within the technology industry that require higher level training.
Stakeholders in county workforce development programs indicated a shift occurring in
technology job market demand through the proliferation of AI. Workers who are willing
to use AI will be in higher demand, and those who do not readily integrate AI will be at
risk of job loss. Additionally, the over hiring of the tech industry a few years ago,
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resulted in significant layoffs in 2023 to the tune of 12,000 jobs. They indicated a current
dilemma where there are employers who are struggling to find certain types of
employees, but also people struggling to find work indicating a mismatch of skills to
available jobs. There is a current dichotomy between substantial amount of high paid
high skill occupations, and then lower paid, lower skilled jobs in abundance that do not
offer a living wage, with fewer opportunities in the middle.
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.
De Anza College is a public community college in the City and offers career training in
the following fields:3
Arts, media, and entertainment
Automotive and manufacturing
Business and finance
Education and child development
Energy, environment, and sustainable buildings
Health and medical technology
Information technology
De Anza College also offers job resources and career counseling.
The North Valley Job Training Consortium (NOVAworks), a local workforce
development board, is a nonprofit, federally funded employment and training agency
that provides customer-focused workforce development services to San Mateo County
and parts of Santa Clara County, including the City. NOVAworks provides:4
Digital literacy training
Career pathway support for youth
Navigation tools for the job market
Skill building to match market demand
3 De Anza College. https://www.deanza.edu/career-training/
4 NOVA. https://novaworks.org/about/novaworks/overview
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Labor market information
Does your jurisdiction participate in a Comprehensive Economic Development
Strategy (CEDS)?
In April 2025, Governor Newsom received approval by the United States Economic
Development Administration (EDA) of the Jobs First Regional Plans for all 13 California
regions to qualify as Comprehensive Economic Development Strategies. The acceptance
of these plans will open new opportunities for federal and state funding opportunities,
and accelerate local economic development projects.
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.
On March 18, 2025, the City Council adopted a two-year City Work Program for Fiscal
Years 2025–2027 that outlines key Council priorities, including a strong focus on
economic development. These initiatives are aimed at supporting business growth,
attracting investment, and expanding workforce opportunities throughout the
community.
Key economic development initiatives include:
Streamline permitting process for small businesses.
Retention and recruitment of retail and small businesses:
Explore options to support small businesses/startups, fill empty storefronts, and
encourage entry of new forms of retail to promote revitalization.
Explore more themed events like restaurant week, and other festivals to bring
vitality to Cupertino businesses.
Improve placemaking in the city and the city's revenue stream.
Create a small business council, provide regulatory support.
Restore the Economic Development Committee.
Explore a Grants Analyst Position.
Discussion
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The City is highly educated with a large professional scientific job sector. Additionally,
job training opportunities exist for those without immediately applicable skills. Both
stakeholders and residents participating in virtual workshops for this Consolidated Plan
identified a need for more accessible job training programs including microbusiness/start
up counseling and skills training during flexible times including weekends and evenings.
Additionally, participants referenced a greater need for outreach to communicate
information about programs that do exist such as NOVA.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are
concentrated? (include a definition of "concentration")
As moderate and severe cost burden are the most common housing problems
regionally, the map below shows census tracts in Cupertino where cost burden is the
highest.
Supplemental Figure 16: Housing Problems
Source: California Housing and Community Development, AFFH Viewer, 2022 ACS.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-
income families are concentrated? (include a definition of "concentration")
Racial / ethnic concentration is defined as a census tract in which a particular race /
ethnicity represents 20% more than that group’s proportion in the city. In Cupertino, 3%
of the population is Hispanic, 1% is Black and 72% is Asian. Based on this definition,
there is one census tract 5083.05) that has a relative concentration of Hispanic residents
at 25%. While the majority of census tracts have a very high percentage of Asian
residents, none exceed 20% higher than the City.
Census block group 5083.05 also meets the traditional LMI definition of 51% of the census
block group having incomes of 80% AMI or less and is the only census tract meeting this
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threshold. As previously indicated, however, Cupertino is an exception grantee and
therefore has a lower threshold at 23.08%. The map below shows the census block groups
that meet this definition in Cupertino.
Supplemental Figure 17: CDBG Target Area
Source: City of Cupertino, November 2024.
Are there any community assets in these areas/neighborhoods?
Many of the City’s public, private, non-profit, and community assets reside in the
updated CDBG Target Area. A non-exhaustive list of these assets with a brief
description has been included below:
De Anza College – Community college offering associate degrees, vocational
training, and certifications in higher education.
Apple Park – Technology company headquarters and largest employer within
the City
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Cantonese Support Group – Community support group held at the Valley
Church of Cupertino
El Camino Health – Urgent care facility on Vallco Parkway
Indian Community Center – Cultural center located within the Union Church of
Cupertino
Bethel Lutheran Church and St. Jude’s Episcopal Church – Two churches that act
as host sites of the Rotating Safe Car Park Program
Live Oak Adult Day Services – Adult daycare for seniors
Are there other strategic opportunities in any of these areas?
The City has not set geographic priorities.
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MA-60 Broadband Needs of Housing occupied by Low- and
Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households,
including low- and moderate-income households and neighborhoods.
According to ConnectCalifornia, there are three low-income internet plans in Sunnyvale
including offers from Xfinity, Cox and AT&T. Pricing starts at $9.95, but few local
households qualify. In the past, Cupertino residents with mid-level incomes could
qualify for the Affordable Connectivity Program (ACP) for a $30 service discount with
qualification up to 200% of the federal poverty line, however, this program has
unfortunately discontinued enrollments which could have an impact on connectivity for
low to moderate income households in Sunnyvale given the high salaries requisite to
living in Sunnyvale in order to afford housing. There is now only one low-income path
for discounted plans which is for households within 135% of the Federal Poverty
Guidelines through local providers like Xfinity, Cox and AT&T including:
Xfinity (Comcast) offers the Xfinity Internet Essentials and Xfinity Internet
Essentials Plus starting at $9.95/month. Xfinity is the dominant low-income
internet provider in Santa Clara County thanks to low pricing compared with
other options like AT&T.
AT&T currently offers just one plan option for low-income customers in Santa
Clara County, called AT&T Access 10, also starting at $9.95/month.
Cox Cable offers low-income internet at $9.95 per month via Cox Connect2Compete.
By comparison, their cheapest non-subsidized plan starts at $44.99 and a $10.99
monthly equipment fee. The low-income plan is contract-free, unlike the base Cox
Cable consumer plan.
Although there are resources for accessing the internet for low-income households,
usually through libraries, and some community centers such as the senior center, it
may still be a hardship to some. Additionally, digital literacy was references by
stakeholders participating in the virtual workshops, as many seniors have knowledge
gaps in technology, yet are required to use it to pay bills, access government systems
and navigate resources available to them.
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Describe the need for increased competition by having more than one
broadband Internet service provider serve the jurisdiction.
According to All Connect, Cupertino has 3 internet service providers that serve 100% of
the city, with several other providers having slightly less coverage. The top 3 providers
based on coverage area are ViaSat, Starlink and HughesNet. Most areas of the City have
discounted plans available as referenced above for low-income households; however, for
those households that do not qualify for low income plans, additional competition
through adding providers could be beneficial. AT&T and XFinity who offer low income
services are available to 88% and 98% of Cupertino households respectively. Adding
providers to the City would also give LMI households, as well as all households, a choice
in internet speeds and costs.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate
change.
Cupertino is susceptible to earthquakes, floods, wildfires and landslides all of which are
closely related to climate change and occurring with increasing frequency and severity.
The City continues to work with the County to prepare for natural and human-caused
disasters offering resident trainings to prepare for emergencies; encouraging residents to
organize their neighborhoods to be ready and be prepared; and offering training
materials.
Per HUD guidance, all Consolidated Plan submitted after January 1, 2018, must assess
risks of natural hazard associated with climate change to low-and moderate-income
residents. As part of the 2024 County of Santa Clara’s Operational Area Hazard
Mitigation Plan Update – a county wide plan that identifies risks from natural and
manmade disasters and how to minimize damage. Critical infrastructure are those
essential to the health and welfare of the population, especially after a hazard event.
These include public safety stations, schools, department operation centers, emergency
operations centers, roads, bridges, and utilities providing water, electricity, and
communication services. The plan provides spec ific counts of these facilities in
Cupertino:
Essential Facilities: Cupertino has 26 essential facilities.
Transportation: Cupertino has 26 transportation assets.
Utilities: Cupertino has 2 utility facilities.
Hazardous Materials: Cupertino has 5 hazardous materials sites.
Community Assets: Cupertino has 16 community assets.
Cupertino mitigation strategies relevant to critical infrastructure include reducing
vulnerability through upgrading infrastructure, reducing exposure through location of
critical infrastructure, continuing to work on preparedness and response plans, and
connecting hazard mitigation plans with other City plans such as the general plan.
Regional Hazard Mitigation Planning. Santa Clara County faces growing risks from
natural hazards as a direct result of climate change. The Multi-Jurisdictional Hazard
Mitigation Plan (MJHMP) identifies climate change as a key factor contributing to
worsening year-round wildfire seasons, rising temperatures, and shifting precipitation
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patterns, all of which heighten the risks of drought, flash flooding, and infrastructure
failure. As climate-driven hazards intensify, they require a coordinated response to
mitigate their long-term impacts on communities across the county. These hazards,
including wildfires, deteriorating air quality, extreme heat, drought, and flooding, are
increasing in frequency and severity, threatening public safety, infrastructure, and
economic stability.
Wildfires pose an escalating threat, particularly in areas where dense vegetation meets
urban development. Rising temperatures, prolonged dry conditions, and increased fuel
loads are intensifying wildfire frequency, spread, and destructiveness. Without proactive
mitigation efforts, these conditions can continue to drive more frequent and severe
wildfires. While not all residents may be directly exposed to wildfire, secondary impacts,
such as smoke and deteriorating air quality, will affect a much larger portion of the
population. Vulnerable groups—including older adults, low-income residents, and
individuals with pre-existing health conditions—are at the highest risk of experiencing
respiratory complications and other long-term public health effects. As wildfire events
become more frequent and severe, these secondary impacts will become an increasing
concern for the county’s public health and emergency response efforts.
Extreme heat events affect public health, infrastructure, and energy demand. In high -
density urban areas, particularly those with limited green space and inadequate cooling
infrastructure, the urban heat island effect exacerbates already high temperatures,
placing vulnerable populations at increased risk. Without proper mitigation, heat waves
can lead to heat-related illnesses, increased strain on healthcare systems, and disruptions
to energy infrastructure.³
Flooding remains a persistent concern, particularly in low-lying areas and neighborhoods
near major waterways. Climate change is increasing the frequency and intensity of
extreme storm events.⁴
Recognizing the growing impact of climate change on natural hazards, Santa Clara
County incorporates climate adaptation into its emergency planning efforts. By aligning
infrastructure investments, emergency preparedness programs, and land-use policies
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with climate change projections and community vulnerability assessments, the county is
proactively enhancing resilience and protecting communities from future disasters.
Describe the vulnerability to these risks of housing occupied by low- and
moderate-income households based on an analysis of data, findings, and
methods.
LMI households face many challenges, as discussed above in the Needs Assessment and
Market Analysis, yet these challenges are intensified when faced with a natural disaster
or other types of emergency. Those that lose their homes will be slower to rebuild,
especially with a large insurance deductible. For renters, they may not have renter’s
insurance. Additionally, LMI households are less likely to have internet or cell phone
service or may lack proper English skills to be notified or have proper information of
what to do or where to go. Second, LMI households may lack transportation to quickly
leave their home in the case of an emergency. Lastly, LMI households with disabilities
may not be able to leave their home due to improper ADA access to their home.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the Five-Year goals that the City expects to achieve during
the 2025–2030 Consolidated Plan Cycle. These goals are aligned with HUD’s objectives
and outcomes and are achieved through the Annual Action Plan, which divides the five-
year goals into annual targets. The Strategic Plan identifies goals that are aligned to
address most of those needs. Not every need identified in the plan can be met and
sufficiently addressed in the next five years. Some of the needs are not feasible, some
require much more funding than the City currently receives, and some are simply too
large to be addressed in just five years.
The Strategic Plan includes goals to address affordable housing, prevent and mitigate
homelessness, providing community services for low income and elderly households,
and fair housing. The City currently uses multiple alternative funding sources: the Below
Market Rate (BMR) Affordable Housing Fund for its fair housing activities and
construction of new affordable rental housing; the Human Services Grant (HSG) to
supplement CDBG funding for public services based on CDBG priorities; the Permanent
Local Housing Allocation (PLHA) to increase housing affordability through the creation
of new affordable rental housing but may be used for public services and new affordable
ownership housing activities through the 2025-2030 Strategic Plan period, and District 5
County of Santa Clara Inventory grants which will generally be targeted for services to
assist the unhoused.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 15: Geographic Priorities
1 Area Name: CDBG Priority
Neighborhoods
Other Target Area Description: Local Target Area
HUD Approval Data: NA
% of Low/Mod: 23.08% (exception grantee)
Revital Type: Comprehensive
Other Revital Type: NA
Identify the neighborhood
boundaries for this target area.
The CDBG Priority Neighborhoods primarily includes the areas
centered around the two major arterial streets of Stevens Creek
Blvd and De Anza Blvd. It includes census tracts 5076, 5077.01,
5077.05, 5078.07, 5080.03, 5080.05, 5080.06, 5077.01, 5077.04,
5078.05, 5080.03, 5081.02, 5083.05, 5117.07, 5077.01, 5077.05,
5078.05, 5078.06, 5079.05, 5080.04, 5078.05, 5078.06
Include specific housing and
commercial characteristics of
this target area.
The area is primarily single-family residential, with a handful of
multi-family properties dispersed along Stevens Creek Blvd, De
Anza Blvd, Wolf Rd, and Foothill Blvd. There are several
neighborhood business such as retail and food service
establishments but also the office headquarters of large
companies, namely, Apple Park.
How did your consultation and
citizen participation process
help you to identify this
neighborhood as a target
area?
The City of Cupertino is an exception grantee which falls into
the top 31.1% of the top quartile of jurisdictions nationally. As a
result, any census tract that maintains a low/mod income
household share greater than 23.08% qualifies to be part of the
CDBG target area. The consultation process involved
researching data from the ACS and the City’s needs for public
infrastructure and facility upgrades within the target area
through the City’s FY25-26 Capital Improvement Programs and
Citywide Facilities Condition Assessment.
Identify the needs in this target
area.
Community needs within the target area include:
Affordable childcare
Affordable housing
Accessibility improvements
Street lighting improvements
Parks and recreation center improvements
Recreational opportunities
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Street reconstruction
Sidewalk, curb, gutter, and ramp improvements
Pedestrian and bike friendly infrastructure
Public facility improvements
Public transportation
Fair housing services
Housing for domestic violence survivors
Workforce housing for public employees
Student housing
Senior housing
Housing for individuals with intellectual/developmental
disabilities
Entry-level housing for first time buyers
Services to assist low-income households
Mental health services
Senior services
Youth services
Legal assistance services
Services to prevent and address homelessness
Affordable housing services to provide access to
housing, protect low-income tenants, and prevent
displacement.
What are the opportunities for
improvement in this target
area?
Opportunities for this area include capital improvements to
increase public safety through accessibility, along with traffic
calming and multi-modal improvements. The highest priority
capital improvement opportunity identified involves the
reconfiguration of existing street parking for the sidewalk, curb,
gutter, ramp, and bike lane improvements related to the
construction of the Mary Ave affordable housing project, which
is located on a parcel that currently contains part of the public
right of way. Other priorities involve public facility upgrades for
the Cupertino Senior Center.
The high cost of living and rising housing prices in Cupertino
create a continued need for the aforementioned public
assistance services that have a comparatively increased
impact within target areas, which have higher concentrations
of low-income households. Examples of services like these
would be those offered by West Valley Community Services or
Project Sentinel. Community programs which are located within
the area, target residents of the area, or target populations
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which have a presumed beneficiary status have a significant
impact, such senior services at the Live Oak Adult Day Care or
legal assistance to seniors, services which assist the youth or
students at De Anza College, services to assist survivors of
domestic violence at Maitri, or expanding services at two of the
host sites of the Rotating Safe Car Park Program.
Are there barriers to
improvement in this target
area?
High housing costs continue to be prevalent in the Bay Area,
County of Santa Clara, and City of Cupertino. Median rents
and housing prices are comparatively high in Cupertino in
relation to the rest of Santa Clara County while housing
production is comparatively slow and the housing stock is less
diverse. Many areas of the City, including those in the target
area are zoned for single-family housing. This poses a barrier to
improvement as production of new affordable housing is
constrained by limited land available for affordable housing
development, which increases costs further.
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General Allocation Priorities
The City allocates CDBG public service and home rehabilitation funds to benefit LMI
households on a Citywide basis but will use CDBG target areas as a factor to determine
priority neighborhoods for public infrastructure/facility improvements along with the
nature of improvements to assist low-income households. Cupertino is an exception
grantee and therefore has a lower threshold at 23.08%. The map below shows the census
block groups that meet this definition in Cupertino.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 16: Priority Needs
1 Priority Need Name Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Elderly
Frail Elderly
Chronically Homeless Individuals
Veterans
Unaccompanied Youth
Persons with Disabilities
Persons with Alcohol or Other
Drug Addictions
Persons with HIV/AIDS and their
Families
Victims of Domestic Violence
Geographic Areas Affected Citywide
Associated Goals Homeowner Rehabilitation; Rental Unit Construction
Description Assist in the creation and preservation of affordable housing for LMI
and special needs households.
Basis for Relative Priority As discussed in the Market Analysis, there is a 1140-unit gap of
affordable housing units for households earning less than $75k/year.
2 Priority Need Name Prevent and Assist Those Experiencing Homelessness
Priority Level High
Population Chronically Homeless Individuals
Families with Children
Persons with Disabilities
Veterans
Unaccompanied Youth
Persons with Alcohol or Other
Drug Addictions
Persons with HIV/AIDS and their
families
Victims of Domestic Violence
Geographic Areas Affected Citywide
Associated Goals Services for Low-Income and Unhoused Households
Description Support activities to prevent and end homelessness.
Basis for Relative Priority As discussed in the Needs Assessment, 48 persons are experiencing
homelessness in the City of Cupertino and 9,903 persons are homeless
countywide.
3 Priority Need Name Community Services
Priority Level Medium
Population Extremely Low
Low
Moderate
Middle
Elderly
Persons with Alcohol or Other Drug
Addictions
Persons with HIV/AIDS and their
Families
Victims of Domestic Violence
Non-housing Community
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Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Development
Geographic Areas Affected Citywide
Associated Goals Frail Elderly/Elderly Services; Services for Low-Income and Unhoused
Households
Description Support activities serve the aging population and assist low income
families.
Basis for Relative Priority 18% of all households in the City contain at least one person age 62
years or older. 33% of renters and 22% of homeowners in Cupertino
continue to be cost burdened by the high price of housing.
4 Priority Need Name Fair Housing
Priority Level Medium
Population Extremely Low
Low
Moderate
Public Housing Residents
Veterans
Unaccompanied Youth
Elderly
Frail Elderly
Disabled Persons
Persons with Alcohol or Other Drug
Addictions
Persons with HIV/AIDS and their
Families
Victims of Domestic Violence
Homeless Persons or those at
imminent risk of homelessness
Geographic Areas Affected Citywide
Associated Goals Fair Housing
Description Promote fair housing choice.
Basis for Relative Priority Housing discrimination continues to occur within the City as identified
by Project Sentinel.
5 Priority Need Name Public Infrastructure/Facilities
Priority Level Medium
Population Extremely Low
Low
Moderate
Geographic Areas Affected Citywide
Associated Goals Community Development
Description Improve public infrastructure and facilities in the CDBG Target area
and/or to benefit low/moderate income households.
Basis for Relative Priority Need demonstrated in City Captial Improvements Plan and for
development of upcoming Mary Ave Affordable Housing project.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Table 17: Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
As discussed in the Needs Assessment, cost burden is the most common housing
problem in the City; Of the 21,137 households in the City, 33% of renter households
and 22% of owner households experience some level of housing cost burden across
all income groups (i.e., paying more than 30% of their gross income towards
housing costs, some paying more than 50%).).
TBRA for Non-
Homeless Special
Needs
As discussed in the Needs Assessment, special needs populations may require
affordable housing to meet the high costs associated with their specific needs or
disabilities. These needs and/or disabilities may result in low household incomes,
rising healthcare costs, and the need for additional childcare.
New Unit
Production
There is a significant need for both market-rate and affordable multi-family housing.
The City will continue to encourage the development of market-rate and
affordable multi-family housing.
Rehabilitation The prevalence of older homes in the City has resulted in lower-cost housing with
deferred maintenance problems.
Acquisition,
including
preservation
With a lack of vacant land, acquisition and preservation is an important tool for
providing affordable units to LMI households.
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
1. Introduction
Table 18: Anticipated Resources
Program Source
of Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Consolidated
Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$387,000 $7,944 $22,523.37 $417,467.37 $1,548,000
CDBG funds will be used for the
rehabilitation of low-income
household units, improvements
in low-income neighborhoods
and for affordable housing, and
public services that benefit low
income and special needs
households.
BMR
Affordable
Housing Fund
Public
Local
Affordable
Housing – Fair
Housing
$4,133,200 $0 - $4,133,200 $200,000
Funds fair housing and landlord-
tenant counseling and dispute
resolution services through the
nonprofit Project Sentinel.
Construction of two new
affordable housing projects at
Mary Ave and Wolf Rd.
General Fund
Human
Services Grant
(HSG)
Public –
Local
Non-housing
Community
Services
$129,000 $0 - $129,000 $645,000
The City issues grants to
nonprofit agencies providing
services to Cupertino residents.
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Program Source
of Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Consolidated
Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Permanent
Local Housing
Allocation
(PLHA)
Public-
State
Acquisition
Housing
Public Services
$908,683 $0 $0 $908,683 $750,000
Funds will be used to increase
housing affordability through the
creation of new affordable
rental and ownership housing
opportunities and/or public
services.
County
District 5
Inventory
Grant
Public-
Local Public Services $50,000 $0 $0 $50,000 $90,000
Funds will be used to prevent
and address homelessness, to
assist the unhoused, and to
increase opportunities for
shelter.
Explain how federal funds will leverage those additional resources (private, state and local funds), including a
description of how matching requirements will be satisfied
Entitlement Funds
There are additional federal grant programs the City can leverage to fund community development activities and increase project
efficiencies and benefits from economies of scale. These programs include:
Housing Choice Voucher Program;
Section 202;
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Section 811;
Affordable Housing Program (AHP) through Federal Home Loan Bank
These programs would not be provided by the City, but rather the SCCHA and affordable housing developers.
Additionally, developers can apply for the City’s BMR AHF Capital Housing funds and County HOME funds for the
development of affordable housing.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address
the needs identified in the plan
The City’s 2023-2031 Housing Element update has identified five sites that would be able to accommodate up to 1,400 housing
units.
Additionally, the Governor of California continues to explore the use of State and federal surplus land to provide housing fo r
homeless individuals.
Discussion
CDBG allocations are critical to overcoming barriers to affordable housing; however, they are not sufficient to address all the needs
of LMI households nor the lack of affordable housing units. Therefore, the City will continue to leverage other funding sources to
support affordable housing and provide services to populations in need. The City anticipates researching and/or pursuing funding
with the California Department of Housing and Community Development (HCD) for additional funding opportunities.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its
Consolidated Plan including private industry, nonprofit organizations, and public
institutions.
Table 19: Institutional Delivery Structure
Responsible Entity Responsible
Entity Type Role Geographic
Area Served
City of Cupertino
Community
Development
Department-
Housing Division
Local
Government
Affordable housing – ownership
Affordable housing – rental
Public housing
Homelessness
Non-Homeless special needs
Community development: public facilities
Community development – neighborhood
improvements
Community development – public services
Community development – economic
development
Planning
Jurisdiction
County of Santa
Clara Office of
Supportive Housing
Continuum of
Care Homelessness Region
Santa Clara County
Housing Authority
Public Housing
Authority
Affordable housing – rental
Affordable housing – ownership
Public housing
Region
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The delivery systems established to provide social and human services are far and wide
reaching. The City manages its CDBG funds with support from the local community in
efforts to influence local housing and economic development.
The County OSP provides coordination and strategies to address homelessness, a
regional issue that requires inter-jurisdictional cooperation.
The SCCHA provides HCV tenant assistance and project-based assistance and operates
several affordable housing complexes.
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Availability of services targeted to homeless persons and persons with HIV and
mainstream services
Table 20: Availability of Services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X
Utilities Assistance X
Street Outreach Services
Law Enforcement X
Mobile Clinics
Other Street Outreach Services
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X
Employment and Employment Training X X
Healthcare X
HIV/AIDS
Life Skills X
Mental Health Counseling X
Transportation X
Other
Other
Describe how the service delivery system including, but not limited to, the
services listed above meet the needs of homeless persons (particularly
chronically homeless individuals and families, families with children, veterans
and their families, and unaccompanied youth)
The City participates in the Santa Clara County CoC, which has the primary
responsibilities of coordinating efforts to prevent and end homelessness.
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Describe the strengths and gaps of the service delivery system for special needs
population and persons experiencing homelessness, including, but not limited
to, the services listed above
The CoC adopted the 2020-2025 Community Plan to End Homelessness in Santa Clara
County (Plan), which creates a community-wide road map to ending homelessness. The
Plan was created through a series of community summits related to specific homeless
populations in the County. The Plan identifies strategies to address the needs of
homeless persons in the County, including chronically homeless individuals and
families, families with children, veterans, and unaccompanied youth. The City will take
part in the development of the 2025-2030 Community Plan to End Homelessness along
with other jurisdictions in Santa Clara County throughout the ConPlan period.
The Plan aims to implement the following three steps:
1. Disrupt Systems: Develop disruptive strategies and innovative prototypes that
transform the systems related to housing homeless people.
2. Build the Solution: Secure the right amount of funding needed to provide housing
and services to those who are homeless and those at risk of homelessness.
Serve the Person: Adopt an approach that recognizes the need for client-centered
strategies with different responses for different levels of need and different
groups, targeting resources to the specific individual or household.
Provide a summary of the strategy for overcoming gaps in the institutional
structure and service delivery system for carrying out a strategy to address
priority needs
The City attends countywide quarterly meetings focused on housing and CDBG topics
coordinates on project management for projects funded by multiple jurisdictions. This
will contribute to overcoming gaps in the institutional delivery structures.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Table 21: Goals Summary
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome
Indicator
1 Homeowner
Rehabilitation 2025 2030 Affordable
Housing Citywide Affordable Housing CDBG: $537,500
Homeowner Housing
Rehabilitated – 35
housing units
2 Affordable Rental Unit
Construction 2025 2030 Affordable
Housing
Mary Ave and
Wolf Rd Affordable Housing
BMR AHF:
$4,083,200
PLHA: $908,683
Rental Units Constructed
– 289 housing units
3
Frail Elderly/Elderly
Services 2025 2030
Non-Housing
Community
Development
Non-Homeless
Special Needs
20920
McClellan
Road,
Cupertino
Community Services
CDBG: $90,000
HSG: $145,000
Public Service Activities
Other Than LMI Housing
Benefit – 295 persons
4
Services for Low-
Income Families and
Homeless Populations
2025 2030
Homeless
Non-Housing
Community
Development
Citywide
Prevent and Assist Those
Experiencing
Homelessness/Community
Services
CDBG: $200,000
HSG: $500,000
County:
$125,000
Homelessness
Assistance/Prevention
Public service activities
for low/moderate-
income housing benefit –
935 persons
5
Fair Housing 2025 2030
Non-Housing
Community
Development
Non-Homeless
Special Needs
Homeless
Citywide Fair Housing BMR AHF:
$250,000
Public Service Activities
for low/moderate-
income housing benefit
Homelessness Prevention
– 205 persons
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome
Indicator
6
Community
Development 2025 2030
Non-Housing
Community
Development
Affordable
Housing
Citywide
Public
Infrastructure/Facilities
Affordable Housing
CDBG: $780,000
Low/moderate-income
housing benefit – 40 units
Public Facility
improvement – 1 building
Table 22: Goal Descriptions
1 Goal Name Homeowner Rehabilitation
Goal Description
Make critical home repairs for lower income and disabled resident homeowners who could not otherwise afford to make
critical repairs in their homes. Repairs/rehabilitation is for critical health and safety issues and/or the addition of accessible
features for disabled and/or elderly homeowners who may otherwise not be able to stay in their homes.
2 Goal Name Affordable Rental Unit Construction
Goal Description Construct new affordable rental housing units for extremely low-, very low- low-income, and moderate-income residents at
two affordable housing projects.
3 Goal Name Frail Elderly/Elderly Services
Goal Description
Provide a broad range of services to assist frail elderly, elderly, and disabled residents. Supportive services may include
activities geared to maximize the social experience and mental stimulation of elderly clients, and to improve/sustain their
mental and physical function and their quality of life and legal assistance.
4 Goal Name Services for Low-Income Families and Homeless Populations
Goal Description Provide supportive services for low-income families and homeless populations.
5 Goal Name Fair Housing
Goal Description Provide landlord/tenant counseling, and dispute resolution services activities to LMI residents.
6 Goal Name Community Development
Goal Description Public infrastructure and facility upgrades to assist in the creation of affordable housing or benefit low -income households
either in the Target Area or with limited Low/Mod clientele.
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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 estimates that CDBG funds will provide affordable housing to approximately
75 households over the Consolidated Plan period.
The City is currently in discussions with a two housing developers. The first is Charities
Housing – Mary Ave who are proposing a project which proposes 40 units, with 19 very
low-income units, 20 extremely low-income units, and one manager unit. Within the
affordable unit mix, 19 units will be reserved for individuals with intellectual or
developmental disabilities. The second is Eden Housing – Wolf Rd which proposes 249
units built across two phases. The first phase will contain 101 units of mixed -income
housing for school district employees, with approximately 34 low income units and 67
moderate income units. The second phase will contain 148 units, with 60 very low-income
units, 86 low-income units, and two manager units. Developers apply for HOME funds
directly with the County of Santa Clara and the City would provide the match necessary
for the HOME program.
With the CDBG Entitlement funds, the City anticipates rehabilitating 35 homeowner
houses and providing public infrastructure upgrades as part of constructing 40 rental
units during the Consolidated Plan period.
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SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a
Section 504 Voluntary Compliance Agreement)
The SCCHA does not have a Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvement
The SCCHA incorporates residents’ input into the decision -making process though the
involvement of tenant commissioners and board members. The SCCHA has a Resident
Counsel comprising five residents from HUD-funded programs, who evaluate the
effectiveness of the SCCHA’s rental assistance programs.
The SCCHA also operates a Family Self Sufficiency Program designed so residents can
be involved in the development of self-sufficiency goals, job training, and other services.
Is the public housing agency designated as troubled under 24 CFR part 902?
No.
Plan to remove the ‘troubled’ designation
Not applicable.
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SP-55 Barriers to affordable housing – 91.215(h)
1. Barriers to Affordable Housing
As part of the 2023-31 Housing Element update, the City conducted an analysis of both
governmental and non-governmental constraints to the development of affordable
housing and residential development. Common governmental constraints include:
Land use controls;
Building codes and their enforcement;
Fees and exactions; and
Permitting procedures.
The analysis found that the City maintains development regulations that are consistent
with State law and that do not pose undo constraints on the development of affordable
housing. The City identified the following areas that may act as constraints to housing
development:
Residential Design Guidelines. Cupertino maintains a requirement for design
review of multifamily residential projects. These design guidelines currently
contain subjective design standards, which are inconsistent with State housing
law.
Development Fees. Total fees in Cupertino are on the higher end of Santa Clara
County jurisdictions for all housing developments.
Parking standards. The requirement for two parking spaces for studios and single-
room occupancy units (SROs) in the R-3 Zoning District could be a possible
constraint on the development of affordable housing.
Other non-governmental constraints to housing development include:
Land costs. Land costs are very high in Cupertino due to high demand and an
extremely limited supply of available land.
Construction costs. Key construction costs have risen nationally in conjunction
with economic recovery and associated gains in the residential real estate market.
Availability of financing. As a stable and affluent community, private housing
mortgage financing is readily available in Cupertino. The Housing Element
identified that there are no mortgage-deficient areas in the city and no identifiable
underserved groups in need of financing assistance;
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Environmental hazards. Aside from risk of natural disasters, there are no
significant wetland or environmental resource issues of concern that would
constrain development in the urbanized areas designated for residential
development in the city.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
In its 2023-2031 Housing Element, the City identified the following goals, policies, and
strategies to continue removing or ameliorating affordable housing barriers:
Goal HE-1. An adequate supply of residential units for all economic segments
o Policy HE-1.1. Provision of adequate capacity for new construction need.
Designate sufficient land at appropriate densities to accommodate the
City’s RHNA.
o Policy HE-1.2. Housing Densities. Provide a full range of densities for
ownership and rental housing.
o Policy HE-1.3. Mixed-Use Development. Encourage mixed-use
development near transportation facilities and employment centers.
Goal HE-2. Housing is affordable for a diversity of Cupertino households.
o Policy HE-2.1. Housing Mitigation. Ensure that all new developments,
including market-rate residential developments, help mitigate project-
related impacts on affordable housing needs.
o Policy HE-2.2. Range of Housing Types. Encourage the development of
diverse housing stock that provides a range of housing types.
o Policy HE-2.3 Development of Affordable Housing and Housing for
Persons with Special Needs. Make every reasonable effort to disperse
affordable units throughout the community but not at the expense of
undermining the fundamental goal of providing affordable units.
Specific strategies to remove or ameliorate affordable housing barriers include:
Strategy HE-1.3.1 Land Use Policy and Zoning Provisions. Amend development
standards for housing as required to provide objective standards that are adequate
and appropriate to facilitate a range of housing in the community.
Strategy HE-1.3.3 New Residential Zoning Districts and Land Use Designations.
Create a new R4 Zoning District that will align with the two new General Plan
Land Use designations, High/Very High Density allowing 50.01 to 65 units per
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acre, and Very Hight Density allowing 65.01 to 80 units per acre. The City will
create development standards that will allow the maximum density of this district
to be achieved.
Strategy HE-1.3.4 Development on Nonvacant Sites. Establish an outreach and
coordination program to connect developers, builders, and owners of nonvacant
sites.
Strategy HE-1.3.5 Encourage Mixed-Use Projects and Residential in Commercial
Zones. The City will incentivize development of residential units in mixed-use
projects that include affordable units (at least 20%) by providing incentives.
Strategy HE-1.3.6 Encourage Missing-Middle Housing Developments to
Affirmatively Further Fair Housing. The City will encourage the development of
missing-middle housing types that are affordable by design that can provide
opportunities for housing that accommodate a diversity of needs.
Strategy HE-1.3.9 Review Development Standards. Review and revise design
and development standards and guidelines for multifamily housing. Provide
flexibility in development standards to accommodate new models and approaches
to providing housing.
Strategy HE-2.3.1 Support Affordable Housing Development. Work with
housing developers to expand opportunities for affordable lower-income housing
for special needs groups.
Strategy HE-2.3.6 Surplus Properties for Housing and Faith-Based Housing. The
City will partner with local developers or organizations to purchase surplus
properties, infill lots, and other green fields within the city to use for the
development of affordable housing.
Strategy HE-2.3.7 Incentives for Affordable Housing Development. The City
will continue to offer a range of incentives to facilitate the development of
affordable housing.
Strategy HE-2.3.9 Review Impact Fees. To ensure that impact fees are not a
constraint on the development of housing, the City will review and revise impact
fees by researching surrounding jurisdictions to determine other possible fee
structures.
Strategy HE-2.3.10 Extremely Low-Income Housing. The City will continue to
encourage the development of adequate housing to meet the needs of these ELI
households.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and
assessing their individual needs
The Santa Clara OSH surveys homeless individuals every two years and creates a
strategic plan every five years, which involves extensive community engagement.
Addressing the emergency and transitional housing needs of homeless persons
Cupertino has no emergency housing and no transitional housing beds. However, on
April 2, 2025 the City executed a Memorandum of Understanding that allowed the City
to enter into a joint study with other West Valley Cities to collectively study the need
and feasibility of developing emergency shelter and transitional housing within the
region. The City supports two programs that could be considered seasonal and special
needs shelters: the Rotating Safe Car Park program, of which the City has three host
sites, and the Maitri transitional housing program which provides shelter to survivors
of domestic violence.
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.
Chronically homeless individuals need intensive case management to assist them in
finding housing and resources and receiving services to stay housed. Case management
is person based rather than shelter based, with the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness include creating
approximately 5,500 housing opportunities for chronically homeless individuals,
homeless veterans, and homeless children, youth, and families as well as access to the
services that help keep them in housing.
Additionally, part of the City’s local funds goes toward funding public services to
address the supportive housing needs of very low-income and homeless individuals.
Currently, the City supports efforts to end homelessness. The City funds programs that
provide case management and short-term rental assistance to support homeless families
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transitioning to permanent housing, such as the WVCS Community Access to Resources
and Education (CARE) program.
Help 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
Services for those discharged from a publicly funded institutions include the below:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley
Medical Center and provides medical services to homeless individuals, including
primary care and urgent care. VHHP also manages a Medical Respite program for
homeless individuals discharged from hospitals as well as a Backpack Homeless
Health Care Program for those in encampments. 5
The County’s Social Services Agency has expedited the review process of CalFresh
applications for homeless households so that they may receive benefits within
three days.
The County’s Behavioral Health Services Department (BHS) has multiple
programs to connect homeless individuals with housing or shelter assistance. BHS
also treats those going through behavioral health crises.
The County’s Reentry Resource Center provides services to those who have been
previously incarcerated and to individuals who are homeless upon release.
Services include referrals to drug treatment, housing assistance, food assistance,
counseling, and other benefits.
The County OSH’s mission is to increase the supply of housing and supportive
housing that is affordable and available to extremely low-income and /or special
needs households. The office supports the County mission of promoting a healthy,
safe, and prosperous community by ending and preventing homelessness.
The City funds services to prevent homelessness programs which provide case
management and homeless prevention interventions such as the WVCS Haven to
Home program.
5 Santa Clara Valley Medical Center. Valley Homeless Healthcare Program. https://www.scvmc.org/clinics-
and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
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SP-65 Lead based paint Hazards – 91.215(i)
1. Actions to address LBP hazards and increase access to housing
without LBP hazards
The City’s goal is to make certain that each tenant, landlord, and property owner is fully
aware of the dangers, symptoms, and methods of testing, treatment, and prevention of
lead-based paint poisoning. The City follows all applicable lead-based paint regulations,
which primarily affect projects funded by the City and HUD.
How are the actions listed above related to the extent of lead poisoning and
hazards?
HUD estimates that 38 million housing units in the US have lead-based paint. The
likelihood, extent, and concentration of lead-based paint increase with the age of the
building. Because the greatest risk of paint deterioration is in dwellings built before 1950,
older housing generally commands a higher priority for lead hazard controls.
Furthermore, children can be at risk of lead poisoning if they live in or regularly visit a
house built before 1978 with ongoing or recent renovations or remodeling.
The City works to abate lead-based paint hazard risk with rehabilitation programs and
paint grants and loans.
How are the actions listed above integrated into housing policies and
procedures?
The City requires that contractors receive training and certification in an effort to decrease
the risk of potential use of lead-based paint in new units. All development and
rehabilitation projects must be evaluated according to HUD’s Lead Safe Housing Rule 24
CFR Part 35.
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SP-70 Anti-Poverty Strategy – 91.215(j)
1. Jurisdiction Goals, Programs and Policies for reducing the
number of Poverty-Level Families
Displacement from housing is one of the most significant challenges for low income
households in Cupertino, and when households are displaced from their housing they
may have difficulty accessing employment, affordable child care, and needed services
which can lead to poverty. As such, an anti-poverty plan should address displacement
risk. The City of Cupertino’s Housing Element contains a goal for the city to adopt an
Anti-Displacement Policy which for best practices should be enacted by June 2025. The
Housing Commission heard staff present policy options on December 19, 2024 and
recommended two components to be included into a Below Market Rate Anti-
Displacement Policy: priority replacement in to the BMR waitlist system and relocation
assistance equivalent to three months of fair market rent. The proposed policy will go
before the City Council on May 6, 2025 for approval.
The City's anti-poverty strategy is heavily reliant on regional cooperation, including
support from nonprofit service providers and partner agencies. As housing is usually the
highest single expense facing impoverished families, the City will continue to explore
avenues to build new and rehabilitate existing affordable housing. The City is always
looking for opportunities to partner and leverage programs and service providers to
build service capacity and improve the depth of available resources.
How are the Jurisdiction poverty reducing goals, programs, and policies
coordinated with this affordable housing plan
Many organizations within the region work to reduce poverty within the City, including
the following:
Santa Clara County Human Services, which helps clients develop a “welfare to
work” plan and provides career advising, job placement, resume development,
and interviewing skills to students. The Department of Human Services also
serves homeless individuals with job training and housing.
The NOVA Workforce Development Board provides training and employment
services to those residing in the Cities of Cupertino, Santa Clara, Los Altos,
Milpitas, Mountain View, Palo Alto, and Sunnyvale. Many of its services and
programs target disadvantaged youth and adult populations, who may have
limited education and/or barriers to employment.
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The SCCHA is a Moving to Work agency, which allows programs that focus on
self-sufficiency and affordable housing.
Santa Clara Unified School District’s Adult Education Center offers a variety of
courses and resources, including English as a second language and resources for
immigrants, high school diploma and GED courses, career training, enrichment
courses, exercise and wellness courses, parenting classes, an on-site preschool, and
on-site CalWORKs office dedicated to working with students at the Adult
Education Center.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor
activities carried out in furtherance of the plan and will use to ensure long-term
compliance with requirements of the programs involved, including minority
business outreach and the comprehensive planning requirements
Every program year, the City prepares agreements with subrecipients, which outline the
responsibilities and expectations involved in the receipt of federal funds.
Throughout the program year, the City monitors progress toward the Consolidated Plan
goals. Monitoring consists of subrecipient submittal of required quarterly performance
reports that describe achievements toward program goals and financial records, as well
as an annual site visit to review case files and financial documentation. The City provides
a list of findings and actions to each subrecipient after the monitoring visit.
Subrecipients are responsible for keeping accurate documentation of program outcomes,
as well as any other documents required by program guidelines, and such documents
must be available for review by the grantee at any time.
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Annual Action Plan
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City estimates that it will receive $387,000 in CDBG entitlement funds from HUD with an additional $7,944 in program
income, and $22,523.37 in unexpended funds from previous years for a total of $417,467.37 in program funds for the 2025 -
2026 program year. The following table shows a break -down of both CDBG and non-CDBG sources of funds that are
intended for community development activities in the 2025 -2026 program year. If the City is to receive additional or less
than expended CDBG funds, the City will allocate these funds to activities already funded with t he CDBG funds
proportionately to how they have been included below.
Table 23: Anticipated Resources
Program Source
of
Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
Consolidated
Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$387,000 $7,944 $22,523.37 $417,467.37 $1,548,000
CDBG funds will be used
for the rehabilitation of
low-income household
units, improvements in
low-income
neighborhoods and for
affordable housing, and
public services that
benefit low income and
special needs households.
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BMR
Affordable
Housing
Fund
Public
Local
Affordable
Housing – Fair
Housing
$4,133,200 $0 - $4,133,200 $200,000
Funds fair housing and
landlord-tenant
counseling and dispute
resolution services through
the nonprofit Project
Sentinel. Construction of
two new affordable
housing projects at Mary
Ave and Wolf Rd.
General
Fund
Human
Services
Grant (HSG)
Public –
Local
Non-housing
Community
Services
$129,000 $0 - $129,000 $645,000
The City issues grants to
nonprofit agencies
providing services to
Cupertino residents.
Permanent
Local
Housing
Allocation
(PLHA)
Public-
State
Acquisition
Housing
Public Services
$908,683 $0 $0 $908,683 $750,000
Funds will be used to
increase housing
affordability through the
creation of new
affordable rental and
ownership housing
opportunities and/or
public services.
County
District 5
Inventory
Grant
Public-
Local Public Services $50,000 $0 $0 $50,000 $90,000
Funds will be used to
prevent and address
homelessness, to assist the
unhoused, and to
increase opportunities for
shelter.
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City of Cupertino 2025-2030 Consolidated Plan | 110
Explain how federal funds will leverage those additional resources (private, state
and local funds), including a description of how matching requirements will be
satisfied
There are additional federal grant programs the City can leverage to fund community
development activities and increase the project efficiencies and benefits from economies
of scale. These programs include:
Section 8 Housing Choice Voucher Program;
Section 202;
Section 811; and
Affordable Housing Program (AHP) through the Federal Home Loan Bank.
These programs would not be provided to the City but rather the SCCHA and affordable
housing developers.
If appropriate, describe publicly owned land or property located within the
jurisdiction that may be used to address the needs identified in the plan
The City’s 2015-2023 Housing Element update has identified five sites that would be able
to accommodate up to 1,400 housing units.
Discussion
CDBG allocations are critical to overcoming barriers to affordable housing; however, they
are not sufficient to address all the needs of LMI households nor the lack of affordable
housing units. Therefore, the City will continue to leverage other funding sources to
support affordable housing and provide services to populations in need. The City
anticipates researching and/or pursuing funding with HCD for additional funding
opportunities.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Table 24: Annual Goals
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome
Indicator
1 Homeowner
Rehabilitation 2025 2026 Affordable
Housing Citywide Affordable Housing CDBG:
$107,500
Homeowner Housing
Rehabilitated – 7
housing units
2
Affordable Rental Unit
Construction 2025 2026 Affordable
Housing Citywide Affordable Housing
BMR AHF:
$4,083,200
PLHA:
$908,683
Rental Units
Constructed – 289
housing units
3
Frail Elderly/Elderly
Services 2025 2026
Non-Housing
Community
Development
Non-Homeless
Special Needs
Citywide Community Services
CDBG:
$18,000
HSG:
$29,000
Public Service Activities
Other Than
Low/Moderate-Income
Housing Benefit – 59
persons
4
Services for Low-
Income Families and
Homeless Populations
2025 2026
Homeless
Non-Housing
Community
Development
Citywide
Prevent and Assist Those
Experiencing
Homelessness/Community
Services
CDBG:
$40,000
HSG:
$100,000
County:
$25,000
Homelessness
Prevention
Public service activities
for low/moderate-
income housing
benefit – 187 persons
5
Fair Housing 2025 2026
Non-Housing
Community
Development
Citywide Fair Housing BMR AHF:
$50,000
Public Service Activities
for low/moderate-
income housing
benefit
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome
Indicator
Non-Homeless
Special Needs
Homeless
Homelessness
Prevention – 41 persons
6 Planning and
Administration 2025 2026 Not Applicable Not
Applicable Not Applicable CDBG:
$77,400 Not Applicable
7
Community
Development 2025 2026
Non-Housing
Community
Development
Affordable
Housing
Citywide
Public
Infrastructure/Facilities
Affordable Housing
CDBG:
$174,567.37
Low/moderate-income
housing benefit – 40
units
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Table 25: Goal Descriptions
1 Goal Name Homeowner Rehabilitation
Goal Description
Make critical home repairs for lower income and disabled resident homeowners who could not otherwise
afford to make critical repairs in their homes. Repairs/rehabilitation is for critical health and safety issues
and/or the addition of accessible features for disabled and/or elderly homeowners who may otherwise
not be able to stay in their homes.
2 Goal Name Affordable Rental Unit Construction
Goal Description
Construct affordable rental housing units for extremely low- and low-income residents. The City will commit
funding to two affordable housing projects in FY25-26, however construction is expected to take place
throughout the 2025-2030 Consolidated Plan period. Upon completion 289 rental units are expected to be
constructed.
3 Goal Name Frail Elderly/Elderly Services
Goal Description
Provide services to frail elderly, elderly, and disabled residents. Supportive services may include activities
geared to maximize the social experience and mental stimulation of elderly clients, and to
improve/sustain their mental and physical function and their quality of life or legal assistance.
4 Goal Name Services for Low-Income Families and Homeless Populations
Goal Description Provide supportive services for low-income families and homeless populations.
5 Goal Name Fair Housing
Goal Description Provide landlord/tenant counseling, and dispute resolution services activities to LMI residents.
6 Goal Name Planning and Administration
Goal Description General administration of the CDBG program, including all planning and reporting activities .
7 Goal Name Community Development
Goal Description Public infrastructure and facility upgrades to assist in the creation of affordable housing or benefit low-
income households either in the Target Area or with limited Low/Mod clientele.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The following projects were developed to specifically carry out the Goals identified in
AP-20 above.
Table 26: Project Information
# Project Name
1 Homeowner Rehabilitation
2 Affordable Rental Unit Construction
3 Frail Elderly/Elderly Services
4 Services for Low-Income Families
and Homeless Populations
5 Fair Housing
6 Planning and Administration
7 Community Development
Describe the reasons for allocation priorities and any obstacles to addressing
underserved needs
This Annual Action Plan was developed based on the needs and priorities through the
2025-2030 Con Plan, which were identified by analyzing data from HUD, American
Community Survey, and other sources and soliciting feedback from community
members and local stakeholders. The City awards CDBG funds to organizations to
provide public services and housing for low-income and special needs households.
HUD requires that 70 percent of all CDBG funds be spent on activities that would benefit
low- to moderate income (LMI) households, which are those making 0 -80% of AMI. The
City allocates its CDBG funds to projects and programs that will primarily benefit 0-50%
AMI households, the homeless, and special needs populations.
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AP-38 Project Summary
Project Summary Information
FY25-26 CDBG projects are supplemented with aforementioned alternative funding
sources to have additional projects to further goals set in the Consolidated Plan.
Table 27: Project Summary Information
1 Project Name Homeowner Rehabilitation
Target Area Not applicable
Goals Supported Homeowner Rehabilitation
Needs Addressed Affordable Housing
Funding CDBG: $107,500
Description Rebuilding Together Silicon Valley will provide funds to seven
low-income Cupertino homeowners who could not otherwise
afford to make critical repairs in their homes, resulting in health
and safety issues. Grants may include funding for the addition of
accessible features for disabled and/or elderly homeowners
who may otherwise not be able to stay in their homes.
Estimate the number and
type of families that will
benefit from the
proposed activities
7 housing units will be rehabilitated.
Location Description Citywide
Planned Activities See above description.
2 Project Name Affordable Rental Unit Construction
Target Area Not applicable
Goals Supported Affordable Rental Unit Construction
Needs Addressed Affordable Housing
Funding BMR AHF: $4,083,200
PLHA: $908,683
Description The City received two applications for affordable housing
projects. The first application, Charities Housing – Mary Ave,
proposes 40 units, with 19 very low-income units, 20 extremely
low-income units, and one manager unit. Within the affordable
unit mix, 19 units will be reserved for individuals with intellectual
or developmental disabilities. The second application, Eden
Housing – Wolf Rd, proposes 249 units built across two phases.
The first phase will contain 101 units of mixed-income housing for
school district employees, with approximately 34 low income
units and 67 moderate income units. The second phase will
contain 148 units, with 60 very low-income units, 86 low-income
units, and two manager units. Both projects will be committed
funding in FY25-26 however construction is expected to take
place throughout the 2025-2030 Consolidated Plan period.
127
Estimate the number and
type of families that will
benefit from the
proposed activities
289 housing units will be constructed
Location Description Mary Ave and Wolf Rd (both parcels currently vacant with no
address)
Planned Activities See above description.
3 Project Name Frail Elderly/Elderly Services
Target Area Not applicable
Goals Supported Frail Elderly/Elderly Services
Needs Addressed Non-housing Community Services
Funding CDBG: $18,000
HSG: $29,000
Description Live Oak Adult Services will provide services for 15 frail elderly
and elderly disabled residents who otherwise may have to be
institutionalized. Supportive services are geared to maximize the
social experience and mental stimulation of elderly clients, and
to improve/sustain their mental and physical function and their
quality of life through exercise, music, nutritious meals, visual arts,
music and games and puzzles. Caregiver support workshops are
also available.
Catholic Charities of Santa Clara will provide ombudsman
services for 24 elderly households to investigate elder abuse in
long term care facilities.
Senior Adults Legal Assistance will provide legal services to 20
low-income elderly households.
Estimate the number and
type of families that will
benefit from the
proposed activities
59 persons will be served.
Location Description Citywide (20920 McClellan Road, Cupertino)
Planned Activities See above description.
4 Project Name Services for Low-Income Families and Homeless Populations
Target Area Not applicable
Goals Supported Services for Low-Income Families and Homeless Populations
Needs Addressed Prevent and Assist Those Experiencing Homelessness and Non-
housing Community Services
Funding CDBG: $40,000
HSG: $100,000
County: $25,000
Description The WVCS CARE program will provide services for 100 low -
income and homeless families and individuals. The program
connects clients with community resources, making services
easily available and accessible, and works with them on
capacity building. The main objectives of CARE are to
128
encourage more stable and sustainable solutions that foster self-
sufficiency instead of dependency.
The WVCS Haven to Home program will provide services for 80
low-income and homeless households with assistance through
the homeless prevention program and housing assistance case
management.
The Maitri transitional housing program will provide shelter for 7
domestic violence survivors.
Estimate the number and
type of families that will
benefit from the
proposed activities
187 persons will be served.
Location Description Citywide
Planned Activities See above description.
5 Project Name Fair Housing
Target Area Not applicable
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding BMR AHF: $50,000
Description Project Sentinel will provide landlord/tenant counseling and
dispute resolution services activities to 41 LMI residents.
Estimate the number and
type of families that will
benefit from the
proposed activities
41 persons will be served.
Location Description Citywide
Planned Activities See above description.
6 Project Name Planning and Administration
Target Area Not applicable
Goals Supported Not applicable
Needs Addressed Not applicable
Funding $77,400
Description Administer the administrative costs for the overall management,
coordination, and evaluation of the CDBG program, and the
project delivery costs associated with bringing projects to
completion.
Estimate the number and
type of families that will
benefit from the proposed
activities
Not applicable.
Location Description Citywide
Planned Activities See description above.
7 Project Name Community Development
Target Area CDBG Target Area
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Goals Supported Community Development
Needs Addressed Public Infrastructure/Facilities Affordable Housing
Funding CDBG: $174,567.37
Description Provide infrastructure improvements which reconfigure existing
street parking for the sidewalk, curb, gutter, ramp, and bike lane
improvements related to the construction of the Mary Ave
affordable housing project, which is located on a parcel that
currently contains part of the public right of way. Charities
Housing will be responsible for completion of the required
National Environmental Protection Act (NEPA) review to be in
receipt of these funds.
Estimate the number and
type of families that will
benefit from the proposed
activities
40 LMI Housing Benefit
Location Description Mary Ave (vacant parcel no address yet)
Planned Activities See description above.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas
of low-income and minority concentration) where assistance will be
directed
The City allocates CDBG public service funds to benefit LMI households throughout the
City which will not require the use of the target area as they will service LMI limited
clientele. However, the City will use the CDBG target area to help determine priority of
funds for public infrastructure upgrades.
Geographic Distribution
Table 28: Target Area
Target Area Percentage of Funds
CDBG Target Area ~42%
Table 55 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City allocates CDBG funds citywide to benefit all LMI households regardless of
location for public services. However, public infrastructure/facility upgrades should be
used either in: the CDBG Target Area, for projects which have an LMI housing benefit,
or for projects which have LMI limited clientele.
Discussion
See above.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As discussed above, the Cupertino 2025-2030 Con Plan identifies Affordable Housing as
a high priority need for the City, particularly availability of affordable housing for
households earning 0%-30% AMI. The City plans to accomplish this through allocating
funding for two rehabilitation programs: Homeowner Rehabilitation and Affordable
Rental Unit Construction. These projects are described above.
Table 29: One year Goals Affordable Housing by Support Requirement
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 277
Special-Needs 19
Total 296
Table 30: One Year Goals for Affordable Housing by Support Type
One Year Goals for the Number of Households Supported Through
Rental Assistance
The Production of New Units 289
Rehab of Existing Units 7
Acquisition of Existing Units
Total 296
Discussion
A detailed discussion of the projects can be found under the Goal Summary of the Annual
Action Plan.
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AP-60 Public Housing – 91.220(h)
Introduction
While residents of the City may use Housing Choice Vouchers (formerly Section 8), these
programs are managed and administered by the public housing authority, Santa Clara
County Housing Authority (SCCHA). The SCCHA administers a Housing Choice
Voucher program, assisting around 17,000 households, manages four public housing
units in the City of Santa Clara, and controls affordable rental properties throughout the
County.
Actions planned during the next year to address the needs to public housing
Not applicable, there are no housing developments in the City.
Actions to encourage public housing residents to become more involved in
management and participate in homeownership
The SCCHA prioritizes resident input in the agency’s policy-making process. The
SCCHA actively seeks the feedback from residents through an equitable and transparent
policy-making process and includes two tenants as commissioners of the SCCHA board.
If the PHA is designated as troubled, describe the manner in which financial
assistance will be provided or other assistance
Not applicable.
Discussion
While the City does not operate any public housing, the City works closely with and
supports the SCCHA.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
Describe the jurisdictions one-year goals and actions for reducing and ending
homelessness including
The 2025-2030 Consolidated Plan identifies reducing and ending homelessness as a high
priority need and is committed to supporting activities that prevent and end
homelessness. The Consolidated Plan identifies that 48 persons are experiencing
homelessness in the City and 9,903 persons are experiencing homelessness county-wide.
The City participates in the County of Santa Clara Continuum of Care (CoC), which is
administered by the County Office of Supportive Housing. The CoC has the primary
responsibility to address homelessness regionally.
Currently, the City supports efforts to end homelessness. The City funds programs that
provide case management and short-term rental assistance to support homeless families
transitioning to permanent housing, such as the WVCS Community Access to Resources
and Education (CARE) program, programs which provide case management and
homeless prevention interventions such as the WVCS Haven to Home program,
programs which provide transitional housing to survivors of domestic violence such as
the Maitri Transitional Housing program, and has three host sites of the Rotating Safe
Car Park program.
Reaching out to homeless persons (especially unsheltered persons) and
assessing their individual needs
The County OSH conducts routine outreach to the homeless persons living throughout
Santa Clara County. On a biennial basis, the OSH conducts a Point in Time (PIT) count
estimate the prevalence of homelessness in the jurisdictions within Santa Clara County,
including the City. Through this process the volunteers outreach directly to persons
experiencing homelessness to understand their background, situation, and needs. The
purpose of the PIT count is to assess the status of homeless persons living within the
County and use the findings apply for funding for HUD to support housing services,
including homeless services. Currently, the CoC receives approximately $26 million
dollars annually in federal funding. The most recent PIT count took place in January 2025
however the data from this count is not yet available.
Secondly, the CoC prepares a community plan focused on ending homelessness in Santa
Clara County every five (5) years. The current plan is for the 5 -year time period starting
in 2015. The Plan was developed through a series of community summits addressing
specific homeless populations in the County and is based on extensive community
engagement with the homeless populations. The City will take part in the development
of the 2025-2030 Community Plan to End Homelessness along with other jurisdictions in
Santa Clara County throughout the ConPlan period.
134
Addressing the emergency shelter and transitional housing needs of homeless
persons
There are not emergency shelters or transitional housing located in the City. However,
on April 2, 2025 the City executed a Memorandum of Understanding that allowed the
City to enter into a joint study with other West Valley Cities to collectively study the need
and feasibility of developing emergency shelter and transitional housing within the
region. The City supports two programs that could be considered seasonal and special
needs shelters: the Rotating Safe Car Park program, of which the City has three host sites,
and the Maitri transitional housing program which provides shelter to survivors of
domestic violence.
Helping homeless persons (especially chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied
youth) make the transition to permanent housing and independent living,
including shortening the period of time that individuals and families experience
homelessness, facilitating access for homeless individuals and families to
affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City’s funding supports services that provide intensive case management for
chronically homeless individuals with the goal of rapid re -housing. Case management
will be person-based, rather than provided through a shelter.
Additionally, the City’s funds will support public services that address the supportive
housing needs of very low-income and homeless individuals. The City funds programs
that provide case management and short-term rental assistance to support homeless
families transitioning to permanent housing, such as the WVCS Community Access to
Resources and Education (CARE) program.
Helping low-income individuals and families avoid becoming homeless,
especially extremely low-income individuals and families and those who are:
being discharged from publicly funded institutions and systems of care (such as
health care facilities, mental health facilities, foster care and other youth
facilities, and corrections programs and institutions); or, receiving assistance
from public or private agencies that address housing, health, social services,
employment, education, or youth needs
There are existing services that the City’s funding will continue to support:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley
Medical Center and provides medical services to homeless individuals, including
primary care and urgent care. VHHP also manages a Medical Respite program for
homeless individuals discharged from hospitals as well as a Backpack Homeless
Health Care Program for those in encampments.
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The County’s Social Services Agency has expedited the review process of homeless
households’ CalFresh applications so that they may receive benefits within three
days.
The County’s Behavioral Health Services Department (BHS) has multiple
programs to connect homeless individuals with housing or shelter assistance. BHS
also treats those going through behavioral health crises.
The County’s Reentry Resource Center (RRC) provides services to those who have
been previously incarcerated and to individuals who are homeless upon release.
Services include referrals to drug treatment, housing assistance, food assistance,
counseling, and other benefits.
The County’s OSH mission is to increase the supply of housing and supportive
housing that is affordable and available to extremely low income and /or special
needs households. OSH supports the County mission of promoting a healthy, safe,
and prosperous community by ending and preventing homelessness.
The City funds services to prevent homelessness programs which provide case
management and homeless prevention interventions such as the WVCS Haven to
Home program.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
1. Introduction:
As part of the 2023-31 Housing Element update, the City conducted an analysis of bot h
governmental and non-governmental constraints to the development of affordable
housing and residential development. Common governmental constraints include:
Land use controls;
Building codes and their enforcement;
Fees and exactions; and
Permitting procedures.
The analysis found that the City maintains development regulations that are consistent
with State law and that do not pose undo constraints on the development of affordable
housing. The City identified the following areas that may act as constraint s to housing
development:
Residential Design Guidelines. Cupertino maintains a requirement for design
review of multifamily residential projects. These design guidelines currently
contain subjective design standards, which are inconsistent with State housing
law.
Development Fees. Total fees in Cupertino are on the higher end of Santa Clara
County jurisdictions for all housing developments.
Parking standards. The requirement for two parking spaces for studios and single-
room occupancy units (SROs) in the R-3 Zoning District could be a possible
constraint on the development of affordable housing.
Other non-governmental constraints to housing development include:
Land costs. Land costs are very high in Cupertino due to high demand and an
extremely limited supply of available land.
Construction costs. Key construction costs have risen nationally in conjunction
with economic recovery and associated gains in the residential real estate market.
Availability of financing. As a stable and affluent community, private housing
mortgage financing is readily ava ilable in Cupertino. The Housing Element
identified that there are no mortgage-deficient areas in the city and no identifiable
underserved groups in need of financing assistance;
Environmental hazards. Aside from risk of natural disasters, there are no
significant wetland or environmental resource issues of concern that would
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constrain development in the urbanized areas designated for residential
development in the city.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
In its 2023-2031 Housing Element, the City identified the following goals, policies, and
strategies to continue removing or ameliorating affordable housing barriers:
Goal HE-1. An adequate supply of residential units for all economic segments
o Policy HE-1.1. Provision of adequate capacity for new construction need.
Designate sufficient land at appropriate densities to accommodate the
City’s RHNA.
o Policy HE-1.2. Housing Densities. Provide a full range of densities for
ownership and rental housing.
o Policy HE-1.3. Mixed-Use Development. Encourage mixed-use
development near transportation facilities and employment centers.
Goal HE-2. Housing is affordable for a diversity of Cupertino households.
o Policy HE-2.1. Housing Mitigation. Ensure that all new developments,
including market-rate residential developments, help mitigate project-
related impacts on affordable housing needs.
o Policy HE-2.2. Range of Housing Types. Encourage the development of
diverse housing stock that provides a range of housing types.
o Policy HE-2.3 Development of Affordable Housing and Housing for
Persons with Special Needs. Make every reasonable effort to disperse
affordable units throughout the community but not at the expense of
undermining the fundamental goal of providing affordable units.
Specific strategies to remove or ameliorate affordable housing barriers include:
Strategy HE-1.3.1 Land Use Policy and Zoning Provisions. Amend development
standards for housing as required to provide objective standards that are adequate
and appropriate to facilitate a range of housing in the community.
Strategy HE-1.3.3 New Residential Zoning Districts and Land Use Designations.
Create a new R4 Zoning District that will align with the two new General Plan
Land Use designations, High/Very High Density allowing 50.01 to 65 un its per
acre, and Very Hight Density allowing 65.01 to 80 units per acre. The City will
create development standards that will allow the maximum density of this district
to be achieved.
Strategy HE-1.3.4 Development on Nonvacant Sites. Establish an outreach and
coordination program to connect developers, builders, and owners of nonvacant
sites.
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Strategy HE-1.3.5 Encourage Mixed-Use Projects and Residential in Commercial
Zones. The City will incentivize development of residential units in mixed-use
projects that include affordable units (at least 20%) by providing incentives.
Strategy HE-1.3.6 Encourage Missing-Middle Housing Developments to
Affirmatively Further Fair Housing. The City will encourage the development of
missing-middle housing types that are affordable by design that can provide
opportunities for housing that accommodate a diversity of needs.
Strategy HE-1.3.9 Review Development Standards. Review and revise design
and development standards and guidelines for multifamily housing. Provide
flexibility in development standards to accommodate new models and approaches
to providing housing.
Strategy HE-2.3.1 Support Affordable Housing Development. Work with
housing developers to expand opportunities for affordable lower-income housing
for special needs groups.
Strategy HE-2.3.6 Surplus Properties for Housing and Faith-Based Housing. The
City will partner with local developers or organizations to p urchase surplus
properties, infill lots, and other green fields within the city to use for the
development of affordable housing.
Strategy HE-2.3.7 Incentives for Affordable Housing Development. The City
will continue to offer a range of incentives to facilitate the development of
affordable housing.
Strategy HE-2.3.9 Review Impact Fees. To ensure that impact fees are not a
constraint on the development of housing, the City will review and revise impact
fees by researching surrounding jurisdictions to determine other possible fee
structures.
Strategy HE-2.3.10 Extremely Low-Income Housing. The City will continue to
encourage the development of adequate housing to meet the needs of these ELI
households.
AP-85 Other Actions – 91.220(k)
Introduction:
Actions planned to address obstacles to meeting underserved needs
The priority needs identified through the Con Plan are intended to serve under -served
populations, including persons experiencing homelessness and special needs
populations such as elderly persons and persons living with disability. To review these
needs and subsequent goals in detail, see the projects summary in AP-30 of this Plan. The
City of Cupertino’s Housing Element contains a goal for the city to adopt an Anti-
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Displacement Policy which for best practices should be enacted by June 2025. The
Housing Commission heard staff present policy options on December 19, 2024 and
recommended two components to be included into a Below Market Rate Anti-
Displacement Policy: priority replacement in to the BMR waitlist system and relocation
assistance equivalent to three months of fair market rent. The proposed policy will go
before the City Council on May 6, 2025 for approval.
Actions planned to foster and maintain affordable housing
As described above, the City is committed to rehabilitating units owned by homeowners
and rental units so that they can continue to provide safe and affordable housing for low-
income households. Actions planned for rehabilitation include:
Rebuilding Together Silicon Valley will provide funds to seven low-income
Cupertino homeowners who could not otherwise afford to make critical repairs to
their homes, resulting in health and safety issues. Grants may include funding for
the addition of accessible features for disabled and/or elderly homeowners who
may otherwise not be able to stay in their homes
The City has contacted property owners of market-rate developments which
contain affordable housing units as part of the City’s inclusionary housing
program to ensure that proper noticing has been sent to low-income tenants when
the affordability restrictions of their units expire. If proper noticing has not been
sent out at the 3-year, 12-month, and 6-month periods, staff has required these
property owners to extend the affordability period of these units as injunctive
relief.
Further, the City participates in County-wide efforts through the HOME Consortium and
County OSH to provide affordable housing and supportive services.
Actions planned to reduce lead-based paint hazards
The City’s goal is to make certain that each tenant, landlord, and property owner is fully
aware of the dangers, symptoms, and methods of testing, treatment, and prevention of
lead-based paint poisoning. The City follows all applicable lead-based paint regulations,
which primarily affect projects funded by the City and HUD.
Actions planned to reduce the number of poverty-level families
The City is committed to reducing poverty and supports organizations within the region,
including the following:
Santa Clara County Human Services, which helps clients develop a “welfare to
work” plan and provides career advising, job placement, resume development,
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and interviewing skills to students. The Department of Human Services also
serves homeless individuals with job training and housing.;
The NOVA Workforce Development Board provides training and employment
services to those residing in the Cities of Santa Clara, Cupertino, Los Altos,
Milpitas, Mountain View, Palo Alto, and Sunnyvale. Many of its services and
programs target disadvantaged youth and adult populations, who may have
limited education and/or barriers to employment.;
The SCCHA is a Moving to Work agency, which allows programs that focus on
self-sufficiency and affordable housing.
Santa Clara Unified School District’s Adult Education Center offers a variety of
courses and resources, including English as a second language and resources for
immigrants, high school diploma and GED courses, career training, enrichment
courses, exercise and wellness courses, parenting classes, an on-site preschool, and
on-site CalWORKs office dedicated to working with students at the Adult
Education Center.
Actions planned to develop institutional structure
This Plan will follow the institutional structure determined in the 2025-2030 Consolidated
Plan, which includes private industry, nonprofit organizations, and public institutions.
The City coordinates closely with the County OSH as a participant of the CoC and the
SCCHA, both of which provide regional services that benefit residents of Cupertino.
Actions planned to enhance coordination between public and private housing
and social service agencies
The County oversees the coordination between the City and the region -wide network of
housing and community development partners. The City is committed t o continuing to
actively collaborate with other local jurisdictions and service providers through sharing
information and resources.
Discussion:
Please see discussions above.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
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
$7,944
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 $7,944
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Other CDBG Requirements
1. The amount of urgent need activities
N/A
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section
92.205 is as follows:
N/A
2. A description of the guidelines that will be used for resale or recapture of HOME funds when
used for homebuyer activities as required in 92.254, is as follows:
N/A
3. A description of the guidelines for resale or recapture that ensures the affordability of units
acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
N/A
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required
that will be used under 24 CFR 92.206(b), are as follows:
N/A
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RESOLUTION NO. 17-02
A RESOLUTION OF THE HOUSING COMMISSION OF THE CITY OF CUPERTINO
RECOMMENDING APPROVAL OF THE 2017-18 CDBG, GENERAL FUND HUMAN
SERVICE GRANTS (HSG) PROGRAM AND BELOW MARKET-RATE (BMR)
AFFORDABLE HOUSING FUND (AHF) RECOMMENDED FUNDING ALLOCATIONS TO
CITY COUNCIL FOR FINAL ADOPTION
WHEREAS, the Housing and Community Development Act of 1974 provides that funds
be made available for the Community Development Block Grant (CDBG) Program; and
WHEREAS, the City of Cupertino wishes to apply for funds as an Entitlement
Jurisdiction under said Act; and
WHEREAS, the City of Cupertino estimates receiving a $307,952 CDBG entitlement grant
from the United States Department of Housing and Urban Development (HUD) to be allocated
for fiscal year 2017-18; and
WHEREAS, the City of Cupertino estimates allocating $7,944 in CDBG program income
for fiscal year 2017-18; and
WHEREAS, The City of Cupertino estimates allocating up to $8,161 of available
uncommitted CDBG funds from prior fiscal year 2016-17 for fiscal year 2017-18; and
WHEREAS, the City of Cupertino is required to submit a fiscal year 2017-18 CDBG
Annual Action Plan to HUD for review and approval prior to being allowed to expend CDBG
funds for fiscal year 2017-18; and
WHEREAS, the City of Cupertino put into place a CDBG Contingency Plan (Exhibit 1)
because of the uncertainty in the federal budget and the revised timeline provided by HUD to
submit the Action Plan; and
BE IT FURTHER RESOLVED that the Housing Commission of the City of Cupertino
hereby recommends approval of the fiscal year 2017-18 CDBG, HSG and BMR AHF
recommended funding allocations (Exhibit 2) to the City Council for final adoption; and
BE IT FURTHER RESOLVED that the fiscal year 2017-18 CDBG, HSG and BMR AHF
recommended grant funding allocations will be decreased/increased based on final budget
allocations by HUD and the City Council.
Attachment B - Housing Commission Resolution 17-02 (CDBG Contingency Plan)
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PASS ED AND ADOPTED at a regular meeting of the Housing Commission of the City of
Cupertino this 11th day of May, 2017 by the following vote:
Vote Members of the Housing Commission
A YES: Chair Daruwalla, Vice Chair Chu, Kapil, Zhao, Bose
NOES: none
ABSENT: none
ABSTAIN: none
ATTEST : APPROVED:
KerriH~ Nill~
Senior Housing Planner Chair, Housing Commission
2
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Exhibit 1
CDBG Contingency Plan
In the case of funding increase, the following plan is recommended:
® Public Services ($47,188): Distribute the additional available amount in the public services
cap until an applicant is fully funded. If an applicant reaches the funding amount requested, any
remaining funds will be distributed to other applicants who have not yet reached the maximum
funding amount.
® Administration ($63,107): Funds are to be allocated to the City of Cupertino for CDBG
administration. General Fund allocation will be reduced accordingly.
® Capital/Housing Projects ($213,259): Distribute the additional available amount in the
capital/housing projects cap until an applicant is fully funded. If an applicant reaches the
funding amount requested, any remaining funds will be distributed to other applicants who
have not yet reached the maximum funding amount.
In the case of a funding decrease, the following plan is recommended:
® Public Services ($47,188): Distribute any funding decrease proportionately among the
remaining public service applicants, but maintain a minimum funding allocation of $15 ,000 for
any applicant to the extent feasible.
® Administration ($63,107): Any decrease in funding will be supplemented by the General
Fund for CDBG administration.
® Capital/Housing Projects ($213,259): Any decrease in funding will be supplemented by the
Below Market Rate (BMR) Affordable Housing Fund (AHF) for CDBG capital/housing projects.
3
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Exhibit 2
FY 2017-18 Funding Allocations
FY 2017/18
Est. FY Housing
Fiscal Year 2017/18 2017/18 FY 2017/18 Commission
No. Grant Application Summary Funds Funding Funding
Available Requests Recommendations
as of May 11, 2017
Meeting
1 CDBG Public Service Applications:
(Two-Year Funding Cycle, FY 2016/17 & 17/18)
a
Live Oak Adult Day Services -Senior Adult
$ 15,098.00 $ 15,098.00 Day Care
b West Valley Community Services -Community $ 32,090.00 $ 32,090.00 Access to Resource and Education (CARE)
Sub-Total $ 47,330.00 $ 47,188.00 $ 47,188.00
2
CDBG Capital/Housing Project Applications:
(One-Year Funding Cycle, FY 2017/18)
a Rebuilding Together Silicon Valley -Housing
$ 64,000.00 $ 64,000.00 Repair and Rehabilitation Project
b West Valley Community Services -Vista $ 300,000.00 $ 149,259.00 Village Renovation
Sub-Total $ 213,259.00 $ 364,000.00 $ 213,259.00
3
CDBG Program Administration:
(One-Year Funding Cycle, FY 2017/18)
a Administration $ 63,107.00 $ 63,107 .00
Sub-Total $ 63,107.00 $ 63,107.00 $ 63,107.00
General Fund Human Service Grants (HSG)
4 Applications:
(Two-Year Funding Cycle, FY 2016/17 & 17/18)
a Catholic Charities of Santa Clara County -$ 6,500.00 $ 6,500.00 Long-Term Care Ombudsman
b Maitri -MTH Direct Client Services $ 23,400 .00 $ 23,400.00
C
Senior Adults Legal Assistance -Legal $ 10,100.00 $ 10,100 .00 Assistance to Elders
Sub-Total $ 40,000.00 $ 40,000.00 $ 40,000.00
4
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Below Market-Rate (BMR) Affordable
5 Housing Fund (AHF) Applications (Two-Year
Funding Cycle, FY 2016/17 & 17/18):
TBD -BMR Program Administration $ 175,000.00 $ 175,000 .00 a (Affordable Placement Program)
b
Project Sentinel -Landlord/Tenant Rental $ 35 ,000.00 $ 35,000 .00 Mediation
Eden Council for Hope and Opportunity $ 10,000.00 $ 10,000.00 C (ECHO) -Fair Housing Services
d West Valley Community Services -10311 & $ 160,000.00 $ 160,000.00 10321 Greenwood Court Renovation Project
Sub-Total $ 380,000.00 $ 380,000.00
TOTAL $ 363,696.00 $ 894,295.00 $ 743,554.00
5
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