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Home My WebLink About03.27.2024@630 Regular CCWednesday, March 27, 2024 6:30 PM City of South San Francisco P.O. Box 711 South San Francisco, CA Library Parks & Recreation Building, Council Chambers 901 Civic Campus Way, South San Francisco, CA City Council JAMES COLEMAN, Mayor (District 4) EDDIE FLORES, Vice Mayor (District 5) MARK ADDIEGO, Councilmember (District 1) MARK NAGALES, Councilmember (District 2) BUENAFLOR NICOLAS, Councilmember (District 3) ROSA GOVEA ACOSTA, City Clerk FRANK RISSO, City Treasurer SHARON RANALS, City Manager SKY WOODRUFF, City Attorney Regular Meeting Agenda 1 March 27, 2024City Council Regular Meeting Agenda How to observe the Meeting (no public comment, including via Zoom): 1) Local cable channel: Astound, Channel 26, Comcast, Channel 27, or AT&T, Channel 99 2) https://www.ssf.net/government/city-council/video-streaming-city-and-council-meetings/city-council 3) Zoom meeting (viewing/listening only): https://ssf-net.zoom.us/j/88636346631(Enter your email and name) Webinar ID: 886 3634 6631 Join by Telephone: +1 669 900 6833 How to submit written Public Comment before the City Council Meeting: Members of the public are encouraged to submit public comments in writing in advance of the meeting via the eComment tab by 4:30 p.m. on the meeting date. Use the eComment portal by clicking on the following link : https://ci-ssf-ca.granicusideas.com/meetings or by visiting the City Council meeting's agenda page. eComments are also directly sent to the iLegislate application used by City Council and staff. How to provide Public Comment during the City Council Meeting: COMMENTS ARE LIMITED TO THREE (3) MINUTES PER SPEAKER During a meeting, comments can only be made in person: Complete a Digital Speaker Card located at the entrance to the Council Chambers. Be sure to indicate the Agenda Item # you wish to address or the topic of your public comment. When your name is called, please come to the podium, state your name and address (optional) for the Minutes. American Disability Act: The City Clerk will provide materials in appropriate alternative formats to comply with the Americans with Disabilities Act. Please send a written request to City Clerk Rosa Govea Acosta at 400 Grand Avenue, South San Francisco, CA 94080, or email at all-cc@ssf.net. Include your name, address, phone number, a brief description of the requested materials, and preferred alternative format service at least 72-hours before the meeting. Accommodations: Individuals who require special assistance of a disability -related modification or accommodation to participate in the meeting, including Interpretation Services, should contact the Office of the City Clerk by email at all-cc@ssf.net, 72-hours before the meeting. Page 2 City of South San Francisco Printed on 3/28/2024 2 March 27, 2024City Council Regular Meeting Agenda CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE AGENDA REVIEW ANNOUNCEMENTS FROM STAFF PRESENTATIONS Certificate of Recognition honoring Maya Thompson, San Mateo County Women’s Hall of Family inductee. (James Coleman, Mayor) 1. Presentation from the Joint Advisory Committee of the Child Care Master Plan for South San Francisco (JACCCMP) Introduction, Summary of Work and Brief Presentation. (Kathleen White, SSF Child Care Plan) 2. COUNCIL COMMENTS/REQUESTS PUBLIC COMMENTS Under the Public Comment section of the agenda, members of the public may speak on any item not listed on the Agenda and on items listed under the Consent Calendar. Individuals may not share or offer time to another speaker. Pursuant to provisions of the Brown Act, no action may be taken on a matter unless it is listed on the agenda, or unless certain emergency or special circumstances exist. The City Council may direct staff to investigate and/or schedule certain matters for consideration at a future Council meeting . Written comments on agenda items received prior to 4:30 p.m. on the day of the meeting will be included as part of the meeting record but will not be read aloud. If there appears to be a large number of speakers, the Mayor may reduce speaking time to limit the total amount of time for public comments (Gov. Code sec. 54954.3(b)(1).). Speakers that are not in compliance with the City Council's rules of decorum will be muted. CONSENT CALENDAR Matters under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted by one motion and without discussion. If, however, any Council member (s) wishes to comment on an item, they may do so before action is taken on the Consent Calendar. Following comments, if a Council member wishes to discuss an item, it will be removed from the Consent Calendar and taken up in order after adoption of the Consent Calendar. Motion to approve the Minutes for March 13, 2024. (Rosa Govea Acosta, City Clerk)3. Page 3 City of South San Francisco Printed on 3/28/2024 3 March 27, 2024City Council Regular Meeting Agenda Report regarding a Resolution authorizing application for, and receipt of, State Prohousing Incentive Program funds. (Nell Selander, Economic & Community Development Director) 4. Resolution of the City Council of the City of South San Francisco authorizing application for, and receipt of, Prohousing Incentive Program funds. 4a. Report regarding adoption of an Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for all Signs) to allow four digital billboards along the US 101 corridor (ZA22-0004) and an Ordinance approving a Development Agreement (DA22-0003) between South San Francisco and Outfront Foster Interstate, LLC to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code (Christy Usher, Senior Planner) 5. Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for All Signs) to allow four digital billboards along the US 101 corridor. 5a. Ordinance adopting a Development Agreement with Outfront Foster Interstate, LLC, to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code 5b. PUBLIC HEARING Report regarding holding a Public Hearing on the City’s housing, community, and economic development needs for the Fiscal Year 2024-25 Annual Action Plan and providing direction to the Community Development Block Grant (CDBG) Subcommittee regarding funding priorities. (Danielle Thoe, Housing Manager) 6. ADMINISTRATIVE BUSINESS Report regarding a study session on the potential formation of an Eastern Neighborhoods Community Facilities District. (Christina Fernandez, Deputy City Manager; Daniel Jacobson, Fehr & Peers; Noah Christman, Lighthouse Public Affairs; Susan Goodwin, Goodwin Consulting Group) 7. Page 4 City of South San Francisco Printed on 3/28/2024 4 March 27, 2024City Council Regular Meeting Agenda Motion to accept the report regarding the 2023 General Plan and Housing Element Annual Progress Reports (Tony Rozzi, Economic & Community Development Deputy Director; Billy Gross, Principal Planner; and Stephanie Skangos, Senior Planner) 8. Motion to receive and file the City’s Housing Successor Agency Annual Report for Fiscal Year 2022-23. (Nell Selander, Economic & Community Development Director) 9. ITEMS FROM COUNCIL – COMMITTEE REPORTS AND ANNOUNCEMENTS CLOSED SESSION Conference with Labor Negotiators (Pursuant to Government Code Section 54957.6) Agency designated representatives: Christopher Boucher, Boucher Law, Sharon Ranals, City Manager, Rich Lee, Assistant City Manager, Karen Chang, Director of Finance Employee organizations: Teamsters Local 856-Confidential, Teamsters Local 856-Mid-Management, AFSCME Local 829 Unrepresented employees: Public Safety Managers, Executive Management 10. Closed Session: Conference with Real Property Negotiators (Pursuant to Government Code Section 54956.8) Property: 366 Grand Avenue (APN 012-312-310) Agency negotiator: Nell Selander, Economic & Community Development Director, and Ernesto Lucero, Economic Development Manager Negotiating Party: Stacey S. Dobos Trust Under negotiation: Price and Terms 11. Conference with real property negotiators Property: 226-230 Grand Ave., 232-238 Grand Ave., and 240-246 Grand Ave Agency negotiator: Nell Selander, ECD Director; Danielle Thoe, Housing Manager; Sky Woodruff, City Attorney Negotiating parties: Giffra Enterprises Under negotiation: Price and terms 12. Page 5 City of South San Francisco Printed on 3/28/2024 5 March 27, 2024City Council Regular Meeting Agenda Conference with Real Property Negotiators (Pursuant to Government Code Section 54956.8) Properties: Parcels on Sign Hill, South San Francisco (APNs 012-351-020, 012-351-030, 012-024-060, 012-024-070, 012-024-080, 012-024-090, 012-024-100, 012-024-110, and 012-024-120) Agency Negotiators: Nell Selander, Economic & Community Development Director; Greg Mediati, Parks and Recreation Director; and Sky Woodruff, City Attorney Negotiating parties: Syme Venture Partners LP Under negotiation: Price and terms 13. ADJOURNMENT Page 6 City of South San Francisco Printed on 3/28/2024 6 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-75 Agenda Date:3/27/2024 Version:1 Item #:1. Certificate of Recognition honoring Maya Thompson, San Mateo County Women’s Hall of Family inductee. (James Coleman, Mayor) City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™7 CITY OF SOUTH SAN FRANCISCO Certificate of Recognition MAYA THOMPSON The City Council of South San Francisco does hereby congratulate you on earning the National African American Recognition Award for your strong academic performance on the PSAT and Advanced Placement exams. Inductee into the 35th San Mateo County Women’s Hall of Fame! Thank you for being a volunteer extraordinaire and all that you do to help and inspire youth to achieve their goals. You are an inspiration to our community! Presented on this 27th day of March 2024 by the City Council of South San Francisco. Buenaflor Nicolas, Councilmember District 3 Eddie Flores, Vice Mayor District 5 Mark Addiego, Councilmember District 1 Mark Nagales, Councilmember District 2 James Coleman, Mayor District 4 8 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-132 Agenda Date:3/27/2024 Version:1 Item #:2. Presentation from the Joint Advisory Committee of the Child Care Master Plan for South San Francisco (JACCCMP) Introduction, Summary of Work and Brief Presentation.(Kathleen White, SSF Child Care Plan) City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™9 Joint Advisory Committee of the Child Care Master Plan for South San Francisco Presentation to SSF City Council - March 27, 2024 10 Agenda - March 27, 2024 – 6:30PM •Introduction of JACCCMP Members •Overview of the Work of the Advisory Committee •Priority Recommendations •Next Steps 11 JACCCMP Members •Anne Senores •Daina Lujan •Eric Claybon •Irene Aleman •Kristy Camacho •Michelle Amaral •Marjorie Blen •Maryam Moody •Tanisha Hughes •Sharon Ranals, City Manager Alternates: •Amanda Anthony •Julie Lind •Natalie Wheatfall-Lum Leadership: •Co-Chair, SSF Mayor, James Coleman •Co-Chair, SSF Councilperson, Flor Nicolas Support: •Kathleen White, Coordinator •Laura Armanino, P&R Admin 12 Roles and Responsibilities of the JACCCMP •Advise Decision Makers •Aim for Consensus •Prioritize Quality Care for Children •Know Current Conditions •Anticipate Future Needs •Address Family and Employer Needs •Represent Others •Advocate for a Well-Compensated Workforce •Be Inclusive of Diverse Needs •Be Culturally Sensitive •Listen •Be Open to Different Perspectives •Read the SSF Child Care Master Plan 13 Roles and Responsibilities •The JACCCMP was selected from a pool of highly qualified applicants in Spring 2023 •The roles and responsibilities of committee members include: •Familiarity with the contents of the SSF Child Care Master Plan •Understanding of new and emerging child care issues and needs in SSF •Shared commitment to participate and provide perspective •Represent key constituents •Prioritize key CCMP recommendations for the City Council 14 Review of Meetings in 2023 - 2024 Seven meetings of the JACCCMP 15 Actionable Recommendations •JACCCMP Held Small Group Discussions to Prioritize and Clarify Recommendations •Created Advisory Guidance Statements to SSF City Council on “Affordability” and “Workforce” and “Systems” for the City of SSF •Formed of Actionable Steps, Goals, and Objectives •Next Steps for the JACCCMP 16 10/1/23, 1/8/24, 2/5/24, 2/26/24, 3/10/24 Updated K. White JACCCMP Priorities and Action Steps - PAGE 1 Status/Updated Info Responsible Agencies and Organizations Action Steps Action Steps Action Steps JACCCMP Members By When Priority #AFFORDABILITY RECOMMENDATIONS Coleman, Wheatfall-Lum, Moody Affordability #1 To support efforts to seek sustainable funding to increase availability of subsidized and affordable care. (Community Meeting *14 Votes) (Affordability - JACCCMP Rank #3) We suggest ranking #1 Affordable child care continues to be a need in SSF SSF City/SSFUSD Replicate SF Baby Prop C Explore Revenue Ballot Guest Speakers: Dept. of EC/SF Norman Yee, Supervisor and Ingrid Mezquita, Director CA Dept. of ED. Increase Reimbursement Rates - Advocacy - Mayor to Advocate for rate increase- send letter. Connect to ECE Budget Coalition By 2026-2028 Affordability #2 To maintain affordable child care in SSF with continued City funding of portion (about 50%) of operational costs for current and future child care programs operated by SSF Parks & Recreation. (Community Meeting *8 Votes) (Affordability - JACCCMP Rank #1) We suggest ranking this #2 Support continued budget item City of SSF Study Session on SSF Funding - Rich Lee, Asst. City Manager Provided on 1/8/24 Prop. Transfer Continue On-going Affordability #3 To support development of new ELOP after-school sites at SSFUSD schools. To support the expansion of extended learning sites for all families needing care at all income levels. (Community Meeting*3 Votes) (Affordability - JACCCMP Rank #2) We suggest ranking this #3 SSF P&R Youth Enrichment Services Program is serving ELOP students at six sites. Update from SSFUSD ELOP Sites. Keith Irish SSF/ SSFUSD Two Study sessions with SSFUSD. Keith Irish, SSFUSD Admin. presented new website for after-school care by school and enrollment numbers and providers for ELOP. SSFUSD to hire ELOP Coordinator. Continue planning with SSFUSD On-going and continue with Joint Committee 2024-2025 Affordability #4 To seek additional funds for capital expenditures for new Westborough and West Orange child care sites. (Community Meeting *8 Votes) (Affordability – JACCCMP Rank #4) Westbourogh site moving forward. Continue to advocate for W. Orange development. City of SSF Child Care Impact Fees - Balance in Jan. 2024 about 14 million - 9 million estimated to complete Westborough - 5 million shortfall for West Orange Library conversion Zoning incentives for child care facilities - Presentations from Nell Selander, ECD and Karen Chang, Finance about new child care development, ECD, Matrix Study and funding. Received Planning detail from Billy Gross. Child care not counted in FAR - No impact fees paid for SF of facility; Review childcare site at L37 development - Invited ECD for convo to JACCCMP 2024-2025 Affordability #5 To incentivize development of affordable child care options and facilities in new construction projects. (Community Meeting *4 Votes) (Affordability – JACCCMP Rank #5) To continue discussion City of SSF/ ECD/ Planning Tony Rozzi, Nell Selander, Billy Gross Continue discussions Clarified child care build-out-FAR. Finance Dept. Child Care and Build -out with ECD Fees charged 2025-2026 Affordability #6 To explore operating a low - cost, city-sponsored, parent co-op program for parents needing PT care. (Community Meeting *0 Votes) (Affordability – JACCCMP Rank #6) Continue discussion City of SSF, SSFUSD, Private? Use lease revenue from city properties?Continue discussions 2025-2026 Affordability #7 To support additional, well-publicized Transitional Kindergarten classrooms in SSFUSD with extended care and an advisory committee that meets the needs of working families. (Community Meeting *1 Vote) (Affordability – JACCCMP Rank #7) Currently the City’s Youth Enrichment Services Program is serving TK in its programs - TK esp. SSFUSD/SSF Jointly Publish TK-Registration and Sites Use lease revenue from SSFUSD properties? Continue discussions Need a list of all programs with registration info and an updated directory 2024-2025 17 10/1/23, 1/8/24, 2/5/24, 2/26/24, 3/10/24 Updated K. White JACCCMP Priorities and Action Steps- PAGE 2 Status/Updated Info Responsible Agencies and Organizations Action Steps Action Steps Action Steps JACCCMP Members By When WORKFORCE RECOMMENDATIONS Amaral, Camacho, Lujan, Blen, Lind, Senores, Claybon Workforce #1 To develop ECE workforce and staffing pipelines within the City of SSF that focus on "Grow our Own". (Community Meeting *4 Votes) (Workforce – JACCCMP Rank #1A) We suggest ranking #1 SSFUSD/Skyline College/SSF SSFUSD/ Skyline/ SMCOE Build high school and college student interest in education&transferable skills Held COE/Skyline CTE Fair at SSFUSD - March 2024 *Need teachers who love child care/ECE *Provide wrap- around services for students *Have the new faculty member at Skyline (focus on dual enrollment in ECE) work with local high school districts to refine ECE dual enrollment opportunities that align with the interests of today's youth (social justice); perhaps also serve in the role of connector. By the end of the 2024-2025 school year Workforce #2 To create more FT jobs with benefits in SSF child care programs and to support provision of living wages for child care staff in SSF. (Community Meeting *16 Votes) (Workforce - JACCCMP Rank #3) We suggest ranking #2 SSF SSF FT positions with split-shift ECE/ASP options SSF City Council 2025-2026 Workforce #3A To develop adult and teen workforce pathways ( INTERNSHIPS, APPRENTICESHIPS, PATHWAYS) to SSF P&R, City, SSFUSD, and private SSF child care jobs with SSFUSD high schools, SSF Adult Education, Skyline College, SFSU and other high-quality programs with wrap-around and supportive services. (Community Meeting *5 Votes) (Workforce - JACCCMP Rank #1C) We suggest ranking #3A SSF,SSFUSD, PRIVATE Programs, Skyline ALL Paid internships for career-changers & adults w/benefits) reduced tuition /wrap- around services Ask about paid interns in programs/camps 2025-2026 - Summer Workforce #3B To support SSF Human Resources to develop paid youth internships and formal apprenticeship positions at City sites. (Community Meeting *6 Votes) (Workforce – JACCCMP Rank #2) We suggest ranking #3B SSF SSF Research Americorps and SMCOE Yeee! Program for SSF or SSFUSD 2025-2026 - Summer WORKFORCE #4 To create and link apprenticeship, pre-apprenticeship and formal employment pathways for SSF P&R and City, SSFUSD and private SSF child care programs with the Skyline College Apprenticeship Program. (Community Meeting *2 Votes) (Workforce – JACCCMP Rank #1B) On-going SSFUSD/ Skyline/ City SSF Rec working in partnership *Build the capacity of high school and college staff to work as "connectors" (i.e. when a high school student finishes a dual enrollment course and 20 hours of volunteer service, explicitly connecting students to other college course and job opportunities. *In the event there are road blocks with creating internship and apprenticeship opportunities, identify volunteer opportunities for high school and college students to apply education field learning in family centers, the school district and park and rec. *Poll family providers and other early learning providers to identify who would be willing to host volunteer students who are studying ECE *Seek grant and non- profit funding to provide funding for high school and college student volunteers stipends for completing a service requirement (i.e. a certain number of hours). This solution works within some of the barriers of some agencies only being able to hire 18 year olds and/or who may not be elible to host interns. By the end of the 2025-2026 school year WORKFORCE #5 To partner with SSF Adult Education and Skyline College to re- open the Parent/Child Program at a new location for parents interested in child development and jobs in ECE. (Community Meeting *2 On-going SSF Adult Education/Skyline Talk to Principal - Identify new location To ccontinue 2024-2025 18 WORKFORCE #6 To develop SSFUSD Middle College, Career Technical Education (CTE), and dual-enrollment high school pathways with college credit for high school interns entering ECE jobs in SSF P&R, City, SSFUSD, and private SSF child care programs. (Community Meeting *3 Votes) (Workforce - JACCCMP Rank #4) On-going SSFUSD/CTE Office/SSF/P&R / Private Programs Develop summer camp internships( LIT) Programsw/wrap-around services To continue 2025-2026 WORKFORCE #7 To involve the SSF Youth Commission in ECE Workforce Development in SSF. (Community Meeting *0 Votes) (Workforce - JACCCMP Rank #6) On-going SSF Youth Commission Present at meeting To continue 2024-2025 19 10/1/23, 1/8/24, 2/5/24, 2/26/24, 3/10/24 Updated K. White JACCCMP Priorities and Action Steps - PAGE 3 Status/Updated Info Responsible Agencies and Organizations Action Steps Action Steps Action Steps JACCCMP Members By When Systems Recommendations *Providers need expansion support. *Assistance with Licensing. *COVID RecoveryF23F22:F23F 21:F23E25F22:F23 Nicolas, Ranals, Hughes, Anthony, Aleman Systems #1 To create one access point and a uniform child care registration system in SSF (such as automatic re-enrollment) and coordinated, city-wide, information sharing on enrollment processes, availability of after-school care listed by school site, and a centralized child care subsidy list. (Community Meeting *8 Votes) (A&W JACCCMP Rank #1) We suggest ranking #1 *Need a common application. *Need one date for all school and child care applications and selections *Need pre-qualification /affidavits for subsidy *Summer/winter program enrollment coord. New website now developed at SSFUSD. Date in Process 4C's/SMCOE/EL OP/SD"s/SSF/S SFUSD/SM CO. Health RFP. Consider shared coord. to focus on SSF. Check CDBG, SSFUSD Categorical Funds March 2024 *Pre-qualified Income/Residents *Big Lift/Affidavit. *Now a Combination of registration dates *ELOP/Gear-Up Subsidy *Need better provider response F22:F23 *Study Long Beach - links provided by T. Hughes *Invited Keith Irish for SSFUSD ELOP Update and to Demo website. *Shared ELOP Lessons learned. *4C's doesn’t track state-funded programs and not all sites respond with update info. * July is too late for families Bring all providers together for a working committee by Summer 2024 to plan for winter 24 and spring 25 July is too late for parents to know TK site, school site and after school site and child care sites. Complete in 2024- 2025 Systems #2 To allocate funding for child care coordination duties in SSF (website, outreach, centralized/standardized applications, provider networks, surveys, updating recommendations, workforce pathways, securing grants and funding, coordinating the JACCCMP, etc.) (Community Meeting *3 Votes) (A&W JACCCMP Rank #2) We suggest ranking #2 *Continue work of JACCMP. *Coordinate implementation of CCMP in SSF - Work with SM County P&R/4C's/Ren. /SSF County to establish a Dept. of Children and Youth Services Agencies to pitch in or support 4C staffer for SSF placements On-going SSF - SSFUSD- 4C's - SMCOE Identify who can seek grants - January 2025 - Budget September 2025 Systems #3 To reduce barriers, costs, and challenges for providers to operate or expand in SSF and to make resources available on starting, expanding, and managing family child care and center- based programs. (Community Meeting *18 Votes) (A&W JACCCMP Rank #3) We suggest ranking #3 Reviewed ECD and Planning Dept. Policies with N. Selander Ren./4C's/SSF Dev. Fees Use of Impact Fees for FCC and Small Business *Providers need expansion support *Assistance with Licensing *COVID Recovery Allocate a % of child care impact fees for private providers for facilities improvements, etc. Allocate % for 4C's staff to implement On-going 2024-2025 20 10/1/23, 1/8/24, 2/5/24, 2/26/24, 3/10/24 Updated K. White JACCCMP Priorities and Action Steps - PAGE 4 Status/Updated Info Responsible Agencies and Organizations Action Steps Action Steps Action Steps JACCCMP Members By When Internal and Inter-agency JACCCMP Recommendations ALL Next Steps #1 To create a sub-committee of the JACCCMP or schedule additional meetings to allow for deeper discussion and prioritization of child care issues with advance study materials, and development of action plans. (Internal JACCCMP Rank #1a) Update JACCCMP For next cycle For next cycle For next cycle ALL 2024-2025 Next Steps #2 To continue the work of the JACCCMP past March 2024 and identify a structure and coordination process. (Internal JACCCMP Rank #1b) Update - March 27, 2024 JACCCMP Members will be invited to continue serving on JACCCMP during summer 2024. If needed, new members will be solicited. For next cycle For next cycle ALL 2024-2025 Next Steps #3 To extend JACCCMP member terms past March 2024. (Internal JACCCMP Rank #2) Update - March 27, 2024 JACCCMP Members will be invited to continue serving on JACCCMP during summer 2024. If needed, new members will be solicited.For next cycle For next cycle ALL 2024-2025 Next Steps #4 To ensure that child care is a regular agenda item on the SSFUSD and SSF joint- committee, SSFUSD Board and SSF Council agendas. (Internal JACCCMP Rank #3) Update SSFUSD/SSF To continue For next cycle For next cycle 2024-2025 Next Steps #5 To ensure that the child care MOU and JUA between SSF and SSFUSD is always current to allow for shared planning and agreements. (Internal JACCCMP Rank #4)Update SSFUSD/SSF To continue For next cycle For next cycle 2024-2025 Next Steps #6 To report on JACCCMP efforts in early 2024 with a report on actionable items to SSF City Council, P&R Commission, and SSFUSD School Board. (Internal JACCCMP Rank #5) SSF Scheduled 3/27 SSF/SSFUSD/ SSFP&R To schedule P&R and SSFUSD Schedule now K. White 2024 21 Presented during item #2 REG CC 3.27.2024 Counil were given copies of books City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-323 Agenda Date:3/27/2024 Version:1 Item #:3. Motion to approve the Minutes for March 13, 2024. (Rosa Govea Acosta, City Clerk) City of South San Francisco Printed on 3/28/2024Page 1 of 1 powered by Legistar™22 CALL TO ORDER Mayor Coleman called the meeting to order at 6:31 p.m. ROLL CALL Councilmember Addiego, present Councilmember Nagales, present Councilmember Nicolas, present Vice Mayor Flores, present Mayor Coleman, present PLEDGE OF ALLEGIANCE Library Director Sommer led the pledge. AGENDA REVIEW City Manager Ranals stated that Closes Session Item No. 18 would be deferred to a future meeting and requested that the Consent Calendar be read prior to proceeding with Public Comments. ANNOUNCEMENTS FROM STAFF • Devin Stenhouse, Diversity, Equity, and Inclusion Officer • Rich Lee, Assistant City Manager PRESENTATIONS 1. Proclamation honoring Women in Construction Week, March 3-9, 2024. (James Coleman, Mayor) Mayor Coleman read the proclamation into the record and recognized a group of women in construction who accepted the proclamation and thanked the Council for the recognition. 2. Proclamation celebrating Women’s History Month. (James Coleman, Mayor) MINUTES REGULAR MEETING CITY COUNCIL CITY OF SOUTH SAN FRANCISCO WEDNESDAY, MARCH 13, 2024 6:30 p.m. Library Parks and Recreation Building Council Chambers 901 Civic Campus Way, South San Francisco, CA Additional In-Person Location: 9 Malvar Street, Zone 6, Talisay, Batangas, Philippines 23 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 2 Vice Mayor Flores read the proclamation into the record and recognized Parks and Recreation Commissioner Betty Battaglia and thanked her for all her contributions to the community. Commissioner Battaglia thanked the Council for the recognition. 3. Proclamation recognizing March as Irish Heritage Month. (James Coleman, Mayor) Mayor Coleman recognized March as Irish Heritage Month and presented the proclamation to Sister Cities Program President Frank McAuley. President McAuley thanked the council for their recognition. 4. Presentation on the South San Francisco Promotores Program. (Katie Donner, Management Analyst I) Management Analyst Donner provided a presentation on the South San Francisco Promotores Program. COUNCIL COMMENTS/REQUESTS Councilmember Nicolas requested information regarding the Promotores Program to include the length of client residency in South San Francisco. She also shared that free tax services are being offered in Daly City at 725 Price Street with no appointment necessary for individuals earning $64,000 or less. She also invited the community to the Library on March 29, 2024, at 10:30 a.m., to join her in reading books about women in leadership. Vice Mayor Flores updated the community on the events he attended and celebrated to include the Lunar New Year event hosted by the Organization of Chinese Americans, the Life Science Roundtable hosted by Biocom, and the Educational Government Affairs event at Genentech. He also thanked the community for the opportunity to engage in multiple conversations and will stated he would continue engaging. Councilmember Nagales provided an overview of the events he attended to include the public safety town hall meeting in Westborough, the little league parade at the new Orange Park field, and a special service held at St. Augustine’s Church. He also thanked the Police Department for all they continue to do to keep us safe. Councilmember Addiego requested that the meeting be adjourned in memory of community advocate George Mozingo. Mayor Coleman shared that the City of South San Francisco is one of three recipients of the Reconnecting Communities grant in California and thanked staff for their efforts. He shared that he attended the public safety town hall in Westborough and highlighted our initiatives in reducing crime. He also acknowledged the numerous emails sent to Council requesting to save the Municipal Services Building and shared the item will be agendized for a study session as the city has not decided the purpose of the building. CONSENT CALENDAR The City Clerk duly read the Consent Calendar, after which the Council voted and engaged in discussion of specific items as follows. Item No. 10 was pulled by Councilmember Addiego for further discussion. 24 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 3 5. Motion to approve the Minutes for February 21, 2024, and February 28, 2024. (Rosa Govea Acosta, City Clek) 6. Report regarding Resolution No. 42-2024 continuing to declare and ratify the existence of a local emergency relating to major storm and flooding events. (Sharon Ranals, City Manager and Sky Woodruff, City Attorney) 7. Report regarding Resolution No. 43-2024 approving and authorizing the City Manager to enter into an agreement between the City of South San Francisco and California Water Service for new water services to the Orange Memorial Park Aquatic Center (project pk2310) in an amount not to exceed $643,466. (Philip Vitale, Deputy Director of Capital Projects) 8. Report regarding Resolution No. 44-2024 authorizing the City Manager to execute a Second Amendment to the Purchase Agreement with One Workplace for the Civic Campus Phase 2: Library, Parks & Recreation, and Community Theater/Council Chamber. (Jacob Gilchrist, Director of Capital Projects) 9. Report regarding Resolution No. 45-2024 authorizing grant applications for the South San Francisco Shoreline Protection and Connectivity Project feasibility study (Audriana Hossfeld, Senior Engineer) 10. Report regarding Resolution No. 46-2024 authorizing the acceptance of a $256,347 grant from the California State Library to support the Gene Mullin Community Learning Center’s English as a Second Language Program for Fiscal Year 2024-25 and Fiscal Year 2025-26. (Valerie Sommer, Library Director) 11. Report regarding Resolution No. 47-2024 accepting $31,955 in San Mateo County Measure K funds via the Peninsula Library System to support the Library’s Summer Learning Challenge 2024 and amending the Library Department’s Fiscal Year 2023-24 Operating Budget and approving Budget Amendment Number 24.038. (Valerie Sommer, Library Director) 12. Report regarding Resolution No. 48-2024 authorizing the acceptance of $35,733.57 in donations, sponsorships, and proceeds net of the associated expenses from the 30th Annual Trivia Challenge to support the Library’s Project Read program and amending the Library Department’s Fiscal Year 2023-24 Operating Budget by $21,500 to enhance Project Read programs and services and approving Budget Amendment Number 24.040. (Valerie Sommer, Library Director) Item No. 10: Councilmember Addiego requested that Library Director Sommer provide an overview of the Gene Mullin Community Leaning Center. Director Sommer provided an overview of the services and educational programs available. Motion – Councilmember Nicolas /Second – Councilmember Nagales: To approve Consent Calendar 5-12, by roll call vote: AYES: Councilmember Addiego, Nagales, Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: None; ABSENT: None; ABSTAIN: None PUBLIC COMMENTS – NON-AGENDA ITEMS Written Comments Submitted via eComments: • 124 Comments Submitted 25 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 4 The following individuals addressed the City Council: • Jacob Rantisi • Izzy Rantisi • Andrew • Hibah • Aaron Greif • Cesar R • Camellia Nasrah • Nadar Karik • Tom Carney • Bonnie Morgan • Gabby D • Ada • Inga • Ronnie • Paz • Cynthia Marcapolus • Katrina • Hanoch • Yosi • Neda • Shawn • Masha Kohn • Reem • Charles Domfest • Ladislao Rodriguez • Hen Prizant • Sunshine • Masha • Ela • Stephanie • Jay Katt • Ali R • DeVante Meeting recessed at 7:46 p.m. Meeting resumed at 7:57 p.m. PUBLIC HEARING 13. Report regarding consideration of a Zoning Text Amendment, a Development Agreement, Design Review and Sign Permit to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along Highways 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code and environmental analysis and determination under the California Environmental Quality Act (CEQA) of project consistency with a prior Mitigated Negative Declaration under CEQA Guidelines Sections 15164. (Christy Usher, Senior Planner) 26 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 5 Senior Planner Usher presented the report. Public hearing opened: 8:06 p.m. The applicant, Outfront Foster Interstate, provided a presentation of the proposed billboards. Councilmember Nagales requested clarification on the placement of the digital billboard and the process of soliciting ads to be displayed as he expressed concerns. The applicant provided a response and discussed there is a process to follow and indicated there are forms of protected speech. Councilmember Nicolas provided feedback on the item and noted issues raised but expressed support for the item. Councilmember Addiego provided feedback and stated he was not ready to move forward with the item. Vice Mayor Flores addressed the concerns discussed and suggested establishing a mechanism of approval. Mayor Coleman discussed the benefits of approving the item. Public hearing closed: 8:32 p.m. 13a. Resolution No. 49-2024 making findings and a determination that the Outfront Media Digital Billboard Project at 140 Beacon Avenue is fully within the scope of environmental analysis as described in a 2015 Initial Study/ Mitigated Negative Declaration (IS/MND) (State Clearinghouse number 2013062062) that analyzed the potential environmental impacts of billboards along the west side of U.S. Highway 101 and that the 2023 Addendum to the IS/MND is the appropriate environmental document for the project. Motion – Councilmember Nicolas /Second – Vice Mayor Flores: To approve Resolution No. 49-2024 making findings and a determination that the Outfront Media Digital Billboard Project at 140 Beacon Avenue is fully within the scope of environmental analysis as described in a 2015 Initial Study/ Mitigated Negative Declaration (IS/MND) (State Clearinghouse number 2013062062) that analyzed the potential environmental impacts of billboards along the west side of U.S. Highway 101 and that the 2023 Addendum to the IS/MND is the appropriate environmental document for the project, by roll call vote: AYES: Councilmember Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: Councilmember Addiego, Nagales; ABSENT: None; ABSTAIN: None 13b. Resolution No. 50-2024 making findings and approving a Design Review and Sign Permit to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue. Motion –Vice Mayor Flores /Second – Councilmember Nicolas: To approve Resolution No. 50-2024 making findings and approving a Design Review and Sign Permit to allow for the installation of a 65- foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue, by roll call vote: AYES: Councilmember Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: Councilmember Addiego, Nagales; ABSENT: None; ABSTAIN: None 13c. Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for All Signs) to allow four digital billboards along the US 101 corridor. Motion – Vice Mayor Flores /Second – Councilmember Nicolas: To introduce an Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for All Signs) to allow four digital billboards along the US 101 corridor, by roll call vote: AYES: Councilmember 27 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 6 Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: Councilmember Addiego, Nagales; ABSENT: None; ABSTAIN: None 13d. Ordinance adopting a Development Agreement with Outfront Foster Interstate, LLC, to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code Motion – Councilmember Nicolas /Second – Vice Mayor Flores: To introduce an Ordinance adopting a Development Agreement with Outfront Foster Interstate, LLC, to allow for the installation of a 65- foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code, by roll call vote: AYES: Councilmember Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: Councilmember Addiego, Nagales; ABSENT: None; ABSTAIN: None ADMINISTRATIVE BUSINESS 14. Report regarding Resolution No. 51-2024 affirming the City’s support for BRIDGE Housing Corporation’s application to the Affordable Housing Sustainable Communities (AHSC) Grant program and authorizing the City Manager to execute an AHSC Implementation and Cooperation Agreement with BRIDGE Housing Corporation and an AHSC Scope of Work for an Anti-Displacement Strategy. (Nell Selander, Economic & Community Development Director) Director Selander presented the report. The Council provided feedback, thanked staff for their hard work, and highlighted the importance of the project. The following individuals addressed the City Council: • John Baker Motion – Councilmember Nagales /Second – Councilmember Nicolas: To approve Resolution No. 51-2024 affirming the City’s support for BRIDGE Housing Corporation’s application to the Affordable Housing Sustainable Communities (AHSC) Grant program and authorizing the City Manager to execute an AHSC Implementation and Cooperation Agreement with BRIDGE Housing Corporation and an AHSC Scope of Work for an Anti-Displacement Strategy, by roll call vote: AYES: Councilmember Addiego, Nagales, Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: None; ABSENT: None; ABSTAIN: None 15. Report regarding the El Camino Real Complete Streets Demonstration Project and Corridor Study and Resolution No. 52-2024 authorizing the acceptance of $161,922 in grant funding from the San Mateo County Transportation Authority and amending the Economic and Community Development Department’s FY 23-24 Operating Budget via Budget Amendment Number 24.042. (Christopher Espiritu, Senior Transportation Planner) Senior Transportation Planner Espiritu presented the report and provided an overview of the proposed action. 28 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 7 The Council thanked Senior Transportation Planner Espiritu for all his hard work. They requested clarification be provided via Thursday memo to address the 42% noted as other in response to the community survey, provided feedback to ensure bike lanes are maintained, and discussed the property lines of El Camino Real as owned by Caltrans. The Council also suggested outreach be done in multiple languages as communities have inquired about the project. Written Comments Submitted via eComments: • 1 Comment Submitted The following individuals addressed the City Council: • Keilana Hui • John Baker Motion – Councilmember Nagales /Second – Vice Mayor Flores: To approve Resolution No. 52- 2024 authorizing the acceptance of $161,922 in grant funding from the San Mateo County Transportation Authority and amending the Economic and Community Development Department’s FY 23-24 Operating Budget via Budget Amendment Number 24.042, by roll call vote: AYES: Councilmember Addiego, Nagales, Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: None; ABSENT: None; ABSTAIN: None 16. Report regarding Resolution No. 53-2024 to accept technical assistance grant funding from the Partnership for the Bay’s Future in an amount up to $15,000 to fund consultant support for a single room occupancy (SROs) units and mobile home park preservation ordinance and approve Budget Amendment Number 24.039. (Nori Dubon, Housing Fellow) Director Selander presented the report. Motion – Councilmember Addiego /Second – Councilmember Nicolas: To approve Resolution No. 53-2024 to accept technical assistance grant funding from the Partnership for the Bay’s Future in an amount up to $15,000 to fund consultant support for a single room occupancy (SROs) units and mobile home park preservation ordinance and approve Budget Amendment Number 24.039, by roll call vote: AYES: Councilmember Addiego, Nagales, Nicolas, and Vice Mayor Flores, and Mayor Coleman; NAYS: None; ABSENT: None; ABSTAIN: None Meeting recessed at 9:14 p.m. Meeting resumed at 9:23 p.m. PUBLIC COMMENTS NON-AGENDA ITEMS (continued) • Inga • Keilana Hui • Anna Stepanenko • Jacqui F • Alfredo O • Kamilah • Kinda Dawah • Fuad • Guest speaker • Guest speaker • Russ 29 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 8 • John Tuvo • Samiha • Sawsan Dabit • Oren Arellan • Guest speaker • Wesam Dawn • Guest speaker • Amber • Nick Occhipinti • Mohammed • Dee • Guest speaker ITEMS FROM COUNCIL – COMMITTEE REPORTS AND ANNOUNCEMENTS Councilmember Addiego requested that staff follow up with lane markings on Dubuque Avenue, address the graffiti on the railroad bridge of Airport Boulevard, and search for records indicating who owns Ohlone Land near the Genesis Towers. Entered into Closed Session: 10:00 p.m. CLOSED SESSION 17. Conference with Legal Counsel - Existing Litigation (Pursuant to Government Code Section 54956.9(d)(1)) Name of case: Clark, Stewart vs. City of South San Francisco (Worker’s Compensation Appeals Board Case No. ADJ14902031) (Sky Woodruff, City Attorney, Kyle Royer, RTGR Law, and Leah Lockhart, Human Resources Director) 18. Closed Session: Conference with Real Property Negotiators (Pursuant to Government Code Section 54956.8) Property: 366 Grand Avenue (APN 012-312-310) Agency negotiator: Nell Selander, ECD Director, and Ernesto Lucero, ECD Manager Negotiating party: Stacey S. Dobos Trust Under negotiation: Price and Terms Item No. 18 not heard. Resumed from Closed Session: 10:14 p.m. Report out of Closed Session by Mayor Coleman: Direction given. No reportable action. ADJOURNMENT Being no further business Mayor Coleman adjourned the City Council meeting at 10:15 p.m. *** Adjourned in Memory of George Mozingo *** 30 REGULAR CITY COUNCIL MEETING MARCH 13, 2024 MINUTES PAGE 9 Submitted by: Approved by: Jazmine Miranda James Coleman Assistant City Clerk Mayor Approved by the City Council: / / 31 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-293 Agenda Date:3/27/2024 Version:1 Item #:4. Report regarding a Resolution authorizing application for,and receipt of,State Prohousing Incentive Program funds. (Nell Selander, Economic & Community Development Director) RECOMMENDATION Staff recommends City Council adopt a Resolution authorizing application for,and receipt of, Prohousing Incentive Program funds from the State of California Housing and Community Development Department (HCD). BACKGROUND/DISCUSSION In summer 2023,the City received a Prohousing designation from HCD.This designation followed an application made by the City to HCD,demonstrating that it had sufficient policies and programs in place to merit the designation.The City pursued the designation because it results in priority points for various State grant applications that many of our affordable housing developers pursue,such as the Affordable Housing and Sustainable Communities (AHSC) Grant and the Infill Infrastructure Grant (IIG). Another benefit of the Prohousing designation is that the City has access to a special allocation of State funding only available to Prohousing-designated jurisdictions.This program is called the Prohousing Incentive Program (PIP).To date,just two rounds of PIP funding have been made available and the City is eligible for this year’s Notice of Funding Availability (NOFA),which includes $9.5 million in funding.Each Prohousing jurisdiction has a maximum formula award.Based on the City’s designation and Prohousing score,the City is eligible for a maximum award of $890,000.Designated jurisdictions with an eligible application that do not receive an award in this NOFA round are put at the top of the priority list in the next NOFA round,so the City’s likelihood of getting an award increases over time. Proposed Project Staff submitted the attached PIP application on March 15,2024,proposing to use the prospective $890,000 award to acquire a single room occupancy (SRO)building within the next two years.The purpose of this acquisition would be to create or preserve affordable housing in the community.The proposal is aligned with recent Council actions,including approval of the acquisition of several buildings containing SRO units on Grand Avenue.Additionally,one other SRO owner has reached out to City staff about selling,so there would be a backup project,should the City need one.Staff has also found that once awarded funds,HCD is often quite accommodating regarding shifting project scope to achieve the same outcome -creation or preservation of affordable housing.A two-year time horizon to spend the funds would provide the City some flexibility in deploying the funds. The purpose of this staff report and associated resolution is to authorize the application and the potential receipt City of South San Francisco Printed on 3/28/2024Page 1 of 2 powered by Legistar™32 File #:24-293 Agenda Date:3/27/2024 Version:1 Item #:4. The purpose of this staff report and associated resolution is to authorize the application and the potential receipt of funds. FISCAL IMPACT There is no impact to the General Fund associated with adopting this resolution.Should the grant be awarded,it would likely be used to replace dollars that the City would otherwise spend from its Commercial Linkage Fee Fund (Fund 823).If awarded,staff would return to Council to accept and appropriate the funding and for further guidance on the project on which to spend the funds. CONCLUSION Staff recommends Council adopt a Resolution authorizing application for, and receipt of, PIP funds from HCD. Attachments: 1.SSF PIP Round 2 Application City of South San Francisco Printed on 3/28/2024Page 2 of 2 powered by Legistar™33 34 35 36 37 38 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-294 Agenda Date:3/27/2024 Version:1 Item #:4a. Resolution of the City Council of the City of South San Francisco authorizing application for,and receipt of, Prohousing Incentive Program funds. WHEREAS,pursuant to Health and Safety Code 50470 et.Seq,the California Department of Housing and Community Development (Department)is authorized to issue Guidelines as part of an incentive program (hereinafter referred to by the Department as the Prohousing Incentive Program or “PIP”); and WHEREAS the City Council of the City of South San Francisco desires to submit a PIP grant application package (“Application”),on the forms provided by the Department,for approval of grant funding for eligible activities toward planning and implementation activities related to housing and community development as a result of meeting eligibility criteria including but not limited to Prohousing Designation; and WHEREAS,the Department has issued Guidelines and Application on January 23,2024,in the amount of $9,483,402.17 for PIP. NOW, THEREFORE, the City Council of the City of South San Francisco (“Applicant”) resolves as follows: SECTION 1.The City Manager of the City of South San Francisco is hereby authorized and directed to submit an Application to the Department in response to the NOFA,and to apply for the PIP grant funds in a total amount not to exceed Eight Hundred and Ninety Thousand Dollars ($890,000); and SECTION 2.In connection with the PIP grant,if the Application is approved by the Department,the City Manager of the City of South San Francisco is authorized and directed to enter into,execute,and deliver on behalf of the Applicant,a State of California Agreement (Standard Agreement)for the amount of $890,000,and any and all other documents required or deemed necessary or appropriate to evidence and secure the PIP grant,the Applicant’s obligations related thereto,and all amendments thereto; and SECTION 3.The Applicant shall be subject to the terms and conditions as specified in the Guidelines, and the Standard Agreement provided by the Department after approval.The Application and any and all accompanying documents are incorporated in full as part of the Standard Agreement.Any and all activities funded,information provided,and timelines represented in the Application will be enforceable through the fully executed Standard Agreement.Pursuant to the Guidelines and in conjunction with the terms of the Standard Agreement,the Applicant hereby agrees to use the funds for eligible uses and allowable expenditures in the manner presented and specifically identified in the approved Application. City of South San Francisco Printed on 3/28/2024Page 1 of 2 powered by Legistar™39 File #:24-294 Agenda Date:3/27/2024 Version:1 Item #:4a. ***** City of South San Francisco Printed on 3/28/2024Page 2 of 2 powered by Legistar™40 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-296 Agenda Date:3/27/2024 Version:1 Item #:5. Report regarding adoption of an Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for all Signs)to allow four digital billboards along the US 101 corridor (ZA22-0004)and an Ordinance approving a Development Agreement (DA22-0003)between South San Francisco and Outfront Foster Interstate,LLC to allow for the installation of a 65-foot tall,double-faced,digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 &380 in the Business Technology Park-High (BTP-H)Zoning District in accordance with Title 20 of the South San Francisco Municipal Code (Christy Usher, Senior Planner) RECOMMENDATION Staff recommends that the City Council waive reading and adopt an Ordinance to adopt zoning text amendments (ZA22-0004)to allow for four digital billboards along the US 101 corridor and an Ordinance approving the Development Agreement (DA22-0003)between the City and Outfront Foster Interstate,LLC to allow for the installation of a 65-foot tall,double-faced,digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 &380 in the Business Technology Park-High (BTP-H) Zoning District. BACKGROUND/DISCUSSION The City Council previously waived reading and introduced the following ordinances.The ordinances are ready for adoption. 1.Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for All Signs) to allow four digital billboards along the US 101 corridor. (Introduced on 3/13/24; Vote 3-2) 2.Ordinance adopting a Development Agreement with Outfront Foster Interstate, LLC, to allow for the installation of a 65-foot tall, double-faced, digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 & 380 in the Business Technology Park-High (BTP-H) Zoning District in accordance with Title 20 of the South San Francisco Municipal Code (Introduced on 3/13/24; Vote 3-2) ASSOCIATIONS 1.Final Ordinance Development Agreement (24-262) A.Exhibit A- Development Agreement 2.Final Ordinance Zoning Text Amendment (24-264) City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™41 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-315 Agenda Date:3/27/2024 Version:1 Item #:5a. Ordinance amending South San Francisco Municipal Code Section 20.360.004 (General Standards for All Signs) to allow four digital billboards along the US 101 corridor. WHEREAS,on October 12,2022,the City Council for the City of South San Francisco (“City”)adopted a comprehensive update to the City’s Zoning Ordinance,which repealed the then-existing Title 20 of the South San Francisco Municipal Code,and replaced it with an entirely new Title 20 that,among other actions, established new zoning districts,revised and reformatted many then-existing zoning provisions,eliminated inconsistent and outdated provisions,and codified entirely new zoning provisions,including new land use regulations and development standards (“Zoning Ordinance”); and WHEREAS,the City Council approved the City’s General Plan in 2022,including the 2040 General Plan Update,Zoning Code Amendments,and Climate Action Plan (“2040 General Plan EIR”),which articulates the vision for growth and development throughout the east of 101 area as well as the entire City through 2040; and WHEREAS,the City Council certified an Environmental Impact Report (“EIR”)on October 12,2022 (State Clearinghouse number 2021020064)in accordance with the provisions of California Environmental Quality Act (CEQA)and the CEQA Guidelines,which analyzed the potential environmental impacts of the development of the 2040 General Plan Update,Zoning Code Amendments,and Climate Action Plan (“2040 General Plan EIR”), which analyzed the potential environmental impacts of the development east of 101; and WHEREAS,the City Council also adopted a Statement of Overriding Considerations (“SOC”)on October 12, 2022 in accordance with the provisions of CEQA and the CEQA Guidelines,which carefully considered each significant and unavoidable impact identified in the 2040 General Plan EIR and found that the significant environmental impacts are acceptable in light of the project’s social, economic, and environmental benefits; and WHEREAS,the City Council adopted an Initial Study /Mitigated Negative Declaration (“IS/MND”)on August 26,2015 (State Clearinghouse number 2013062062)in accordance with the provision of CEQA and CEQA Guidelines,which analyzed the potential environmental impacts of billboards along the west side of U.S. Highway 101; and WHEREAS,pursuant to CEQA Guidelines Section 15164,an addendum to the IS/MND was prepared for the Outfront Media Digital Billboard Project (“2023 Addendum”)analyzing the potential impacts of billboards City of South San Francisco Printed on 3/28/2024Page 1 of 4 powered by Legistar™42 File #:24-315 Agenda Date:3/27/2024 Version:1 Item #:5a. Outfront Media Digital Billboard Project (“2023 Addendum”)analyzing the potential impacts of billboards along the east side of U.S.Highway 101,which was considered and recommended to the City Council for approval by a separate resolution of the Planning Commission; and WHEREAS,Section 20.360.004(F)(7)(j)requires that digital billboards shall only be allowed in a nonresidential district south of Sister Cities Boulevard and north of the City’s southern boundary,and shall be located on parcels immediately adjacent to U.S.Highway 101 and shall not be allowed on parcels adjacent to San Bruno Mountain or in a location that significantly blocks views of San Bruno Mountain; and WHEREAS,Section 20.360.004(F)(7)(a)currently limits the number of digital billboards within the City to no more than three digital billboards,with two faces each,and only pursuant to the approval of a relocation agreement; and WHEREAS,the Planning Commission recommended at their December 21,2023 meeting that the City Council adopt an amendment to Section 20.360.004 of the South San Francisco Zoning Ordinance to allow four digital billboards along the US 101 corridor; and WHEREAS,the proposed amendment to the Zoning Ordinance as it relates to signage is minor in nature,the adoption of which would not result in any new significant environmental effects or a substantial increase in the severity of any previously identified effects beyond those disclosed and analyzed in the 2040 General Plan EIR, 2015 IS/MND prepared and circulated for the siting of billboards along U.S.Highway 101,and 2023 Addendum;nor does the proposed amendment constitute a change in the project or change in circumstances that would require additional environmental review; and WHEREAS, the Planning Commission held a duly noticed public hearing on December 21, 2023, to consider the proposed amendments and take public testimony and recommended that the City Council approve the amendments; and WHEREAS, the City Council has considered approval of the entitlements and the CEQA document for the proposed Project by separate resolutions. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SOUTH SAN FRANCISCO DOES HEREBY ORDAIN AS FOLLOWS. SECTION I.FINDINGS. NOW,THEREFORE,BE IT RESOLVED that based on the entirety of the Record before it,which includes without limitation,CEQA and CEQA Guidelines,14 California Code of Regulations §15000,et seq.;the South San Francisco General Plan and General Plan EIR,including all amendments and updates thereto;the South San Francisco Municipal Code,the draft Zoning Ordinance Amendment,the 2015 IS/MND and 2023 Addendum,and all appendices thereto,all reports,minutes,and public testimony submitted as part of the City Council meeting of March 13,2024,and any other evidence (within the meaning of Public Resources Code § City of South San Francisco Printed on 3/28/2024Page 2 of 4 powered by Legistar™43 File #:24-315 Agenda Date:3/27/2024 Version:1 Item #:5a. 21080(e) and § 21082.2) (“Record”), the City of South San Francisco City Council hereby finds as follows: A.General Findings. 1.The foregoing recitals are true and correct and made a part of this Ordinance. 3.By separate resolution,an environmental determination has been approved in accordance with CEQA,finding that the 2023 Addendum to the 2015 IS/MND is the appropriate CEQA document for the proposed Zoning Text Amendment. 3.The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco,315 Maple Avenue,South San Francisco, CA 94080, and in the custody of the Chief Planner. B.Zoning Text Amendment Findings 1.The zoning amendments are consistent with the adopted General Plan because they strengthen and promote economic development objectives and actively market South San Francisco.The proposed text amendments related to the regulation of the number of digital billboards permitted in the City along Highway 101 will remain consistent with the City’s General Plan vision for community and economic development and will not impede achievement of any of the goals,policies,or land use designations established in the General Plan. 2.The zoning amendments related to the number of digital billboards allowed in the City would only affect properties in non-residential districts adjacent to U.S.Highway 101 and have been designed to be appropriate for surrounding uses.The proposed standards would generally be suitable in terms of architectural compatibility,consistency with area character,legibility,readability,finish and visibility,and other considerations deemed relevant by City Council because appropriate performance standards for digital billboards,including operational limitations related to static messages,maximum lighting levels,a requirement for a light sensing device that adjusts the sign brightness as ambient light conditions change,and location limitations,have been included and would be applied to projects on a case-by-case basis to minimize visual impacts.The suitability for the potential digital billboard sites was appropriately analyzed in the applicable environmental documents. 3.The zoning amendments related to digital billboards would not result in any change of zoning districts and therefore would not be detrimental to the use of land in any adjacent zone. SECTION II.AMENDMENTS. The City Council amends the following section of the South San Francisco Municipal Code to read as follows (with text in strikeout indicating deletion and double underline indicating addition).Sections and subsections City of South San Francisco Printed on 3/28/2024Page 3 of 4 powered by Legistar™44 File #:24-315 Agenda Date:3/27/2024 Version:1 Item #:5a. that are not amended by this Ordinance are not included below, and shall remain in full force and effect. A.Amend Section 20.360.004(F)(7)(a)to allow four (instead of three)digital billboards along the US 101 corridor, as follows: 7.Digital Billboards.Digital Billboards are permitted pursuant to a relocation agreement under Section 20.360.002(A)above.Digital Billboards shall have the following operational limitations: a.Maximum Number of Signs and Faces. Not more than three four digital billboards, with two faces each, may be allowed within the City, and must be pursuant to the approval of a relocation agreement under Section 20.360.003 <https://library.qcode.us/lib/south_san_francisco_ca/pub/municipal_code/lookup/20.360. (A) (“Permits Required; Review Process”). SECTION III.SEVERABILITY. If any section,subsection,sentence,clause,or phrase of this Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional by a decision of any court of competent jurisdiction,such decision shall not affect the validity of the remaining portions of this Ordinance,including the application of such section,subsection,sentence,clause,or phrase to other persons or circumstances,and the remaining portions of this Ordinance shall continue in full force and effect.To this end,provisions of this Ordinance are severable.The City Council of the City of South San Francisco hereby declares that it would have passed each section,subsection,subdivision,paragraph,sentence,clause,or phrase hereof irrespective of the fact that any one or more sections,subsections,subdivisions,paragraphs,sentences,clauses,or phrases be held unconstitutional, invalid, or unenforceable. SECTION IV. PUBLICATION AND EFFECTIVE DATE. Pursuant to the provisions of Government Code Section 36933,a summary of this Ordinance shall be prepared by the City Attorney.At least five (5)days prior to the Council meeting at which this Ordinance is scheduled to be adopted,the City Clerk shall (1)publish the Summary,and (2)post in the City Clerk's Office a certified copy of this Ordinance.Within fifteen (15)days after the adoption of this Ordinance,the City Clerk shall (1) publish the summary,and (2)post in the City Clerk's Office a certified copy of the full text of this Ordinance along with the names of those City Council members voting for and against this Ordinance or otherwise voting. This Ordinance shall become effective thirty (30) days from and after its adoption. Introduced at a regular meeting of the City Council of the City of South San Francisco held the 13th day of March, 2024. ***** City of South San Francisco Printed on 3/28/2024Page 4 of 4 powered by Legistar™45 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-316 Agenda Date:3/27/2024 Version:1 Item #:5b. Ordinance adopting a Development Agreement with Outfront Foster Interstate,LLC,to allow for the installation of a 65-foot tall,double-faced,digital billboard on property located adjacent to 140 Beacon Avenue in a PG&E easement along HWY 101 &380 in the Business Technology Park-High (BTP-H)Zoning District in accordance with Title 20 of the South San Francisco Municipal Code WHEREAS,Outfront Foster Interstate,LLC (“Applicant”)has a legal equitable interest in a property owned by Pacific Gas & Electric (PG&E) located adjacent to 140 Beacon Avenue (APN 015-171-999) (“Property”); and WHEREAS,Applicant has submitted a development proposal to construct,operate,and maintain an off- premise digital message center display (“Digital Billboard”) at the Property (“Project”); and WHEREAS,in order to construct and operate the Project,Applicant seeks approval of a Development Agreement, Design Review, and Sign Permit; and WHEREAS,approval of the Applicant’s proposal is considered a “project”for purposes of the California Environmental Quality Act, Pub. Resources Code § 21000, et seq. (“CEQA”); and WHEREAS,the City Council adopted an Initial Study /Mitigated Negative Declaration (“IS/MND”)on August 26,2015 (State Clearinghouse number 2013062062)in accordance with the provision of CEQA and CEQA Guidelines,which analyzed the potential environmental impacts of billboards along the west side of U.S. Highway 101; and WHEREAS,on June 14,2017,the City Council determined that modifications to sign height,increasing the height up to a total of 114 feet above grade,were minor in nature,the approval of which would not result in any new significant environmental effects or a substantial increase in the severity of any previously identified effects beyond those disclosed and analyzed in the IS/MND adopted by the City Council,nor would it require additional environmental review; and WHEREAS,pursuant to CEQA Guidelines Section 15164,an addendum to the IS/MND was prepared for the Project (“2023 Addendum”)which analyzed the potential environmental impacts of billboards along the east side of U.S. Highway 101 and along with the 2015 IS/MND; and WHEREAS,on December 21,2023,the Planning Commission for the City of South San Francisco held a properly noticed public hearing,at which time interested parties had the opportunity to be heard,to review the Project,as well as supporting documents,prior to the Planning Commission making its decision on the Project; and WHEREAS,on December 21,2023,the Planning Commission considered and adopted a Resolution makingCity of South San Francisco Printed on 3/28/2024Page 1 of 5 powered by Legistar™46 File #:24-316 Agenda Date:3/27/2024 Version:1 Item #:5b. WHEREAS,on December 21,2023,the Planning Commission considered and adopted a Resolution making findings and recommending that the City Council make a determination that the Project at 140 Beacon Avenue is fully within the scope of environmental analysis as described in the 2015 Initial Study/Mitigated Negative Declaration (IS/MND)and that the 2023 Addendum to the IS/MND is the appropriate environmental document for the project and no further environmental review is required; and WHEREAS,on December 21,2023,the Planning Commission further considered and adopted a separate Resolution making findings and recommending that City Council adopt a South San Francisco Zoning Ordinance amendment to amend Section 20.360.004 to allow four (instead of three)digital billboards along the US 101 corridor; and WHEREAS,on December 21,2023,the Planning Commission made findings and adopted a resolution recommending the City Council approve the Design Review,Sign Permit,and Development Agreement with certain Conditions of Approval for the Project; and WHEREAS,on March 13,2024,the City Council for the City of South San Francisco held a lawfully noticed public hearing,at which time interested parties had the opportunity to be heard,to review the Project,as well as supporting documents, prior to the City Council making its decision on the Project; and WHEREAS,on March 13,2024,the City Council carefully considered and adopted a Resolution making findings and a determination that the Project at 140 Beacon Avenue is fully within the scope of environmental analysis as described in the 2015 Initial Study/Mitigated Negative Declaration (IS/MND)and that the 2023 Addendum to the IS/MND is the appropriate environmental document for the Project and no further environmental review is required; and WHEREAS,the City Council reviewed and carefully considered the requested Project Entitlements and the Development Agreement for the Project at the duly noticed public hearing on March 13,2024,and all related testimony and evidence presented in the record and during the hearing. NOW,THEREFORE,THE CITY COUNCIL OF THE CITY OF SOUTH SAN FRANCISCO DOES HEREBY ORDAIN AS FOLLOWS. SECTION 1.FINDINGS NOW,THEREFORE,BE IT RESOLVED that based on the entirety of the record before it,which includes without limitation,the California Environmental Quality Act,Public Resources Code §21000,et seq. (“CEQA”)and the CEQA Guidelines,14 California Code of Regulations §15000,et seq.;the South San Francisco General Plan and General Plan EIR;the South San Francisco Municipal Code;the Project applications;the Project Plans,as prepared by Chappell Geomatics,Inc,dated May 21,2022;the Outfront Billboard Project and Related Zoning Amendment Initial Study/Mitigated Negative Declaration,including all appendices thereto;the 2023 Addendum to Initial Study/Mitigated Negative Declaration;all site plans,and all reports,minutes,and public testimony submitted as part of the Planning Commission’s duly noticed December 21,2023 meeting,and Planning Commission deliberations;all site plans,and all reports,minutes,and public testimony submitted as part of the City Council’s duly noticed March 13,2024 meeting,and City Council deliberations;and any other evidence (within the meaning of Public Resources Code §21080(e)and §21082.2), the City Council of the City of South San Francisco hereby finds as follows: City of South San Francisco Printed on 3/28/2024Page 2 of 5 powered by Legistar™47 File #:24-316 Agenda Date:3/27/2024 Version:1 Item #:5b. A.General Findings 1.The City Council finds that the foregoing recitals are true and correct and are incorporated into the Ordinance by this reference. 2.The Development Agreement,attached hereto as Exhibit A,is incorporated herein by reference and made a part of this Ordinance as if set forth fully herein. 3.The documents and other material constituting the record for these proceedings are located at the Planning Division for the City of South San Francisco,315 Maple Avenue,South San Francisco, CA 94080, and in the custody of the Chief Planner. 4.Prior to final approval of the Development Agreement,the City Council adopted a Resolution making findings,under CEQA,that the Project at 140 Beacon Avenue is fully within the scope of environmental analysis as described in the 2015 Initial Study/Mitigated Negative Declaration (IS/MND)and that the 2023 Addendum to the IS/MND is the appropriate environmental document for the Project and no further environmental review is required. B.Development Agreement 1.All procedural requirements for the City Council to adopt the Development Agreement have been followed. 2.The Applicant and City have negotiated a Development Agreement pursuant to Government Code section 65864 et seq.The Development Agreement,attached hereto,sets forth the duration, property,project criteria,and other required information identified in Government Code section 65865.2.Based on the findings in support of the Project,the City Council finds that the Development Agreement,vesting a project for a new digital billboard,complies with the requirements of Government Code Section 65864 et seq.,and is consistent with the objectives, policies,general land uses,and programs specified in the South San Francisco General Plan and any applicable zoning regulations,as proposed for amendment by separate resolution.This finding is based upon all evidence in the Record as a whole,including,but not limited to:the City Council’s independent review of these documents,oral and written evidence submitted at the public hearings on the Project, including advice and recommendations from City staff. 3.The Development Agreement is compatible with the uses authorized in,and the regulations prescribed for the land use district in which the real property is located.The subject site is suitable for the type and intensity of the Project being proposed.The General Plan specifically contemplates the proposed type of project and the suitability of the site for development was analyzed in the 2015 IS/MND and 2023 Addendum. 4.The proposed Development Agreement for the Project states its specific duration.This finding is based upon all evidence in the Record as a whole,including,but not limited to:the City Council’s independent review of the proposed Development Agreement and its determination that the Development Agreement shall expire thirty (30) years from the effective date of this Ordinance. 5.The proposed Development Agreement incorporates the permitted uses,density,and intensity of use for the property subject thereto,as reflected in the proposed Project,Zoning Text Amendment,and City of South San Francisco Printed on 3/28/2024Page 3 of 5 powered by Legistar™48 File #:24-316 Agenda Date:3/27/2024 Version:1 Item #:5b. the property subject thereto,as reflected in the proposed Project,Zoning Text Amendment,and Development Agreement.This finding is based upon all evidence in the Record as a whole, including,but not limited to,the City Council’s independent review of the proposed Development Agreement and its determination that the Development Agreement sets forth the Project approvals, development standards, and the documents constituting the Project. 6.The proposed Development Agreement states the maximum permitted height and size of proposed sign structures on the property subject thereto.This finding is based upon all evidence in the Record as a whole,including,but not limited to,the City Council’s independent review of the proposed Development Agreement and its determination that the Development Agreement sets forth the documents which state the maximum permitted height and size of sign structures. 7.The proposed Development Agreement states specific provisions for reservation or dedication of land for public purposes.This finding is based on all evidence in the Record as a whole,including,but not limited to, the City Council’s independent review of the Development Agreement. 8.The Development Agreement is in conformity with public convenience,general welfare,and good land use practice in that the project will implement guidelines set forth in the General Plan,which encourage the City to consider opportunities for enhancement of financing tools in order to fund various economic development initiatives and to actively market South San Francisco. 9.The Development Agreement will not be detrimental to the health,safety,and general welfare because the Project will proceed in compliance with all of the policies and programs specified in the General Plan and in compliance with all applicable zoning,subdivision,and building regulations of the City of South San Francisco. 10.The Development Agreement will not adversely affect the orderly development of property or the preservation of property values in that the Project will be consistent with the General Plan. SECTION 2.Approval of Development Agreement. 1.The City Council of the City of South San Francisco hereby approves the Development Agreement with Outfront Foster Interstate,LLC attached hereto as Exhibit A and incorporated herein by reference. 2.The City Council further authorizes the City Manager to execute the Development Agreement,on behalf of the City,in substantially the form attached as Exhibit A,and to make revisions to such Agreement,subject to the approval of the City Attorney,which do not materially or substantially increase the City's obligations thereunder. SECTION 3.Severability. If any section,subsection,sentence,clause,or phrase of this Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional by a decision of any court of competent jurisdiction,such decision shall not affect the validity of the remaining portions of this Ordinance,including the application of such section,subsection,sentence,clause,or phrase to other persons or circumstances,and the remaining portions of this Ordinance shall continue in full force and effect.To this end,provisions of this Ordinance are severable.The City Council of the City of South San Francisco hereby declares that it would have passed each City of South San Francisco Printed on 3/28/2024Page 4 of 5 powered by Legistar™49 File #:24-316 Agenda Date:3/27/2024 Version:1 Item #:5b. severable.The City Council of the City of South San Francisco hereby declares that it would have passed each section,subsection,subdivision,paragraph,sentence,clause,or phrase hereof irrespective of the fact that any one or more sections,subsections,subdivisions,paragraphs,sentences,clauses,or phrases be held unconstitutional, invalid, or unenforceable. SECTION 4. Publication and Effective Date. Pursuant to the provisions of Government Code Section 36933,a summary of this Ordinance shall be prepared by the City Attorney.At least five (5)days prior to the Council meeting at which this Ordinance is scheduled to be adopted,the City Clerk shall (1)publish the Summary,and (2)post in the City Clerk's Office a certified copy of this Ordinance.Within fifteen (15)days after the adoption of this Ordinance,the City Clerk shall (1) publish the summary,and (2)post in the City Clerk's Office a certified copy of the full text of this Ordinance along with the names of those City Council members voting for and against this Ordinance or otherwise voting. This Ordinance shall become effective thirty (30) days from and after its adoption. Introduced at a regular meeting of the City Council of the City of South San Francisco held the 13th day of March, 2024. ***** City of South San Francisco Printed on 3/28/2024Page 5 of 5 powered by Legistar™50 20177546.10 Recording Requested By: CITY OF SOUTH SAN FRANCISCO When Recorded Mail To: CITY OF SOUTH SAN FRANCISCO 400 Grand Avenue South San Francisco, CA 94083 Attn: City Clerk Mail Tax Statements To: Outfront Foster Interstate, LLC 2300 Contra Costa Blvd, Suite 340 Pleasant Hill, CA Attn: John B. Foster (Space above this line for Recorder’s use) This instrument is exempt from recording fees pursuant to Government Code Sec. 27383. Documentary Transfer Tax is $ 0.00 (exempt per Rev. & Taxation Code Sec. 11922, Transfer to Municipality). DEVELOPMENT AGREEMENT BETWEEN THE CITY OF SOUTH SAN FRANCISCO AND OUTFRONT FOSTER INTERSTATE, LLC 51 Page 1 of 23 Development Agreement OFI __________, 2024 20177546.10 DEVELOPMENT AGREEMENT This DEVELOPMENT AGREEMENT is dated as of _______________, 2023 (“Agreement”) and is entered into between: (i) OUTFRONT FOSTER INTERSTATE, LLC., a limited liability company (“OFI”) and (ii) the CITY OF SOUTH SAN FRANCISCO, a municipal corporation organized and existing under the laws of the State of California (the “City”). OFI and the City are sometimes collectively referred to herein as “Parties.” R E C I T A L S A. WHEREAS, California Government Code (“Government Code”) Sections 65864 through 65869.5 authorize the City to enter into binding development agreements with persons having legal or equitable interests in real property for the development of such property or on behalf of those persons having same; and, B. WHEREAS, pursuant to Government Code Section 65865, the City has adopted rules and regulations, embodied in Chapter 19.60 of the South San Francisco Municipal Code (“Municipal Code”), establishing procedures and requirements for adoption and execution of development agreements; and, C. WHEREAS, this Agreement concerns the property located adjacent to 140 Beacon Street (APN 015- 171-999) (“Property”) as identified and more fully described in attached Exhibit A ; and, D. WHEREAS, Section 5412 of the Outdoor Advertising Act (Bus. & Profs. Code,§ 5200 et seq) encourages local governments and owners of billboards to enter into relocation agreements, pursuant to which local governments can continue development in a planned manner without expenditure of public funds, while allowing the continued maintenance of private investment and a medium of public communication; and, E. WHEREAS, OFI has a legal or equitable interest in the Property; and, F. WHEREAS, OFI has submitted a development proposal to the City that would permit OFI to construct, operate, repair, and maintain an off -premise digital message center display including digital displays, supporting structures, service ladders, underground utilities, fixture connections, electrical supply and connections, panels, signs, lights, electroni cs, copy and any additional equipment, appurtenances, and accessories necessary for the operation of the digital message center display ("Digital Billboard"), the specifications of which are set forth in Exhibit B, at the Property ("Digital Billboard Project"); and, G. WHEREAS, the City and OFI agree and acknowledge that the outdoor advertising sign relocation contemplated by the Digital Billboard Project complies with, and serves the purposes enumerated in, Business & Professions Code sections 5200 et seq. (the “California Outdoor Advertising Act”), including, but not limited to, planned development for the public benefit, in Sections 5412 and 5443.5 thereof; and, 52 Page 2 of 23 Development Agreement OFI __________, 2024 20177546.10 H. WHEREAS, the Digital Billboard Project is contingent upon approvals from Pacific Gas and Electric (“PG&E”); and, I. WHEREAS, in-lieu of OFI removing sufficient existing billboards in order to satisfy the 2:1 removal-to-placement ratio requirement, as set forth in the City's Zoning Code section 20.360.003.D.6.b, OFI has elected to make an in-lieu payment to the City in order to promote the public health, safety, and welfare of the City in accordance with section 20.360.00 3.D.6.b; and, J. WHEREAS, OFI and the City seek to enter into this Agreement to set forth the rights and obligations of the Parties relating to the development of the Property; and, K. WHEREAS, all proceedings necessary for the valid adoption and execution of this Agreement have taken place in accordance with Government Code Sections 65864 through 65869.5, the California Environmental Quality Act (“CEQA”), and Chapter 19.60 of the Municipal Code; and, L. WHEREAS, the City Council and the Planning Commission have found that this Agreement is consistent with the objectives, policies, general land uses, and programs specified in the South San Francisco 2040 General Plan as adopted October 2022 Resolution #178-2022 and as amended from time-to-time; and, M. WHEREAS, the City Council and t he Planning Commission for the City of South San Francisco have found, based on substantial information in the administrative record, that: this Agreement is in the best public interest of the City and its residents; adopting this Agreement constitutes a present exercise of the City's police power; that the Digita l Billboard Project is compatible with the uses authorized in, and the regulations prescribed for, the land use district in which the real property is located; and that the terms of the Agreement are in conformity with, and will not be detrimental to, the public's health, safety, convenience, and general welfare. This Agreement and the Digital Billboard Project will achieve a number of City objectives including the facilitation of the orderly development, while allowing for the incorporation of modern technology that, in part, provide the City with a means of advertising the City, its events, and public service announcements; and, N. WHEREAS, on December 21, 2023, the Planning Commission recommended the adoption of Ordinance No._____ approving and adopting this Agreement after a duly noticed public hearing; and, O. WHEREAS, on _______, 2024, the City Council, after a duly noticed public hearing, adopted Ordinance No. ___________approving and adopting this Agreement and the Ordinance thereafter took effect on ____________, 2024; and, P. WHEREAS, the City finds and determines that all actions required of City precedent to the approval of this Agreement by Ordinance No. _________of the City Council have been duly and regularly taken; and, Q. WHEREAS, in exchange for the benefits to the City described in the Agreement together with other public benefits that will result from the development of the Digital Billboard Project, OFI will receive by this Agreement assurance that it may proceed with the Digital Billboard Project 53 Page 3 of 23 Development Agreement OFI __________, 2024 20177546.10 in accordance with the Digital Billboard Project Approvals, as defined below, and therefore desires to enter into this Agreement. A G R E E M E N T NOW, THEREFORE, the Parties, pursuant to the authority contained in Government Code Sections 65864 through 65869.5 and Chapter 19.60 of the Municipal Code and in consideration of the mutual covenants and agreements contained herein, agree as follows: 1. Effective Date Pursuant to Section 19.60.140 of the Municipal Code, notwithstanding the fact that the City Council adopts an ordinance approving this Agreement, this Agreement shall be effective and shall only create obligations for the Parties from and after the date that the ordinance approving this Agreement takes effect (the “Effective Date”). 2. Duration This Agreement shall be in effect for an initial term, commencing on the Effective Date and ending on the date which is thirty (30) years after the Commencement Date (as hereinafter defined). The “Commencement Date” is the first calendar day of the month following the date on which all of the following have occurred: (a) this Agreement is fully executed and effective; (b) OFI has obtained all local and state governmental permits and approvals and any other required permits and approvals for the Digital Billboard Project, including but not limited to the Digital Billboard Project Approvals as defined in Section 3(a) below, (collectively, “Permits”); and (c) the Digital Billboard is fully operational with a permanent power supply . This Agreement may be terminated by OFI if the following occurs: (1) OFI loses its legal or equitable interest in the Property, (2) In OFI’s reasonable discretion, OFI is unable to obtain or maintain any required Permit for the Digital Billboard Project, (3) a legal challenge to the Project Approvals or the Digital Billboard Project, including without limitation a Project Approval Challenge as defined in Section 20, (4) a significant obstruction of a display face on the Digital Billboard occurs due to a circumstance beyond OFI’s control, or (5) OFI is prevented by law or government order or action from constructing, operating, repairing or maintaining the Digital Billboard, or otherwise implementing the Project, including but not limited to, the failure of government agencies to issue all approvals or a governmental agency’s decision to condemn the Property. Upon expiration or early termination of this Agreement, OFI shall, at its sole cost and expense, remove the above-ground portions of the Digital Billboard Project within ninety (90) days, unless OFI and City have entered into a subsequent written agreement, upon terms mutually acceptable to both Parties, that allows the Digital Billboard Project to remain. 3. Project Description for the Digital Billboard Project; Development Standards for Digital Billboard Project The Digital Billboard Project shall consist of the construction, operation, repair and maintenance of the Digital Billboard, the specifications of which are set forth in Exhibit B, and shall be located at the Property. 54 Page 4 of 23 Development Agreement OFI __________, 2024 20177546.10 (a) The permitted use, the design, the maximum height, location, and total area of the Digital Billboard, and all environmental impact mitigation measures imposed as approval conditions for the Project shall be exclusively those provided in this Agreement, and Negative Declaration (the “IS/NMD”) as set forth in Exhibit C to this Agreement, and the applicable laws in effect as of the Effective Date (including, but not limited to, the applicable provisions of the City's General Plan, Municipal Code, and all other City resolutions, codes, rules, laws, regulations, and policies governing topics that include without limitation the height, location, size, bulk, area, design, improvement and construction standards of billboards and public utilities in effect as of the Effective Date), except as modified in this Agreement (hereafter and collectively the "Digital Billboard Project Approvals"). (b) The use permitted by this Agreement is for a digital billboard as defined in Section 20.360.004(F)(7) of the Municipal Code, and the Digital Billboard Project Approvals provide that the maximum height of the Digital Billboard is sixty-five feet (65’)t and that the maximum surface area for each display panels is limited to fourteen feet (14’) in height by f orty eight (48’) feet in width. (c) Subject to OFI’s fulfillment of its obligations under this Agreement upon the Effective Date of this Agreement, the City hereby grants to OFI a vested right to develop and construct on the Property all the improvements for the Digital Billboard Project authorized by, and in accordance with the Digital Billboard Project Approvals and the terms of this Agreement. (d) Except as authorized by this Agreement, upon such grant of right, no future amendments to the City’s General Plan, the City Zoning Code, the Municipal Code, or other City ordinances, policies or regulations, adopted or otherwise in effect as of the Effective Date shall apply to the Digital Billboard Project, except such existing ordinances, policies, planning documents, codes, rules, laws, resolutions or regulations, adopted or otherwise in effect after the Effective Date and such future modifications (if any) that are not in conflict with and do not prevent or materially inhibit the development or operation of the Digital Billboard Project; provided, however, that nothing in this Agreement shall prevent or preclude the City from adopting any land use regulations or amendments expressly permitted herein or otherwise required by State or Federal Law. 4. Building Permits for Digital Billboard Project City staff review of applications for building permits shall be limited to determining whether the following conditions are met: (a) OFI has complied with (1) the conditions and design of the Digital Billboard Project as specified in the City Council’s approval of the Digital Billboard Project and the final, non- appealable (with no appeal having been filed) Digital Billboard Project Approvals, (2) all applicable provisions of the Uniform Codes (including but not limited to the Building, Fire, and Electric Code), incorporated into the City’s Municipal Code, (3) the applicable 55 Page 5 of 23 Development Agreement OFI __________, 2024 20177546.10 requirements of the Municipal Code and CEQA requirements (including any required mitigation measures as set forth in the IS/MND), (4) any other applicable Federal and State laws, as modified and/or clarified pursuant to this Agreement where applicable, and as each of the foregoing are applicable to the issuance of building permits; and, (b) All applicable processing, administrative and legal fees have been paid subject to the provisions of this Agreement; and, (c) OFI has demonstrated through proper documentation that it has proper and sufficient legal and/or equitable interests in the Property to effectuate the Digital Billboard Project in accordance with the terms of this Agreement. Notwithstanding anything in this Section 4, the City agrees that the issuance of a building permit is not a discretionary decision triggering further CEQA review of the Digital Billboar d Project, and that the above provisions of this Agreement pertaining to building permit issuance shall not be interpreted to require discretionary review or further CEQA review, but that staff are limited to determining, ministerially, whether the conditions and building standards in the foregoing subsections, entitlements and regulations have been satisfied. Upon obtaining a City building permit, OFI shall diligently pursue the obtainment of all Caltrans/state permits and approvals. 5. Vesting of Approvals Except as provided in this Agreement and subject to OFI’s fulfillment of its obligations under this Agreement being effective, upon the City’s approval of the Digital Billboard Project, OFI and its successors and assigns shall have a vested right in the Digital Billboard Project Approvals for the term of this Agreement, provided that any such successors and assigns comply with the terms and conditions of this Agreement. 6. Cooperation between Parties in Implementation of This Agreement It is the Parties’ express intent to cooperate with one another and diligently work to implement all land use and building approvals for development of the Digital Billboard Project in accordance with the terms of this Agreement. Accordingly, OFI and the City shall proceed in a reasonable and timely manner, in compliance with the deadlines mandated by applicable agreements, statutes or ordinances, to complete all steps necessary for implementation of this Agreement and development of the Digital Billboard Project in accordance with the terms of this Agreement. The City shall proceed, and shall cause its planners, engineers and other consultants to proceed, in an expeditious manner to complete all City actions required for the approval and development of the Digital Billboard Project, including, but not limited to, the following: (a) Scheduling all required public hearings by the City Council and City Planning Commission; and (b) Processing and checking all maps, plans, permits, building plans and specifications and other plans relating to development and/or improvement of the Property filed by OFI or its nominee, successor or assign as necessary for development of the Digital Billboard Project; and 56 Page 6 of 23 Development Agreement OFI __________, 2024 20177546.10 (c) Inspecting and providing acceptance of or comments on all work by OFI that requires acceptance or approval by the City; and (d) Providing any necessary documents within the City’s possession or preparing documents or written consents that are, in the City’s sole discretion, reasonably necessary for OFI to secure approvals for the Digital Billboard Project from other public agencies, such as Caltrans. Notwithstanding the foregoing, this provision is not intended to restrict the City’s discretion in considering or evaluating the Digital Billboard Project Approvals. OFI shall provide or submit, and shall cause its planners, engineers and other consultants to provide or submit, to the City in a timely manner all documents, applications, plans and other information necessary for the City to carry out its obligations hereunder. OFI shall make a deposit as determined by the City and shall pay all of the City’s staff, legal and consultants costs incurred in implementing this section. Notwithstanding the foregoing, the parties understand and agree that the ultimate responsibility to obtain the required Approvals and state permits and approvals are the sole obligations and burdens of OFI. 7. Fees and Taxes (a) OFI shall pay customary permit fees and any applicable gross receipts business license tax, in the event the City enacts such a tax. No additional fees, mitigations, conditions, exactions, dedications, fees or otherwise, whether adopted through the exercise of police power, the taxing power or any other authority, shall be imposed by the City with respect to the construction, operation, repair or maintenance of the Digital Billboard except as provided for herein. Notwithstanding anything to the contrary, no fee or permit shall be required for any change of copy, or customary, routine maintenance in connection with the Digital Billboard. (b) For and in consideration of the mutual rights and responsibilities provided in this Agreement, as long as OFI operates such Digital Billboard faces, OFI agrees to pay the City the annual amount of fifty one thousand dollars ($51,000.00) per Digital Billboard face per year (“Annual Payment”), payable on the first business day of the month following the Commencement Date and on the anniversary of such date each succeeding year. The Annual Payment will increase by three percent (3%) per year on the anniversary of the Commencement Date. Annual Payment shall be made until the earlier of the expiration of this Agreement or the date upon which this Agreement is terminated. If the City ever adopts a gross receipts tax, OFI’s annual payment of such gross receipts tax shall be deducted from this Annual Payment obligation. In the event OFI’s annual payment of the City’s gross receipts tax is less than Annual Payment, OFI shall pay the remainder to the City, resulting in an annual payment to the City of not less than the Annual Payment for the Digital Billboard as illustrated below: If the Annual Payment equals one-hundred and two thousand dollars ($102,000.00) and the gross receipts tax obligation equals twenty thousand dollars ($20,000.00), OFI shall pay the City twenty thousand dollars ($20,000.00) for the gross receipts tax obligation and eighty-two thousand dollars ($82,000.00) for the Annual Payment obligation for a total payment of one-hundred and two thousand dollars ($102,000.00). 57 Page 7 of 23 Development Agreement OFI __________, 2024 20177546.10 In the event OFI ceases to operate a Digital Billboard face due to (1) the loss of OFI’s legal or equitable interest in the Property, (2) the failure to obtain or maintain any required Permit for the Digital Billboard or the Digital Billboard Project, (3) a legal challenge to the Digital Billboard Project Approvals, or the Digital Billboard Project, including without limitation a Project Approval Challenge as defined in Section 20, (4) a significant obstruction of Digital Billboard face occurs which is beyond OFI’s control, or (5) OFI is prevented by law or government order or action from constructing, operating, or maintaining the Digital Billboard or otherwise implementing the Project, including but not limited to the failure of government agencies to issue all approvals or a government agency’s decision to condemn the Property, the Annual Payment for such face shall cease and no further amounts shall be due or payable by OFI to the City with respect to such face after such date under this Section 8(b). In the event OFI elects in its sole discretion to replace a Digital Face on the Digital Billboard with a printed billboard face beyond those four reasons enumerated in this subsection, OFI’s obligation to pay the full Annual Payment of one-hundred and two thousand dollars ($102,000.00) per year shall continue. (c) For and in consideration of the mutual rights and responsibilities provided in this Agreement, OFI agrees to pay the City a one-time non-refundable payment of one hundred and forty thousand dollars ($140,000.00). Such payment shall be made within one hundred and eighty (180) days of the Commencement Date. (d) In -lieu of OFI removing sufficient existing billboards in order to satisfy the 2:1 removal- to-placement ratio requirement, as set forth in the City's Zoning Code section 20.360.003.D.6.b, OFI has elected to and shall provide the City with a one-time payment of one million one hundred thousand dollars ($1,100,000.00), in-lieu of removal of two billboard faces in order to promote the public health, safety, and welfare of the City in accordance with section 20.360.003.D.6.b. Such payment shall be made prior to the Commencement Date provided that the conditions precedent for the Commencement Date have occurred, including that (1) OFI has obtained all local and state governmental permits and approvals and any other required permits and approvals necessary for the construction and operation of the Digital Billboard Project, including but not limited to the Digital Billboard Project Appr ovals, and (2) the Digital Billboard Project is fully operational with a permanent power supply. (e) Notwithstanding anything to the contrary, any sums already paid to the City by OFI during the year in which early termination or expiration has occurred shall be final and OFI shall not be entitled to any reimbursement for those sums. 8. Additional Conditions (a) Community Service Messages. OFI shall provide the City with free display time on the Digital Billboard for advertising City-sponsored events announcements and non- commercial public service announcements to promote the civic interests of the City ("Community Service Messages") as follows: consistent with and as further described in the terms of the Agreement, the City shall be guaranteed, for purposes of Community Service Messaging, one (1) advertising spot lasting no more than eight (8) seconds in the 58 Page 8 of 23 Development Agreement OFI __________, 2024 20177546.10 standard rotation of eight (8) spots on one (1) digital display face, where such Community Service Messaging shall be so displayed for two (2) weeks in duration ("Two-Week Advertising Spot"). The City shall be limited to one (1) Two-Week Advertising Spot for each calendar quarter. (b) Sign Design. The architecture of the Digital Billboard shall be constructed substantially in conformance with the design depicted in attached Exhibit B. (c) City Sign Regulations. Subject to the vested rights acquired by OFI in this Agreement, including but not limited to those vested right articulated in paragraphs 3.b and 5, the Digital Billboard shall be consistent with City ordinances and regulations governing outdoor signs in all respects, except in relation to the exceptions articulated in this Agreement. 9. Indemnity (a) OFI agrees to indemnify, defend and hold harmless the City and its elected and appointed councils, boards, commissions, officers, agents, employees and representatives (collectively, "City Indemnitees") from any and all claims, costs (including reasonable leg al fees and costs) and liability for any personal injury, death or property damage (collectively, "Claims") resulting from any actions or inactions by OFI, or any actions or inactions of OFI's contractors, subcontractors, agents or employees, in connection with the construction, improvement, operation or maintenance of the Digital Billboard Project, provided that OFI shall have no indemnification obligation with respect to any such Claims (i) to the extent such Claims are solely attributable to the sole or gross negligence or willful misconduct of any City Indemnitee, (ii) to the extent arising out of or in connection with the maintenance, use or condition of any public improvement after the time it has been dedicated to and accepted by the City or another public entity (except as otherwise provided in an improvement agreement or maintenance bond, if applicable); or (iii) to the extent arising out of the City's use of Community Service Messages under Section 8 of this Agreement. The Parties' obligations under this Section 10 shall survive the expiration or earlier termination of this Agreement and shall be independent of any other applicable indemnity agreements. 10. Assignment (a) Right to Assign. OFI may at any time or from time to time transfer its right, title or interest in or to all or any portion of the Property. In accordance with Government Code Section 65868.5, with respect to either the Property or the Digital Billboard, the burdens of this Agreement shall be binding upon, and the benefits of this Agreement shall inure to, all successors in interest to OFI as owners of all or any portion of OFI’s interest in the respective Property. As a condition precedent to any such transfer, OFI shall require the transferee to acknowledge in writing that transferee has been informed, understands and 59 Page 9 of 23 Development Agreement OFI __________, 2024 20177546.10 agrees that the burdens and benefits under this Agreement relating to such transferred property shall be binding upon and inure to the benefit of the transferee. (b) Notice of Assignment or Transfer. No transfer, sale or assignment of OFI’s rights, interests and obligations under this Agreement with respect to the Property or the Digital Billboard shall occur without prior written notice to the City and approval by the City Manager, which approval shall not be unreasonably withheld, conditioned or delayed. The City Manager shall consider and decide the matter within ten (10) days after receipt of OFI’s notice, provided all reasonably necessary documents, certifications and other information are provided to the City Manager. (c) Exception for Notice. Notwithstanding Section 10(b), OFI may at any time, upon notice to the City but without the necessity of any approval by the City, transfer its interest in the Property or the Digital Billboard or any part thereof and all or any part of OFI’s rights, interests and obligations under this Agreement to: (i) any subsidiary, affiliate, parent or other entity which controls, is controlled by or is under common control with OFI, (ii) any member or partner of OFI or any subsidiary, parent or affiliate of any such member or partner, or (iii) any successor or successors to OFI by merger, acquisition, consolidation, non-bankruptcy reorganization or government action. As used in this subsection, “control” shall mean the possession, directly or indirectly, of the power to direct or cause the direction of management or policies, whether through the ownership of voting securities, partnership interest, contracts (other than those that transfer OFI’s interest in the Property to a third party not specifically identified in this subsection) or otherwise. (d) Release upon Transfer. Upon the transfer, sale or assignment of all of OFI’s rights, interests and obligations under this Agreement pursuant to Section 10(a), Section 10(b) and/or Section 10(c) of this Agreement (as applicable), OFI shall be released from all obligations under this Agreement, with respect to the interests, including the Property and Digital Billboard, transferred, sold or assigned, to the extent such obligations arise subsequent to the date of the City Manager’s approval of such transfer, sale or assignment or the effective date of such transfer, sale or assignment, whichever occurs later; provided, however, that if any transferee, purchaser or assignee approved by the City Manager expressly assumes any right, interest or obligation of OFI under this Agreement, OFI shall be released with respect to such rights, interests and assumed obligations. In any event, the transferee, purchaser or assignee shall be subject to all the provisions hereof and shall provide all necessary documents, certifications and other reasonably necessary information prior to City Manager approval. (e) OFI’s Right to Retain Specified Rights or Obligations. Notwithstanding Section 10(a), Section 10(c) and Section 10(d), OFI may withhold from a sale, transfer or assignment of this Agreement certain rights, interests and/or obligations which OFI shall retain, provided that OFI specifies such rights, interests and/or obligations in a written document to be appended to or maintained with this Agreement and recorded with the San Mateo County Recorder prior to or concurrently with the sale, transfer or assignment of the Property. OFI’s purchaser, transferee or assignee shall then have no interest in or obligations for such retained rights, interests and obligations and this Agreement shall remain applicable to OFI with respect to such retained rights, interests and/or obligations. 60 Page 10 of 23 Development Agreement OFI __________, 2024 20177546.10 (f) Time for Notice. Within ten (10) days of the date escrow closes on any such transfer, OFI shall notify the City in writing of the name and address of the transferee. Said notice shall include a statement as to the obligations, including any mitigation measures, fees, improvements or other conditions of approval, assumed by the transferee. Any transfer which does not comply with the notice requirements of this Section 10(f) and of Section 10(b) shall not release OFI from its obligations to the City under this Agreement until such time as the City is provided notice in accordance with Section 10(b). 11. Insurance (a) General Liability Insurance. During the term of this Agreement, OFI shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than Five Million Dollars ($5,000,000) per occurrence for claims including bodily injury, personal injury, property damage, and blanket contractual liability. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. The general liability policy so maintained by OFI shall be primary and non-contributory and be endorsed using Insurance Services Office form CG 20 10 to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policy. (b) Workers' Compensation Insurance. During the term of this Agreement, OFI shall maintain Workers ' Compensation insurance for all of OFI's employees working at the Digital Billboard Project site as long as OFI continues to operate the Digital Billboard. In addition, OFI shall require each contractor and subcontractor engaged by OFI for work at the Digital Billboard Project site to provide Workers' Compensation insurance for its respective employees working at t he Project site. (c) Evidence of Insurance. Prior to City Council approval of this Agreement, OFI shall furnish the City satisfactory evidence of the insurance required in Sections 11(a) and 11(b) and evidence that the carrier will endeavor to give the City thirty (30) days' (ten (10) days for non-payment of premium) prior written notice in the event coverage is canceled. Further, all policies, except Workers Compensation , shall state that coverage is primary insurance with respect to the City and its officer s, officials, employees and volunteers, and that no insurance or self-insurance maintained by the City shall be called upon to contribute to a loss under the coverage with respect to the liabilities assumed by OFI under this Agreement. i. During the term of this Agreement, in the event of a reduction (below the limits required in this Agreement) or cancellation in coverage, OFI shall, prior to such reduction or cancellation, provide at least thirty (30) days prior written notice to the City, regardless of any notification by the applicable insurer. If the City discovers that the policies have been cancelled or reduced below the limits required in this Agreement and that neither the insurer nor OFI has provided prior notice to the City as required under this Agreement, said failure shall 61 Page 11 of 23 Development Agreement OFI __________, 2024 20177546.10 constitute a material breach of this Agreement. ii. During the term of this Agreement, in the event of a reduction (below the limits required by this Agreement) or cancellation in coverage, OFI shall have ten (10) business days in which to provide evidence of the required coverage being reinstated or replaced, during which time no persons shall enter the Properties to construct improvements thereon, including constru ction activities related to the landscaping and common improvements. iii. If OFI fails to obtain reinstated or replacement coverage within ten (10) business days as required under the preceding subparagraph, the City may obtain, but is not required to obtain, substitute coverage and charge OFI the cost of such coverage plus an administrative fee equal to ten percent (10%) of the premium for said coverage. 12. Covenants Run with the Land The terms of this Agreement are legislative in nature and apply to OFI’s interest in the Property and Digital Billboard as regulatory ordinances. During the term of this Agreement, all of the provisions, agreements, rights, powers, standards, terms, covenants and obligations contained in this Agreement shall run with the land and shall be binding upon the Parties and their respective heirs, successors (by merger, consolidation or otherwise) and assigns, devisees, administrators, representatives, lessees and all other persons or entities acquiring OFI’s interest in the Property, the Digital Billboard, any lot, parcel or any portion thereof, and any interest therein, whether by sale, operation of law or other manner, and they shall inure to the benefit of the Parties and their respective successors. 13. Conflict with State or Federal Law In the event that State or Federal laws or regulations enacted after the Effective Date prevent or preclude compliance with one or more provisions of this Agreement, such provisions of this Agreement shall be modified (in accordance with Section 14 set forth below) or suspended as may be necessary to comply with such State or Federal laws or regulations. Notwithstanding the foregoing, OFI shall have the right to challenge, at its sole cost, in a court of competent jurisdiction, the law or regulation preventing compliance with the terms of this Agreement and, if the challenge in a court of competent jurisdiction is successful, this Agreement shall remain unmodified and in full force and effect. 14. Procedure for Modification Because of Conflict with State or Federal Laws In the event that State or Federal laws or regulations enacted after the Effective Date prevent or preclude compliance with one or more provisions of this Agreement or require changes in plans, maps or permits approved by the City, the Parties shall meet and confer in good faith in a reasonable attempt to modify this Agreement to comply with such State or Federal law or regulation. Any such amendment or suspension of this Agreement shall be approved by the City Council in accordance with Chapter 19.60 of the Municipal Code. 62 Page 12 of 23 Development Agreement OFI __________, 2024 20177546.10 15. Periodic Review (a) During the term of this Agreement, the City shall conduct “annual” and/or “special” reviews of OFI’s good faith compliance with the terms and conditions of this Agreement in accordance with the procedures set forth in Chapter 19.60 of the Municipal Code. The City may recover reasonable costs incurred in conducting said review, including staff time expended and attorneys’ fees. (b) The director of community development shall give OFI thirty (30) calendar days' advance notice of annual review or special review, by placing such notice to the developer into the U.S. Mail, first class, postage prepaid, and addressed to OFI. (c) At least five (5) calendar days prior to any hearing on any annual or special review, the City shall mail OFI a copy of all staff reports and, to the extent practical, related exhibits. OFI shall be permitted an opportunity to be heard orally or in writing regarding its performance under this Agreement before the City Council or, if the matter is referred to the Planning Commission, then before said Commission. Following completion of any annual or special review, the City shall give OFI a written Notice of Action, which Notice shall include a determination, based upon information known or made known to the City Council or the City’s Planning Director as of the date of such review, whether OFI is in default under this Agreement. If the City finds and determines on the basis of the evidence given that OFI has complied in good faith with the terms and conditions of the agreement during the period under review, the review for that period shall be concluded. If OFI is determined to not be in good faith compliance with the terms of this Agreement and the Notice of Action includes a determination that OFI is in default, the City shall specify the alleged nature of the default, set forth suggested or potential actions that the City may take if such default is not cured; otherwise, the provisions of Sections 18 and 19 shall govern the Parties' rights. 16. Amendment or Cancellation of Agreement This Agreement may be further amended or terminated only in writing and in the manner set forth in Government Code Sections 65865.1, 65867.5, 65868, 65868.5 and Chapter 19.60 of the Municipal Code; and provided that this Agreement may be terminated by OFI if OFI no longer is operating the Digital Billboard due to the reasons enumerated in Section 7(b) above. Upon expiration or early termination of this Agreement, OFI shall, at its sole cost and expense, remove the above-ground portions of the Digital Billboard Project within ninety (90) days, unless OFI and City have entered into a subsequent written agreement, upon terms mutually acceptable to both Parties, that allows the Digital Billboard Project to remain. 17. Agreement is Entire Agreement This Agreement and all exhibits attached hereto or incorporated herein contain the sole and entire agreement between the Parties concerning OFI’s entitlements to develop and improve the Property, and construct, operate, repair, and maintain the Digital Billboard. This document supersedes all prior or contemporaneous agreements, representations, and negotiations (written, oral, express or implied) and this Agreement may be modified only in accordance with Section 16 of this 63 Page 13 of 23 Development Agreement OFI __________, 2024 20177546.10 Agreement. The Parties acknowledge and agree that neither of them has made any representation with respect to the subject matter of this Agreement or any representations inducing the execution and delivery hereof, except representations set forth herein, and each Party acknowledges that it has relied on its own judgment in entering this Agreement. The Parties further acknowledge that all statements or representations that heretofore may have been made by either of them to the other are void and of no effect, and that neither of them has relied thereon in its dealings with the other. 18. Events of Default A Party shall be in default under this Agreement upon the happening of one or more of the following events (and the failure to cure after the expiration of the cure period in paragraph 19(e) below): (a) If a warranty, representation or statement related to this Agreement or compliance therewith made or furnished by such Party to the other Party in this Agreement that is false or proves to have been false in any material respect when it was made; or, (b) In the case of OFI, a finding and determination by the City made following an annual or special review under the procedure provided for in Government Code Section 65865.1 and Chapter 19.60 of the Municipal Code that, upon the basis of substantial evidence, OFI has not complied in good faith with the terms and conditions of this Agreement is no longer in effect; or, (c) Such Party fails to fulfill any of its obligations set forth in this Agreement and such failure continues beyond the cure period provided in paragraph 19(e) below. 19. Procedure upon Default; Legal Actions (a) Upon the occurrence of an event of default (including expiration of the cure period in paragraph (e) below), the non-defaulting Party may, at its option, institute legal proceedings as provided below or may terminate this Agreement; provided, however, that any such termination by the City shall occur only in accordance with the provisions of Government Code Section 65865.1 and of Chapter 19.60 of the Municipal Code; and provided further, a default under the provisions relating to the Digital Billboard Project shall limit the non-defaulting Party to the option of terminating this Agreement. (b) The City shall not be deemed to have waived any claim of defect in OFI’s performance if, on annual or special review, the City does not propose to terminate this Agreement. (c) No waiver or failure by either Party to enforce any provision of this Agreement shall be deemed to be a waiver of any other provision of this Agreement or of any subsequent breach of the same or any other provision. (d) Any action for breach of this Agreement shall be decided in accordance wi th California law. In the event that suit shall be brought by either party to this Agreement, the parties agree that venue shall be vested exclusively in San Mateo County Superior Court, or, where otherwise appropriate, exclusively in the United States District Court, Northern District of California. Any Party may institute legal action to cure, correct or remedy any 64 Page 14 of 23 Development Agreement OFI __________, 2024 20177546.10 default, to enforce any covenant or agreement herein, to enjoin any threatened or attempted violation, or to enforce by specific performance the obligations and rights of the parties hereto. Except as provided below, in no event shall the City or its elected or appointed officials, directors, officers, members, partners, agents, employees or representatives be liable in monetary damages for any breach or violation of this Agreement, it being expressly understood and agreed that in addition to the right of termination (at the option of the non-defaulting Party), the sole legal or equitable remedy available to OFI for a breach or violation of this Agreement shall be an action in mandamus, specific performance, injunctive or declaratory relief to enforce the provisions of this Agreement and any and all other available legal and equitable remedies. (e ) A Party shall give the other Party written notice of any default by such other Party under this Agreement, and the defaulting Party shall have thirty (30) business days after the date of the notice to cure the default or to reasonably commence the procedures or actions needed to cure the default; provided, however, that if such default is not capable of being cured within such thirty (30) business day period but a cure is commenced within such thirty (30) business day period, the defaulting Party shall have such additional time to complete the cure as is reasonably necessary. (f) In the event that either Party elects to terminate this Agreement due to default of the other Party, then OFI agrees that it shall remove the above-ground portions of the Digital Billboard Project within ninety (90) days from the date of termination, unless OFI and City have entered into a subsequent written agreement, upon terms mutually acceptable to both Parties, that allows the Digital Billboard Project to remain. 20. Attorneys’ Fees and Costs (a) Action by Party. If legal action by either Party is brought because of breach of this Agreement or to enforce a provision of this Agreement, the prevailing Party is entitled to reasonable attorneys’ fees and court costs. (b) Action by Third Party. If any person or entity not a party to this Agreement initiates any legal or equitable action or proceeding to challenge the validity of any provision of this Agreement or the validity or implementation of the Digital Billboard Project Approvals or of the IS/MND (“Project Approval Challenge”), the Parties shall promptly notify the other Party of such claim and each party shall cooperate with the efforts of OFI to defend such action or proceeding. OFI agrees to pay all reasonable costs and expenses, including reasonable legal costs and reasonable attorney’s fees incurred in connection therewith. The City will not voluntarily assist the opposing party in any such claim or take any position adverse to OFI in connection with such claim. In the event of a Project Approval Challenge, OFI shall have the option to return any Digital Billboard face to a conventional non-digital display and the City shall not be entitled to claim any lost revenues or damages as a result of such election by OFI. 65 Page 15 of 23 Development Agreement OFI __________, 2024 20177546.10 21. Severability If any material term or condition of this Agreement is for any reason held by a final judgment of a court of competent jurisdiction to be invalid, and if the same constitutes a material change in the consideration for this Agreement, then either Party may elect in writing to invalidate this entire Agreement, and thereafter this entire Agreement shall be deemed null and void and of no further force or effect following such election. 22. No Third Parties Benefited No person other than the City, OFI, and their respective successors is intended to or shall have any right or claim under this Agreement, this Agreement being for the sole benefit and protection of the Parties and their respective successors. Similarly, no amendment or waiver of any provision of this Agreement shall require the consent or acknowledgment of any person not a Party or successor to this Agreement. 23. Binding Effect of Agreement The provisions of this Agreement shall bind and inure to the benefit of the Parties originally named herein and their respective successors and assigns. 24. Relationship of Parties It is understood that this Agreement is a contract that has been negotiated and voluntarily entered into by the City and OFI and that OFI is not an agent of the City. The Parties do not intend to create a partnership, joint venture or any other joint business relationship by this Agreement. The City and OFI hereby renounce the existence of any form of joint venture or partnership between them, and agree that nothing contained herein or in any document executed in connection herewith shall be construed as making the City and OFI joint venturers or partners. Neither OFI nor any of OFI’s agents or contractors are or shall be considered to be agents of the City in connection with the performance of OFI’s obligations under this Agreement. 25. Bankruptcy The obligations of this Agreement shall not be dischargeable in bankruptcy. 26. Mortgagee Protection: Certain Rights of Cure. (a) Mortgagee Protection. The Parties hereto agree that this Agreement shall not prevent or limit OFI from encumbering the Property or any portion thereof or any improvement thereon by any mortgage, deed of trust or other security device to securing financing. The City acknowledges that the lenders providing such financing may require certain Agreement modifications and City agrees upon request, from time to time, to meet with OFI and representatives of such lenders to negotiate in good faith any such request for modification. This Agreement shall be superior and senior to all liens placed upon the Property by OFI or any portion thereof after the date on which this Agreement or a memorandum of this Agreement is recorded with the San Mateo County Recorder, 66 Page 16 of 23 Development Agreement OFI __________, 2024 20177546.10 including the lien of any deed of trust or mortgage (“Mortgage”). Notwithstanding the foregoing, no breach hereof shall defeat, invalidate, diminish or impair the lien of any Mortgage made in good faith and for value, but all of the terms and conditions contained in this Agreement shall be binding upon and effective against all persons and entities, including all deed of trust beneficiaries or mortgagees (“Mortgagees”), who acquire title to OFI’s interest in the Property or any portion thereof by foreclosure, trustee’s sale, deed in lieu of foreclosure or otherwise. (b) Mortgagee Not Obligated. No foreclosing Mortgagee shall have any obligation or duty under this Agreement to construct or complete the construction of any improvements required by this Agreement, or to pay for or guarantee construction or completion thereof. The City, upon receipt of a written request therefor from a foreclosing Mortgagee, shall permit the Mortgagee to succeed to the rights and obligations of OFI under this Agreement, provided that all defaults by OFI hereunder that are reasonably susceptible of being cured are cured by the Mortgagee as soon as is reasonably possible. The foreclosing Mortgagee thereafter shall comply with all of the provisions of this Agreement. (c) Notice of Default to Mortgagee. If the City receives notice from a Mortgagee requesting a copy of any notice of default given to OFI hereunder and specifying the address for service thereof, the City shall deliver to the Mortgagee concurrently with service thereof to OFI, all notices given to OFI describing all claims by the City that OFI has defaulted hereunder. If the City determines that OFI is in noncompliance with this Agreement, the City also shall serve notice of noncompliance on the Mortgagee, concurrently with service thereof on OFI. Until such time as the lien of the Mortgage has been extinguished, the City shall: i. Take no action to terminate this Agreement or exercise any other remedy under this Agreement, unless the Mortgagee shall fail, within thirty (30) days of receipt of the notice of default or notice of noncompliance, to cure or remedy or commence to cure or remedy such default or noncompliance; provided, however, that if such default or noncompliance is of a nature that cannot be remedied by the Mortgagee or is of a nature that can only be remedied by the Mortgagee after such Mortgagee has obtained possession of and title to the Property, by deed-in-lieu of foreclosure or by foreclosure or other appropriate proceedings, then such default or noncompliance shall be deemed to be remedied by the Mortgagee if, within ninety (90) days after receiving the notice of default or notice of noncompliance from the City, (i) the Mortgagee shall have acquired title to and possession of the Property, by deed-in-lieu of foreclosure, or shall have commenced foreclosure or other appropriate proceedings, and (ii) the Mortgagee diligently prosecutes any such foreclosure or other proceedings to completion. ii. If the Mortgagee is prohibited from commencing or prosecuting foreclosure or other appropriate proceedings by reason of any process or injunction issued by any court or by reason of any action taken by any court having jurisdiction over any bankruptcy or insolvency proceeding involving OFI, then the times specified above for commencing or prosecuting such foreclosure or other proceedings shall be extended for the period of such prohibition. 67 Page 17 of 23 Development Agreement OFI __________, 2024 20177546.10 (d) Performance by Mortgagee. Each Mortgagee shall have the right, but not the obligation, at any time prior to termination of this Agreement, to do any act or thing required of OFI under this Agreement, and to do any act or thing not in violation o f this Agreement, that may be necessary or proper in order to prevent termination of this Agreement. All things so done and performed by a Mortgagee shall be as effective to prevent a termination of this Agreement as the same would have been if done and performed by OFI instead of by the Mortgagee. No action or inaction by a Mortgagee pursuant to this Agreement shall relieve OFI of its obligations under this Agreement. (e) Mortgagee’s Consent to Modifications. Subject to the sentence immediately following, the City shall not consent to any amendment or modification of this Agreement unless OFI provides the City with written evidence of each Mortgagee’s consent, which consent shall not be unreasonably withheld, to the amendment or modification of this Agreement being sought. Each Mortgagee shall be deemed to have consented to such amendment or modification if it does not object to the proposed amendment or modification by written notice given to the City within thirty (30) days from the date written notice of such proposed amendment or modification is given by the City or OFI to the Mortgagee. If such notice of the proposed amendment or modification is given solely by OFI, then OFI shall also provide the City with reasonable evidence of the delivery of such notice to the Mortgagee. 27. Estoppel Certificate Either Party from time to time may deliver written notice to the other Party requesting written certification that, to the knowledge of the certifying Party, (i) this Agreement is in full force and effect and constitutes a binding obligation of the Parties; (ii) this Agreement has not been amended or modified either orally or in writing, or, if it has been amended or modified, specifying the nature of the amendments or modifications; and (iii) the requesting Party is not in default in the performance of its obligations under this Agreement, or if in default, describing therein the nature and monetary amount, if any, of the default. A Party receiving a request hereunder shall endeavor to execute and return the certificate within ten (10) days after receipt thereof and shall in all events execute and return the certificate within thirty (30) days after receipt thereof. Failure of a Party to return a requested certificate in a timely manner shall not be deemed a default of the Party’s obligations under this Agreement and no cause of action shall arise based on such failure, but such Party shall thereupon be deemed to have certified that the statements in clauses (i) through (iii) of this Section are true, and the requesting Party and any third parties shall be entitled to rely upon such deemed certification. The City Manager shall have the right to execute any such certificate requested by OFI hereunder provided the certificate is requested within six (6) months of any annual or special review. The City acknowledges that a certificate hereunder may be relied upon by permitted transferees and Mortgagees. At the request of OFI, the certificates provided by the City establishing the status of this Agreement with respect to any lot or parcel shall be in recordable form, and OFI shall have the right to record the certificate for the affected portion of the Property at OFI’s cost. 28. Force Majeure (a) Notwithstanding anything to the contrary contained herein, either Party shall be excused for 68 Page 18 of 23 Development Agreement OFI __________, 2024 20177546.10 the period of any delay in the performance of any of its obligations hereunder, except the payment of money, to the extent such performance is prevented or delayed by one or more of the following specific causes beyond such Party’s control: major weather differences from the normal weather conditions for the South San Francisco area, war, acts of God or of the public enemy, fires, explosions, floods, earthquakes, pandemics, epidemics, invasions by non-United States armed forces, failure of transportation due to no fault of the Parties, unavailability of equipment, supplies, materials or labor when such unavailability occurs despite the applicable Party’s good faith efforts to obtain same (good faith includes the present and actual ability to pay market rates for said equipment, materials, supplies and labor), strikes of employees other than OFI, freight embargoes, sabotage, riots, acts of terrorism, acts of the government, and litigation initiated by a non-Party challenging this Agreement or any of the Digital Billboard Project’ approvals or entitlements. The Party claiming such extension of time to perform shall send written notice of the claimed extension to the other Party within thirty (30) days from the commencement of the cause entitling the Party to the extension. 29. Eminent Domain If the Digital Billboard or the Property, or any part thereof, is condemned by proper authorities; taken without the exercise of eminent domain, whether permanently or temporarily; or any right-of-way from which the Digital Billboard is visible is relocated, OFI shall have the option to terminate this Agreement consistent with the terms of Section 2. The Parties agree that the Digital Billboard is owned solely by OFI and that the underlying leasehold interest in the Property belongs solely to OFI, and the City shall assert no rights in such interests held by OFI, though the City shall not be prevented from asserting any rights against the condemning authority. Notwithstanding the above, nothing in this Agreement shall operate as a waiver of any rights OFI might have to just compensation and other remedies provided by law in the event of an eminent doma in action. 30. Rules of Construction and Miscellaneous Terms (a) The singular includes the plural; the masculine gender includes the feminine; “shall” is mandatory, “may” is permissive. (b) Time is and shall be of the essence in this Agreement. (c) Where a Party consists of more than one person, each such person shall be jointly and severally liable for the performance of such Party’s obligations hereunder. (d) The captions in this Agreement are for convenience only, are not a part of this Agreement and do not in any way limit or amplify the provisions thereof. (e) This Agreement shall be interpreted and enforced in accordance with the laws of the State of California in effect on the date thereof. 69 Page 19 of 23 Development Agreement OFI __________, 2024 20177546.10 31. Exhibits Exhibit A Property Map and Description Exhibit B Site Plans/Specifications for Digital Billboard Exhibit C Mitigation Monitoring and Reporting Program for Digital Billboard Exhibit D Project Approvals 32. Recordation of Agreement Within ten (10) days after the effective date of this Agreement, the City Clerk will make all efforts necessary to have the Agreement recorded with the County Recorder. 33. Notices All notices required or provided for under this Agreement shall be in writing and delivered in person (to include delivery by courier) or sent by certified mail, postage prepaid, return receipt requested or by overnight delivery service, and shall be effective upon actual delivery as evidenced by the return receipt or by the records of the courier, overnight delivery service or other person making such delivery. Notices to the City shall be addressed as follow: City of South San Francisco Attn: City Clerk P.O. Box 711, 400 Grand Avenue South San Francisco, CA 94080 With a copy to: Economic and Community Development Department 400 Grand Avenue South San Francisco, CA 94080 With a copy to: City Attorney 400 Grand Avenue South San Francisco, CA 94080 Notices to OFI shall be addressed as follows: Outfront Foster Interstate, LLC 2300 Contra Costa Blvd., Suite 340 70 Page 20 of 23 Development Agreement OFI __________, 2024 20177546.10 Pleasant Hill, CA 94523 attn: John B. Foster With a copy to: Cc: Outfront Media LLC 405 Lexington Avenue New York, NY 10174 Attn: General Counsel Cc: Fennemore Wendel 1111 Broadway, 24th Floor Oakland, CA 94607 Attn: Daniel B. Myers A party may change its address for notice by giving notice in writing to the other party and thereafter notices shall be addressed and transmitted to the new address. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 71 Page 21 of 23 Development Agreement OFI __________, 2024 20177546.10 IN WITNESS WHEREOF this Agreement has been executed by the Parties on the day and year first above written. CITY: CITY OF SOUTH SAN FRANCISCO By: ______________________________ ATTEST: ___________________________ _____________________, City Clerk APPROVED AS TO FORM: ___________________________ _______________________, City Attorney OUTFRONT FOSTER INTERSTATE, LLC By Its Members: Outfront Media, LLC, a Delaware limited liability company By: __________________________________ Name: Chris Steinbacher Title: EVP Real Estate Foster Interstate, LLC, a Delaware limited liability company By: _________________________ Name: John Foster Title: President 72 Development Agreement OFI ____________, 2023/24 20177546.10 EXHIBIT A PROPERTY MAP AND DESCRIPTION EXHIBIT B SITE PLAN/SPECIFICATIONS FOR DIGITAL BILLBOARD 73 Development Agreement OFI ____________, 2023/24 20177546.10 74 Development Agreement OFI ____________, 2023/24 20177546.10 EXHIBIT C MITIGATION MONITORING AND REPORTING PROGRAM FOR THE DIGITAL BILLBOARD PROJECT 75 Development Agreement OFI ____________, 2023/24 20177546.10 EXHIBIT D PROJECT APPROVALS [TO BE INSERTED] 5617569.1 76 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-79 Agenda Date:3/27/2024 Version:1 Item #:6. Report regarding holding a Public Hearing on the City’s housing,community,and economic development needs for the Fiscal Year 2024-25 Annual Action Plan and providing direction to the Community Development Block Grant (CDBG) Subcommittee regarding funding priorities.(Danielle Thoe, Housing Manager) RECOMMENDATION Staff recommends that the City Council hold a public hearing and receive public testimony on the City’s housing,community,and economic development needs for the fiscal year (FY)2024-25 Annual Action Plan and provide direction to the Community Development Block Grant (CDBG)Subcommittee regarding funding priorities. BACKGROUND/DISCUSSION The U.S.Department of Housing and Urban Development requires local jurisdictions to prepare an Annual Action Plan (Action Plan)for the upcoming fiscal year (FY)2024-25,to receive funds through the Community Development Block Grant (CDBG)Program.As part of the development of the Action Plan,the City is required to hold two public hearings. The purpose of the March 27,2024,public hearing is to obtain citizens'views on housing,community,and economic development needs,which will inform the Action Plan.Additionally,for those non-profit organizations seeking CDBG funds,they may use this public hearing to make brief comments to City Council regarding their programs.The City Council can take this opportunity to ask the non-profit organizations questions regarding their proposed activities and to give direction to the CDBG Subcommittee on funding priorities. The second public hearing is scheduled for May 8,2024.At this meeting,the Council will consider adopting the FY 2024-25 Action Plan and make final recommendations on CDBG funding allocations. DISCUSSION Funds Available for FY 2024-25 The City has not yet received notification from HUD of its CDBG entitlement amount for FY 2024-25.This is common for CDBG given that it is a federally funded program impacted by the federal budget process and timeline.During the week of March 11th,the federal government signed into law a spending bill which includes HUD’s budget for the CDBG program.Funding levels for CDBG remain unchanged from this fiscal year and staff feel comfortable now recommending the Annual Action Plan budget for an allocation equal to that received for FY 2023-24.This results in an estimated allocation of $457,048 for FY 2024-25.While the spending bill has passed,there could still be adjustments to the City’s grant allocation when HUD applies the grant formula.With the staff recommendations to be presented at the next CDBG Subcommittee and then full Council meeting,staff will bring a recommended contingency plan for adjustments to the budget within a 20% variance.Should the final funding amount vary greater than 20 percent from the estimated budget,in accordance with HUD regulations,staff will return to the Subcommittee and/or City Council to revise the City of South San Francisco Printed on 3/28/2024Page 1 of 4 powered by Legistar™77 File #:24-79 Agenda Date:3/27/2024 Version:1 Item #:6. funding proposals. The budget outlined in Attachment 1 incorporates the FY 2024-25 award and program income.Including the potential entitlement ($457,048)and estimated program income ($7,000),staff anticipates an overall budget of approximately $464,048.The HUD regulations cap spending on Public Services at 15%and Administrative costs at 20% of each year’s allocation. The budget also accounts for estimated rollover funds unspent during previous years which are approximately $100,000 in un-encumbered funds.This number may increase if all encumbered funds are not fully utilized. While the City has a large amount of rollover funds unspent from past years,the 15%cap on public services funding and 20%cap on administrative funding may not include use of those rollover funds.The rollover funds can only be used for construction type projects. With a history of decreases to entitlements,the ability of the CDBG program to meet community public service needs has also decreased.In FY 2020-21,the City began to supplement Public Services requests with funds from the Housing Trust Fund (Fund 205).Staff have budgeted up to $100,000 from Fund 205 for FY 2024-25 to fund services such as shelters, transitional housing, and housing referrals. Notice of Funding Availability Fiscal Year 2024-25 marks the first year of a two-year funding cycle for Public Services grantees.To solicit applications for these,as well as public improvements,fair housing,and City funds,the City publishes a Notice of Funding Availability (NOFA).The City published its NOFA in coordination with San Mateo County and the other CDBG entitlement jurisdictions in the County.While applicants are required to submit a specific funding request to each jurisdiction from which they seek funding,their administrative,contact,and organizational documentation is only required to be submitted once.The NOFA was published on the City’s website and through the City Data Services (CDS)portal on December 5,2023.The NOFA was advertised on the City website, emailed to organizations who have received funding in the past, and was advertised on social media. In coordination with the other jurisdictions,the City hosted a virtual Technical Assistance Workshop on January 4,2024.At this workshop,staff described the eligible uses for the CDBG and City funds.City Data Services staff also joined this workshop to provide an overview of how to use the CDS platform.Applications were due no later than 5:00 pm on January 18,2024.The City received 11 applications for Public Services funds,three applications for Minor Home Repair funds,one application for Fair Housing funds,and one application for Microenterprise Assistance funds. Applications for Funding Applications are evaluated based on multiple criteria.Programs must meet the CDBG eligibility criteria as well as the specific priorities the City has identified in its 2023-2027 Consolidated Plan.The City’s current Consolidated Plan covers FY 2023-24 through FY 2027-28.Through the community engagement process for the Consolidated Plan, the City identified the highest community needs to be met with CDBG funds. These needs are translated to four Goals the City outlined in its Consolidated Plan: ·Goal 1:Increase,maintain,and improve the supply of affordable housing for extremely low-to moderate income individuals/families. ·Goal 2:Preserve and improve public facilities and infrastructure that serve low-income neighborhoods or special needs residents. ·Goal 3:Provide public services to improve the quality of life for low-income individuals and families, City of South San Francisco Printed on 3/28/2024Page 2 of 4 powered by Legistar™78 File #:24-79 Agenda Date:3/27/2024 Version:1 Item #:6. including those at risk of becoming homeless and special needs populations. ·Goal 4: Support service-enriched shelter and transitional housing for homeless families and individuals. The City may not provide CDBG funding to a program that does not meet at least one of the goals of its Consolidated Plan.To fund such a program,the City would need to amend its Consolidated Plan to include a goal covering those types of programs. Below is a summary of the funding activities which are available through CDBG and supplemental City funds: Public Services Activities - $69,607 Available The majority of NOFA respondents proposed programs that CDBG classifies as public services activities.These activities provide services to improve the quality of life for low-income individuals and families,including those at risk of becoming homeless,senior and youth services,and special needs populations.Additionally, activities that provide service-enriched shelter and transitional housing for homeless families and individuals. City-Funded Housing Activities (non-CDBG): Fund 205 - $100,000 Available Income received from in-lieu fee payments is deposited into a housing trust fund (Fund 205).These funds may be used to support public services applications which provide housing and shelter to low-income persons or work to keep low-income people housed.By using these funds to support qualified housing-specific public services activities,the City is able to more fully meet community needs than it would be able to with CDBG public services funds alone. Minor Home Repair Activities - $100,000 Available Activities that increase and improve the supply of affordable housing for low-income households.This includes minor home repairs for health and safety priorities as well as accessibility modification programs. Fair Housing Activities - $13,400 Available The City has targeted the HOME Administrative funds it receives from the County for fair housing activities since the CDBG regulations require the City to affirmatively further fair housing.Fair housing activities may only be funded from administrative or public service type funds.Using these HOME Administrative funds to fund fair housing activities allows other activities to be funded under the public services cap. Public Improvement Program Activities - $190,000 Available Those funds not set aside for public services or administrative expenses have typically been utilized for public improvement activities.These are projects that meet Goal 2 above and include capital projects which benefit low-income neighborhoods and people.The City did not receive any applications for these types of activities. Program staff are working with other City departments to identify any projects that may benefit from CDBG funds.Additionally,staff are considering a decrease to this budget to allow for funding of the economic development activities described below. Economic Development Activity - fund availability TBD The City’s approved 2023-2027 Consolidated Plan did not include economic development activities as a priority goal for the City.The need for additional economic development efforts was brought up during the Consolidated Plan community outreach process and the ongoing impacts of the COVID pandemic continue to impact small businesses.Current CDBG staff are unsure why this was not included as a priority or goal in the Consolidated Plan activity but recommend that the Consolidated Plan be amended to allow funds to be spent on economic development programs.Dependent upon how these programs are structured,such expenditures may City of South San Francisco Printed on 3/28/2024Page 3 of 4 powered by Legistar™79 File #:24-79 Agenda Date:3/27/2024 Version:1 Item #:6. fall outside of the City’s public services cap. Staff have begun the process of amending the Consolidated Plan by publishing the proposed amendment.The City may not budget to fund economic development activities at this time,but staff plan to return to Council to both approve the 2023-2027 Consolidated Plan amendment and to amend the FY 2024-25 Action Plan to allow for economic development activities.This full process will lag behind this CDBG award process and Annual Plan approval. FISCAL IMPACT There is no fiscal impact on the General Fund to hold this Public Hearing.For the City to allocate federal funds, two Public Hearings must be held.This is the first of two hearings.At a subsequent City Council meeting, Council will be asked to consider adopting the Annual Action Plan following the second Public Hearing. RELATIONSHIP TO STRATEGIC PLAN By completing the public process mandated by HUD and outlined in the City’s CDBG Community Participation Plan,the City will be able to adopt and submit to HUD the required Annual Action Plan.This will enable the City to secure its allocation of CDBG funds for the coming year.This in turn will advance several priorities of the City’s Strategic Plan, including: ·Provide funding for social services and public projects to support residents. ·Help fund nonprofits that work to address various affordable housing-related issues. ·Shift the financial burden away from the City’s General Fund by securing Federal grant funds. ·Partner with nonprofits that provide information to local residents and help strengthen community relationships. CONCLUSION Holding the first of two public hearings for the FY 2024-25 Annual Action Plan is part of the process to receive public input and direction from the City Council on eligible uses of CDBG funds. Attachments: 1.FY 2024-25 Grant Allocation Requests 2.FY 2024-25 Sub-Recipient Applications City of South San Francisco Printed on 3/28/2024Page 4 of 4 powered by Legistar™80 CDBG Applica�ons Summary 2024-2025 81 Table of Contents Public Service Ac�vi�es 1. CORA 2. Friends for Youth 3. Human Investment Project (HIP) Housing 4. Legal Aid Society 5. Life Moves 6. Magic Tooth Bus 7. Ombudsman Services of San Mateo County 8. Rape Trauma Services Center 9. Samaritan House 10. Star Vista 11. YMCA of San Francisco Minor Home Repair Programs 12. CID 13. Rebuilding Together Peninsula- Na�onal Rebuilding Day 14. Rebuilding Together Peninsula- Safe at Home Fair Housing 15. Project Sen�nel Microenterprise Assistance 16. Renaissance Entrepreneurship Center 82 CORA 83 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 1/8 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Community Overcoming Relationship Abuse (CORA) 2. Project Title: CORA Safe House (Emergency Shelter) FY2020 We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $15,000 9% 0% $1,666.67 County of San Mateo $49,999 30% 0% $833.32 South San Francisco $25,000 15% 0% $6,250.00 Total $89,999 55% 73 100% $1,232.86 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. All of our clients are presumed eligible, based on their status as 'battered spouses' -- see 24 CFR 570.483(b)(2)(ii) (A): https://www.law.cornell.edu/cfr/text/24/570.483. 3. Project Address: Suppressed City: Suppressed Zip: 94403-1814 4. Provide a one sentence project summary: To provide operating assistance for CORAs Safe Houses (emergency shelters) providing victims and survivors of domestic violence and their children with a confidential and safe living environment for up to six months. Organization Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814 Organization Phone: 650-652-0800 Website: http://www.corasupport.org/ Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Cindy Kilpatrick Title: Grants and Contract Manager Telephone: 650-652-0800 Contact Email: cindyk@corasupport.org Fax: 84 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 2/8 6. Name of Agency Director: Karen Ferguson 7. Fiscal Officer:Name: Rupinder Mahli, CFO Email: Rupinderm@corasupport.orgTelephone: 650-652-0800 Fiscal Officer Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814 8. Authorized Signatory:Name: Karen Ferguson Email: karef@corasupport.org Telephone: 650-652-0800 Authorized Signatory Address: 2211 Palm Avenue City: San Mateo Zip: 94403-1814 9. Please provide days and hours of regularly scheduled operation: CORA's Community Office is open 9:00 AM to 5:00 PM Monday through Friday, except for holidays. However, CORA's Crisis Hotline is answered by a trained crisis counselor 24 hours a day, 365 days a year. CORA's safe houses also are in operation 24 hours a day, 365 days a year. 10. SAM/UEI Number: S7AJH436N326 Federal EIN/TIN Number: 94-2481188 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05G - Battered and Abused Spouses 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. This application is for CORA's Safe Houses which serve individuals (and their children) who are fleeing domestic violence and need immediate, safe housing. CORA’s Safe Houses are part of the agency’s overall effort to progressively engage clients at risk of homelessness. From hotel vouchers to longer term housing subsidy vouchers, CORA prevents homelessness, providing customized levels of assistance that preserve the most expensive interventions for households with the most severe barriers to housing. Funds will support CORA’s client advocates who provide clients at the Safe Houses with the support and opportunities they need to set and attain their goals. A primary goal of Safe House staff is to help clients build into their lives safety and self-sufficiency so they are less likely to need emergency services. Toward this end, staff use a trauma-informed model of service, which means incorporating an understanding of the impact of trauma into all aspects of service. Using a trauma-informed approach provides a proven framework for assisting survivors in strengthening their own psychological capacities so they can rebuild their lives. PROGRAM OBJECTIVES: -80% of CORA's Safe House Program clients will demonstrate an increase in self-sufficiency, improving the client’s ability to re-build a life free from abuse. -80% of clients that complete the Safe House Program will transition into safe housing. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The target population are all victims/survivors of domestic violence in San Mateo County including those in Redwood City. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance. We work with clients from all ethn.....add lanuage..... 13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The target population are all victims/survivors of domestic violence in San Mateo County. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The target population are all victims/survivors of domestic violence in San Mateo County including those in South San Francisco. Clients are evaluated at in-take and assessed by CORA's Crisis Support Program staff and Supportive Housing Program staff for eligibility for CORA's DV services. CORA is the only agency in San Mateo County solely dedicated to providing domestic violence assistance. 85 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 3/8 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The entirety of this funding will be expended during FY 2024/2025 (July 1, 2024 - June 30, 2025). CORA's Safe House Program Manager, Kaitlin Chang, oversees this project and, in collaboration with CORA's finance department staff, reviews this grant program expenditures throughout the grant award period in order to ensure that funds are expended by the end of fiscal year. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. CORA utilizes a client database to collect data on all services rendered. By analyzing this data, we can evaluate client safety, satisfaction, and increased self-sufficiency. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. CORA's Safe House/Emergency Shelter programs have continued to collaborate effectively, and have provided resource referrals to 60% of clients entering shelter. 64% of clients reported exiting to safe, alternative housing; the remaining 36% did not disclose their exit destination. Through our partnership with Samaritan House, clients have been able to explore various housing resources and secure longer stays in housing. Additionally, CORA has partnered with Ruby’s Place to allow survivors living in CORA’s safe houses to have access to various wellness items and activities to meet their needs. This collaboration includes receiving wellness kits (personal hygiene products, over-the-counter medications, feminine hygiene products, etc.), access to referrals for therapists and nurse practitioners, transportation to and from medical appointments, and more. By partnering with Ruby’s Place, survivors who are fleeing their abusive partners are able to receive additional supportive services to focus on their physical and mental wellbeing while they heal during their time in the program. CORA continues to partner with the Peninsula Humane Society which provides free boarding and shelter for CORA’s clients’ pets for 30 days. After 30 days, CORA the RedRover Foundation assists clients who have pets. This compassionate care for pets helps clients maintain their emotional well-being during a time of great emotional upheaval. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. CORA is dedicated to providing survivor-driven, client-centered supportive services to victims and survivors of domestic violence. During the second half of FY22-23, CORA’s Emergency Shelter program served a total of 61 individuals. The Safe House offered shelter services to 40 survivors (23 adults and 17 kids). In addition, 21 survivors (16 adults, 5 children) benefited from emergency hotel services, but did not enter the Safe House. As the only domestic violence agency in San Mateo County, CORA receives a large number of referrals for emergency shelter/safe housing. Due to limited space, staff are often having to give appropriate outside referrals and resources to survivors in immediate danger who are fleeing from their abusive partners. In order to best support clients who are needing to be referred out to other agencies, Safe House staff have created and maintained relationships with various shelter agencies in the county such as Samaritan House for the county’s Coordinated Entry System for general shelter, HIP Housing, and New Creation Home Ministries. The need in our community for DV services including Safe House services, and our limited shelter occupancy, continues to be a challenge. Through initiatives such CES (San Mateo County Coordinated Entry System) referrals, and engagement with other housing programs in San Mateo County, we have ensured that clients continue to have access to a safe place and receive referrals and support from CORA staff. Throug 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households 86 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 4/8 Daly City 0 0 0 0 Redwood City 9 8 9 8 City of San Mateo 0 0 0 0 County of San Mateo 60 31 60 31 South San Francisco 4 3 4 3 Totals 73 42 73 42 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other domestic violence victims 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%5 100% White and not Hispanic 40,656 54.64% 1 20.00% White and Hispanic 23,557 31.66% 4 80.00% Asian 6,715 9.03% 0 0.00% African American 1,916 2.58% 0 0.00% Pacific Islander 663 0.89% 0 0.00% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 0 0.00% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%65 100% White and not Hispanic 280,550 36.70% 11 16.92% White and Hispanic 181,937 23.80% 24 36.92% Asian 250,737 32.80% 7 10.77% African American 20,640 2.70% 7 10.77% Pacific Islander 10,702 1.40% 0 0.00% Native American 6,880 0.90% 1 1.54% Other 12,996 1.70% 15 23.08% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%3 100% White and not Hispanic 23,760 37.34% 0 0.00% White and Hispanic 21,645 34.02% 2 66.67% Asian 23,293 36.61% 1 33.33% African American 1,625 2.55% 0 0.00% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 0 0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: CORA’s outreach activities focus on the most underserved victims in San Mateo County, including those with limited English proficiency, lack of documentation, low-to-no income, racial/ethnic minorities, and LGBTQ+ communities. These outreach activities are coordinated through a number of neighboring agencies, including 87 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 5/8 community centers, local businesses, other nonprofit organizations, libraries and doctors' offices. CORA's Community Education team conducts presentations, workshops, and table events at various community settings around the County, including local high schools and junior colleges, local health centers, homeless shelters and legal support agencies. This broad array of outreach activities ensures that any particular community is made aware of CORA’s resources and accessibility of services 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. By leveraging the combined CDBG funding for Redwood City, South San Francisco and the County of San Mateo, CORA is better able to provide Safe House/Emergency Shelter to domestic violence victims in our neighborhoods. Additional local government funding for CORA's Safe House Program comes from the Town of Colma ($7,000 - awarded) and the City of Menlo Park ($7,000 - projected). In addition, CORA raises funds for all programs through government, foundation, and corporate grants; individual donations, and special events. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Manager of Safe House and Supportive Housing Kaitlin Chang Provides programmatic and budget oversight. Recruits, hires, trains and supervises staff. Approves allocations of financial assistance for clients. Ensures data is gathered, analyzed and reported to funder. Since joining the team in 2019, Kaitlin has attained training and certification in 40-hour Domestic Violence Counseling, strangulation training from the Institute on Strangulation Prevention, first aid, and CPR, alongside certifications for Narcan administration and AED for defibrillation. Kaitlin has ascended through progressively strategic roles at CORA. Her hands-on experience in shelter operations and client advocacy has honed her expertise in delivering compassionate, client- centered services and in mentoring the staff who provide these services. Kaitlin's deep commitment to enhancing housing accessibility and her extensive experience with CORA’s shelter programs make her an ideal leader to extend CORA’s staffing and operations into the weekends and evenings, ensuring support is available when it is most needed. Kaitlin [KF1] is identifies as Asian American and brings a deep interest in creating a culturally aware and welcoming environment. Through Kaitlin’s leadership, the Safe Houses have redesigned their intake and residency procedures, received strong grant monitoring results, and provided over 85% of 88 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 6/8 exiting survivors with ongoing housing support. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested Pgm%Requested Labor Salary & wages $598,592 18% $109,318 0% $0 33% $36,454 17% $18,205 50%$54,659 Taxes/Benefits $134,683 20%$27,044 0% $0 33% $9,000 17% $4,522 50%$13,522 Modified Total Direct Costs (MTDC)$733,275 19%$136,362 0% $0 33% $45,454 17% $22,727 50%$68,181 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10%10% 0% 10% 10% Indirect costs $73,328 19%$13,636 0% $0 33% $4,545 17% $2,273 50%$6,818 Direct Costs Not MTDC Program Supplies $3,000 100% $3,000 100% $3,000 0% 0% 100%$3,000 Repairs & Maintenance $5,500 100% $5,500 100% $5,500 0% 0% 100%$5,500 Utilities $5,000 100% $5,000 100% $5,000 0% 0% 100%$5,000 Agency Administration $1,500 100% $1,500 100% $1,500 0% 0% 100%$1,500 TOTAL $821,603 20%$164,998 9%$15,000 30%$49,999 15%$25,000 55%$89,999 Number of Individual Beneficiaries 9 60 4 73 Cost per Individual $1,666.67 $833.32 $6,250.00 $1,232.86 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 2. Priority: Supporting Persons Experiencing Homelessness Making homelessness short, rare and non- reoccurring by supporting the work of emergency shelters and funding other basic needs. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. In FY 22/23, CORA successfully provided Safe Housing to 9 Redwood City clients seeking safe shelter. We also provided these clients with access to additional CORA supportive services including legal assistance and mental health services, longer-term transitional housing assistance, and referral to community resources. Across the county, CORA provided Safe Housing to 99 individuals (63 households). -80% of CORA's Safe House Program clients demonstrated an increase in self-sufficiency, improving the client’s ability to re-build a life free from abuse. -80% of clients that complete the Safe House Program will transition into safe housing. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: CORA operates San Mateo County’s only shelters for survivors of DV and their children. Lisa’s House, CORA’s largest shelter, is a three-floor apartment building with 22 beds that provides clients with up to an 8-week stay. Coni’s House is a residential home with six beds. Client advocates work with survivors to create a plan for self- reliance and empowerment; staff provide culturally appropriate wraparound support services in various languages. A Safe House/Emergency Housing success story: Lauren* (not her real name) came to CORA’s Emergency Shelter with her daughters seeking safety from her abusive partner. Her partner was constantly stalking her and controlling her whereabouts. When Lauren came to CORA, she felt she could finally breathe and instantly felt relieved and hopeful. In a matter of just three weeks, Lauren managed to enroll both of her children into schools nearby, find 2 jobs, and begin mental health services for her and her children. Shortly after, Lauren was able to secure her own apartment where she felt safe. With the support of CORA, Lauren was able to secure employment, and gain access to mental health services to help her and her family begin to cope and heal from all they have endured. 89 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 7/8 For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, and Twitter/X Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Flyers and brochures are published in English, Spanish, Chinese and Tagalog. c. How and where are the materials distributed? CORA’s outreach materials are available at CORA’s community and satellite offices and at medical offices including at Kaiser Permanente offices. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. yes 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) CORA will provide Safe House/Emergency Shelter to approximately 100 victims of domestic violence at 2 confidential CORA Safe Houses in San Mateo. Victims often flee violence with little more than the clothes they are wearing so in addition to shelter we supply emergency supplies of food, clothing and other basic necessities as well as access to CORA's legal assistance and mental health services. The level of services is tailored to the needs of individual clients. Source Committed Proposal Submitted To Be Determined 90 1/23/24, 11:23 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13769 8/8 Other Federal Funds $3,000 State/Local Funds $105,384 $50,000 $14,000 Private Funds $10,000 Other: $0 Total $118,384 $50,000 $14,000 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors CORA_safe_house_Board_Resolution_2023-2024_- _signed.pdf 2. Proof of 501(c)3 / tax-exempt status 501c3letter-9-5-2023_438_PM.pdf 3. By-laws Bylaws_as_Adopted_by_CORA_Board_of_Directors_v3- 1-15-2024_625_PM_1.doc 4. Articles of Incorporation Articles_of_incorporation_Certificate_of_Amendment-1- 15-2024_618_PM_1.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Board_of_Directors_Roster_2024.pdf 6. Organizational chart for entire organization 1.17.24_CORA_ORG_CHART.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. CORA_2022_-_FS_and_Report_-_FINAL-1-15- 2024_619_PM.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget CORAs_FY23-24_Agency_Budget.pdf 9. Mission Statement CORAs_Mission_Statement.pdf 10. Non-discrimination policy for Staff and Clients Nondiscrimination_Policy-1-15-2024.pdf 11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accomadation_Policy-clients_and-staff-1- 16-2024_631_PM_1.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) CORA_Code_of_Ethics_and_Conduct.pdf 13. Negotiated Rate Letter. (If required)Negotiated_Rate_Letter.pdf 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature CIndy Kilpatrick Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 14:18:31 91 Friends for Youth 92 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 1/9 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Friends for Youth 2. Project Title: Friends for Youth Mentoring Services We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget City of San Mateo $30,000 5% 0% $68.81 County of San Mateo $30,000 5% 0% $14.04 South San Francisco $12,500 2% 0% $347.22 Total $72,500 13% 2,608 100% $27.80 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. In our application and initial interview, we ask parents to self-disclose their income level, and can ask for income verification through tax returns or paystubs. Evidence of public benefits: We also ask families if they are enrolled in the free and reduced lunch program for proof of public benefits - information which we can cross reference and verify with their schools and school districts. 3. Project Address: 3460 W Bayshore Rd, Suite 203 City: Palo Alto Zip: 94303-4227 4. Provide a one sentence project summary: Friends for Youth (FFY) provides quality mentoring relationships and support services to underserved youth through community-based 1-to-1 mentoring and site-based group mentoring programs, along with wraparound, holistic services for youth and their families through our Whole Health for Youth Collaborative. Organization Address: 3460 W Bayshore Rd, Suite 203 City: Palo Alto Zip: 94303-4227 Organization Phone: 6503684464 Website: www.friendsforyouth.org Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Cecilia Chu Title: Executive Director Telephone: (650) 369-4464 Contact Email: cecilia@friendsforyouth.org Fax: 6. Name of Agency Director: Cecilia Chu 93 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 2/9 7. Fiscal Officer:Name: Monica Meija Email: monica@friendsforyouth.orgTelephone: (650) 482-2876 Fiscal Officer Address: 3460 W Bayshore Rd, Suite 203 City: Palo Alto Zip: 94303-4227 8. Authorized Signatory:Name: Cecilia Chu Email: cecilia@friendsforyouth.org Telephone: (650) 369-4464 Authorized Signatory Address: 3460 W Bayshore Rd, Suite 203 City: Palo Alto Zip: 94303 9. Please provide days and hours of regularly scheduled operation: Monday through Friday, 10 AM to 6 PM 10. SAM/UEI Number: 000194502985 Federal EIN/TIN Number: 94-2961034 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05O - Mental Health Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Friends for Youth (FFY) is a nationally recognized, award winning direct-service agency with over four decades of measurable success in mentoring and a 100% safety rating. Through our 1-to-1 and site-based group mentoring programs, FFY provides quality mentoring relationships for underserved youth who need support most, with the goal of empowering them to be mentally and behaviorally healthy, emotionally secure, and equipped with resiliency-building skills. FFY sees social and emotional learning as a critical component of present and future success. Adverse childhood experiences and trauma create additional barriers for youth, making it more difficult for them to envision positive futures for themselves. Before thinking about college or careers, we help youth think about themselves and their needs holistically. Our proprietary social and emotional learning (SEL) curriculum helps students develop skills and takeaway tools for each of the core social and emotional competencies: self- awareness, self-management, social awareness, relationships skills, and responsible decision making. It is our belief that through the power of mentoring, we can improve the lives of our young people who need someone in their corner. 13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The San Mateo County Office of Education has stated that San Mateo County’s school-aged children and youth are facing growing social-emotional, mental and behavioral health challenges - challenges which have been compounded by long-time socioeconomic inequities and the Covid-19 pandemic. The San Mateo County Coalition for Safe Schools and Communities launched United for Youth in partnership with San Mateo County Office of Education and San Mateo County Behavioral Health and Recovery services to prioritize opportunities to improve social and emotional well-being for school- and transitional-aged youth. Mentoring is recognized by mental health experts as a crucial PBIS Tier 2 preventative intervention, offering much-needed adult support. However, most youth-led and youth-serving mentoring programs for school- and transitional-aged youth are focused on college and career success, entrepreneurship, or academic support. Very few programs, if any, prioritize creating non- judgmental, safe spaces for trusted relationship building. FFY’s programs are solely focused on the social, emotional, and mental health of our youth, and provide safe spaces for youth to openly discuss their concerns and build social and emotional skills. To address language barriers, we offer intentional Spanish-speaking and bilingual mentoring programs, and are in the process of expanding our site-based group mentoring services to Borel Middle School, Aragon High School and Allcove San Mateo. 13B. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Dignity Health’s 2022 Community Health Needs Assessment (DGCHNA) provided essential statistics detailing youth needs within San Mateo County (SMC). While 29.9% of SMC teens needed help for emotional/mental health problems, only 16.5% received psychological or emotional counseling. 24.2% of 7th graders reported experiencing depression, and 16.3% of 9th graders and 17.6% of 11th graders reported having seriously considered suicide. The Sustainable San Mateo County (SSMC) 2023 Indicators Report echoed similar statistics, stating depression-related feelings have increased between 3% to 8% across grade levels, particularly with Black, Latinx, and Pacific Islander students. Respondents in the SMC 2023 CHNA were most critical of access to mental health services, with 40.1% rating ease of access to mental health care services as “fair/poor”. Residents in the SSMC 2023 Indicators Report further emphasized the importance of accessible and culturally competent mental health resources, highlighting that one-time interventions aren’t adequate and that there is a need for continuous mental health support. FFY’s mentorship programs, along with our collaborative WHY programs, bridge this gap and break through barriers such 94 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 3/9 as stigmatization, financial costs, language and educational gaps in order to reach our youth and families where they are at - in schools and in the community. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. 31% of youth survey respondents for the CCCS SSF Neighborhood Action Plan reported “never” or “rarely” having talked to a supportive adult about what they are thinking or feeling. In fact, 10% of 7th, 8th, and 11th grade students reported that no adult at their school notices when they are absent or not there. Many youth attributed not having supportive adults in their lives to parents working long hours to keep up with rising costs of living and unaffordable housing. This action plan has identified increasing prevention and early intervention for mental health issues and substance use as a key strategy and outcome for South San Francisco, and promoting social-emotional learning has been identified as the sole Tier 2 strategy for achieving this desired outcome. The Kaiser Permanente SSF 2022 Community Health Needs Assessment also identified mental & behavioral health as the top priority for the SSF service area, with community leaders highlighting the need for culturally and linguistically relevant mental health support, increased education regarding available services, and meeting families in places they already frequent. Between our WHY warm handoffs, streamlined internal referral process and Promotores outreach, FFY seamlessly connects youth and their families to culturally and linguistically relevant wraparound support services. Most importantly, however, our mentorship programs provide youth with trusted adults who show up consistently in their lives. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. JUNE 2024: - Recruitment and Outreach - 1-to-1 Mentoring Cohort 01 Match JULY 2024: - Planning meeting with all community school coordinators AUGUST 2024: - Recruitment and Outreach - Group Mentoring Program Orientation at school and community sites SEPT 2024: - 1-to-1 Mentoring Cohort 02 Match - Start Group Mentoring Programs DEC 2024: - 1-to-1 Mentoring Cohort 03 Match - End of year survey for group mentees - End of year evaluation survey for 1-to-1 mentors and mentees - End of year career field trip for group mentees + End of year group activity for 1-to-1 mentees JAN 2025: - Return to group sessions weeks 13-24 SEL curriculum FEB 2025: - 1-to-1 referral partner check ins MAR 2025: - 1-to-1 Mentoring Cohort 04 Match - 1-to-1 mentee recruitment and outreach APRIL 2025: - Referral partner presentations MAY 2025: - Recruitment for 1-to-1 group mentors referrals for students to summer programs JUNE 2025: - End of school year celebration + End of year outcome evaluation 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments 95 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 4/9 of goals to date. 1-to-1 Mentoring: - Match Rate: Achieve a rate of matching 30 high quality 1-to-1 mentorships per year by 2026 - Satisfaction Rate: Maintain our current rate of 90% of 1-to-1 mentees being “satisfied” or “highly satisfied” with their experience - Completion Rate: 25% increase in the % of mentorships that last a full year (from 50% in 2022-23 to 75%) - Mentorship Duration Length: 90% of mentorships reach the 6 months minimum duration - Mentor Support: Increase support and resources for mentors Group Mentoring: - Number of Youth Reached: Reach 50% more school year and summer kids (420) by 2025 - Mentorship Availability: Group mentoring is available in elementary (5th and up) through high school for all the districts we currently serve (2022-23 Redwood City School District, Sequoia Union High School District, and San Mateo Foster City School District) - Expansion: Group mentoring is made available in San Mateo Union High School District by 2025 (Aragon High, San Mateo High, and/or Capuchino High, Mills High) - Satisfaction Rate: Maintain our current rate of 90% of Group mentees being “satisfied” or “highly satisfied” with their experience - Completion Rate: Increased completion rate of youth in group mentoring (from 60% to 75%) FFY prioritizes community-based research and client-centered design, conducting annual needs assessments and mid-year check-ins to tailor our services based on qualitative feedback, stories, and quotes 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. FFY is the backbone agency of the Whole Health for Youth (WHY) Collaborative, a multi-agency partnership that aims to improve youth mental health and wellness through coordinated prevention and early intervention services, as well as mental health and wellness education for parent, caregivers, and supporting staff and volunteers. Through our collaborative warm handoffs and streamlined internal referral process, we build bridges within communities and seamlessly connect youth and their families to necessary support services offered by our nonprofit partners. Our core partners include Siena Youth Center, Pal Center, and One Life Counseling Center, along with a larger network of school and community supporting partners. Together, we have provided 85+ bilingual trainings, launched 60+ wellness programs, facilitated 250+ referrals to mental health & wellness services, and collectively served 5,700+ youth & families. We hope to prove that by working together, nonprofits can reduce duplicative services, increase access and field expertise, multiply impact and serve communities holistically with more breadth and depth. WHY programming includes weekly group mentorship, bilingual individual therapy, and mental health workshops for youth, along with weekly therapy groups, monthly support groups, and fitness and mental health workshops for parents and caregivers. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Youth and their caregivers have made it abundantly clear that the burdening cost of living crisis, compounded by the pandemic, is placing youth and families under increased stress and directly contributing to the declining social, emotional, mental and behavioral health of our youth. Several community members have voiced the need for culturally and linguistically relevant services, given that accessing mental health services can often be seen as a sign of weakness and is highly stigmatized in BIPOC communities. It is not only necessary that adults supporting youth mental health speak the languages of the communities that our youth and families come from, but also that they understand the socioeconomic and cultural context which uniquely shapes barriers to accessing services provided by the city and county. Organizationally, we have seen a decrease in individual fundraising, while simultaneously facing a steep increase in need for mentoring services and case management, as the number of youth, schools and community sites on our waitlists for our 1-to-1 and group mentoring programs continue to grow. However, we are struggling to meet this need due to limited staff capacity. Receiving funding would allow us to hire more staff to serve the numerous schools and community sites on our group mentoring program waitlist, and also allow us to expand our efforts to get the youth on our 1-to-1 waitlist paired with a trusted, caring adult mentor. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - 96 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 5/9 regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 60 15 60 15 Redwood City 884 221 1,604 401 City of San Mateo 268 67 436 109 County of San Mateo 1,244 311 2,136 534 South San Francisco 32 8 36 9 Totals 2,488 622 4,272 1,068 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%109 100% White and not Hispanic 45,240 46.54% 6 5.50% White and Hispanic 25,815 26.56% 83 76.15% Asian 18,153 18.67% 3 2.75% African American 2,099 2.16% 3 2.75% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 14 12.84% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%656 100% White and not Hispanic 280,550 36.70% 24 3.66% White and Hispanic 181,937 23.80% 533 81.25% Asian 250,737 32.80% 11 1.68% African American 20,640 2.70% 19 2.90% Pacific Islander 10,702 1.40% 17 2.59% Native American 6,880 0.90% 2 0.30% Other 12,996 1.70% 50 7.62% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%17 100% White and not Hispanic 23,760 37.34% 5 29.41% White and Hispanic 21,645 34.02% 8 47.06% Asian 23,293 36.61% 0 0.00% African American 1,625 2.55% 1 5.88% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% 97 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 6/9 Other 9,598 15.08% 3 17.65% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: In our collaborative, we are interested in partnering with agencies that serve indigenous, LGBTQIA+, and Pacific Islander populations. We have staff on our team that identify in these minority groups, who can and will improve affirmative outreach efforts. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. SV2 $25,000 per year from 2023-2026 Sequoia Healthcare District $143,000 PwC ReImagine Grant $25,000 San Mateo County Measure K $50,000 City of Sunnyvale $15,000 Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Executive Director Cecilia Chu Program Management, Evaluations and Analysis, MSW Graduate Student Intern Program Masters of Social Work, Columbia University B.S. Environmental Sciences, UC Berkeley B.A. Art, UC Berkeley Minor in Education, UC Berkeley SIFI-certified Field Instructor, 10+ years of youth development experience, Associate Social Worker and LCSW- candidate Director of Operations Monica Meija Day-to-Day Operations, Program Management, Evaluations and Analysis B.A. in Psychology, 10 years of non-profit experience, Expertise in program and project management, Redwood City and North Fair Oaks Resident, Spanish-speaker Program Manager Jasmine Cardenas School-based Group Program and SEL curriculum B.A. Sociology, trained in Mental Health First Aid, 6+ years of youth development experience, Spanish- speaker Partnerships Coordinator Ryan Campagna Whole Health for Youth Initiative, collaboratives and community partnerships B.A. Psychology, MSW San Francisco State, Former Program Director, 20+ years of nonprofit experience Program Coordinator Yanhia Crespin School-based Group Program Facilitation, Mentor Recruitment, Case Management, Whole Health for Youth events and outreach 5+ years of youth development experience, Child Development studies, Certified in Conflict Mediation, Spanish-speaker Program Associate Fany Villalobos Assistance with School-based Group Program Facilitation, Whole Health for Youth events and outreach B.A. Criminal Justice 3+ years of youth development experience, San Mateo Native, Spanish-speaker Program Coordinator Daisy Fernandez Case Management and Mentee Mentor Matching for 1-to-1 Mentorship Program BSW and In-Progress MSW, 2+ years of Youth Development and case management experience 98 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 7/9 Program Coordinator Joshua Selvaratnam Case Management and Mentee Mentor Matching for 1-to-1 Mentorship Program B.A. in International Relations, 1+ years of case management and outreach coordination experience Program Associate Bhavya Jha Assistance with School-based Group Program Facilitation, Whole Health for Youth events and outreach B.A in Sociology, M.A. in Conflict Transformation and Social Justice, Trained in Mental Health First Aid Development Associate Eunice Navarro Assistance with School-based Group Program Facilitation, Whole Health for Youth events and outreach Former FFY mentee, 10+ years with the organization, 5+ years of youth development experience PROPOSED PROGRAM BUDGET FOR FY 2024-25 City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested Pgm%Requested Labor Executive Director $120,000 50% $60,000 0% $0 0% $0 0% $0 0%$0 Director of Operations $87,500 50% $43,750 0% $0 0% $0 0% $0 0%$0 Program Manager $65,000 100% $65,000 8% $5,000 8% $5,000 8% $5,000 23%$15,000 Partnerships Coordinator $65,000 10% $6,500 0% $0 0% $0 0% $0 0%$0 Program Coordinator $51,000 100% $51,000 10% $5,000 10% $5,000 5% $2,500 25%$12,500 Program Associate $48,000 100% $48,000 10% $5,000 10% $5,000 5% $2,500 26%$12,500 Program Coordinator $53,500 100% $53,500 9% $5,000 9% $5,000 5% $2,500 23%$12,500 Program Coordinator $52,000 100% $52,000 10% $5,000 10% $5,000 0% $0 19%$10,000 Program Associate $53,000 100% $53,000 9% $5,000 9% $5,000 0% $0 19%$10,000 Development Associate $49,000 30% $14,700 0% $0 0% $0 0% $0 0%$0 Taxes/Benefits $88,215 80%$70,625 0% $0 0% $0 0% $0 0%$0 Other Direct Costs Mentor Screening/Training $5,000 100% $5,000 0% $0 0% $0 0% $0 0%$0 Mentorship Activities $22,000 100% $22,000 0% $0 0% $0 0% $0 0%$0 Mentor Recruitment/Management $15,000 100% $15,000 0% $0 0% $0 0% $0 0%$0 Insurance $17,000 100% $17,000 0% $0 0% $0 0% $0 0%$0 Modified Total Direct Costs (MTDC)$791,215 73%$577,075 5% $30,000 5% $30,000 2% $12,500 13%$72,500 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 0%0% 0% 0% 0% Indirect costs $0 $0 $0 $0 $0 $0 Direct Costs Not MTDC Partnership Allocation $88,000 0% $0 0% $0 0% $0 0% $0 0%$0 TOTAL $879,215 66%$577,075 5%$30,000 5%$30,000 2%$12,500 13%$72,500 Number of Individual Beneficiaries 436 2,136 36 2,608 Cost per Individual $68.81 $14.04 $347.22 $27.80 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing 99 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 8/9 SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, LinkedIn, X, YouTube Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Our fliers, applications and surveys are available in Spanish. c. How and where are the materials distributed? Materials are distributed through social media posts, outreach events such as tabling and community health fairs, and by advertising fliers in community coffee shops and public spaces. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. Yes 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) The only budget lines we are requesting are for program staff salaries and fringe benefit costs. Our direct service programs are run by our Program Associates, Coordinators and Managers. Staff time covers costs for: - Outreach and volunteer recruitment, 18% of all inquiries become mentors on average - Curriculum development, 500 hours of staff time - Session and activity facilitation for 30 weeks during the school year - Weekly case management for each mentee and their family Source Committed Proposal Submitted To Be Determined Other Federal Funds State/Local Funds Private Funds Other: Total $0 $0 $0 End of the San Mateo County section 100 1/23/24, 11:28 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13862 9/9 ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors SMC_and_Sunnyvale_Authorization_Document.doc 2. Proof of 501(c)3 / tax-exempt status FFY_501c3_tax_exempt_letter.pdf 3. By-laws 2016-FINAL-BYLAW-REV_JAN_2020.docx 4. Articles of Incorporation FFY_Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term BoD_Roster_2024-01.pdf 6. Organizational chart for entire organization 2023_FFY_Organizational_Chart_and_Job_Matrix_IN_PROGRESS.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. FFY_FY21-22_Apl_2021-March_2022_CPA_Financials_Final.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget __MASTER_2024_BUDGETS_AND_WORKSHEETS_- _2._2024_AGENCY_BUDGET_2.pdf 9. Mission Statement Screenshot_2024-01-18_at_2.14.46_PM.png 10. Non-discrimination policy for Staff and Clients FFY_Non-Discrimination_Policy_2017.pdf 11. Reasonable Accommodations Policy for Staff and Clients FFY_Accessibiity_Policy_.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) FFY_Conflict_of_Interest_2020.pdf 13. Negotiated Rate Letter. (If required)2020- 21_Mentoring_Programs_End_of_Year_Outcome_Evaluation_2.pdf 14. Other - 2022-2023 Annual Program Report 2022-2023_Annual_Report.pdf If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Cecilia Chu Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 16:09:17 101 Human Investment Project (HIP) Housing 102 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 1/11 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Human Investment Project, Inc. 2. Project Title: Affordable Housing Programs We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget City of San Mateo $25,000 1% 0% $1,000.00 South San Francisco $12,000 0% 0% $857.14 Total $37,000 1% 39 100% $948.72 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. As a requirement of participation in the programs, applicants must provide documentation of their source(s) of income, including paycheck stubs, bank statements, tax returns, income award letters, confirmation of support from family or other sources, etc. Additionally, applicants sign an Income Documentation form confirming their source(s) of income and annual income amount. 3. Project Address: 800 S. Claremont St., # 210 City: San Mateo Zip: 94402-1450 4. Provide a one sentence project summary: HIP Housing’s Affordable Housing Programs are multifaceted and provide housing and/or case management support to individuals in the Home Sharing, Self-Sufficiency, and Housing Readiness Programs as well as in HIP Housing’s owned or managed properties, all of which prevent homelessness, maintain housing affordability, and increase access to housing resources for those who live, work, or attend school in San Mateo County. Organization Address: 800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450 Organization Phone: (650) 348-6660 Website: www.hiphousing.org Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Laura Fanucchi Title: Director of Programs Telephone: (650) 348-6660 Contact Email: lfanucchi@hiphousing.org Fax: (650) 348-0284 6. Name of Agency Director: Kate Comfort Harr 103 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 2/11 7. Fiscal Officer:Name: Ghion Dessie Email: gdessie@hiphouinsg.org Telephone: (650) 348-6660 Fiscal Officer Address: 800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450 8. Authorized Signatory:Name: Kate Comfort Harr Email: kcomfort@hiphousing.orgTelephone: (650) 348-6660 Authorized Signatory Address: 800 S. Claremont St., #210 City: San Mateo Zip: 94402-1450 9. Please provide days and hours of regularly scheduled operation: Our business hours are 8:30 am to 5:00 pm, Monday through Friday. 10. SAM/UEI Number: RA1XSFF29QK1 Federal EIN/TIN Number: 94-2154614 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. HIP Housing’s Affordable Housing Programs prevent homelessness, maintain housing affordability, and increase access to housing resources. The Home Sharing Program creates new affordable housing County-wide by matching people who have space in their home with people who are searching for an affordable place to live. Activities include: screening applicants; referring potential housemates to each other; guiding clients through the match process, and ongoing support after a match is made. The Self-Sufficiency Program offers a 1-5 year rental scholarship and coaching support for low income parents and/or transitional age foster youth who are in school. Activities include: monthly case-management meetings to review budget, education, and parenting goals; Life Skills workshops; rent scholarship; mental health counseling; and referrals to community resources. The Housing Readiness Program empowers San Mateo County community members to navigate our complex local housing landscape. People who contact our agency will be provided with housing resources, assistance with completing housing applications, and other assistance. The Property Development and Management division provides affordable housing to low-income individuals and families, ensuring their long-term housing stability. HIP Housing owns 1 property in SSF and 6 in the City of San Mateo. We do third-party property management or compliance work for 4 additional properties in the City of San Mateo. 13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Throughout the County of San Mateo, we seek to be a global hub for biotechnology and innovation. Yet, the housing supply in the City of San Mateo has not kept pace with job growth. This has a disproportionate negative effect on low-wage workers, families, and seniors. The average rent for an apartment in the City of San Mateo is $3311 per month, according to Rentcafé.com. An employee earning minimum wage in the City would need to work 191 hours in a month just to afford this rent alone. The Affordable Housing Programs serve individuals who live, work, attend school, or have a housing voucher in San Mateo County. The target population for the Home Sharing Program is primarily older adult Home Providers with extra space and low-income individuals either through income, age, or disability, who are seeking housing. The target population for the Self-Sufficiency Program is families with dependent children and transitional-aged foster youth (with or without children) whose adults are enrolled in an educational program leading to advancement in their career and economic stability. The Housing Readiness Program's target population includes anyone who contacts HIP Housing for housing resources and needs support in navigating the complex housing landscape in our County. Extremely low-income older adults will receive weekly case management support to improve their access to housing resources. 104 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 3/11 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The City of South San Francisco is a global hub for biotechnology and innovation. Yet, the housing supply in the City has not kept pace with job growth. This has a disproportionate negative effect on low-wage workers, families, and seniors. The average rent for an apartment in South San Francisco is $2,977 per month, according to Rentcafé.com. An employee earning minimum wage in the City would need to work 173 hours in a month just to afford rent alone. The Affordable Housing Programs serve individuals who live, work, attend school, or have a housing voucher in San Mateo County. The target population for the Home Sharing Program is primarily older adult Home Providers with extra space and low-income individuals either through income, age, or disability, who are seeking housing. The target population for the Self-Sufficiency Program is families with dependent children and transitional-aged foster youth (with or without children) whose adults are enrolled in an educational program leading to advancement in their career and economic stability. The Housing Readiness Program's target population includes anyone who contacts HIP Housing for housing resources and needs support in navigating the complex housing landscape in our County. Extremely low-income older adults will receive weekly case management support to improve their access to housing resources. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. In FY 2024-2025, our goals and activities will include: Home Sharing Program: Interview, screen, and provide housing assistance to 60-80 people who live or work in SSF and 60-80 people who live or work in San Mateo. Place individuals in a new home sharing arrangements (7 in SSF and 7-10 in San Mateo) Provide ongoing follow-up support residents who entered home sharing matches in previous years (30 in SSF and 60 in San Mateo) Self-Sufficiency Program: Interview 3-5 low-income families with dependent children or Transitional Aged Foster Youth in both SSF and San Mateo whose educational goals will lead to economic self-sufficiency. Place 1-2 SSF households and 1-2 San Mateo households in housing either in one of HIP Housing’s four group share homes or with support of a housing scholarship in a unit rented on the open market. Conduct monthly case management with 4-6 SSF families and 7-10 San Mateo families to provide support on financial, parenting, mental health, and educational needs. Housing Readiness Program: Provide housing assistance and community resources to 100-120 SSF residents and 100-120 San Mateo residents who contact our agency for information, and follow-up with callers one month after the initial contact to determine what additional assistance they need with navigating housing applications. Case-Manage 15-20 older adults from SSF and 30-40 older adults from San Mateo. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. HIP Housing’s Affordable Housing Programs are evaluated on and tracked in program databases to help us assess: Number of clients and households served Number of intake calls and referrals provided Number of clients placed in housing arrangements Number of clients receiving case management Income level of clients Affordability of housing Length of time client remains housed Current grant funds, which we received to support only our Home Sharing Program in the current fiscal year, have enabled us to: 105 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 4/11 Respond to 30 inquiries from SSF residents and 83 inquiries from San Mateo residents. Interview and screen 31 Home Sharing Program applications in SSF and 36 in San Mateo and provide case management support. Place 5 San Mateo residents in new Home Sharing matches. Maintain Home Sharing match arrangements for 21 residents in SSF and 60 in San Mateo Conduct community outreach to raise awareness of the program in the community 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Finding a safe, affordable place to live is only one piece of the puzzle for our clients. We have built strong partnerships with a number of organizations that provide a wide variety of resources to those we serve. We, in turn, provide affordable housing information, resources, and opportunities to individuals and families referred to us by other agencies. Programs we work with include: Cal State East Bay, SJSU, and Eastside College Preparatory School – provide interns CORE Community Centers – provide rent assistance, shelter referrals, etc. Legal Aid and Project Sentinel – provide legal advice Peninsula Conflict Resolution Center – provides conflict resolution training for Home Sharing Coordinators Life Moves – provides housing resources for shelter clients and Life Moves staff smchousingsearch.org – posts information about HIP Housing’s Home Providers 2nd Harvest of Silicon Valley - collaborates on making referrals for SSP clients needing food resources San Mateo County’s Independent Living Skills networking group – shares best practices and resources that are available for Transitional Aged Foster Youth. CORA’s TDAH (To Do At Home) program - provides families with children between 0-5 with a TDAH activity bag to build connections between parents and kids to prevent domestic violence One Life Counseling Center and other mental health clinicians provide services in which HIP Housing pays for up to 10 sessions 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The lack of affordable housing has led to economic insecurity and mass displacement of low-income residents. The population of older adults is growing at historic rates. The Harvard Joint Center for Housing Studies projects that households headed by adults 80 and older will double by 2040 to 17 million. Researchers at UCSF estimate that among single, unhoused individuals in California aged 50 and over, 41% first became homeless at age 50 or older. An increase in low-income seniors referred to HIP Housing requires staff to administer intensive assistance. Seniors facing homelessness face enormous stress and trauma that can exacerbate other health conditions. Home Sharing clients cite many reasons that Home Sharing is one of their only options for secure housing: extra income to pay mortgage and rent; rising utility expenses; homelessness; overcrowding; uninhabitable living conditions; job relocation; rental increase. One challenge is the disparity between what Home Providers need to charge for rent and what Home Seekers can afford to pay. Self-Sufficiency Program families lack the resources to afford housing while trying to focus on their education. We currently have a waiting list for families who seek a housing scholarship. Families are staying in the program longer due to the rising cost of living, which impacts their ability to afford housing. The impact of our Housing Programs will be considerably lessened without funding from the City. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. 106 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 5/11 Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City City of San Mateo 21 18 25 22 County of San Mateo South San Francisco 10 7 14 11 Totals 31 25 39 33 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other Homeless, At Risk of Becoming Homeless, Seniors 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%60 100% White and not Hispanic 45,240 46.54% 9 15.00% White and Hispanic 25,815 26.56% 13 21.67% Asian 18,153 18.67% 7 11.67% African American 2,099 2.16% 5 8.33% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 3 5.00% Other 3,823 3.93% 23 38.33% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%35 100% White and not Hispanic 23,760 37.34% 6 17.14% White and Hispanic 21,645 34.02% 12 34.29% Asian 23,293 36.61% 9 25.71% African American 1,625 2.55% 2 5.71% Pacific Islander 1,111 1.75% 1 2.86% Native American 395 0.62% 2 5.71% Other 9,598 15.08% 3 8.57% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: To ensure that our programs are informed by the populations we serve, we conduct multiple client surveys that provide insight into what works well and where we can improve. And, our agency is always searching for opportunities that will enable us to share information about our programs through outreach activities to all ethnic and racial groups in the County. Program materials are available in Spanish, English, Mandarin, Cantonese, and Tagalog. Staff speak a variety of languages including: Spanish, Tagalog, Mandarin/Cantonese, German, Indonesian, Italian, some being certified in Spanish to work directly with Spanish-speaking clients. HIP Housing has a DEI committee that directs DEI efforts for the agency and informs the use of a DEI and trauma- sensitive lens when working with program clients. 107 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 6/11 Outreach activities include: Networked with the PACIFIC ISLANDERS' CULTURAL ASSOCIATION, Latino Commission, Multicultural Institute, Puente Participated in events during Active Aging Week, Earth Day, National Night Out, CSM Farmers Markets, the Primary school in East Palo Alto Presentations for staff of Star Vista, Center for the Independence of Persons with Disabilities, San Mateo county libraries, El Concilio, Job Train, Life Moves, Samaritan House, Peninsula Family Services Networking groups such as the Pacifica Collaborative, Age Forward Coalition, San Mateo/Foster City schools group, Immigrant Welcoming Committee, OYA Latin X conference 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. HIP Housing operates on a robust and sustainable earned-income model, which allows us to generate a substantial amount of our income through property development and management fees, as well as rent. Today, we generate enough earned income to cover all of our administrative costs. For FY 2023-2024, we have received support from municipal governments across San Mateo County, as well as foundations and corporations, including: General support: Palo Alto Community Fund: $10,000 Mervyn L. Brenner Foundation: $1,500 Sunlight Giving: $55,000 Chan Zuckerberg Initiative: $62,500 Atkinson Foundation: $15,000 Sobrato Family Foundation: $100,000 Bank of America: $100,000 David and Lucile Packard Foundation: $75,000 Leslie Family Foundation: $1,000 Home Sharing Program: Sutter Health Mills Peninsula: $65,000 United Way Bay Area: $20,000 Bank of the West: $15,000 Wells Fargo: $20,000 Self Sufficiency Program: Sobrato Family Foundation: $180,000 Grove Foundation: $50,000 Kaiser Permanente: $25,000 JH Robbins Foundation: $5,000 Sand Hill Foundation: $60,000 U.S. Bank: $50,000 Housing Readiness Program: San Mateo County Housing Authority $16,000 We expect renewed funding for FY 2024-25 from most (but not all) of these sources, and we continue to actively seek new funding sources, especially for the Housing Readiness Program. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Director of Programs Laura Fanucchi Oversees the activities of the Home Sharing, Self Sufficiency, and Housing Readiness Programs including: staffing, training, volunteer coordination, reporting, and outreach. Laura has worked for HIP Housing since 1992 as the Director of Programs and has over 35 years of experience in the field. She holds a bachelor's degree in 108 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 7/11 Psychology from the University of San Francisco. She is the Vice President of the National Shared Housing Resource Center and provides technical assistance to nonprofits regarding developing Home Sharing Programs throughout the country. She is also a member of the Dignity Community Advisory Committee of Sequoia Hospital. Home Sharing Program Manager Laura Moya Manages Home Sharing staff and special outreach and collaboration for the program, and provides support. Laura holds a Bachelor of Arts degree in Hispanic Studies with a concentration in Multicultural Studies. She has completed a 40-hour domestic violence training program and is a graduate of Toastmasters, the Engaged Latina Leadership Activists (ELLA) Program, and the Chamber Leadership Program. Laura is an active member of the San Mateo Community and serves as a mentor for students looking to enter the nonprofit sector. Additionally, Laura is a dedicated member of the Orgullo y Educación (OYE) Annual Conference Planning Committee. This committee is committed to creating an inclusive space for Latinx youth to explore their identities, deepen their interests, and receive support to pursue future goals. Laura is bilingual, proficient in both Spanish and English. Senior Home Sharing Coordinator (South County) Barbara Liedtke Coordinates South County Home Sharing activities and conducts outreach for the area. Provides counseling for clients. Supervises and provides support to the North County Home Sharing Coordinator. Barbara has nearly 35 years of experience in social work. She holds a BA from San Francisco State University and completed graduate coursework at Universidad Iberomericana in Santo Domingo. She is trilingual in English, Spanish, and German. Senior Home Sharing Coordinator (Mid- County) Debra Smith Coordinates Mid-County County Home Sharing activities and conducts outreach for the area. Provides counseling for clients. Supervises and provides support to the Coastside Home Sharing Coordinator. Debra has nearly 25 years of experience as a Home Sharing Coordinator. She is a graduate of the Chamber Leadership Program and a Notary Public. Office Manager Sue Kallstrom Lead staff member fielding incoming calls and provides initial caller assessments Sue Kallstrom has worked for HIP Housing for over 15 years. 109 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 8/11 along with housing and community resource information. Self Sufficiency Program Manager James Simmons Manages all aspects of the Self Sufficiency Program including supervising staff, leading the Nurturing Fathers Program, developing program policies and procedures, conducting case management with clients and serving on the HIP Housing Diversity, Equity, and Inclusion council. James holds a BA in Psychology from Fordham University and certificates of Specialty in Biblical Studies and Human Resources from Jubilee Christian Center and the College of San Mateo, respectively. James is also a certified conflict resolution mediator through the Peninsula Conflict Resolution Center. He has 23 years of experience working in the fields of alcohol and drug abuse recovery, housing insecurities, mental health, and educational/vocational services with a focus on youth and young adult development in collaboration with the foster care and justice systems in California’s Greater Bay Area. Over the last ten years, James has been developing and providing fatherhood-specific support services. Self Sufficiency Client Services Manager Shirley Suprapto Case manages Self Sufficiency Program clients, supervises the MSW interns and is also the agency’s lead coordinator for trauma-informed care systems Shirley Suprapto, ASW, MSW, has over 25 years of experience in the social service sector, with 20 years working in the Home Sharing and Self-Sufficiency Program departments. Self Sufficiency Program Case Manager Vitani Taamu Case manages Self Sufficiency Program clients Vitani Taamu has 9 years of experience in social work. She graduated from San Jose State University in 2013 with a Bachelor's in Behavioral Science and a double major in Sociology, spending a semester studying abroad in Melbourne, Australia. Self Sufficiency Program Specialist Tafisi Suafai Provides administrative and outreach support to the Self Sufficiency Program and and clients Tafisi has 6 years of experience including serving as a Care Coordinator for HealthRight 360, Program Leader for BACR for youth, and in her current role as the SSP Specialist. Housing Readiness Program Coordinator Montserrat Zamora Olivares Coordinates all aspects of the program including case management of older adults, supervision of MSW intern, monitoring client follow-up calls, development of resource guides, offering services in Spanish. Montserrat has a Bachelor ’s in Social Work with a certification in Spanish and will complete a Master ’s in Social Work from San Jose State in May 2024. She started as the HRP coordinator in August 2022 and has worked for several 110 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 9/11 social service organizations since 2010. PROPOSED PROGRAM BUDGET FOR FY 2024-25 City of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested Pgm%Requested Labor Salaries $1,751,977 80% $1,393,736 2% $22,500 1% $12,000 2%$34,500 Bonus Expense $30,900 81% $24,900 0% 0% 0%$0 Payroll Processing Fees $9,366 81% $7,547 0% 0% 0%$0 Unemployment Compensation $3,520 80% $2,817 0% 0% 0%$0 Workers Comp $11,811 78% $9,205 0% 0% 0%$0 Taxes/Benefits $427,068 80%$343,223 1% $2,500 0% $0 1%$2,500 Other Direct Costs Administrative Expenses $421,129 80% $336,903 0% 0% 0%$0 Operating and Maintenance $261,066 80% $208,853 0% 0% 0%$0 Service Expense $226,476 100% $226,476 0% 0% 0%$0 Fundraising Expenses $73,963 77% $57,171 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$3,217,276 81%$2,610,831 1% $25,000 0% $12,000 1%$37,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) Indirect costs $0 $0 $0 $0 $0 TOTAL $3,217,276 81%$2,610,831 1%$25,000 0%$12,000 1%$37,000 Number of Individual Beneficiaries 25 14 39 Cost per Individual $1,000.00 $857.14 $948.72 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Twitter, Instagram, YouTube channel, Linked In, postings on nextdoor and craigslist Other - Please describe: tabling events, flyering, monthly eblast to libraries, schools, fa b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? 111 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 10/11 Program flyers and postcards are translated into Spanish, Tagalog, and simplified Chinese,. Outreach presentations are conducted in English and Spanish. During tabling events, volunteers and staff who are bilingual in various languages often participate. Monthly Home Sharing Program flyers that describe available rooms for rent and persons seeking housing are translated to Spanish. HIP Housing’s recyclable bags that are used for outreach purposes have content translated to Spanish. Program and property staff speak a variety of languages including: Spanish, Tagalog, Mandarin/Cantonese, German, Indonesian, Italian, some being certified in Spanish to work directly with Spanish-speaking clients. c. How and where are the materials distributed? Program flyers are posted on HIP Housing’s website and are distributed monthly during an email e-blast, which gets reshared with potential applicants and/or posted. Outreach materials that are translated to other languages are distributed at tabling and other outreach events. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors 2023- 24_HIP_Housing_Signer_Resolution__9_26_.23.pdf 2. Proof of 501(c)3 / tax-exempt status HIP_IRS_Determination_Letter_June_2006.pdf 3. By-laws HIP_Housing_Bylaws.pdf 4. Articles of Incorporation HIP_Housing_Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term 2023_-_24_HIP_Board_Roster__11.21.23.docx 6. Organizational chart for entire organization HIP_Housing_org_chart.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. Human_Investment_Project_Inc._6-30- 22_FINAL_Audit.pdf Award_Certification_2021-22.pdf Award_Certificatiom_2022-23.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget HIP_Programs_FY_23-24_and_FY_24-25.pdf 9. Mission Statement Mission_Statement.docx 10. Non-discrimination policy for Staff and Clients Non-Discrimination_Policy.docx 11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accomodations_Policy.docx 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.docx 13. Negotiated Rate Letter. (If required) 14. Other - Note on outcome chart and budget Note_on_outcomes_chart_and_budget.docx If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Laura Fanucchi Date Signed 01/17/2024 112 1/23/24, 11:29 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13567 11/11 Initially submitted: Jan 17, 2024 - 16:04:47 113 Legal Aid Society 114 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 1/7 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Legal Aid Society of San Mateo County 2. Project Title: HomeSavers Preserving Affordable Housing We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget City of San Mateo $12,900 1% 0% $100.00 South San Francisco $12,300 1% 0% $100.00 Total $25,200 2% 252 100% $100.00 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. All Legal Aid SMC clients are required to complete a declaration of household income, which they must sign under penalty of perjury, either on a paper intake form or electronically through the online intake system. We request that clients bring source documentation of income for all household members, if they have it, to their intake interview, or upload documentation to the online intake system. Documentation provided can include recent bank statements or tax returns, two consecutive paycheck records from an employer, a statement of benefits from a government agency, or proof of receipt of a government benefit (such as MediCal or EBT card). Clients who are unable to upload source documents complete an income self-certification. Client income declarations, documentation, and self-certifications are maintained in the electronic case file. 3. Project Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 4. Provide a one sentence project summary: Legal assistance to people threatened with losing their homes or living in substandard conditions with the goals of keeping people in their homes; preventing homelessness through the enforcement of legal rights, in and out of court; and remedying substandard living conditions through advocacy. Organization Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 Organization Phone: 650-558-0915 Website: www.legalaidsmc.org Type of Applicant: Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Maria Chatterjee Title: Housing Program Operations Manager Telephone: 650-517-8939 Contact Email: mchatterjee@legalaidsmc.org Fax: 650-517-8973 115 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 2/7 6. Name of Agency Director: M. Stacey Hawver 7. Fiscal Officer:Name: Allison Marseille Email: amarseille@legalaidsmc.orgTelephone: 650-517-8916 Fiscal Officer Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 8. Authorized Signatory:Name: M. Stacey Hawver Email: mshawver@legalaidsmc.orgTelephone: 650-517-8917 Authorized Signatory Address: 330 Twin Dolphin Drive, Suite 123 City: Redwood City Zip: 94065-1455 9. Please provide days and hours of regularly scheduled operation: Monday to Friday, 9 am - noon, 1-5 pm 10. SAM/UEI Number: RV3HNNQ1TFH4 Federal EIN/TIN Number: 94-1451894 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05C - Legal Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Program Objective: Legal Aid SMC keeps low-income tenants in their affordable homes by defending them against illegal and unfair evictions through in-court representation and assistance and out-of-court advocacy. We provide legal representation, advocacy, advice and other services to approximately 50 households per month and answer dozens of tenant questions through phone consultations each week. Services are provided in person in our Redwood City office, and in weekly housing clinics in the community. We also provide services remotely for those with mobility or transportation issues. Key Priorities: Legal Aid SMC strives to provide low-income clients with legal representation, advocacy, or the knowledge and practical assistance they need to more effectively advocate for themselves and their families with the goal of preserving their affordable housing and preventing them from becoming homeless or being displaced from their community. Specific Activities: Legal Aid SMC attorneys, project staff, and trained pro bono attorneys represent clients in court, advocate for their legal rights out of court, consult one-on-one with clients to answer questions, provide legal advice, help with the completing of legal paperwork, and explain what to expect in the county's housing courts. Legal Aid SMC is also able to aggregate eviction data to track rends and impacts in specific cities. 13A. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Rents are extremely high for families with low and moderate incomes living in San Mateo and throughout the county. Many households' incomes have not kept pace with the rise in rents, and high inflation has further eroded many tenants' ability to pay their monthly expenses. As a result, many members of our community working in the service sector and in blue-collar jobs struggle to keep their place in our community. The median income of our San Mateo clients last year was $25,200. A market-rate apartment is out of reach for our clients, and the cost of moving is prohibitive. It is critical that these families maintain their current housing whenever possible, and the primary factor that influences this outcome is timely legal help in defending an eviction. Tenant protections, like all laws, are only effective when there are attorneys to enforce them. Utilization of available tenant protections, like those provided in the Tenant Protection Act, is also dependent on tenants' knowledge of their rights and ability to assert them. Tenant education and access to legal services is key to keeping many San Mateo families in their homes. 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Rents are extremely high for families with low and moderate incomes living in South San Francisco and throughout the county. Many households' incomes have not kept pace with the rise in rents, and high inflation has further eroded many tenants' ability to pay their monthly expenses. As a result, many members of our community working in the service sector and in blue-collar jobs struggle to keep their place in our community. The median income of our South San Francisco clients last year was $24,000. A market-rate apartment is out of reach for our clients, and the cost of moving is prohibitive. It is critical that these families maintain their current housing whenever possible, and the primary factor that influences this outcome is timely legal help in defending an eviction. Tenant protections, 116 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 3/7 like all laws, are only effective when there are attorneys to enforce them. Utilization of available tenant protections, like those provided in the Tenant Protection Act, is also dependent on tenants' knowledge of their rights and ability to assert them. Tenant education and access to legal services is key to keeping many South San Francisco families in their homes. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. This work is ongoing. Legal Aid SMC can begin utilizing CDBG funds immediately to provide free legal services to low-income tenants. Staffing and infrastructure to support this work is already in place. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Legal Aid SMC is committed to utilizing both internal and external data to evaluate its programs. We measure success by the number of households we serve as well as by the number of cases that result in a favorable outcome for the client. We also work to reduce the number of unlawful detainer (UD) cases that result in a default judgment by the court. A default judgment is entered when a tenant fails to respond, responds incorrectly, or responds too late to a UD, and can mean that the tenants are rapidly displaced from their home. In some cases, a household may be evicted in as little as five days after a default judgment. We will track the number of housing clients who come to us with unlawful detainers and the number of Answers to UDs that we prepare for clients, compared to the total number of UD Answers and defaults throughout the County. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Legal Aid SMC partners with San Mateo Superior Court and Community Legal Services in East Palo Alto to ensure that self-represented litigants in eviction proceedings have access to pro bono assistance at essential points of the legal process, including preparation oof paperwork by Legal Aid SMC at the outset of the case and assistance with settlement negotiations by Community Legal Services at subsequent court dates. We work with other community organizations like Faith in Action and Project Sentinel to provide outreach and comprehensive services to low- income individuals and families facing housing issues. Through active collaboration, client referrals, and targeted partnerships that address specific needs in the community, Legal Aid SMC and its partners work to maximize resources and community impact while eliminating duplication of services. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The housing affordability crisis continues to significantly impact low-income families throughout San Mateo County. For many of our clients, their income simply can't keep up with the region's rising rents and the high rate of inflation. We continue to see many eviction cases due to nonpayment of rent. Additionally, we're seeing a trend of landlords serving multiple tenants who are paying lower rents with eviction notices claiming they want to 'substantially remodel' the apartments. Some of these landlords do not actually intend to remodel the units, they are just using it as a pretext to get around the rent increase caps in the Tenant Protection Act. Legal Aid SMC scrutinizes these attempts to evict and fights them when they are illegal. CDBG funding is an important part of the HomeSavers funding infrastructure. Without this resource, we would seek funding from other sources. Other funders may have goals and priorities that differ from those of CDBG 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 0 0 0 0 Redwood City 0 0 0 0 117 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 4/7 City of San Mateo 129 52 129 52 County of San Mateo 0 0 0 0 South San Francisco 123 49 123 49 Totals 252 101 252 101 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%148 100% White and not Hispanic 45,240 46.54% 21 14.19% White and Hispanic 25,815 26.56% 36 24.32% Asian 18,153 18.67% 9 6.08% African American 2,099 2.16% 9 6.08% Pacific Islander 1,937 1.99% 9 6.08% Native American 140 0.14% 1 0.68% Other 3,823 3.93% 63 42.57% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%47 100% White and not Hispanic 23,760 37.34% 3 6.38% White and Hispanic 21,645 34.02% 18 38.30% Asian 23,293 36.61% 7 14.89% African American 1,625 2.55% 1 2.13% Pacific Islander 1,111 1.75% 0.00% Native American 395 0.62% 0.00% Other 9,598 15.08% 18 38.30% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Legal Aid SMC serves low-income residents of San Mateo County. Our client demographics more closely resembel that of individuals at or below 125% of the poverty level living in San Mateo County rather than the demographics of each city's population. Legal Aid SMC continues to work to provide services for low-income residents of all races and ethnicities, but specifically focuses on providing culturally and linguistically appropriate services to serve the significant low-income Hispanic populations in the City of San Mateo and South San Francisco. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Legal Aid SMC has a successful development program that has allowed it to secure program funding from an annual campaign, targeted major donor solicitations, and an annual luncheon and golf tournament. In addition, Legal Aid SMC has been successful in obtaining grants and contracts to support its work from a number of foundations and government agencies. For FY24-25, in addition to any CDBG funding awarded, we anticipate receiving support for the HomeSavers program from the State Bar of California Trust Fund Program ($28,148 committed); Redwood City HSFA ($15,000 requested); San Mateo ARPA ($116,197 committed); Daly City ARPA ($21,555 committed); San Mateo County EIF ($100,000 requested); and San Mateo County Measure K ($561,655 requested). 118 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 5/7 Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Directing Attorney David Carducci Oversee project; provide direct legal services to housing clients Member of the California State Bar; J.D., 1991 Staff Attorney Shane Sagisi Provide direct legal services to housing clients Member of the California State Bar; J.D., 2018 Staff Attorney Dustin Helmer Provide direct legal services to housing clients Member of the California State Bar; J.D., 2014 Staff Attorney Katie Roussos Provide direct legal services to housing clients Member of the New York State Bar; J.D., 2019 Housing Program Operations Manager Maria Chatterjee Interpret for Spanish-speaking clients; provide written translation for litigation cases; maintain litigation case records Masters Degree; Spanish fluency Project Coordinator Marlon Morales Screen clients; schedule appointments; interpret for Spanish-speaking clients; provide information and referrals to clients; translate self-help and outreach materials into Spanish B.A.; Spanish fluency Project Coordinator Erika Ramirez Screen clients; schedule appointments; interpret for Spanish-speaking clients; provide information and referrals to clients; translate self-help and outreach materials into Spanish B.A.; Spanish fluency Project Coordinator Nadia Henze Screen clients; schedule appointments; interpret for Spanish-speaking clients; provide information and referrals to clients; translate self-help and outreach materials into Spanish B.A.; Spanish fluency PROPOSED PROGRAM BUDGET FOR FY 2024-25 City of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested Pgm%Requested Labor Directing Attorney D.C. $133,087 100% $133,087 2% $3,000 2% $2,540 4%$5,540 Staff Attorney S.S. $93,074 100% $93,074 2% $2,000 2% $2,000 4%$4,000 Staff Attorney D.H. $103,940 100% $103,940 2% $2,000 2% $2,000 4%$4,000 Staff Attorney K.R. $95,580 100% $95,580 2% $1,960 2% $2,000 4%$3,960 Other Staff $2,781,924 10% $272,952 0% $0 0% $0 0%$0 Taxes/Benefits $833,977 22%$181,645 1% $2,330 1% $2,220 3%$4,550 Other Direct Costs Rent/Occupancy $182,674 25% $44,900 1% $437 1% $422 2%$859 Equipment and Technology $115,675 23% $26,133 0% 0% 0%$0 Insurance $21,008 23% $4,746 0% 0% 0%$0 Travel/Training/Legal Research $34,453 23% $7,784 0% 0% 0%$0 Litigation $8,000 31% $2,500 0% 0% 0%$0 Client Rental Assistance $75,000 100% $75,000 0% 0% 0%$0 Other Operating Expenses $323,595 0% 0% 0% 0%$0 Subcontracts $1,053,598 0% 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$5,855,585 18%$1,041,341 1% $11,727 1% $11,182 2%$22,909 119 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 6/7 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10% 10% 10% Indirect costs $0 $104,134 1% $1,173 1% $1,118 2%$2,291 TOTAL $5,855,585 20%$1,145,475 1%$12,900 1%$12,300 2%$25,200 Number of Individual Beneficiaries 129 123 252 Cost per Individual $100.00 $100.00 $100.00 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, X, LinkedIn, YouTube Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All fliers, brochures, and website materials are available in English and Spanish. Some brochures are also available in Chinese and Tagalog. c. How and where are the materials distributed? Printed materials are available at the San Mateo County Court, Core Service Agencies, and outreach events. Resources are also available on the housing resource page of the Legal Aid SMC website: https://www.legalaidsmc.org/housing-resources. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors 12_LegalAidSMC_Funding_Resolution_2023.pdf 2. Proof of 501(c)3 / tax- exempt status LASSMC_IRS_501c3_Letter_2003.PDF 3. By-laws Legal_Aid_Society_of_San_Mateo_-_Bylaws_November_2022_as_adopted.pdf 4. Articles of Incorporation LASSMC_Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months LegalAidSMC_Board_List_January_2024_CDS_version.pdf 120 1/23/24, 11:30 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13770 7/7 Number of years allowed for each board term 6. Organizational chart for entire organization OrgChart_September_2023.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. LASSMC_FY2023_FINAL_CL.pdf LASSMC_FY2023_Audit_Report.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget LASSMC_Budget_FY2024_for_Grants.pdf Projected_LASSMC_Budget_FY2025_for_Grants.pdf 9. Mission Statement LASSMC_Mission_and_Vision_Statements.pdf 10. Non-discrimination policy for Staff and Clients Legal_Aid_Equal_Opportunity_Policy_Including_Reasonable_Accommodations.pdf 11. Reasonable Accommodations Policy for Staff and Clients Reasonable_Accommodations_Policy.docx 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Legal_Aid_Conflict_of_Interest_Policy.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Lauren Gee Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 16:48:20 121 Life Moves 122 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 1/7 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: LifeMoves 2. Project Title: Shelter Operations Family Crossroads We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget South San Francisco $28,000 3% 0% $482.76 Total $28,000 3% 58 100% $482.76 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. To determine client income eligibility for our programs, upon intake, LifeMoves case managers verify household income by reviewing income tax returns, W-2 forms, payroll check stubs, employment verification letters, or—in the absence of documentation—direct contact with the employer. Should the client receive government assistance, we request a “notice of action” letter indicating the amount awarded. In addition, a follow-up phone call is made to the benefits analyst to verify the amount stated. If client income changes, they are required to submit updated verification of income. Income certification is available on file for all LifeMoves clients and is available for review upon request. 3. Project Address: 50 Hillcrest Drive City: Daly City Zip: 94014-1082 4. Provide a one sentence project summary: LifeMoves is requesting funding to support interim housing programs and comprehensive supportive services at Family Crossroads for families and individuals experiencing homelessness from across San Mateo County. Organization Address: 2550 Great America Way, Suite 201 City: Santa Clara Zip: 95045-1160 Organization Phone: 650-685-5880 Website: www.lifemoves.org Type of Applicant: Non-Profit Our agency serves: Clients 123 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 2/7 5. Contact Person / Project Administrator:Name: Jacob Stone Title: Director of Shelters and Services, SMC Telephone: 650-685-5880 Contact Email: jstone@lifemoves.org Fax: 6. Name of Agency Director: Aubrey Merriman 7. Fiscal Officer:Name: Paul Simpson Email: paul@lifemoves.org Telephone: 650-685-5880 Fiscal Officer Address: 2550 Great America Way, Suite 201 City: Santa Clara Zip: 95045-1160 8. Authorized Signatory:Name: Aubrey Merriman Email: amerriman@lifemoves.orgTelephone: 650-685-5880 Authorized Signatory Address: 2550 Great America Way, Suite 201 City: Santa Clara Zip: 95045-1160 9. Please provide days and hours of regularly scheduled operation: All LifeMoves emergency interim housing sites in San Mateo County, including Family Crossroads, operate 365 days per year, 24 hours per day. 10. SAM/UEI Number: PTNGHYLHY9G3 Federal EIN/TIN Number: 77-01060469 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. LifeMoves' mission is to provide emergency interim housing and supportive services that create opportunities for families and individuals experiencing homelessness to return to stable housing and long-term self-sufficiency. At all six LifeMoves San Mateo County sites, LifeMoves staff work with clients to develop the skills they need to transform their lives and build lasting solutions to homelessness. All clients work with case managers to create and execute concrete plans to secure jobs, find childcare, locate housing, and other components needed to create a sustainable lifestyle and prevent future homelessness. In addition to meeting with their case manager to develop and implement individualized case plans, clients attend life skills workshops and adhere to key practices (e.g. a savings program) to help them regain self-sufficiency. Workshop curricula include effective search strategies for employment and housing, financial literacy training, and parenting skills. Additional onsite services include behavioral health, health care referrals, and substance abuse treatment support. FY 2024/25 objectives: Of the clients for whom LifeMoves has housing history from HMIS, 58 individuals in 54 households will have housing history that includes South San Francisco. LifeMoves will serve 142 individuals in 40 households at Family Crossroads. 80% of families completing an interim housing program will secure stable housing and 20% will maintain or increase their income. 13. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. LifeMoves brings over 35 years of experience successfully operating emergency interim housing programs and service sites. Despite the successes of LifeMoves’ programs over the past several decades, the need for the services LifeMoves provides is even more pressing today. San Mateo County unemployment, underemployment, and low wages continue to conspire with the extremely high and ever-rising housing costs in the region, making it increasingly difficult for working families and individuals to have the resources needed for permanent housing and a stable home life. Our six sites in San Mateo County—Family Crossroads in Daly City, First Step for Families in San Mateo, Navigation Center (formerly Maple Street) in Redwood City, Haven Family House in Menlo Park, Coast House in Half Moon Bay, and Redwood Family House in Redwood City—all have long histories of serving families and individuals experiencing homelessness. South San Francisco persons will be assigned to the nearest, or best suited to their needs, emergency interim housing site through the County's Coordinated Entry System (CES). As the largest provider of homeless services in San Mateo County, LifeMoves provides a valuable service to the community by helping families and individuals secure stable housing. LifeMoves has a wealth of data on its own programs that clearly demonstrate both the ongoing need for services and the success of the LifeMoves programs at addressing that need. 124 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 3/7 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Family Crossroads is fully operational and ready to accept clients at any time for the upcoming 2024-25 Fiscal Year. The project has dedicated staff and supervision along with the processes and procedures in place to start aiding clients immediately upon contract execution. LifeMoves has a strong track record working with people experiencing homelessness and people who are at-risk of homelessness, having provided successful programs in San Mateo and Santa Clara Counties for over 35 years. As a long time CDBG/HUD grantee, with no outstanding issues, LifeMoves is experienced in managing complex public contracts with robust reporting, draw-down and HMIS requirements. LifeMoves uses Deltek Costpoint financial management software, which is integrated with our Paycom timekeeping and payroll system. These systems allow for accurate timekeeping and timely billing, and in addition, they provide staff and management with easy access to program expenses and budget-to-actual comparisons. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. To ensure that all outcomes are met, LifeMoves follows a robust performance measurement protocol. To evaluate our programs, complete records of LifeMoves client outcomes and demographics are entered into the Homeless Management Information System (HMIS), a county-wide system, tracks the services each client receives. In addition, LifeMoves maintains a customized Salesforce database (Voyager) that provides additional data and capabilities that allow for more in-depth program analysis by our Impact and Learning team. Additionally, LifeMoves solicits feedback at regular intervals from program participants through weekly house meetings, case management sessions, and open-ended surveys. Additionally, all clients are asked to complete client satisfaction surveys upon graduation from the program. In the first two quarters of FY24, we have served 148 individuals from 43 households at Family Crossroads, and 42 South San Francisco persons from 18 households in total. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. LifeMoves maintains a strong network of community resources that contribute to our program’s success. Our staff are effective in successfully leveraging community resources to benefit the greatest number of participants. LifeMoves works in close partnership with the County of San Mateo and with the collaborative efforts of numerous community-based agencies to provide referrals and critically needed services including access to legal services, behavioral health assessment and treatment, and health care, among others. These collaborative relationships throughout our region facilitate effective, complementary, and unduplicated services to individuals and households experiencing homelessness in our community. LifeMoves works in deep partnership with several organizations in San Mateo County including Caminar, Second Harvest Food Bank, Loaves and Fishes, Mid-Peninsula Housing, Samaritan House, Peninsula Family Service, San Mateo County Behavioral Health and Recovery Services, HIP Housing, Legal Aid Society, Vocational Rehabilitation Services (VRS), and the Society of Saint Vincent de Paul. Additionally, LifeMoves makes referrals to County medical, dental, and mental health clinics, vocational support, and numerous other social services offered within the community. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The pandemic and high housing costs continue to adversely impact our clients, resulting in longer client stays in most of our emergency interim housing sites. Rents continue to increase in the Bay Area with no sign of abatement, and while our Housing Specialists review with clients the cost of housing in other parts of California, and indeed in other parts of the country, many clients wish to remain in the Bay Area because of family connections, medical care, friendships, faith communities, and other social supports also essential to well-being. LifeMoves has also seen an increase in undocumented clients, who face immense and unique barriers when pursuing employment, assistance programs, and other components necessary to secure stable housing. LifeMoves relies on the financial support of the community to achieve our intended outcomes and continue to conduct highly impactful work to help those most in need in our community. Without funding for the project, LifeMoves would be forced to scale back services for clients in San Mateo County, leaving a vulnerable population without critical housing and supportive services. 125 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 4/7 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 20 17 20 17 Redwood City 337 261 337 261 City of San Mateo 94 81 94 81 County of San Mateo 760 450 760 450 South San Francisco 58 54 58 54 Totals 1,269 863 1,269 863 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%91 100% White and not Hispanic 23,760 37.34% 15 16.48% White and Hispanic 21,645 34.02% 60 65.93% Asian 23,293 36.61% 5 5.49% African American 1,625 2.55% 7 7.69% Pacific Islander 1,111 1.75% 3 3.30% Native American 395 0.62% 1 1.10% Other 9,598 15.08% 0 0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Potential program enrollees into LifeMoves interim housing programs are only accepted by referral from the County of San Mateo Coordinated Entry System; there are no walk-up admissions. To improve affirmative outreach, the LifeMoves Homeless Outreach Team identifies and engages unsheltered individuals and households by distributing printed program information and developing relationships with individuals that may not be fully accessing County resources. After program intake, LifeMoves makes every effort to ensure all individuals regardless of race, ethnicity, or sexual orientation feel safe and accepted. LifeMoves serves a diverse population: of the clients LifeMoves served across all six of our San Mateo County emergency interim housing sites last year, 39.8% were White and Hispanic, 24.5% were White and Non-Hispanic, 15.6% were Black, 4.2% were Native American, 3.9% were Asian, 7.8% were Native Hawaiian/Pacific Islander, and 4.1% were multiracial or other. For detailed South San Francisco data, please reference the table above. With this diverse clientele, cultural competency is an integral part of LifeMoves training. LifeMoves contracts with a licensed clinical psychologist to provide a mandatory, semi-annual training to all LifeMoves staff on integrating multiculturalism into organizational practices. 126 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 5/7 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. With over 35 years of experience, LifeMoves is a financially strong organization with sound leadership, strong Board governance, and fundraising and financial oversight. LifeMoves has a historically strong, well-balanced public and private funding base with an annual budget of ~$66M for fiscal year 2023-24. In addition to grants from corporations and private foundations, as well as contracts from public sources, LifeMoves employs a broad spectrum of private fundraising and stewardship techniques combined with a strategic marketing campaign to achieve our annual fundraising goals. LifeMoves respectfully requests $28,000 from South San Francisco to continue operations at Family Crossroads. The total program cost is $1,016,146 of which $592,757 is committed and $423,389 is to be determined. LifeMoves is experienced at leveraging grant funding so services are maximally cost-efficient and effective. Through a full spectrum of publicly- (federal, county and city) and privately-funded programs located throughout Santa Clara and San Mateo Counties, LifeMoves provides outreach, drop-in services, emergency shelter, interim housing, permanent supportive housing, homelessness prevention, and other services for more than 7,000 clients annually. We continue to solicit new and returning public and private funders for new and ongoing programs. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Interim Chief Program Officer Andrew Niklaus Oversees the Programs and the Impact and Learning Department, supervises key staff, leads efforts to improve how data is utilized to drive decision-making, informs program service delivery In his consulting practice, Andrew has worked with philanthropy, government agencies, and direct service organizations to craft strategic plans, design intentional programming, assess and coach talent, and promote the importance of performance management. Prior to joining LifeMoves, Andrew founded Pivot Consulting and was the Director of Impact and Learning at Tipping Point. Director of Shelters Services, SMC Jacob Stone Coordinates objectives, strategies, and goals to manage efficient, well-run interim housing programs. Ensures the delivery of all client services, meets program operations while maintaining programs within budget, coordinating agency activities, and implementing LifeMoves policies and procedures. Jacob began with LifeMoves 15 years ago as Facility Coordinator at First Step for Families. He has since held the role of Program Director at multiple interim housing sites in San Mateo County. Prior to his current position, Jacob held the role of Director of Impact and Learning. Program Director, Family Crossroads Rebecca Hernandez Responsible for day-to-day management and operations of the Family Crossroads emergency interim housing program. Supervises staff, interns, and volunteers, and is responsible for ensuring the delivery of high-quality services that help homeless clients return to permanent housing. Rebecca joined LifeMoves in 2015 as a Children’s Service Coordinator. She subsequently held roles as a Bilingual Case Manager and an Associate Program Director before her current role as Program Director of Redwood Family House. Rebecca holds a B.A. in Political Science. 127 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 6/7 PROPOSED PROGRAM BUDGET FOR FY 2024-25 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested Pgm%Requested Labor Program Directors $2,041,280 2% $42,013 0% 0%$0 Case Managers $4,711,828 1% $62,525 15% $9,096 15%$9,096 Children's Service Coordinators $582,561 10% $57,169 0% 0%$0 Other Labor $9,436,589 1% $81,719 1% $483 1%$483 Residential Services Coordinators $5,642,171 3% $146,747 3% $5,000 3%$5,000 Taxes/Benefits $6,240,081 3%$161,922 4% $5,904 4%$5,904 Other Direct Costs Client Assistance $12,789,138 0% $2,000 0% 0%$0 Other Direct Costs $7,806,210 2% $147,837 0% 0%$0 Modified Total Direct Costs (MTDC)$49,249,858 1%$701,932 3% $20,483 3%$20,483 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) Indirect costs $0 $0 $0 $0 Direct Costs Not MTDC Administration $18,305,140 2% $314,214 2% $7,517 2%$7,517 TOTAL $67,554,998 2%$1,016,146 3%$28,000 3%$28,000 Number of Individual Beneficiaries 58 58 Cost per Individual $482.76 $482.76 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Outreach to service providers and the public, as well as flyers and brochures, are available in Spanish. c. How and where are the materials distributed? Outreach materials to the public are distributed at least weekly by the LifeMoves Homeless Outreach Team. We also supply brochures and flyers to our community partners on request 128 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13775 7/7 ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors 1_-LifeMoves_-_BOD_Authorizing_Res_022019.pdf 2. Proof of 501(c)3 / tax-exempt status 2_-LifeMoves_-_501c3.pdf 3. By-laws 3_-LifeMoves_-_ByLaws_amended_041316.pdf 4. Articles of Incorporation 4_-LifeMoves_-_Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term 5a_-LifeMoves_BOD_Roster_2024.pdf 5b_-LifeMoves_BOD_and_EC_Calendar_2023.pdf 6. Organizational chart for entire organization 6_-LifeMoves_Org_Chart_221020_no_titles.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. 7-LifeMoves_FY23_Single_Audit.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget 8a_-LifeMoves_FY24_Budget.pdf 8b_-LifeMoves_FY25_Budget_Not_Available.pdf 8c_-LifeMoves_FY24_Budget_RWC.pdf 9. Mission Statement 9_- LifeMoves_Vision_Mission_Strategy_Value_Statements.pdf 10. Non-discrimination policy for Staff and Clients 10-Non-Discrimination_- _EEO_policy_Clients_and_Staff.pdf 11. Reasonable Accommodations Policy for Staff and Clients 11-Reasonable_Accommodations_Policy.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12-Conflicts_of_Interest.pdf 13. Negotiated Rate Letter. (If required)13-N1-8251-FY22_LifeMovesHUD_RA_Updated_- _signed_PS.pdf 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Haley Aniceta Eligio Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 16:19:29 129 Magic Tooth Bus 130 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 1/8 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Magic Tooth Bus 2. Project Title: Oral Health Services at South San Francisco The Breezeway Hub and Redwood City We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $10,019 24% 0% $10.02 South San Francisco $20,048 48% 0% $10.02 Total $30,067 72% 3,000 100% $10.02 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. N/A. Magic Tooth Bus will NOT ask for income verification to avail dental services. 3. Project Address: 366 Grand Avenue City: South San Francisco Zip: 94080-1811 4. Provide a one sentence project summary: Magic Tooth Bus will provide oral health outreach and dental screenings to Breezeway Hub in SSF and Health Fairs in Redwood City. Organization Address: 1 Avenue of the Palms Avenue, Ste 206 City: San Francisco Zip: 94130-1811 Organization Phone: (415) 519-2408 Website: Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Mylene Deano Title: Co-Founder / RDA Telephone: (415) 519-2408 Contact Email: info@magictoothbus.org Fax: 131 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 2/8 6. Name of Agency Director: Andrea Almario 7. Fiscal Officer:Name: n/a Email: n/a Telephone: n/a Fiscal Officer Address: n/a City: n/a Zip: n/a 8. Authorized Signatory:Name: Andrea Almario Email: andrea@magictoothbus.orgTelephone: 4155192408 Authorized Signatory Address: 1 Avenue of the Palms Avenue City: San Francisco Zip: 94130-1811 9. Please provide days and hours of regularly scheduled operation: Tuesday Wednesday Thursday Saturday 10. SAM/UEI Number: ZYS1JF96CZK8 Federal EIN/TIN Number: 81-5467957 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05M - Health Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. The mission of Magic Tooth Bus (MTB), a 501(c)3 nonprofit founded in 2017, is to provide accessible dental care and education to low income communities in the Bay Area. We envision a world free of dental disease. Our values are centered on equity, accessibility, and community. Magic Tooth Bus's ongoing project with Breezeway Hub and community partners aims to increase dental access and improve the oral health of underserved neighborhoods. The project we are proposing is Dental Access to High Risk Cavity in South San Francisco (SSF) and Redwood City. 1. Magic Tooth Bus will partner with SSF and Redwood Promotores and community based organization leaders to help provide dental services (screening and fluoride application) for children, pregnant women, adults and seniors. 2. We aim to strengthen partnerships with the city leaders, public schools and community health centers so that we can provide a safety net and prevent disease progression. Children whose mothers have poor oral health are five times more likely to have oral health problems than children whose mothers have good oral health. 3. To promote oral health awareness about the importance of oral health since youth do not normally receive from their prenatal care professionals. 4. MTB works to carry out the mission by providing oral health outreach services such as assisting with oral health enrollment and providing resources for care; brushing and flossing demonstrations. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Access to dental care is a significant concern for low-income children in California, even though pediatric dentistry is a covered benefit under Medi-Cal. Medi-Cal reimbursement rates are among the lowest in the country, leaving providers unable to cover their operating costs. Magic Tooth Bus is currently building relationship with PAL Center, Fair Oaks Public Library and Office of Community Affairs in Redwood City. These organizations are helping low- income children and their families. They offer services like health and wellness fairs and after school programs for K through 8th graders who have dental issues that need to be addressed. These children and their families have limited access to dental care ad need to be prioritized since they are most at risk of dental caries. Magic Tooth Bus had collaborated with the organizations listed by participating in different events, for example, Dia Familia, Dia Delos Ninos, Friendship Park, Holiday workshop and health and wellness fair. These events happened between the spring and winter seasons. We constantly receive invitations from different agencies located in Redwood City requesting our organization to provide outreach and dental kits at their events. These organizations also see a need to promote good oral health habits. The population that we served most in these events are LatinE/X children and their families. 132 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 3/8 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The requested amount of $20,000 will help contribute towards implementing the project fully. The total cost of a small program focused in two areas for one year is about $40,000. A portion of that has already been committed from other fundraising campaigns. MTB targets to participate in twelve events over the course of one year to expand our current oral health education and dental services. The requested funding of $20,000 would cover three hands on screening events and three outreach events. At each event, we target to average 30-50 patients seen for screenings and dental outreach services. With the help of funding we would be able to bring in dental services to the low income neighborhoods of South San Francisco. A well-knowledge and diverse team is required to provide excellent patient care services from outreach to end of treatment. Magic Tooth Bus had participated in two Breezeway events in 2023, but plan to expand our services by bringing dental screenings. During our participation, we asked individuals what they would like to see in the future and many had expressed interest in receiving dental services at that location. The event organizers had also mentioned the popularity of our participation and requested for our return. We gathered the following information from our Breezeway Hub participation: - Majority of the attendees do not have a dental home - Only 50% attendees have a dental home and seen a dentist - Majority of the attendees 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. We hope to be able to continue our participation at the Breezeway Hub by being more consistent so attendees know when to expect the Magic Tooth Bus Team to be present. We aim to participate every two months alternating outreach and dental screening months. This will slowly ease our expansion until we fully understand what the community needs. Total outreach events 5 Total Dental Screening events 4 1. Funding will be used for Oral Health Promotion and Outreach: - To purchase incentive giveaways such as child and adult toothbrushes and toothpastes, timers, floss, denture cleaners, etc. - To purchase materials for the education table where children can practice brushing fun models, and answer questions regarding oral health for awards. - To print resources for referrals, brochures, and dental educational materials on oral health care and maintenance. 2. Funding will be used for Dental Services: - Dentists and Registered Dental Hygienists can provide dental screenings to provide guidance for the next steps the individual should take in their/ their child's oral health. Screenings are not examinations and do not involve making diagnosis that lead to treatment plans. - To purchase screening materials such as Fluoride varnish and other protective equipment. - A team is required to prepare, organize, participate, and report on the event. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. To evaluate program effectiveness, MTB will collect data on the number of dental treatments planned. We will evaluate the treatment acceptance rate, and referral rate. Six months after the patient's initial visit, we will follow up with another visit to examine the patient for any new decay or assess any improvements from the last visit. Throughout the grant term, we will follow the Plan, Do, Study, Act process to continuously evaluate and assess our program effectiveness. The data collected during the grant term would summarize our program's effectiveness. In addition, we hope to receive a few success stories of the patient process and learning experiences gained by the end of the grant period. At the end of the grant period, we will provide a report of the services rendered and a reflection of our programs. Finally, MTB will evaluate our program quality via survey questionnaires from families and reflections and success stories from our community partners. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Community members most impacted will be involved in project planning through constant communication with school officials such as principals, school nurses and teachers to coordinate space and time of our presentations 133 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 4/8 and dental services. Magic Tooth Bus has built a relationship with the Promoteres of South San Francisco City Hall to aid in the mission to help the new comers from Columbia, Ecuador and other Latin Countries. Our collaboration and community involvement will help create a safety net for families needing dental care. The community benefits from our activities by having a resource to support wellness activities. With our services we engage with students and families to reinforce good oral health habits year-round. The skills gained will benefit schools, districts and community events beyond the funding period and for future years to come. The Magic Tooth Bus team will collaborate with PAL Center, Public Library, Office of Community Affairs and Latin/e/x Coalition to create a solid network for success. Activities for sharing ideas, insights, and lessons learned from this project with the city of South San Francisco and Redwood City will be through collaboration and constant communication with community based organizations, School District officials, and San Mateo Department of Public Health. Through relationship building and interconnected work, Magic Tooth Bus will be able to share the lessons learned from the project through meetings and reflecti 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Our vision is to build a healthier community by eradicating tooth decay. The funding can support our mission, vision, and goals and continued work targeting the same population and sharing the same goal of making healthy choices easier and desired. We have an ethnic and linguistically diverse staff with the ability to adapt to a variety of cross-cultural situations.We strengthen partnerships with public schools, community based organizations, community health centers and city leaders by leveraging their existing site’s wellness team committee and health advocates. Magic Tooth Bus has steadfastly committed to improving oral health outcomes within disadvantaged communities. The demand for our services has been consistently high, underscoring the pressing need for our presence in various community events, schools, and health initiatives. However, as a small three-person team, we recognize that our current capacity limits our ability to meet the needs of the community we serve fully. Magic Tooth Bus has proven its value in promoting oral health awareness and services, and with your support, we are poised to amplify our impact. We humbly request your consideration of our application which will enable us to grow our team, extend our outreach, and create a lasting positive impact on on the oral health of underserved populations in San Mateo and the San Francisco Bay Area. We remain committed to our mission and are eager to expand our reach with your support. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City 450 150 1,000 250 City of San Mateo County of San Mateo 0 South San Francisco 1,800 600 2,000 800 Totals 2,250 750 3,000 1,050 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration 134 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 5/8 Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%144 100% White and not Hispanic 40,656 54.64% 9 6.25% White and Hispanic 23,557 31.66% 80 55.56% Asian 6,715 9.03% 30 20.83% African American 1,916 2.58% 10 6.94% Pacific Islander 663 0.89% 5 3.47% Native American 384 0.52% 0.00% Other 1,511 2.03% 10 6.94% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%306 100% White and not Hispanic 23,760 37.34% 30 9.80% White and Hispanic 21,645 34.02% 130 42.48% Asian 23,293 36.61% 90 29.41% African American 1,625 2.55% 35 11.44% Pacific Islander 1,111 1.75% 5 1.63% Native American 395 0.62% 0.00% Other 9,598 15.08% 16 5.23% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Magic Tooth Bus targets the underserved communities and aim to partner with Community-Based Organizations (CBOs) who serve mainly those areas. However, there are oftentimes where our target population is not what we had expected. In order to improve affirmative outreach, our team will conduct more surveys and questionnaires on the needs of our target population. We will ask questions on the location, convenience, and what services they are interested in. We will also ask how our population receive information so that we may use the appropriate form of communicating when we will be present at events. For example, when an attendee visit our table, we will ask them to complete a survey in their preferred language. We then present this information to the CBO or event organizer hoping to improve affirmative outreach in future events. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Capital Contribution - Magic Tooth Bus contributes to sustain all the operational cost. Corporate Grant- Magic Tooth bus received a sponsorhip from Kaiser ( $1,000) for health and wellness event. Family Foundation - MTB applied to Family Foundation and waiting for response. City Funding - Magic Tooth Bus applying for the CDBG Program to expand services. Individual Donations - Our organization runs annual campaigns hoping to raise unrestricted funding. We have a few funders committed to consistent funding. In-kind Donations - Our organization applies to multiple suppliers to request for dental donations such as dental kits that include toothbrushes, toothpastes, and floss. We already have 2-3 suppliers committed to donating to our organization consistently. Volunteers - There are also many ways volunteer engagement can help solve some of the most pressing issues nonprofit leaders face. Volunteering is the essence of connection, growth, and fulfillment. Providing many benefits, 135 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 6/8 it’s definitely worth doing your bit to help. The volunteers can help us to grow and help sustain the work that has already been done, without the worry of relying on profit. Our organization does not have enough funding to grow and so the need of volunteers will be a generous help for us to get by. The great thing is, they don’t have to volunteer for months if you are not available and giving just a few hours of their time will have a positive impact and will Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Dental Provider DDS or DMD Screen patient's oral health Licensed DDS or DMD Registered Dental Assistant RDA Assist dental provider in charting and Licensed dental assistant with OSHA knowledge Programs Manager Admin Coordinating the event for approriate staffing and reporting Knowledge of organizing the event and reporting PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested Pgm%Requested Labor Dental Provider $55,000 11% $6,000 30% $1,800 30% $1,800 60%$3,600 Dental Assistant $37,885 14% $5,400 30% $1,620 60% $3,240 90%$4,860 Programs Team $156,000 5% $7,960 30% $2,388 60% $4,776 90%$7,164 Taxes/Benefits $10,550 17%$1,800 17% $300 28% $500 44%$800 Other Direct Costs Insurance $13,400 15% $2,000 0% 0% 0%$0 Meals $6,000 15% $900 0% 0% 0%$0 Transportation $3,100 7% $232 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$281,935 9%$24,292 25% $6,108 42% $10,316 68%$16,424 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10%10% 10% 10% Indirect costs $28,194 9%$2,429 25% $611 42% $1,032 68%$1,643 Direct Costs Not MTDC Dental Kits Incentives $10,000 50% $5,000 16% $800 60% $3,000 76%$3,800 Dental Screening Supplies $15,000 33% $5,000 20% $1,000 44% $2,200 64%$3,200 Promotion Materials $9,850 51% $5,000 30% $1,500 70% $3,500 100%$5,000 TOTAL $344,979 12%$41,721 24%$10,019 48%$20,048 72%$30,067 Number of Individual Beneficiaries 1,000 2,000 3,000 Cost per Individual $10.02 $10.02 $10.02 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Priority: Sustain or Expand Human Services: Sustain or expand the high level of basic human needs services for extremely low-, very low-, low- and moderate-income persons and households including but not limited to childcare, mental health and substance abuse services. 2. Program Outcomes: 136 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 7/8 a. Please describe the accomplishments of program goals for FY/23. Magic Tooth Bus (MTB) has served over 3,500 individuals and families and distributed over 8,000 dental kits in FY22/23. MTB provided oral health education to over 250 individuals, screened over 300 individuals, and participated in over 70 community events. MTB served over 500 individuals in San Mateo county alone in 2023. Magic Tooth Bus is a resource for teachers, parents, and caregivers for oral health questions and concerns. Targeting young children and their families will establish a foundation for success in keeping the mouth healthy and clean. The Magic Tooth Bus is committed to bringing oral health education and dental services to all populations regardless of access, location, race, or income. Our work closes the disparity gap and improves access to care for those living in low-income communities. We do this by bringing consistent oral health care education and preventative services on sites to overcome barriers created by social determinants of health. The Magic Tooth Bus is committed to supporting our target audience in overcoming obstacles created by social determinants of health and delivering diverse and culturally appropriate services to students, staff, pregnant women, and families. Our multilingual staff can communicate in a language participants are most comfortable speaking. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: To date, Magic Tooth Bus has helped over 5,000 families, easily surpassing 8,000 people. We’ve done this through our partnerships with CBO’s and public schools. We also helped 200 low income families. Meetings teach students and families how to take care of their teeth and where to get dental care at the same time providing this information in various languages such as English, Spanish, and Cantonese. Pacifica School District approved the MOU with Magic Tooth Bus in June 2023 to allow Magic Tooth Bus to provide kindergarten oral health assessment to students at 5 elementary schools. Our team received positive feedback from the San Mateo County and the school district.Magic Tooth Bus able to screen 300 Kindergarten students (ages 4-5 years old) and by checking their teeth at early age the sooner children begin getting regular dental checkups, the healthier their mouths will stay throughout their lives. Early checkups help prevent cavities and tooth decay, which can lead to pain, trouble concentrating in class, activities and other medical issues. Each time we go to schools, we leave an impression to students. We teach them things they may not know about such as flossing and the importance of cleaning their tongues. The school staff would provide immediate feedback to us as they walk the students back to class after the screening and they would tell us what the students talked about during that short period of time (majority would provide immediate feedback o For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, LinkedIn and Youtube Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? YouTube c. How and where are the materials distributed? Magic Tooth Bus to continue to deliver access to dental care in high risk areas, it will be available through stories and testimonials in our website and various social media platforms (Twitter, Instagram, Facebook, LinkedIn). We 137 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13664 8/8 also circulate press releases, brochures and publications to our wider community where they can read more about our programs and the events that we will participate at. We also have communicate with our community partners and include our logos in their event flyer or announcements. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors MTB_Board_Resolution.pdf 2. Proof of 501(c)3 / tax-exempt status IRS_501c3_1.pdf 3. By-laws Magic_Tooth_Bus_-_Bylaws.doc.pdf 4. Articles of Incorporation MTB_Articles_of_Incorporation.jpg 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Board_of_Directors_and_Board_Members__1_1.pdf 6. Organizational chart for entire organization MTB_Organizational_Chart.png 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. MTB_CEO_PROOF_OF_FUNDING_1.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Agency_Operating_Budgets.xlsx 9. Mission Statement MTB_Intro.pdf 10. Non-discrimination policy for Staff and Clients MTB_Employee_Handbook.docx 11. Reasonable Accommodations Policy for Staff and Clients MTB_Employee_Handbook.docx 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) MTB_Employee_Handbook.docx 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Mylene Deano Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 14:16:37 138 Ombudsman Services of San Mateo County 139 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 1/7 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Ombudsman Services of San Mateo County, Inc 2. Project Title: Ombudsman Services of San Mateo County, Inc We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $25,000 3% 0% $23.19 City of San Mateo $25,000 3% 0% $13.11 South San Francisco $20,000 2% 0% $22.83 Total $70,000 9% 3,861 100% $18.13 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. OSSMC receives it funding from Federal government, state government which is sent to San Mateo County and then sent to OSSMC via contracts. We also receive funding from private grants, general donations, fundraisers when able, stocks and estate planning. The residents we serve in long term facilities received great benefits from the Ombudsman Program. We are the eyes, hears and the voice for each resident in the facility they live in. Without this program, the resident would not have anyone protecting them and their needs. 3. Project Address: 1455 Madison Avenue City: Redwood City Zip: 94061-1549 4. Provide a one sentence project summary: We are the only program wholly dedicated and legally mandated to advocate for the dignity and quality of life of people living in licensed long term care facilities. Organization Address: 1455 Madison Avenue City: Redwood City Zip: 94061-1549 Organization Phone: 650 780 5707 Website: www.ossmc.org Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Elyse Brummer Title: Executive Director Telephone: 650 780 5702 Contact Email: elysebrummer@ossmc.org Fax: 650-364-5399 6. Name of Agency Director: Elyse Brummer 7. Fiscal Officer:Name: Robert Email: info@ossmc.org Telephone: 650 780 5707 Fiscal Officer Address: 1455 Madison Avenue City: Redwood city Zip: 94061 140 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 2/7 8. Authorized Signatory:Name: Elyse Brummer Email: elysebrummer@ossmc.orgTelephone: 650-780-5702 Authorized Signatory Address: 1455 Madison Ave.City: Redwood City Zip: 94061-1549 9. Please provide days and hours of regularly scheduled operation: WE are open Monday through Friday from 8:30 am to 4:00pm. There is also a statewide Ombudsman toll free 24 hr. crisisline 1-800-231-4024 to call. 10. SAM/UEI Number: GHT7YVD9FR85 Federal EIN/TIN Number: 943397402 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05A - Senior Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. The Ombudsman is there to advocate and support all residents in long term care facilities. WE make unannounced visits to residential care facilities once a month and to the SNF (Nursing Homes) we go once a week and sometimes more depending on the situation to insure quality of care, and quality of life with dignity. The Ombudsman investigates financial abuse, sexual abuse and physical abuse. In addition to what I have just mentioned, we support residents, their families, and the facilities in accessing community resources. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The population we serve in the city of Redwood City are licensed long term care facilities within the boundaries of the city of Redwood City. Presently there are 61 facilities with 1078 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs. You will find the current list of long term care licensed facilities in San Mateo County on the Community Care Licensing website that the Ombudsman Program visit and monitor. The list is updated once a year for the public to view if interested. There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC. We were previously funded, however did not receive funding last year. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The population we serve in the city of San Mateo are licensed long term care facilities within the boundaries of the city of San Mateo. Presently there are 122 facilities with 1909 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs. You will find the current list of long term care licensed facilities in San Mateo County on the Community Care Licensing website that the Ombudsman Program visit and monitor. The list is updated once a year for the public to view if interested. There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. The population we serve in the South San Francisco are licensed long term care facilities within the boundaries of SSF. Presently there are 63 facilities with 839 residents in the city that we presently visit and monitor. These include RCFEs (assisted living) SNFs (skilled nursing homes) and ICFs,(homes for the mentally and physically impaired individuals) along with the Adult Day Programs. You will find the current list of long term care licensed facilities in San Mateo County on the Community Care Licensing website that the Ombudsman Program visit and monitor. the list is updated once a year for the public to view if interested. There is no other program in San Mateo County that provides the services we do. Our program is a federal mandated program that each state in the United States is required to have. The state then contracts with the 141 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 3/7 different counties to operate the program or contracts with a non-profit to be responsible which is what San Mateo County does with OSSMC. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Both the city of San Mateo and South San Francisco require quarterly invoicing along with OSSMC's quarterly report. This quarterly reports includes number of residents visited-monitored, complaints, age, income, ethnicity, and sex. All of this data is required on our invoicing. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Each city that we receive a CDBG grant from requires the same data for invoicing. OSSMC is required to enter all data and cases into a software program that is connected to the State and it is called ODIN. This software will give us any information that is needed for our quarterly reports for each city. Each Ombudsman is required to enter all the data they have regarding each resident they visit per day or week or monthly. Our goals of visiting the RDFEs and SNFs in each city have been met and continue to be met. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. OSSMC collaborates with Institute on Aging, Safe Harbor, Community Care Licensing, San Mateo Oral Health, San Mateo County Commission on Aging, California Department of Public Health, California Department of Social Services, State Ombudsman Office, Police Departments, Ault Protective Services, the District Attorneys Office, and Legal Aid. OSSMC works with all of these agencies because of the complex nature of each resident's needs. We advocate for each resident and each person has a different need. The needs go from , the water is not cold enough to some one is taking money out of my checking account. WE investigate these claims and they ar entered into ODIN and sometimes we have the police involved. WE work very hard to get resolution for each case. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The impact our program has on the city of San Mateo and South San Francisco is that each of these cities are assured that the residents in the licensed facilities in each city have the Ombudsman to advocate, educate and empower each person all the time. WE believe everyone deserves to be seen, heard, valued and supported so they can have the best quality of life in the long term care facilities. The funds received from each city helps with the cost of the program and to help with the salaries of our staff. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City 1,078 1,078 1,078 1,078 City of San Mateo 1,907 1,907 1,907 1,907 County of San Mateo South San Francisco 876 876 876 876 Totals 3,861 3,861 3,861 3,861 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration 142 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 4/7 Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%175 100% White and not Hispanic 40,656 54.64% 75 42.86% White and Hispanic 23,557 31.66% 83 47.43% Asian 6,715 9.03% 8 4.57% African American 1,916 2.58% 7 4.00% Pacific Islander 663 0.89% 0.00% Native American 384 0.52% 0.00% Other 1,511 2.03% 2 1.14% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%416 100% White and not Hispanic 45,240 46.54% 190 45.67% White and Hispanic 25,815 26.56% 0 0.00% Asian 18,153 18.67% 12 2.88% African American 2,099 2.16% 9 2.16% Pacific Islander 1,937 1.99% 10 2.40% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 195 46.88% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%169 100% White and not Hispanic 23,760 37.34% 110 65.09% White and Hispanic 21,645 34.02% 0 0.00% Asian 23,293 36.61% 30 17.75% African American 1,625 2.55% 12 7.10% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 17 10.06% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: OSSMC serves all residents in the licensed long term care facilities in the city of San Mateo and South San Francisco regardless of any specific population, age or income. We also have Ombudsmen with diversity in languages and cultural backgrounds to help serve our residents. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. For the '22-'23 year we have received funds from San Mateo County Title 111B, title V11A, General Funds, CARES ACT, State Funds, Measure K Funds, Grants from Burlingame, Foster City, Town of Colma, Peninsula Healthcare District, Sequoia Healthcare District, Holiday Appeal, Board Gifts, General Donations, Volunteer Recognition Luncheon, Gellert Foundation, Palo Alto Community Fund, Safeway Foundation, Woodlawn Foundation, Atkinson Foundation and Touchpoint Foundation. We also have in-kind volunteers hours valued at $115,000. For the FY23-23 year the only funds we have committed are the Measure K Funds and the Peninsula Healthcare Funds and the Sequoia Healthcare Funds. We will start to received other committed funds starting in April of 2022 143 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 5/7 for '2023-2024. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Executive Director Elyse Brummer Responsible for Ombudsman Services Program 30 years plus experience and MPA Program Manager Betty Fraymen-Kori Oversee' the Regional Supervisors 7 years at OSSMC plus MSW degree Bookkeeper Karen Morical In charge of finances 20 years plus experience Office Manager Colette Becker Admin and Office Duties 12 years of experience Regional Supervisor Nicki Manski Supervisor's Field Ombudsmen in South County 16 years of experience Regional Supervisor Bob Lewetzen Supervisor's field Ombudsmen in North County 7 years of experience Volunteer Coordinator Patty Hovik Trains our volunteers to become field Ombudsmen 25 plus years of experience Abuse Specialist Bill Rodenspiel Monitors and visits all disable facilities- menta; and physical Retired police officer Ombudsman Alan Kornfield Monitors and visits facilities as assigned Former volunteer Ombudsman PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested Pgm%Requested Labor Redwood City $78,011 100% $78,011 32% $25,000 0% $0 0% 32%$25,000 San Mateo Ombudsman $76,650 100% $76,650 0% 33% $25,000 0% 33%$25,000 Other Staff $483,867 100% $483,867 0% 0% 0% 0%$0 South San Francisco $44,566 100% $44,566 0% 0% 45% $20,000 45%$20,000 Abuse Specialist $47,695 0% $48 0% 0% 0% 0%$0 Taxes/Benefits $77,320 100%$77,320 0% 0% 0% 0%$0 Other Direct Costs $0 0% 0% 0% 0%$0 0% 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$808,109 94%$760,462 3% $25,000 3% $25,000 3% $20,000 9%$70,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 0%0% Indirect costs $0 $0 $0 $0 $0 $0 Direct Costs Not MTDC Board Exp. $0 $0 0% 0% 0% 0%$0 Facilities and Equipment $29,660 100% $29,660 0% 0% 0% 0%$0 Financial Exp $15,525 100% $15,525 0% 0% 0% 0%$0 Insurance $5,215 100% $5,215 0% 0% 0% 0%$0 TOTAL $858,509 94%$810,862 3%$25,000 3%$25,000 2%$20,000 9%$70,000 Number of Individual Beneficiaries 1,078 1,907 876 3,861 Cost per Individual $23.19 $13.11 $22.83 $18.13 144 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 6/7 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Priority: Sustain or Expand Human Services: Sustain or expand the high level of basic human needs services for extremely low-, very low-, low- and moderate-income persons and households including but not limited to childcare, mental health and substance abuse services. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. We conducted over 5,000 visits and worked on approximately 1,200 cases of elder abuse and complaints across the County. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: We ensure that residents at risk for eviction are connected with public assistance to ensure their housing and care needs are met. For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Instagram, FaceBook Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Brochure to residents c. How and where are the materials distributed? Field Ombudsman distribute, online, senior fairs, community events ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors Board__Resolution_Signed.pdf 2. Proof of 501(c)3 / tax-exempt status IRS_Letter_of_Determination.pdf 3. By-laws Bylaws.doc 4. Articles of Incorporation Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Board_Information.-Years_of_Service_2024.docx 145 1/23/24, 11:31 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13796 7/7 6. Organizational chart for entire organization OSSMC_Org_Chart_October_2023.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. Audit_Report_FY22_-_23_Final_1.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Budget_FY23-24_Approved_6-16-23_purple_only-bw.xlsx 9. Mission Statement Mission_Statement_on_Letterhead.pdf 10. Non-discrimination policy for Staff and Clients Non-Discrimination_Policy.pdf 11. Reasonable Accommodations Policy for Staff and Clients Non_Discrimination__Reasonable_Accommodation_Policy.docx 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Form.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Elyse Brummer Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 13:14:20 146 Rape Trauma Services Center 147 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 1/10 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Rape Trauma Services: A Center for Healing and Violence Prevention 2. Project Title: Sexual Abuse Services for Children and Youth We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $15,000 2% 0% $176.47 City of San Mateo $15,000 2% 0% $176.47 South San Francisco $15,000 2% 0% $176.47 Total $45,000 6% 255 100% $176.47 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. The Sexual Abuse Services Program for Children and Youth provides direct services to child abuse survivors from infancy through 17 years of age. As abused children is a 'presumed benefit' group income verification is not required. RTS verifies the presumed benefit status by completing a Client Contact Data Form for each child served. The form is used to collect detailed information about the types of trauma/abuse suffered, the services requested and provided, follow-up services provided and the age, gender, and ethnicity of each survivor. Client Contact Data forms are kept in a locked cabinet. RTS has kept all data forms from the beginning of the agency (29 years). RTS reports by 'individuals' rather than 'households' as to comply with our legal responsibilities to confidentiality. Due to legal restrictions, RTS is unable to actively seek and record information regarding personal affiliations between clients; we are therefore unable to report victims who share living spaces as 'households' as to preserve the confidentiality of all clients. 3. Project Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 4. Provide a one sentence project summary: The Sexual Abuse Services Program for Children and Youth provides mental health services to address the multiple healing needs of child survivors of sexual violence including: crisis intervention, individual and group counseling, advocacy, medical/legal and forensic accompaniment, and information and referrals. 148 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 2/10 Organization Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 Organization Phone: 650-652-0598 Website: http://www.rapetraumaservices.org/ Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator: Name: Emily Abrams Title: Executive Director Telephone: 650-652- 0598 Contact Email: emily@rapetraumaservices.org Fax: 650.652.0596 6. Name of Agency Director: Emily Abrams 7. Fiscal Officer:Name: Lorry Thomas Email: Lorry@rapetraumaservices.org Telephone: 650.652.0598 Fiscal Officer Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 8. Authorized Signatory:Name: Emily Abrams Email: emily@rapetraumaservices.org Telephone: 650.652.0598 Authorized Signatory Address: 1860 El Camino Real, Suite 406 City: Burlingame Zip: 94010-3117 9. Please provide days and hours of regularly scheduled operation: RTS’ crisis intervention services (crisis counseling, advocacy, accompaniment, information and referrals) are available 24-hours a day. Counseling is scheduled to meet the needs of clients and families. In addition to Monday - Friday 8:30 am - 5:30 pm hours, sessions are available in the early mornings and evenings. 10. SAM/UEI Number: UP9FW5SDEM46 Federal EIN/TIN Number: 94-3215045 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05N - Abused and Neglected Children 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. RTS aims to help child abuse survivors learn the skills needed to heal from sexual abuse, decrease the likelihood of Post-Traumatic Stress Disorder, develop the tools to be supportive of their healing, and prevent continued or future abuse. RTS’ program clearly matches many HUD activities by providing Basic Human Needs to Abused Children. RTS provides mental health services to child abuse survivors including Advocacy & Accompaniment, Crisis Intervention, Therapy, Information, Referrals, and Violence Prevention. The Polaris Project, the human trafficking crisis line, has identified San Mateo County as a Human Trafficking Hotspot. Child Sexual Exploitation is a form of child abuse in itself, but the number one risk factor for being sexually exploited is having been a victim of childhood sexual abuse. County-wide, in FY 2023 RTS provided 593 child abuse victims with crisis intervention, accompaniment, and advocacy during forensic medical exams & interviews. RTS provides children with emotional support, answers questions, and makes sure survivors understand what is happening and that their rights are protected under the law. Counselors are trained to provide services to youth of all ages. RTS works with police to ensure victims receive information about ongoing RTS services. RTS provides children with individual and group therapy to help break the isolation that is common among survivors – especially children. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTS is the only agency in San Mateo County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 91 of these children live in Redwood City, 11 identified being victimized by commercial sexual exploitation. Children ranged in age from 2 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal 149 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 3/10 behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTS is the only agency in San Mateo County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 82 of these children live in San Mateo, 8 identified being victimized by commercial sexual exploitation. Children ranged in age from 4 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse. 13C. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. RTS is the only agency in SM County that responds 24-hours a day to law enforcement, Keller Center and Child Advocacy Center when a child has been identified as a victim of sexual violence. The National Crime survey reports 1-in-3 girls and 1-in-6 boys will be sexually abused by the time they are 18 and the SM County Grand Jury discovered “everyday a child in SM County is sexually abused.” Last year, RTS provided crisis intervention to 593 victims of child sexual abuse, 88 of these children live in South San Francisco, 9 identified being victimized by commercial sexual exploitation. Children ranged in age from 3 to 17 and are predominantly low-income. Children who are sexually abused often exhibit emotional, cognitive, and behavioral problems, such as depression, suicidal behavior, difficulty in school, use of alcohol and drugs, and early sexual activity. The housing crisis has created a dire situation for low- and moderate-income families, creating a link to child sexual abuse. Families are depending on strangers for a place to live, which has impacted the number of child sex abuse reports. Cramped quarters, without a formalized lease, have resulted in sexual abuse contributing to families having to choose between the safety of their child or being homeless. RTS is a place where survivors find support. The ability to heal from trauma is fundamental to a child's safety and well-being. For 29 years RTS has provided services to the target group: child victims of sexual abuse. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. The Sexual Abuse Services Program for Children and Youth is an ongoing program in which individuals seek needed services at any time throughout the year. Activities and staff are in place to implement all aspects of the program. By the end of the Fiscal Year, RTS will provide: 85 Child Abuse survivors in Redwood City with -Crisis Intervention - Advocacy and Accompaniment services - Mental Health Services: In person or virtual counseling (individual or group) 85 Child Abuse survivors in the City of San Mateo with -Crisis Intervention - Advocacy and Accompaniment services - Mental Health Services: In person or virtual counseling (individual or group) 85 Child Abuse survivors in the City of South San Francisco with -Crisis Intervention - Advocacy and Accompaniment services 150 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 4/10 - Mental Health Services: In person or virtual counseling (individual or group) 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. A variety of measures are used to evaluate services. The Client Contact Data Form is completed for all clients. It collects detailed information about the services requested and provided, types of trauma/abuse suffered, demographics, and follow-up services provided. RTS holds weekly meetings to review individual cases, provide assessment, and complete mental health therapy assignments. This process allows program staff to track the number of services provided to city residents and evaluate a client's ability to identify and address immediate and long-term trauma needs as well as gauge if a client has gained skills needed for healing, an understanding of services, and/or received appropriate referral information. Accomplishments to date (From July 1, 2023 - December 31, 2023): RTS has provided crisis intervention services to 47 child abuse victims living in Redwood City - 54% of the yearly goal. RTS has provided crisis intervention services to 45 child abuse victims living in San Mateo - 52% of the yearly goal. RTS has provided crisis intervention services to 50 child abuse victims living in South San Francisco - 57% of the yearly goal. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Children and teens who have suffered sexual trauma have a high likelihood of needing other services. RTS works with organizations throughout the County to assure survivors receive all necessary services (housing and basic needs, teen pregnancy prevention, substance abuse, mental health, child protective services). RTS is a member of the Commercial Sexual Exploitation of Children Steering Committee, County Sexual Assault Task Force, & Multi- Disciplinary Interview Team to create better understanding regarding child victim issues, provide training, and enhance the coordination and cooperation of all parties involved (law enforcement, medical personnel, DA, and Victim Services). RTS works with City & County Police Departments during an investigation to facilitate useful communication and support the creation of an environment that minimizes re-traumatization. RTS' role is to support the child victim, provide information, and answer questions. RTS addresses prevention by providing education programs in high-schools and middle-schools. 42% of students reach out for further information, crisis intervention, advocacy, and/or counseling. RTS serves underserved communities to promote prevention of sexual assault, and to provide intervention to those who have been affected. One of the collaborations that most affects youth is the Youth Empowerment & Advocacy Program, which involves cross training and information sharing between Victim Services Division of the DA’s office, CORA and RTS. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Sadly, each year new children reach out in need of victim services. Funding allows us to meet this demand. An ongoing trend is the increasing number of children seeking services who are victims of CSEC (Commercial Sexual Exploitation of Children). CSEC includes the prostitution of children, child pornography, child sex tourism & other forms of transactional sex where a child engages in sexual activities to have key needs fulfilled, such as food, shelter or access to education. RTS provides a large percentage of direct services to Latinx children. Through our Bilingual Services, RTS focuses outreach to underserved populations actively targeting people who have limited resources to receive services elsewhere. There is a high demand in San Mateo County for Mental Health Services. There is a greater need for therapy than our county can provide. As the only Rape Crisis Center, RTS provides follow-up services to every child who receives a Forensic Medical Exam at the Keller Center or a Forensic Interview at the Child Advocacy Center. In addition to providing Crisis Intervention and Advocacy, many children are in need of long term therapy. Without funds, RTS would have to initiate a waiting list for counseling, fewer school communities would receive services, some child victims may not receive accompaniment support during forensic exams/interviews, & fewer residents would receive information needed to make important & informed decisions. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table 151 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 5/10 b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 50 50 Redwood City 85 85 City of San Mateo 85 85 County of San Mateo 300 300 South San Francisco 85 85 Totals 605 0 605 0 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%47 100% White and not Hispanic 40,656 54.64% 10 21.28% White and Hispanic 23,557 31.66% 23 48.94% Asian 6,715 9.03% 5 10.64% African American 1,916 2.58% 2 4.26% Pacific Islander 663 0.89% 3 6.38% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 4 8.51% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%45 100% White and not Hispanic 45,240 46.54% 10 22.22% White and Hispanic 25,815 26.56% 17 37.78% Asian 18,153 18.67% 9 20.00% African American 2,099 2.16% 3 6.67% Pacific Islander 1,937 1.99% 3 6.67% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 3 6.67% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%50 100% White and not Hispanic 23,760 37.34% 10 20.00% White and Hispanic 21,645 34.02% 18 36.00% Asian 23,293 36.61% 11 22.00% African American 1,625 2.55% 2 4.00% 152 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 6/10 Pacific Islander 1,111 1.75% 1 2.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 8 16.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: RTS is committed to making programs accessible by minimizing cultural, geographic, and economic barriers to participation. Staff is trained to be culturally sensitive to the needs of individuals and groups that have experienced oppression. Bilingual multicultural staff provide outreach to residents and specifically to the Latinx immigrant community. Presentations are given where there is a high likelihood of contact with survivors or potential victims. RTS created a 2+ minute video highlighting services provided through RTS' Sexual Abuse Program which is featured on our agency website home page and was distributed to several service providers and to all high schools in San Mateo County. The video is in English with Spanish subtitles. Whites are underrepresented in RTS client pool because as a nonprofit agency with no cost counseling and support services, low-income and other underserved communities (i.e., non-White populations) overwhelmingly utilize RTS' programs due to a lack of resources to receive support elsewhere. RTS has a community outreach plan which targets underserved communities and sends program materials to over 80 agencies throughout San Mateo County and the greater Bay Area, for example Native American Health Center, LGBT Community Centers, StarVista, Kaiser Permanente (Redwood City, South San Francisco and San Mateo Medical Office) San Mateo County Human Services Agencies, Asian American Recovery Services, and Larkin Street Youth Services. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. RTS receives an ongoing Rape Crisis Grant from Cal OES - the funding amount is $225,000 for the Sexual Abuse Services Program for Children and Youth and ongoing funding for Child Abuse Treatment from Cal OES in the amount of $150,000. RTS receives $95,000 from The San Mateo County Victim Services for Child Abuse Prevention and Intervention. RTS has received current funding from several Family Foundation ($150,000) We will re-apply to these sources for the upcoming fiscal year and apply to additional Corporations and Foundations. A financial commitment from San Mateo, Redwood City, and South San Francisco lends additional credibility to our requests from all types of funders. When approaching business owners and city residents it has been very helpful to discuss ongoing city support. RTS has continued its Non-profit membership of the RWC/SM Chamber of Commerce and speaks to and receives support from several service organizations (Rotary, Kiwanis, Lions) throughout the county. We are anticipating funding cuts to our Cal OES and CDPH grants in FY2024/2025. We are preparing for these reduced grant amounts by increasing our outreach efforts to Family Foundations and researching additional funding which will support child abuse prevention and direct services. Funding from Redwood City, South San Francisco, and San Mateo will help with future funding opportunities. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Executive Director Emily Abrams Provides training and mentoring to staff and volunteers, provides crisis intervention and facilitates direct services to children and families. Provides oversight of all program activities. Founding member of RTS. 29 years experience working in Sexual Assault Movement. CA State Certified Sexual Assault Counselor. Active member of the County Child Sexual Abuse Advisory Board & Multi-Disciplinary Interview Team. Deputy Director Lorry Thomas Provides Direct Services (crisis counseling, advocacy, accompaniment, Has an ASW and has worked in the field of sexual 153 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 7/10 information and referrals) individual and group therapy and coordinates and implements services and programs to At Risk Youth. abuse and domestic violence for 9 years. Advocate and Educator specially trained to work with youth and families. CA State Certified Sexual Assault Counselor. Active member of the Commercial Sexual Exploitation of Children Steering Committee. Bilingual Family Advocate Adriana Najera Cervantes Provides crisis intervention, advocacy and accompaniment to children and families during forensic interviews at the Child Advocacy Center as part of the County response to child sexual abuse cases. She facilitates direct services to Spanish speaking community members. Has a MSW and CA State Certified Sexual Assault Counselor. A bilingual/bilcultural sexual assault advocate who understands the dynamics and needs that the Latinx community has in accessing services and is sensitive to these challenges. A trained sexual assault counselor with experience providing case management, advocacy, and support to children and families. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested Pgm%Requested Labor Executive Director $160,000 34% $55,000 0% $0 0% $0 0% $0 0%$0 Deputy Director $127,000 51% $65,000 3% $2,000 3% $2,000 3% $2,000 9%$6,000 Bilingual Family Advocate $78,000 75% $58,500 3% $2,000 3% $2,000 3% $2,000 10%$6,000 Lead Advocate/CSEC Coordinator $75,000 67% $50,000 0% $0 0% $0 0% $0 0%$0 Volunteer Coordinator/Trauma Counselor $78,000 45% $35,000 6% $2,000 6% $2,000 6% $2,000 17%$6,000 Prevention Educators/Trauma Counselors (2 staff members) $135,000 48% $65,000 3% $2,000 3% $2,000 3% $2,000 9%$6,000 Advocates/Trauma Counselors (3 staff members) $198,000 56% $110,000 4% $4,000 4% $4,000 4% $4,000 11%$12,000 Trauma Therapists (2 staff members) $150,000 53% $80,000 0% $0 0% $0 0% $0 0%$0 Taxes/Benefits $201,400 45%$90,820 0% $0 0% $0 0% $0 0%$0 Other Direct Costs Occupancy Lease $129,795 40% $52,000 6% $3,000 6% $3,000 6% $3,000 17%$9,000 Telephone and Communication $29,500 41% $12,000 0% $0 0% $0 0% $0 0%$0 Local Travel / Mileage $15,000 37% $5,500 0% $0 0% $0 0% $0 0%$0 Office Supplies $7,500 47% $3,500 0% $0 0% $0 0% $0 0%$0 Equipment and Maintenace $5,000 40% $2,000 0% $0 0% $0 0% $0 0%$0 Postage and Delivery $7,500 40% $3,000 0% $0 0% $0 0% $0 0%$0 154 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 8/10 Printing and Reproduction $7,000 57% $4,000 0% $0 0% $0 0% $0 0%$0 General Liability Insurance $3,200 38% $1,200 0% $0 0% $0 0% $0 0%$0 Trainings and Workshops $2,000 50% $1,000 0% $0 0% $0 0% $0 0%$0 Membership Dues $1,625 31% $500 0% $0 0% $0 0% $0 0%$0 Modified Total Direct Costs (MTDC)$1,410,520 49%$694,020 2% $15,000 2% $15,000 2% $15,000 6%$45,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 7%2% 0% 0% 0% Indirect costs $98,736 14%$13,880 0% $0 0% $0 0% $0 0%$0 TOTAL $1,509,256 47%$707,900 2%$15,000 2%$15,000 2%$15,000 6%$45,000 Number of Individual Beneficiaries 85 85 85 255 Cost per Individual $176.47 $176.47 $176.47 $176.47 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Priority: Sustain or Expand Human Services: Sustain or expand the high level of basic human needs services for extremely low-, very low-, low- and moderate-income persons and households including but not limited to childcare, mental health and substance abuse services. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. During FY 22/23, Rape Trauma Services provided crisis intervention, mental health services, advocacy, accompaniment, long term therapy, prevention and community outreach to child abuse survivors living in Redwood City. RTS provided support services to 91 abused children living in RWC ranging in age from 2 to 17 years. The first point of contact for these children was from the child's school, RWC police department, or at the Child Advocacy Center or Keller Center where a Sexual Assault counselor provided accompaniment and advocacy services during a forensic medical exam and/or forensic interview. Sixty-one percent (61%) of victims identified as Hispanic. RTS provided services to 11 children who identified being victimized by commercial sexual exploitation while residing in RWC. RTS provided in-person therapy and crisis intervention services to At Risk Youth from Sequoia High School, Redwood High School, and McKinley Middle School. RTS Educators provided Ending Cycles of Violence workshops to students throughout Redwood City. RTS provided training for parents and for community leaders on culturally sensitive support for child sexual abuse throughout the community. Training topics focused on healing from childhood trauma and the prevention of child abuse. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: The “Garcias” came into contact with RTS at the Child Advocacy Center where RTS Advocates support families during the forensic interview (FI). Anna Garcia’s 4 year old daughter, Mia, told her mom that her uncle hurt her. Anna called RWC police to report. Due to Mia's age & concerns about the uncle having access to her since they all lived together, an exigent FI took place followed by a medical legal exam (MLE). Julia, a Spanish speaking bilingual RTS Advocate accompanied the family to the FI & MLE. Immediately, Julia could feel a sense of relief from Anna because she was being supported directly by a Spanish speaker, not an interpreter. Anna told Julia that she had experienced childhood sexual abuse & that this happening to her daughter is her worst nightmare. She shared feelings of guilt due to their living situation & for failing to protect Mia. By the time the interview ended, Anna was in a more stable place emotionally & left with resources to Victim Services & RTS. Anna told Julia that she wanted to move because they live with several people & feels she can't trust anyone. She mentioned this has impacted her relationship with Mia's dad because she doesn't want to leave Mia alone with anyone. Julia offered to support the family in finding housing leads & other needed resources & that RTS offers therapy to children &155 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 9/10 families. Anna wanted all the support possible for Mia and was matched with an RTS therapist. They have been seeing an RTS therapist & healing as a family. For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook and Instagram Other - Please describe: SamTrans Bus Campaign, Service poster in malls, Service vid b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All RTS materials are printed two sided in English and Spanish. Outreach presentations are provided in either English or Spanish. Radio and TV announcements are provided on English and Spanish stations. RTS created a 2+ minute video highlighting services provided through the Sexual Abuse Program. The video was done in English and provides Spanish subtitles. The video is featured on the RTS agency website home page and was distributed to all high schools in San Mateo County. RTS launched an awareness campaign for our 24-hour crisis line on SamTrans buses throughout San Mateo County. Posters are located both on the inside of the cabs and the outside of buses. Some are in English and some in Spanish. c. How and where are the materials distributed? RTS has a community outreach plan which targets underserved communities and sends program materials to over 80 agencies throughout San Mateo County and the greater Bay Area, for example Native American Health Center, LGBT Community Centers, StarVista, Kaiser Permanente (Redwood City, South San Francisco and San Mateo Medical Office) San Mateo County Human Services Agencies, Asian American Recovery Services, and Larkin Street Youth Services. Materials are distributed at each Police Station in the county, The District Attorney's office, The Keller Center, The Child Advocacy Center, schools, libraries, and other social service agencies. Outreach presentations are provided throughout San Mateo County with a concentrated effort in low-income communities. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors RTS_City_Board_Resolution_2024.doc 2. Proof of 501(c)3 / tax-exempt status Rape_Trauma_Services_IRS_Tax_Exempt_Letter_2.pdf 3. By-laws RTS_BYLAWS.pdf 4. Articles of Incorporation RTS_articles_of_incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months RTS_BOARD_LIST_2023_25.doc RTS_Board_Meeting_Dates_2023_2024.doc 156 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13719 10/10 Number of years allowed for each board term 6. Organizational chart for entire organization General_Org_Chart_-_Jan_2024.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. Rape_Trauma_Services_Final_FS_6_30_2022.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Agency_Budget_2023_24.pdf Proposed_Agency_Budget_2024_2025.pdf 9. Mission Statement RTS_Mission_Statement_1.pdf 10. Non-discrimination policy for Staff and Clients RTS_Non_Discrimination_Policy_3.pdf 11. Reasonable Accommodations Policy for Staff and Clients RTS_Reasonable_Accommodations_Policy_2.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) RTS_Conflict_of_Interest_Policy_2.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Emily Abrams Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 14:49:41 157 Samaritan House 158 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 1/10 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Samaritan House 2. Project Title: Safe Harbor Shelter We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $19,800 1% 0% $521.05 South San Francisco $19,800 1% 0% $220.00 Total $39,600 2% 128 100% $309.38 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Unhoused persons who are extremely low income are a presumed benefit population in San Mateo County. All unhoused clients served by Safe Harbor Shelter are extremely low to very low income, and Samaritan House has a strict application and verification process to document eligibility based on household income. To verify income data, Safe Harbor staff obtain and review copies of pay stubs for employed clients and check stubs for Social Security, General Assistance and other forms of income from unemployed clients. For client homeless certification, intake staff verifies presumed benefit status utilizing a County form that is also utilized by the Housing Authority. This third- party documentation is available on file for review at all times. 3. Project Address: 295 North Access Road City: South San Francisco Zip: 94080-6907 4. Provide a one sentence project summary: Safe Harbor Shelter, a 105-bed adult, congregate homeless shelter located in South San Francisco, is an integral component of San Mateo County’s housing crisis resolution system offering short-term, emergency housing with supportive services to swiftly transition clients into permanent housing.. Organization Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403-4666 Organization Phone: 650-341-4081 Website: www.samaritanhousesanmateo.org 159 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 2/10 Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator: Name: Alec Raffin; Anjenette Mendoza; Isabelle Anderson Title: Chief Operating Officer; Director of Shelter Services; Associate Director of Institutional Partnerships Telephone: 650- 523-0824; 650.351.5032; 650-376-4992 Contact Email: araffin@samaritanhousesanmateo.org; anje@samaritanhousesanmateo.org; ianderson@samaritanhousesanmateo.org Fax: 6. Name of Agency Director: Laura Bent 7. Fiscal Officer:Name: Jolie Bou Email: jbou@samaritanhousesanmateo.org Telephone: 650- 523-0810 Fiscal Officer Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403-4666 8. Authorized Signatory:Name: Laura Bent Email: laura@samaritanhousesanmateo.org Telephone: 650- 523-0812 Authorized Signatory Address: 4031 Pacific Blvd.City: San Mateo Zip: 94403-4666 9. Please provide days and hours of regularly scheduled operation: Safe Harbor Shelter is open 24 hours a day, 7 days per week, 365 days per year. Case management services are available during regular business hours, as well as during weekend and/or evening hours, in order to accommodate those clients with jobs or other daytime commitments. 10. SAM/UEI Number: FZGZTFE34JW1 Federal EIN/TIN Number: 23-7416272 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Safe Harbor Shelter, a 105-bed adult, congregate homeless shelter located in South San Francisco, is an integral component of San Mateo County’s housing crisis resolution system offering short-term, emergency housing with supportive services to swiftly transition clients into permanent housing. Services encompass nutrition; intensive case management; housing location services; counseling; medical, dental, behavioral health care; educational programming; linkages to Federal, state, and local benefits; employment assistance/job training; legal services; life skills training; substance abuse treatment services; and supportive services. Safe Harbor will provide emergency housing and supportive services for 38 residents from the City of Redwood City and 90 residents from the City of South San Francisco. Safe Harbor employs a Housing First model, creating personalized empowerment plans to address housing barriers. Through a tiered case management model, Safe Harbor staff (case managers, housing liaison, and intake) assess, coordinate, and monitor client-centered services for unhoused residents. Project outcomes include: 1: The shelter will be at full capacity 90% of the time. 2: 15% of clients will move into permanent, transitional or supportive housing. 3: 75% of clients identified as having mental health needs will receive referrals to mental health services. 4: 75% of clients identified as having substance abuse issues will receive referrals to AO 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. San Mateo County’s high cost of living, steep rents, and lack of affordable housing, compounded by the economic fallout of the pandemic and high inflation, continue to severely impact the rate of homelessness. Extensive housing waitlists and insufficient income levels greatly impact a client’s ability to exit to permanent housing. The average cost of rent for an apartment in Redwood City is $3,298, approximately 23% increase year-over-year (Rent Café; 160 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 3/10 November 2023). Most of our clients are extremely low income, earning ~ $500/month - 'too low' an income to qualify for below-market-rate units in the region. The County’s acute housing crisis, impacts a diverse set of populations. Many Safe Harbor clients are seniors, young adults, and individuals dually diagnosed with addiction and mental health disorder or addiction and physical health disorder. Over 50% of clients are at Safe Harbor for the first time, due in part to new client referrals and more effective collaboration between local Police Departments, HOT team outreach workers, and homeless services providers. In North County, there are no other homeless shelters. There are motel voucher programs through LifeMoves; transitional housing through Caminar; and transitional housing for those with substance abuse issues through Catholic Charities and the Latino Commission. 13B. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. San Mateo County’s high cost of living, steep rents, and lack of affordable housing, compounded by the economic fallout of the pandemic and high inflation, continue to severely impact the rate of homelessness. Extensive housing waitlists and insufficient income levels greatly impact a client’s ability to exit to permanent housing. The average cost of rent for an apartment in South San Francisco is $3,290, approximately 50% increase over 2021 (rent.com; January 2024). Most of our clients are extremely low income, earning approximately $500/month, which is 'too low' an income to qualify for below-market-rate units in the region. The County’s housing crisis, compounded by the pandemic, impacts a diverse set of populations. Many Safe Harbor clients are seniors, young adults, and individuals dually diagnosed with addiction and mental health disorder or addiction and physical health disorder. Over 50% of clients are at Safe Harbor for the first time, due in part to new client referrals and more effective collaboration between local Police Departments, HOT team outreach workers, and homeless services providers. In North County, there are no other homeless shelters. There are motel voucher programs through LifeMoves; transitional housing through Caminar; and transitional housing for those with substance abuse issues through Catholic Charities and the Latino Commission. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Safe Harbor Shelter is an ongoing, continuing program, open to San Mateo County’s unhoused population 24 hours a day, 7 days per week, 365 days per year. We do not foresee any obstacles to implementing our project work plan as described, fully achieving our projected goals, and fully expending our contracted funds by the end of the fiscal year ending June 30, 2025. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Samaritan House utilizes a mix of process and outcome evaluation strategies to measure program outcomes and effectiveness for our various programs, including Safe Harbor Shelter. In addition to utilizing required external, funder-driven databases, we currently maintain internal databases to track and provide information about all of our clients and services. Safe Harbor complies with all data collection and reporting requirements required by our funders. The Shelter uses Clarity Plus for capturing and managing client data and keeps case management files. Safe Harbor serves unhoused adults across San Mateo County. In FY23, Safe Harbor served 366 unique individuals with 125,080 services, including 18,906 bed nights and 60,795 meals. Additional services include on-going case management, Mobile Health Care Services, clothing, financial empowerment, and referral services to outside agencies. Evaluation tools contribute to the ongoing review and refinement of program delivery. Recommendations arising from evaluations are incorporated into the program planning process, ensuring services are adapted to effectively meet our clients' needs and expectations. Evaluation results and lessons learned are regularly communicated through program reports to the executive team, board, and funders. Accomplishments to date include: exceeded/on track to exceed FY24’s contract outcomes for the City of Redwood City and the City of South San Francisco respectively. 161 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 4/10 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Samaritan House leverages its resources and ensures timely coordination of services through close collaborations with numerous government agencies (County Human Services Agency, Center on Homelessness), Core Services Agencies, 1,000+ landlords, homeless shelter providers (Abode Services, LifeMoves), domestic violence providers (CORA), local police departments, 211, and other agencies (Legal Aid Society of San Mateo County, Mental Health Association of San Mateo County, Peninsula Conflict Resolution Center, Star Vista, etc.). Additional collaborations include, but not limited to: - CalTrain and SamTrans provide transportation vouchers - Samaritan House’s Food Services Program, in partnership with Second Harvest of Silicon Valley, provides nutritious meals -County SEAL team to expedite application process for SSDI and SSI benefits. - County Mobile Dental Van provides onsite dental services bi-weekly - Peninsula Works and NovaWorks provide employment assistance, support, and resources - County Public Health Clinic provides onsite healthcare twice a week - County Behavioral Health Services provides weekly, onsite mental healthcare - Project Sentinel provides housing advocacy for unhoused and low-income tenants facing discrimination and rental issues - HealthRight 360 provides mental health and substance use disorder treatment, as well as individual and group counseling - The HUD-Veterans Affairs Supportive Housing (HUD-VASH) 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Safe Harbor houses San Mateo County's most difficult to serve unhoused population who have multiple barriers to self-sufficiency, including fixed income due to age or disability, poor general health and low education levels. The high cost of area rents and the increasing lack of affordable housing, compounded by the economic fallout of the pandemic, have severely impacted the ability of our clients to achieve permanent housing placements. While we continue to identify and successfully place clients into nontraditional housing options, including HIP Housing’s Homesharing Program, and successfully help clients attain housing vouchers, fewer landlords countywide are accepting housing vouchers, which is impacting the availability of affordable housing for our clients. This dearth is due to high base rates for rentals, resulting in large gaps between base rents and fair market rent. In response, Samaritan House actively participates in the County's efforts to end homelessness, and we continue to advocate for our clients at various forums led by housing advocacy groups, agencies, & legislators. Given the economic trends that continue to adversely affect our service population, our program would be tremendously affected by any loss or decrease in CDBG funds that are an integral part of Safe Harbor’s budget. Without these funds, we cannot assure the same level of service we have historically provided to all of the County’s unhoused adults seeking our help. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City 38 38 38 38 City of San Mateo 162 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 5/10 County of San Mateo South San Francisco 90 90 90 90 Totals 128 128 128 128 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%100 100% White and not Hispanic 40,656 54.64% 26 26.00% White and Hispanic 23,557 31.66% 31 31.00% Asian 6,715 9.03% 3 3.00% African American 1,916 2.58% 30 30.00% Pacific Islander 663 0.89% 6 6.00% Native American 384 0.52% 2 2.00% Other 1,511 2.03% 2 2.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%82 100% White and not Hispanic 23,760 37.34% 24 29.27% White and Hispanic 21,645 34.02% 23 28.05% Asian 23,293 36.61% 6 7.32% African American 1,625 2.55% 20 24.39% Pacific Islander 1,111 1.75% 5 6.10% Native American 395 0.62% 3 3.66% Other 9,598 15.08% 1 1.22% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Established in 1974, Samaritan House enhances its accessibility through continuous efforts: • Disseminating information about its services to local agencies in both English and Spanish; • Securing coverage in local English and Spanish language newspapers and other media outlets; • Engaging with local service organizations (i.e., Rotary, Lion’s) through speaking opportunities; • Actively participating in local community celebrations/fairs; • Extending outreach to agencies beyond the mainstream of “Safety Net Services”; and • Cultivating cross-referral relationships with bilingual service providers. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Samaritan House’s Advancement Department manages a fund development plan and seeks funding sources for all of the agency's programs, including Core Services. The agency raises grant funding from foundations, corporations, and government entities; forges partnerships with businesses and community groups; holds fundraising events; cultivates community donors; and conducts direct mail appeals to support the agency’s operations. To effectively work with the most challenging unhoused populations in the County, Safe Harbor leverages its resources and ensures timely and relevant services for its clients through close collaborations with local nonprofits and government agencies. Moreover, Safe Harbor Shelter receives financial support through CDBG funds from City of Redwood City 163 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 6/10 ($14,716) and City of South San Francisco ($18,000), as well as PLHA funds from the County of San Mateo ($30,000) and City of San Mateo ($15,000). Samaritan House receives funding from City of Burlingame ($5,000), County of San Mateo BHRS ($93,732), and County of San Mateo HSA Funds ($1,358,471). We also receive private support for Safe Harbor from foundations, including Kaiser Permanente ($50,000) and local corporations, such as Makena Capital, Observe, Inc and South San Francisco Rotary, as well as individually designated gifts ($5,450). Additionally, Samaritan House received $75,760 from the County of San Mateo for Safe Harbor Shelter's Housing Location Services program. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Director of Shelter Programs Anje Mendoza Responsible for the management, administration and supervision of staff associated with intake and assessment, client services, programming, facility and data operations. 16 years’ experience at Samaritan House. GED. Some college, AOD and Human Services Management Studies. Prior experience with shelter programming and services. Shelter Services Operations Manager Juan Molina Under the supervision of the Director of Shelter Services, provides operational leadership to Safe Harbor Shelter, manages the housing liaison and program aides, works in partnership with case managers, ensures safety of facilities, and acts as community liaison. 3 years’ experience at Samaritan House. Bilingual. Certified Salesforce Administrator. HS Graduate. Some college, Psychology. 10 yrs customer service experience. Housing Liasion Catalina O’Meany Manage the Housing Location Services program to support clients in their housing search and acquisition. Provide assessment and housing case plan development for residents. Provide communication and mediation between owners/landlords, tenants/applicants, and social service agencies as needed to remove barriers to maintaining housing. 3 years' experience at Samaritan House. Bilingual. BA in Psychology. Previous experience at Star Vista - Health Ambassador Program. Certified community agent to help raise awareness and help increase access to behavioral health services through information sharing. Case Manager & Community Liaison Eric Brown Provides assessment, case plan development, and referral for unhoused residents, serves as community liaison. 17 years’ experience at Samaritan House. GED. Some college, Human Services. Prior experience with shelter programming and services. Intake Coordinator Bridgette Jones Provides client services to shelter program constituents, ensures client needs are met during intake and onboarding process as well as throughout their residence in our program. Supports program aides, perform some program aide duties, and assist with the safety and security of our clients and agency property. Data systems and data management. 6 years’ experience at Samaritan House. 30 years’ experience customer service. Health and Human Services and Criminal Justice Education Case Manager Juan Carlos Mercado Provides assessment, case plan development, life skills programming and referral for unhoused residents. 3 years’ experience at Samaritan House. Bilingual. Working toward doctorate in Community/Liberation/Ecopsychology. 164 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 7/10 MA in Clinical Psychology/MFT + BA in Psychology at Notre Dame de Namur University. Prior work experience in community-based and substance abuse programs, as well as with individuals with developmental disabilities. Program Aide Sal Estrada Coordinates the orderly operation of Safe Harbor Shelter and facilitates the delivery of shelter services to clients. This position also works with vendors and community support services to support client needs. 4 years’ experience at Samaritan House. Bilingual. 40 years' work experience. HS Diploma. Prior shelter client who successfully graduated Safe Harbor Program. Program Aide Maria Trujillo Coordinates the orderly operation of Safe Harbor Shelter and facilitates the delivery of shelter services to clients. This position also works with vendors and community support services to support client needs. 24 years’ experience at Samaritan House. Bilingual. H.S. Diploma. AA degree in Human Services. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested Pgm%Requested Labor Case Manager - EB $71,801 100% $71,801 25% $18,000 25% $18,000 50%$36,000 Other staff $11,368,553 9% $1,041,806 0% 0% 0%$0 Taxes/Benefits $2,655,411 11%$300,572 0% 0% 0%$0 Other Direct Costs Supplies $1,421,312 18% $260,892 0% 0% 0%$0 Occupancy $797,985 2% $18,466 0% 0% 0%$0 Utilities & Communications $765,337 4% $31,473 0% 0% 0%$0 Housekeeping $551,571 7% $38,354 0% 0% 0%$0 Outside Services & Prof Fees $3,094,153 3% $78,781 0% 0% 0%$0 Temp staffing $178,000 53% $94,000 0% 0% 0%$0 Client Fiancial Assistance $1,750,000 0% $0 0% 0% 0%$0 Transport, fees & taxes $350,019 3% $10,098 0% 0% 0%$0 In-kind and other fees $9,955,024 5% $510,372 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$32,959,166 7%$2,456,615 1% $18,000 1% $18,000 1%$36,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10% 10% Indirect costs $0 $0 $1,800 $1,800 $3,600 TOTAL $32,959,166 7%$2,456,615 1%$19,800 1%$19,800 2%$39,600 Number of Individual Beneficiaries 38 90 128 Cost per Individual $521.05 $220.00 $309.38 For the City of Redwood City ONLY, answer the following: 165 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 8/10 1. Funding Criteria: 2. Priority: Supporting Persons Experiencing Homelessness Making homelessness short, rare and non- reoccurring by supporting the work of emergency shelters and funding other basic needs. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. Safe Harbor Shelter is a year-round Emergency Shelter that provides housing services for San Mateo County’s unhoused population. Safe Harbor’s primary purpose is to provide warmth, shelter, nutrition and access to supportive services to unhoused individuals in a compassionate manner to meet their basic needs. Our outcomes for FY22-23 were as follows: OUTCOME 1: The shelter was at full capacity 89% of the time. OUTCOME 2: 54% of Safe Harbor emergency clients moved into permanent transitional or supportive housing. (outcome has been impacted due to COVID-19) OUTCOME 3: 90% of clients identified as having mental health needs received referrals to mental health services. OUTCOME 4: 90% of clients identified as having substance abuse issues received referrals to AOD services. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: Titus arrived at Safe Harbor in March 2021. As a 63-year-old Mandarin speaker, Titus required a translator for all interactions, adding a layer of complexity to his placement process. After a challenging period receiving mental health services at a hospital, Titus was discharged to Safe Harbor for help in finding stable housing. Titus’ struggles with mental health had strained his relationships with family members. A critical incident at home forced an emergency hospital trip and legal intervention, leaving Titus unwelcome at home. Dedicated Safe Harbor staff worked with a BHRS caseworker to connect him with crucial services, including Cal Fresh, the Social Security Office, and housing via a board and care facility in Redwood City. Embracing newfound hope at Safe Harbor, Titus was determined to improve his situation and began saving money from his $1040 monthly SSI payments. Buoyed by the positive changes, Titus was so content that leaving the shelter became a challenge. Staff, with their compassionate guidance, provided the extra push he needed to set forth on his housing search, and with the help of his case manager, Titus was matched with residential care housing. In June 2023, he moved into his forever home, marking a major milestone in Titus’ journey towards stability and well-being. His story inspires us to advocate for those struggling with behavioral health challenges and homelessness, ensuring they receive the support they need to rebuild their lives. For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, LinkedIn, X, YouTube Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Samaritan House makes every attempt to market its program services in multi-lingual formats by: 166 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 9/10 -- Disseminating information about our services to local agencies in both English and Spanish; -- Cultivating cross-referral relationships with bilingual service providers. c. How and where are the materials distributed? Marketing/advertising materials are generally distributed through City programs, Core Service agencies, and San Mateo County. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors Samaritan_House_FY25_Board_Resolution_CDBG.pdf Samaritan_House_FY25_Board_Resolution_CDBG_LMIHAF.pdf 2. Proof of 501(c)3 / tax-exempt status Samaritan_House_IRS_501c3_Determination_Letter.pdf 3. By-laws SH_Bylaws_approved_amended_02252021.pdf 4. Articles of Incorporation Original_Articles_of_Incorporation_12.12.1974.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term SH_Board_of_Directors_Roster_FY23-24_WITH_TERMS.pdf 6. Organizational chart for entire organization Samaritan_House__Organization_Chart_2023.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. Samaritan_House_FYE23_Audit.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Samaritan_House_Total_Agency_FY24_Operating_Budget.pdf Samaritan_House_Projected_Total_Agency_FY25_Operating_Budget.pdf Samaritan_House_Safe_Harbor_FY24_Operating_Budget.pdf 9. Mission Statement Samaritan_House_Mission_Statement_21.pdf 10. Non-discrimination policy for Staff and Clients Samaritan_House_Non-Discrimination_Policy_2021.pdf 11. Reasonable Accommodations Policy for Staff and Clients Samaritan_House_Reasonable_Accommodations_Policy.doc 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Samaritan_House_Conflict_of_Interest_Policy.pdf 167 1/23/24, 11:32 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13706 10/10 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Isabelle Anderson Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 14:01:35 168 Star Vista 169 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 1/7 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: StarVista 2. Project Title: Transitional Housing Placement Plus (THP+) We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget South San Francisco $12,100 1% 0% $1,210.00 Total $12,100 1% 10 100% $1,210.00 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Upon entry into StarVista’s THP+ Program, clients must provide proof of their status as a former foster youth. Youth typically learn of the program at their AB-12 transition out of foster care meeting or will often times self-refer. A qualifying program requirement is that youth complete 30 hours of productivity per week. This may include school enrollment, employment, and/or mental health services. 3. Project Address: 701 Grand Ave City: South San Francisco Zip: 94080-2553 4. Provide a one sentence project summary: StarVista’s Transitional Housing Placement Plus (THP+) program provides subsidized apartments in South San Francisco and case management services for emancipated foster youth aged 18-25, in addition to essential life skills training and assistance finding employment or attending school. Organization Address: 610 Elm Street Suite 212 City: San Carlos Zip: 94070-3070 Organization Phone: 650-591-9623 Website: star- vista.org Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator: Name: Michelle Woo; Alyssa Canfield; Lauren Heminez Title: Department Director; Program Telephone: (650) 591-9623 170 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 2/7 Manager; Senior Grants Manager Contact Email: Michelle.Woo@star-vista.org; Alyssa.Canfield@star-vista.org; Lauren.Heminez@star-vista.org; Grants@star-vista.org Fax: (650) 591- 9750 6. Name of Agency Director: Sara Larios Mitchell, Ph.D. 7. Fiscal Officer: Name: Bjorn Remo, Director of Finance and Accounting; Jill Kingery, AR Director Email: Bjorn.Remo@star- vista.org; jill.kingery@star- vista.org Telephone: (650) 591-9623 Fiscal Officer Address: 610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070 8. Authorized Signatory:Name: Sara Larios Mitchell Email: SMitchell@Star- Vista.org Telephone: (650) 591-9623 x112 Authorized Signatory Address: 610 Elm Street, Suite 212 City: San Carlos Zip: 94070-3070 9. Please provide days and hours of regularly scheduled operation: Sites are available to residents 24/7. Specific hours fluctuate depending on a variety of factors but staff are typically on-site a minimum of 24 hours per day for 5 days per week and have 24/7 on-call staff support to ensure all youth needs are consistently met. 10. SAM/UEI Number: MBFQQNLQRTK5 Federal EIN/TIN Number: 94-3094966 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05D - Youth Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. We are requesting funds for our THP+ program that serves emancipated foster and juvenile justice youth aged 18- 25. Our THP+ program in South San Francisco provides youth with housing in a triplex. Participants are expected to meet program agreements and attend a weekly support group. THP+ is part of StarVista’s Youth and Community Empowerment programs which support youth in finding stable housing, addressing unmet mental health needs, navigating the foster care system, accessing LGBTQ-centered care, and more. THP+ is strength-based, holistic, and individualized. Services begin with an assessment of each youth, then the creation of a Transitional Independent Living Plan tailored to their unique needs. THP+ counselors provide basic life skills (e.g., budgeting, housekeeping, parenting skills, etc.), educational support, and help with job preparation and attainment. Staff also help youth build interpersonal skills to cultivate positive relationships, make decisions, manage stress, and care for their physical/mental health. To build financial self-sufficiency, youth receive a matched savings account upon completion, a stipend for groceries, and transportation vouchers. THP+ also provides aftercare services for youth that need ongoing support remaining housed. THP+ services intensively supports 8-13 former foster and juvenile justice youth annually to attain stable housing, optimal health, education, employment, and to develop caring, supportive relationships. 13. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. StarVista's THP+ program serves a historically and institutionally underserved population of San Mateo County youth at its SSF triplex. Over 50% of people in SSF are rent burdened, and the County at large is facing an increase of people facing homelessness, up 20% from 2019 to 2022, and much higher than in previous years. Designed for emancipated foster youth, THP+ is a unique and vital program for the SSF community. Former foster youth are at increased risk for mental health challenges and are more likely to experience homelessness at an earlier age and remain unhoused for a longer time. Often victims of abuse or neglect, they can't return to their families, and they lack the support or resources to live on their own. They must seek their own role models rather than lean on parents, and some cope by using substances or participating in survival sex for food or shelter. Our THP+ program offers safe housing and supportive services to help youth complete high school, access health care, obtain job training, receive mental health support, connect to community resources, and achieve economic stability, and break the cycle of homelessness. Research has shown that 82% of youth who enter transitional living 171 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 3/7 programs like ours transition to positive independent living. Additionally, ongoing studies have found that supportive housing and independent living skills training are effective and necessary for youth to successfully transition to independence. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. THP+ is an ongoing program that operates year-round and will not require any startup time for implementation. StarVista has a lengthy track record of efficient spend-down of CDBG and other funding. If awarded, StarVista will draw down CDBG funding each month, for 10 months, consistent with actual expenses incurred. THP+ has a strong history of meeting projected goals and anticipates a continued level of service excellence in 2023-2024. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Evaluation methods to measure success include pre/post-surveys around youth development asset gains; Ansell- Casey Life Skills assessments; client self-evaluations and clinicians' assessments of client progress. Most of our direct service measures are tracked through the national Runaway and Homeless Youth Management Information System (RHYMIS). We also evaluate success through our internal data monitoring and evaluation. Data on participants' progress towards education and work goals are noted in individual case files and in our database for tracking against annual goals. Client data is collected and stored in Efforts to Outcomes (ETO) software. ETO is a secure, web-based performance management database that is accessed for tracking and reporting purposes. In 2022-2023, the following outcomes were achieved: 88% of participants maintained/stabilized housing (goal: 75%), 25% of youth were attending/school or utilizing staff/resources toward academic achievement (goal: 88%); and 100% of participants were connected to community resources around food, legal services, financial aid, IDA banking, and more (goal: 95%). With this in mind, THP+ met two of its three goals. The goal around youth education not met because addressing housing and income challenges have taken priority for youth over education in order to meet basic needs (see details in the Impact section). 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. As mentioned, our THP+ program is the only one of its kind in San Mateo County. Youth served by THP+ face many challenges and their need for support extends beyond services provided by StarVista. We are fortunate to collaborate with numerous partners to provide services for our clients in addition to educational agencies (community colleges, Guardian Scholar's Programs) and vocational programs like JobTrain, these include Project Outlet in Mountain View, which support LGBTQ youth; the Rape Trauma Center, CORA (Community Overcoming Relationship Abuse), Standing Against Global Exploitation (SAGE), which works with youth traumatized by sexual exploitation and prostitution; Abode, HIP Housing, Guardian Scholars, Pivotal, El Centro Substance Abuse Services, Al-Anon family groups, Friends for Youth Mentoring Services, and the Youth Services Bureau. We also connect youth to health providers such as San Mateo Medical Center, Keller Center Family Violence Intervention Center and Daly City Youth Health Center, and food and shelter services such as Second Harvest Food Bank and Samaritan House. To gain and share knowledge, the THP+ team collaborates with many local committees (e.g., the Executive Advisory Council for Foster Youth Services & Youth Experiencing Homelessness, Housing Operation and Policy Committee, STEP Committee). The THP+ team also attends monthly meetings for ILP (Independent Living Program), TAY System of Care, and the Child Abuse Prevention Comm 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. The THP+ team has noticed an increase in youth experiencing mental health challenges. In response, the team works closely with internal and external resources (e.g., BHRS and StarVista’s Counseling Center) to connect youth to vital mental health services. As services can be difficult to navigate alone, THP+ supports youth as they navigate the Coordinated Entry System (CES) and additionally works with partners involved with CES to further streamline the process for youth. Obtaining/maintaining housing and employment in San Mateo County also continues to be incredibly challenging for THP+ youth given the County’s exorbitant living and housing costs and limited employment opportunities they qualify for. To address this, THP+ case managers provide interview/job support and work with the STEP program so THP+ youth can gain valuable work experience working closely with different County departments. The THP+ team also support youth to set up strong financial foundations through teaching them how to manage their finances, build on their rental history, and save money. This support, in turn, opens more doors for youth to obtain and afford to maintain housing while also being able to meet basic needs. Additionally, with income and housing addressed, youth have more capacity to pursue education, trade school, and other educational means that will 172 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 4/7 amplify their income and career opportunities. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 0 0 0 0 Redwood City 0 0 0 0 City of San Mateo 0 0 0 0 County of San Mateo 0 0 0 0 South San Francisco 10 10 10 10 Totals 10 10 10 10 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other unhoused/”homeless” youth; emancipated foster youth 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%5 100% White and not Hispanic 23,760 37.34% 0.00% White and Hispanic 21,645 34.02% 0.00% Asian 23,293 36.61% 0.00% African American 1,625 2.55% 1 20.00% Pacific Islander 1,111 1.75% 0.00% Native American 395 0.62% 0.00% Other 9,598 15.08% 4 80.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: StarVista provides culturally and linguistically appropriate services by actively recruiting bilingual and bicultural employees and retaining them with a pay differential, collaborating with organizations catering to specific ethnic communities, offering cellular-based interpretation services in over 100 languages to clients in every StarVista program, and actively promoting and participating in cultural events and activities. Also, we provide ongoing training around DEI and cultural competency to ensure racial and cultural inclusivity. StarVista’s THP+ program was developed within a racially and culturally inclusive framework and continuously works to improve affirmative outreach. This includes tailoring outreach methods to reach high-need communities by providing virtual and physical materials in the area’s dominant languages, having multi-lingual staff perform outreach, conducting outreach in places that will reach highest-need individuals of various racial and cultural demographics, soliciting feedback from staff and/or clients of the specific racial and/or cultural populations regarding outreach, and using racially and culturally inclusive language. The THP+ Team is also comprised of a diverse group of individuals stemming from a range of cultural backgrounds, sexual orientations, parenting and lived experience that equip it to best support San Mateo County’s diverse youth. THP+ also has a bilingual case 173 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 5/7 manager to best support monolingual Spanish-speaking youth 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Our Youth Supportive Housing programs (including THP+) have been in existence for over 30 years and have a variety of funding supports in place to continue to sustain programming, including sustaining THP+ after funding from CDBG ends. StarVista is a large multiservice agency with a diversified funding base and over 55 years of experience in maintaining programs as grant sources change. We have implemented many grants over the years, allowing an array of creative and effective services, including receiving consecutive years of federal grants from the Family and Youth Services bureau. At this point in the year, our FY2024-25 funding renewal commitments have not yet been confirmed, but we are happy to provide additional information once received. The THP+ program’s main funding source is San Mateo County at approximately $1.3M for all THP+ services (including those outside of SSF), and we plan to reapply for this multi-year grant in the coming months to secure funding for the upcoming three years. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Department Director Michelle Woo Establish collaborative partnerships to strengthen client access to housing, education, health, and legal resources; Ensure high quality programming; Evaluate programs M.P.A. in Public Administration, 15 years of experience working with youth Program Manager Alyssa Canfield Supervise staff and counselors, program development, data collection and reporting; Direct client care Bachelor's Degree in Criminal Justice PROPOSED PROGRAM BUDGET FOR FY 2024-25 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested Pgm%Requested Labor Total Staff $9,591,055 2% $218,561 4% $8,800 4%$8,800 Taxes/Benefits $3,197,018 3%$109,755 2% $2,200 2%$2,200 Other Direct Costs Program Supplies $36,945 20% $7,400 0% $0 0%$0 Office Supplies $49,246 1% $300 0% $0 0%$0 Client osts $1,111,730 62% $691,000 0% $0 0%$0 Employee Related Expenses $258,777 2% $4,600 0% $0 0%$0 Facilities and equipment: Office rent, maintenance, utilities, storage $1,144,672 2% $20,500 0% $0 0%$0 Telephone, Postage, Printing, IT, Hardware/Software $491,018 1% $6,000 0% $0 0%$0 Professional Services & Fees $367,994 0% $0 0% $0 0%$0 Insurance $80,000 0% $0 0% $0 0%$0 Other/Miscellaneous $217,000 3% $6,000 0% $0 0%$0 Modified Total Direct Costs (MTDC)$16,545,455 6%$1,064,116 1% $11,000 1%$11,000 Indirect cost rate (10% de minimis rate unless the entity has a 10%10% 10% 174 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 6/7 negotiated indirect rate with the federal government) Indirect costs $1,654,546 6%$106,412 1% $1,100 1%$1,100 TOTAL $18,200,001 6%$1,170,528 1%$12,100 1%$12,100 Number of Individual Beneficiaries 10 10 Cost per Individual $1,210.00 $1,210.00 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, Twitter, LinkedIn, YouTube Other - Please describe: Nextdoor, Patch San Carlos, Patch San Mateo, Google my Bu b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? StarVista’s marketing/advertising materials are available in a variety of languages across its nearly 30 programs. For example: most of StarVista’s digital and physical materials are available in both English and Spanish; many of our programs offer physical materials in Spanish; and our San Mateo County Pride Center website is available in English, Spanish, Tagalog, and Mandarin. In addition, we launched a Spanish language version of the StarVista website. THP+ is working to translate documentation into additional languages as capacity allows in order to best serve the diverse youth community. c. How and where are the materials distributed? Physical materials (e.g., physical brochures, flyers, etc.) are distributed at our physical program sites, through street outreach and presentations, and at events StarVista and its programs participate in in the community. Digital materials are distributed through our agency website, program websites (e.g., websites for our San Mateo County Pride Center and Crisis Center) and social media channels. Additionally, schools and other agencies reach out to us to request flyers and brochures to distribute. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors 2. Proof of 501(c)3 / tax-exempt status 3. By-laws 4. Articles of Incorporation 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term 6. Organizational chart for entire organization 175 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13568 7/7 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget 9. Mission Statement 10. Non-discrimination policy for Staff and Clients 11. Reasonable Accommodations Policy for Staff and Clients 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Lauren Heminez Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 16:41:24 176 YMCA of San Francisco 177 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 1/8 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: YMCA of San Francisco 2. Project Title: YMCA Community Resource Center We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget South San Francisco $136,640 15% 0% $27.11 Total $136,640 15% 5,040 100% $27.11 Grant Funded Programs: We are applying for a Public Services Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. For services that require proof of income we request the most recent 30 days of income verification (occasionally 2 months depending on program). Verification can include paycheck stubs, federal/state taxes, letters from employers, bank statements, benefits awards letters, etc. Case managers assess client's income eligibility for specific programs and connect them to any program that may best fit and benefit the family. Often our rental/financial assistance programs require the most involved case management and income assessment to accurately review each client's case in detail. For any forms that require client signatures (consent forms or applications), clients may physically sign documents at our office during their specific appointment times, drop-in hours, mail-in forms, and as a last resort provide a written statement to allow for verbal consent. Clients who express limitations in their ability to physically sign forms are offered the ability to provide verbal consent where case managers must call client to receive verbal consent for their signature as long as they have provided a written statement for authorization of signature to our office. Case managers must note verbal consent authorization on form being signed. All signed forms and associated documents to client's case are kept in their physical file and (relevant ones) uploaded to their file in our database. Physical files stored with double security in office with limited access. 3. Project Address: 1486 Huntington Ave., Suite 100 City: South San Francisco Zip: 94080-5971 4. Provide a one sentence project summary: Funding will provide general operating support to better enable the YMCA Community Resource Center (CRC), San Mateo County’s Core Agency for South San Francisco, San Bruno, and Brisbane, to provide comprehensive wraparound public services to families and individuals experiencing hardships impacting their ability to maintain economic sustainability, as well as anyone experiencing homelessness in San Mateo County. Organization Address: 1486 Huntington Ave., Suite 100 City: South San Francisco Zip: 94080-5971 178 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 2/8 Organization Phone: 650-276-4101 Ext. 4 Website: https://www.ymcasf.org/crc Type of Applicant: Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Carol Eggers Title: Director of Institutional Giving Telephone: 415-519-0806 Contact Email: ceggers@ymcasf.org Fax: 6. Name of Agency Director: Elida Sobalvarro 7. Fiscal Officer:Name: Mittie Grigsby Email: mgrigsby@ymcasf.org Telephone: 415-281-6707 Fiscal Officer Address: 160 Steuart St.City: San Francisco Zip: 94105 8. Authorized Signatory:Name: Wesley Chip Rich Email: crich@ymcasf.org Telephone: 415-971-7596 Authorized Signatory Address: 169 Steuart St.City: San Francisco Zip: 94105 9. Please provide days and hours of regularly scheduled operation: Monday-Friday 8am-4pm 10. SAM/UEI Number: GC5NXVKNMKB4 Federal EIN/TIN Number: GC5NXVKNMKB4 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05 - Public Services 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. We provide South San Francisco individuals and families with basic emergency and support services to stabilize their living situations: crisis intervention and referrals based on evaluation of needs and qualifications for assistance; and safety net of services such as food, diapers, hygiene/clothing, emergency housing assistance, emergency utility assistance, shelter, other basic needs, and seasonal programs. With the requested funds our agency would continue to provide our existing services to all while being able to better meet the need of a key underserved population in South San Francisco and expand a program families highly rely upon. Key Priorities 1. Hiring a Cantonese speaking case manager will better serve our monolingual Cantonese speaking clients. The Asian community is the 3rd largest population in our city, Cantonese being the primary language spoken among Chinese residents. Our staff are all able to provide services in English and Spanish, but have to rely on creative resources (online) to communicate with monolingual Cantonese clients. We successfully provide ongoing services such as food, transportation, and seasonal programs to this population, but predict that a Cantonese speaking case manager will increase our ability and quality of services to clients who need financial assistance or services that require more in-depth communication. 2. Increase transportation benefits program, specifically bus vouchers, and distribution of clothing & hygiene 13. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. According to the City of South San Francisco 2023-27 Consolidated Plan, residents identified a critical need for the continued provision of public services. The CRC provides services and referrals/linkages to specific areas noted: safety net services, behavioral health services, life skills training, and housing related services. As one of San Mateo County’s core agencies, we serve residents of South San Francisco, San Bruno, and Brisbane and anyone experiencing homelessness in San Mateo County. We provide safety-net services to families, individuals, seniors, multigenerational and mixed families. This includes monolingual Spanish speakers, monolingual Cantonese speakers, Tagalog speaking clients, immigrants, undocumented communities and other diverse cultures. In the past year, our records, recorded in the San Mateo County's Clarity data entry system, show that we served about 3,200 families (unduplicated) annually, with 1683 families and 4638 individuals of those being South San Francisco residents. As the designated Core Agency for South San Francisco, we are the primary provider of safety net services for the residents. Our services meet the needs of the first 2 populations listed in CDBG National Objective Eligibility above; specifically, Seniors and homeless in the 'presumed benefit' and verified low income. Through direct service we observed that many of our seniors are monolingual Cantonese speaking clients who could be 179 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 3/8 better served by Cantonese speaking staff. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Post job opening for a fulltime Cantonese speaking case manager in June of 2024 so that we are able to hire/onboard by July 1st, 2024 as the start of the fiscal year. Grant funding will be used to cover the salary, fringe, and benefits of the new case manager throughout the fiscal year. In addition to case management and assessments, Cantonese speaking case manager will begin participating in targeted outreach efforts within South San Francisco to connect the Cantonese speaking community to our services. The case manager position is full time and ongoing, fully intended to continue within the team throughout the fiscal year and moving forward. We are confident they will be an asset to the team and directly positively impact our efforts in better serving currently underserved populations. With the remaining funding, we would prioritize purchasing bus tickets, hygiene items and basic clothing for low- income South San Francisco seniors and families on a quarterly basis throughout the fiscal year. We currently purchase transportation benefits from SamTrans, but this funding would enable us to increase the amount we provide per week to clients and make a lasting impact in mitigating their costs. The hygiene and clothes can replenish the items we provide to unhoused clients and newly arrived immigrants that are at-risk or currently experiencing homeless. These services aim to be both preventative and reactive approaches to disrupt the cycle of poverty and homelessness. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. IMPROVED OUTCOMES Increase in access and utilization of safety net and mental health services of prevalent populations in north San Mateo County, by the end of the first funded fiscal year. Decrease negative mental health experiences of our community by increasing access and linkages to our internal mental health services embedded in case management services by the end of the first fiscal year. MEASURES OF SUCCESS Increase in households served each fiscal year for specific demographics such as: Cantonese or Spanish speaking, lowest income census blocks, and immigrant Latinx/Hispanic and Asian communities in north San Mateo County, by the end of the first funded fiscal year. Perform 6-month follow-ups for those given housing financial assistance (are you still housed?); look at staff retention (currently at 2+ years); increase partnerships with other organizations while strengthening existing ones; and conduct client satisfaction surveys (achieving the goal of at least 85% satisfaction rate). Increase number of referrals and connected clients to therapists/clinicians within our branch and to mental health partner agencies. Through data reports increase service provision in transportation and critical needs programs and increase aiding in plans of sustainability for clients attempting to meet eligibility for homelessness prevention financial assistance. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Collaboration is key. Creating and maintaining strong, trusting relationships with other providers and local government is essential to providing consistent, quality wraparound services for our community neighbors in need. We work in partnership with the other San Mateo County Core Agencies to provide referrals and linkages to needed services that we may not be able to provide but which may be secured at other sites. We provide in-person services at the Economic Assistance Center, and other employment related services through Job Train and Rennaissance Center. We work with other locations - with cities, the county, and local churches - for food distribution locations. We also partner with the cities, particularly South San Francisco, on discovering new needed services and how we can help provide them or make referrals to those who do. In SSF we directly administer city funding for their financial assistance for housing program. We administered the pilot Guaranteed Income program and, with SSF, 180 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 4/8 continue to seek renewed funding. We work with SSF fire and police and the city manager ’s office to administer holiday program food and toy drives. We currently work with the Assistant City Manager and fire department to increase diaper program. They help by hosting recipient donation sites at fire stations for folks to drop off and distribute from our site. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Exponential increase in need due to the pandemic has slowed but continues as SSF gains new residents (immigrants from other countries, those moving from SF) and as word of mouth spreads about our services Funding will help us to better meet the need of those coming to us for help, and provide goods and services specifically requested: clothing and hygiene kits (Bianca’s Closet), transportation and housing vouchers. Funding for a new Cantonese-speaking case manager will allow us to achieve our goal to better meet linguistic demand of this population of our clients, thus increasing our impact to provide them with more comprehensive yet targeted services. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City City of San Mateo County of San Mateo 3,088 1,216 3,089 1,218 South San Francisco 5,037 1,984 5,040 1,985 Totals 8,125 3,200 8,129 3,203 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%7,888 100% White and not Hispanic 23,760 37.34% 567 7.19% White and Hispanic 21,645 34.02% 1,654 20.97% Asian 23,293 36.61% 835 10.59% African American 1,625 2.55% 195 2.47% Pacific Islander 1,111 1.75% 184 2.33% Native American 395 0.62% 13 0.16% Other 9,598 15.08% 4,440 56.29% 181 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 5/8 b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: The categorization for ethnicity does not accurate capture the amount of Hispanic households we serve. A large percentage in the “other” category consist of our Hispanic community members that don’t identify as white. We are going to continue to prioritize the Latinx community including existing monolingual Spanish speakers and the recent/ongoing influx of immigrants residing in South San Francisco. We want to ensure that those that are most vulnerable due to their hardships are connected to resources through an approach that is client-centered to them. Though we are committedly serving the Asian community in South San Francisco, it is not proportionate to the total population in the city. County data shows that Latinx/Hispanic and Black communities are in more financially vulnerable states compared to Asian populations within the county. Though the Asian community is not the primary financially vulnerable ethnic group in the County and city, there are groups within the community who are exceptionally struggling such as Asian senior populations and non-English speakers who have limited means to earn income. To mitigate this underserved gap, we plan to prioritize grant funding to cover costs of a Cantonese speaking case manager. Being able to have staff that can communicate to monolingual Cantonese speaking clients will connect more vulnerable community members to much needed safety-net services our organization can provide in culturally relevant ways. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. We actively engage in fundraising efforts, with a focus on private foundations and government contracts. Major sources of funding we currently leverage to provide SSF residents with needed services include SMC Human Services Agency: $510,000 Sobrato Philanthropies: $90,200 Chan Zuckerberg Initiative: $75,000 Sunlight Giving: $60,000 Kaiser Permanente: $25,000 Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Director Elida Sobalvarro Leads CRC operations including program creation, implementation, and reporting/data associated with contracts and partnerships. Oversees budget and direct operations. Supervises case managers, coordinator, and trainees. Facilitates partnerships with local nonprofits, foundations, governmental agencies, and community 21+ y/o, BA in related Soc Serv (MA pref), 2-3 yrs management Associate Director Bianca Cortez Supervises administrative staff and trains case managers. Coordinates internal procedures and assists in reporting, program implementation and creating and deepening partnerships 21+ y/o, BA in related Soc Serv, 2-3 yrs soc service experience Coordinator Griselda Erazo- Duran Direct service provision and case management. Coordinates programs and services in partnership with local nonprofits/organizations. 18+ y/o, BA in Soc Serv, 2 yrs CMs, Bilingual Bilingual Case Manager Ulises Cazares Provide direct safety-net services including food, diapers, transportation benefits, clothing, hygiene items, assessments, financial assistance, intake and referral services. Have individualized case management appointments for 18+ y/o, BA in Soc Serv, 1yr experience, Spanish-sp 182 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 6/8 clients who require in-depth assessments and support Bilingual Case Manager Elias Magana Provide direct safety-net services including food, diapers, transportation benefits, clothing, hygiene items, assessments, financial assistance, intake and referral services. Have individualized case management appointments for clients who require in-depth assessments and support 18+ y/o, BA in Soc Serv, 1yr experience, Spanish-sp Bilingual Case Manager Claudia De La Rosa Provide direct safety-net services including food, diapers, transportation benefits, clothing, hygiene items, assessments, financial assistance, intake and referral services. Have individualized case management appointments for clients who require in-depth assessments and support 18+ y/o, BA in Soc Serv, 1yr experience, Spanish-sp Remote Case Manager Juliana Romero Direct virtual appointments to provide assessments and case management for clients who need virtual and more flexible support. Supports data quality and entry. 18+ y/o, BA in Soc Serv, 1yr experience, Spanish-sp Administrative Assistant Aldo Pantoja Primary contact for community members that connect by phone. Coordinates initial service entry, referrals to external programs, and referrals/appointments to our case managers & internal services. 18+ y/o, BA in related Soc Serv, 1 yr admin Cantonese Speaking Case Manager TBH Provide direct safety-net services including food, diapers, transportation benefits, clothing, hygiene items, assessments, financial assistance, intake and referral services. Have individualized case management appointments for clients who require in-depth assessments and support. 18+ y/o, BA in Soc Serv, 1yr experience, Cantonese-sp PROPOSED PROGRAM BUDGET FOR FY 2024-25 South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested Pgm%Requested Labor Director Salary $78,750 100% $78,750 0% 0%$0 Associate Director Salary $70,000 100% $70,000 0% 0%$0 Coordinator Salary $62,400 100% $62,400 0% 0%$0 3.5 FTE Case Mangers' Salary $189,280 100% $189,280 0% 0%$0 Administrative Assistant Salary $51,480 100% $51,480 0% 0%$0 Cantonese speaking CM - TBH $54,080 100% $54,080 100% $54,080 100%$54,080 Taxes/Benefits $128,723 100%$128,723 12% $15,593 12%$15,593 Modified Total Direct Costs (MTDC)$634,713 100%$634,713 11% $69,673 11%$69,673 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10%10% 10% 183 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 7/8 Indirect costs $63,471 100%$63,471 11% $6,967 11%$6,967 Direct Costs Not MTDC Diapers & SamTrans $75,000 100% $75,000 53% $40,000 53%$40,000 Rental of Property $88,015 100% $88,015 0% 0%$0 Utilities (Phone) $9,600 100% $9,600 0% 0%$0 Office Supplies, Postage $6,574 100% $6,574 0% 0%$0 Training/Travel $2,000 100% $2,000 0% 0%$0 Travel, Transp: Y Vehicle Insurance $1,096 100% $1,096 0% 0%$0 Meeting Food $1,000 100% $1,000 0% 0%$0 Hygiene & Clothes $25,000 100% $25,000 80% $20,000 80%$20,000 TOTAL $906,469 100%$906,469 15%$136,640 15%$136,640 Number of Individual Beneficiaries 5,040 5,040 Cost per Individual $27.11 $27.11 For the City of South San Francisco ONLY, answer the following: 1. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Other - Please describe: word of mouth b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All materials created by CRC are available in both English and Spanish, with plans to add Standard Chinese. SMC Connect is available in English, Spanish, Tagalog, and Standard Chinese, plus other languages. c. How and where are the materials distributed? At our office, at food pantry distributions, local libraries, city agencies, schools, Economic Advancement Center and through County outreach efforts and workshops and tabling at events. ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors Certificate_of_Incumbency_resolution.pdf 2. Proof of 501(c)3 / tax-exempt status YMCA_SF_501c3_with_branches.pdf 3. By-laws Amended_and_Restated_Bylaws.YMCASF.RevFeb.2017.pdf 4. Articles of Incorporation Amended_ArticlesOfIncorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term YSF_Board_FY23-24.pdf 184 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13606 8/8 6. Organizational chart for entire organization CRC_org_chart_1-24.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. YMCA_-_A-010_-_2023_Audit_FS_-_Final.pdf Management_Letter_102523.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget CRC_FY24Budget__FY25proposed.pdf 9. Mission Statement CRC_Mission_Statement.pdf 10. Non-discrimination policy for Staff and Clients CRC_non-discrimination_policy.pdf 11. Reasonable Accommodations Policy for Staff and Clients CRC_Reasonable_Accommodations.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest_Policy.doc 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Carol Eggers Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 12:43:29 185 CID 186 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 1/8 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Center for Independence of Individuals with Disabilities 2. Project Title: Housing Accessibility Modifications (HAM) We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $15,000 14% 0% $1,666.67 City of San Mateo $20,000 19% 0% $1,428.57 County of San Mateo $60,000 57% 0% $2,307.69 South San Francisco $10,000 10% 0% $2,000.00 Total $105,000 100% 54 100% $1,944.44 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Service to "presumed benefit" groups listed below (income verification not required, but verification of presumed benefit status is required): Abused children Homeless persons Victims of domestic violence Illiterate adults Elderly persons/seniors (age 62+) Persons living with AIDS Severely disabled adults Migrant farm workers Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. All Home Accessibility Modification (HAM) consumers/applicants must meet the income requirements for either the extremely low, very low, or low income categories. Services are only available to individuals and families with functional limitations. CID requires all applicants to complete an intake to verify they qualify under the terms stated under each grant agreement, as well as policies necessary for consumers of an Independent Living Center (e.g. disabilities, income requirements, needs) to become more independent. We do not accept self-verification or presumed benefit status. We gather all pertinent income and asset documentation prior to stating modification any households under specific grant policies and stipulations. Examples of acceptable forms of income verification documents include: W-2 or most recent taxes (within 1 year), 2 months of most recent pay stubs, SSA Benefits Statements for the current year, etc. Examples of acceptable forms of asset verification: 3 months of bank statements for all accounts, Investment Portfolios, Whole Life Insurance Policies, Proof of Equity in Rental Property, etc. This documentation is gathered for all household members living in the applicant’s home unless other household members are only housemates who share no relation or financial obligation to the applicant. 3. Project Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499 4. Provide a one sentence project summary: The Housing Accessibility Modification (HAM) program will provide modifications to homes of persons with disabilities to improve accessibility and increase safety. Organization Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499 Organization Phone: 650-645-1780 Website: http://www.cidsanmateo.org/ Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Paul Cruz Title: Program Manager Telephone: 650-645-1780, Ext. 112 Contact Email: paulc@cidsanmateo.org;Fax: 650-645-1785 187 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 2/8 6. Name of Agency Director: Donna Reed 7. Fiscal Officer:Name: Tsegereda Andarge Email: tsegeredat@cidsanmateo.org Telephone: 650-645-1780 Ext. 111 Fiscal Officer Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499 8. Authorized Signatory:Name: Pat Carbullido Email: patc@cidsanmateo.org Telephone: 650-645-1780 Ext 113 Authorized Signatory Address: 2001 Winward Way, Suite 103 City: San Mateo Zip: 94404-2499 9. Please provide days and hours of regularly scheduled operation: Office Hours are Monday - Friday from 9 am - 5 pm. 10. SAM/UEI Number: EGJEMUNSRB28 Federal EIN/TIN Number: 94-2581080 11. HUD Activity: Choose the HUD activity that most closely matches your service: 14A - Rehab: Single-Unit Residential 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Accessible, affordable housing is a major concern for people with disabilities in San Mateo County. A recent government report showed that San Mateo County ranks the least affordable housing market in the state with 12% of its residents able to purchase a home (SF is at 14%). The major emphasis in CID's housing efforts is our Housing Accessibility Program (HAM). Through the HAM Program, CID installs ramps, hand rails, grab bars, vertical lifts, and other modifications to make homes accessible. These modifications assist people with disabilities to remain at home or move back into their homes with greater independence, preventing the need to move into a skilled nursing or other institutional care facility. CID cooperates with cities and the County housing agencies in San Mateo County to increase the number of accessible and affordable housing. Our key objective for all cities is to provide home modifications for extremely low, very low, and low income individuals with disabilities living in San Mateo County. Our priorities are to provide individuals with disabilities who have low resources the opportunity to become more independent in their homes through modifications that will keep them safe in their homes. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of need for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demands identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographic of nationality and diverse population of services provided and outreach to different communities. Population: The target population is individuals with disabilities. According to 2010 Census data, 18.9% of Redwood City residents have disabilities. Additional increase projection in the future occurring with the growing elderly community. Areas: The targeted area is all residential households within the Redwood city limits that are low, very low, and extremely low income level. 'Redwood City QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of need for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demands identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographic of nationality and diverse population of services provided and outreach to different communities. Population: The target population is individuals with disabilities living in the City of San Mateo. According to 2010 Census data, 15% of the City of San Mateo residents have disabilities. Additional increase projection in the future occurring with the growing elderly community. Areas: The targeted area is all residential households within the San Mateo city limits that are low, very low, and extremely low income level. 'City of San Mateo QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of need for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demands identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographic of nationality and diverse population of services provided and outreach to different communities. Population: The target population is individuals with disabilities living in the County of San Mateo. According to 188 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 3/8 2010 Census data, 19.8% of residents of the County of San Mateo have disabilities. Additional increase projection in the future occurring with the growing elderly community. Areas: All residential households within the San Mateo County limits that are low, very low, and extremely low income level. 'County of San Mateo QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Determination of need for each specific jurisdiction that we are applying for funds is based on past performances of the agency, demands identified by request, and similar programs within a specific jurisdictional area. Additionally, we audit our organization on key demographic of nationality and diverse population of services provided and outreach to different communities. Population: The target population is individuals with disabilities living in South San Francisco. According to 2010 Census data, 17.75% of South San Francisco residents have disabilities. Additional increase projection in the future occurring with the growing elderly community. Areas: All residential households within the South San Francisco city limits that are low, very low, and extremely low income level. 'South San Francisco (city) QuickFacts from the US Census Bureau.' San Mateo (city) QuickFacts from the US Census Bureau. N.p., n.d. Web. 21 Jan. 2016 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Our Home Accessibility Modification (HAM) Program is continuously monitored throughout the fiscal year to ensure that projected timelines and milestones are met. In the beginning of each fiscal year, we evaluate the amount of funding that is allotted for each individual city and/or county to set monthly and quarterly milestones to be met regarding spending and the number of consumers to be served in order to reach our annual program goals. After each monthly review, we evaluate progress toward our annual goal and which cities and/or county may be lacking in consumer requests. We will schedule outreaches in the target areas to increase community awareness of our organization and the HAM program. All our HAM project goals are set, achievable, measurable, time limited, and clearly stated on our work plans for each project. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. We gauge our program success by our consumers' satisfaction, as well as reaching milestones set in the grant stipulations, including the number of individuals households served, the number and type of modifications provided, and diversity of consumers served. Increased independence is provided through installation of grab bars in a bathroom so that an individual can shower without care attendants or the installation of a ramp so that an individual can move in and out freely without assistance. These modifications essentially prevent individuals from having to be institutionalized and allows them to live more independently in their home and community. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. We currently collaborate with Home Safety Services and EVator as contractors who install the modifications. Additionally, we work closely with various community organizations and local senior centers for outreach and referrals. A few of those partners include: Core service centers across San Mateo County, The Villa Senior Living, Menlo Park, San Bruno, South San Francisco Senior Centers, the Mental Health Association, Ravenswood Family Health Center, Project Sentinel, Rebuilding Together Peninsula, Kaiser Social Workers, the Institute on Aging, and many more. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Trends show that the number of older adults and individuals with disabilities in San Mateo County continues to increase by 30-40% even since 2020 (Lisa et all). As an Independent Living Center serving individuals of all ages and disabilities, we are seeing an increase in the needs for our Home Accessibility Modification Program, as well as our AT Department (e.g Stairlifts). Without these funds, our HAM program would not be able to provide home accessibility modifications for as many residents as previously served, as other funding sources cover administration costs, but will not cover materials and supplies for the program. Without these funds there could be an increase of individuals will no longer be able to live independently in their homes, and consequently stripped of their independence. It could also potentially put a financial strain on the individuals family, county, and state due to high cost of institutionalization. As a Center, our HAM program is the most vital to the San Mateo County community and without these funds we would inevitably lose staff and lose one of our most valued and long standing programs in the community. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table 189 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 4/8 b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 11 11 11 11 Redwood City 9 9 9 9 City of San Mateo 14 14 14 14 County of San Mateo 26 26 26 26 South San Francisco 5 5 5 5 Totals 65 65 65 65 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other Disabled 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%1 100% White and not Hispanic 40,656 54.64% 0 0.00% White and Hispanic 23,557 31.66% 0 0.00% Asian 6,715 9.03% 0 0.00% African American 1,916 2.58% 0 0.00% Pacific Islander 663 0.89% 0 0.00% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 1 100.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%4 100% White and not Hispanic 45,240 46.54% 2 50.00% White and Hispanic 25,815 26.56% 0 0.00% Asian 18,153 18.67% 0 0.00% African American 2,099 2.16% 1 25.00% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 1 25.00% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%7 100% White and not Hispanic 280,550 36.70% 3 42.86% White and Hispanic 181,937 23.80% 0 0.00% Asian 250,737 32.80% 2 28.57% African American 20,640 2.70% 1 14.29% Pacific Islander 10,702 1.40% 0 0.00% Native American 6,880 0.90% 0 0.00% Other 12,996 1.70% 1 14.29% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity 190 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 5/8 Total 63,632 100%1 100% White and not Hispanic 23,760 37.34% 0 0.00% White and Hispanic 21,645 34.02% 0 0.00% Asian 23,293 36.61% 0 0.00% African American 1,625 2.55% 1 100.00% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 0 0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Based on the statistical analysis of people served by CID and race and ethnicity average of each city (Redwood City, SSF, and City of San Mateo) continued outreach is needed to reach Asian and Hispanic communities in all 3 demographic areas. In 2022, CID will be employing more targeted social media outreach as well as community education on the HAM program. In 2023 CID hired a new coordinator and in 2024, CID has begun employing targeted social media outreach as well as community education and outreach with respect to Housing Accessibility Modifications. Outreach is initiated via phone, email, snail mail, and training/educational outreach partnerships. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. The majority of our administrative costs are funded by the Department of Rehabilitation (DOR) revenue. As of date, we have already allocated funding from DOR to help fund support staff to help coordinate the modification of jobs, contractors, billing, and additional administrative duties associated with the HAM program. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications HAM Coordinator Laura Harrison Coordination of all HAM projects Background in Program Coordination Fiscal Manager Tsgereda Andarge Fiscal Management for entire organization Background in Fiscal Management PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested %Requested Pgm%Requested Labor Finance Manager $106,060 10% $10,607 15% $1,591 20% $2,121 55% $5,834 10% $1,061 100%$10,607 Taxes/Benefits $0 $0 $0 $0 $0 $0 $0 Other Direct Costs Program Expense $94,393 100% $94,393 14% $13,409 19% $17,879 57% $54,166 9% $8,939 100%$94,393 Modified Total Direct Costs (MTDC)$200,453 52%$105,000 14% $15,000 19% $20,000 57% $60,000 10% $10,000 100%$105,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) Indirect costs $0 $0 $0 $0 $0 $0 $0 TOTAL $200,453 52%$105,000 14%$15,000 19%$20,000 57%$60,000 10%$10,000 100%$105,000 Number of Individual Beneficiaries 9 14 26 5 54 Cost per Individual $1,666.67 $1,428.57 $2,307.69 $2,000.00 $1,944.44 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Priority: Creating Inclusive Communities with Affordable Housing: Creation of affordable housing and preservation of existing affordable housing, including special needs housing. Following the City’s 2023-2031 Housing Element, this priority is to maintain and increase the diversity of housing types in all City neighborhoods and preserve/protect its current affordable housing stock. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. 191 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 6/8 Our program helps individuals in the community through home modifications or using Assitive technology (e.g stair lifts). These efforts assist us to maintain people's independence and safety, while fostering community integration. As a result of our program, going to the grocery story, getting to work or to a doctor's appointment becomes possible. One of the biggest impact we have through this program is helping individuals remain in their homes as well as return home form institutional settings by providing structural improvements that give power and independence back to the consumer. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: --Two older adult gentlemen with multiple disabilities in SMC found support with the HAM program after their daughter/granddaughter reached out to CID. With her help, both gentlemen were able to have home modifications installed in their shared home, and the modifications supported each of their different, respective needs. While both benefited from the grab bars, toilet safety frame with handrails, and bathtub step we installed; one gentlemen is now able to independently get in and out of bed and dress using his new bedroom pole, and the other gentleman is now able to safely enter and exit his home with the support of custom extended handrails we installed along his front stairs. All three household members reached out after the modifications were installed to report: “we are so happy with everything!!” --The adult daughter of an older adult woman with multiple disabilities in SMC reached out to CID when she realized that she and her mother needed support to stay safe at home. As one of her mother’s primary caregivers, the adult daughter faced the risk of falling when supporting her mother to bathe. Her mother had also almost slipped and fallen in the shower several times already. With the support of the HAM program, different types of grab bars were installed in different locations inside and outside the shower along with a folding bench directly mounted to the wall of the shower. To create wheelchair access to the bathroom, we also added a small ramp to the bathroom For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Instagram, YouTube Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Brochures are available in Spanish and English. Large print or braille materials are available upon request. Languages spoken in the office: Tagalog, Spanish, and Arabic. c. How and where are the materials distributed? Material for our Home Accessibility Modification (HAM) program are prominently displayed in the lobby of our Main Office (San Mateo) and our Branch Office (San Bruno). Additionally, when an individual conducts an intake for any of our programs, they are given an overview and materials for the HAM program as well. During all outreaches to different community partners in San Mateo County, we distribute pamphlets describing the services at our center. Some of our common targets for outreaches for the HAM program are: hospitals, Occupational Therapists, Physical Therapists, Social Workers, teachers, and organizations that are specifically geared towards diverse groups and underserved communities. Staff also frequently participate in senior information and health fairs and other resource fairs to distribute HAM materials directly to community members who could benefit from the program. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and 192 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 7/8 specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. Yes 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) Accessible, affordable housing is a major concern for people with disabilities in San Mateo County. A recent government report showed that San Mateo County ranks the least affordable housing market in the state with 12% of its residents able to purchase a home (SF is at 14%). The major emphasis in CID's housing efforts is our Housing Accessibility Program (HAM). Through the HAM Program, CID installs ramps, hand rails, grab bars, vertical lifts, and other modifications to make homes accessible. These modifications assist people with disabilities to remain at home or move back into their homes with greater independence, preventing the need to move into a skilled nursing or other institutional care facility. CID cooperates with cities and the County housing agencies in San Mateo County to increase the number of accessible and affordable housing. Our key objective for all cities is to provide home modifications for extremely low, very low, and low income individuals with disabilities living in San Mateo County. Our priorities are to provide individuals with disabilities who have low resources the opportunity to become more independent in their homes through modifications that will keep them safe in their homes. We plan to provide modification services for 26 Households in San Mateo County. Source Committed Proposal Submitted To Be Determined Other Federal Funds $0 $0 $0 State/Local Funds $0 $0 $0 Private Funds $0 $0 $0 Other: $0 $0 $0 Total $0 $0 $0 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors Board_Resolution_City_of_Redwood_City-_CDBG_- _April_2023.docx.pdf Board_Resolution_City_of_San_Mateo_-_CDBG_- _April_2023.docx.pdf Board_Resolution_City_of_South_San_Francisco_-_CDBG_- _April_2023.docx.pdf Board_Resolution_County_of_San_Mateo_-_CDBG_- _April_2023.docx.pdf 2. Proof of 501(c)3 / tax-exempt status Attachment_2._CID_-_501c3_Status.pdf 3. By-laws Attachment_3._CID_-_ByLaws.pdf 4. Articles of Incorporation Attachment_4._CID_-_Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term CID_Board_Roster.pdf 6. Organizational chart for entire organization Organizational_Chart..pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR CID_Audit_Report_FYE_9_30_22.pdf 193 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13844 8/8 A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Agency_Budget._FY23-24..pdf Proposed_Agency_Budget._FY24-25..pdf 9. Mission Statement CID_-_Mission_Statement.pdf 10. Non-discrimination policy for Staff and Clients CID_-_Non-discrimination_Policy_for_Staff_and_Clients.pdf 11. Reasonable Accommodations Policy for Staff and Clients CID_- _Reasonable_Accommodations_Policy_for_Staff_and_Clients.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) CID_-_Conflict_of_Interest_Policy.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Paul Cruz Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 12:07:39 194 Rebuilding Together Peninsula- Na�onal Rebuilding Day 195 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 1/10 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Rebuilding Together Peninsula 2. Project Title: National Rebuilding Day (NRD) - Home Rehab Program (2024-25) We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $45,385 4% 0% $15,128.33 City of San Mateo $91,850 9% 0% $15,308.33 County of San Mateo $118,514 11% 0% $14,814.25 South San Francisco $44,805 4% 0% $14,935.00 Total $300,554 28% 20 100% $15,027.70 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. RTP’s National Rebuilding Day home repair program currently uses 80% AMI (Area Median Income) as its guide for income eligibility. Applicants are required to provide proof of gross monthly income for all individuals 18 and over living in the home, including renters. Income sources include: salaries, SSI or SSD, social security, alimony/child support, interest and dividends, pensions and annuities, rental income, and any other possible sources of income. The preferred documentation to prove income is the most recent income tax return (first two pages only) for each adult in the household. Alternatively, we ask each adult to submit as many of the following documents as possible: last three bank statements, two pay stubs, social security award letter, SSI or SSDI statement and rent checks. 3. Project Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 4. Provide a one sentence project summary: National Rebuilding Day (NRD) - Home Rehabilitation program is a volunteer-driven home repair program, held twice per year, that brings together about 1,000 volunteers together on behalf of dozens of low-income homeowners, ensuring that every neighbor we serve has one of the most critical of human needs met -- a safe and healthy home. Organization Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 Organization Phone: 650-366-6597 Website: www.RTPeninsula.org Type of Applicant: Our agency serves: Clients 5. Contact Person / Project Administrator: Name: Josh Woodruff Title: Program Manager Telephone: 650-366- 6597 x226 Contact Email: josh.w@rebuildingtogetherpeninsula.org, greg@rebuildingtogetherpeninsula.org, development@rebuildingtogetherpeninsula.org Fax: 650.366.9053 196 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 2/10 6. Name of Agency Director: Melissa Lukin 7. Fiscal Officer:Name: Hani Burni Email: hani@rebuildingtogetherpeninsula.org Telephone: 650-366- 6597 Fiscal Officer Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 8. Authorized Signatory:Name: Melissa Lukin Email: melissa@rebuildingtogetherpeninsula.org Telephone: 650-366- 6597 Authorized Signatory Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 9. Please provide days and hours of regularly scheduled operation: Monday to Friday, 8am to 5pm. Closed for lunch from 12pm to 1pm. 10. SAM/UEI Number: XPNNC8ZW5AX6 Federal EIN/TIN Number: 94-3106209 11. HUD Activity: Choose the HUD activity that most closely matches your service: 14A - Rehab: Single-Unit Residential 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. RTP’s National Rebuilding Day (NRD) - Home Rehabilitation program leverages the collaborative support of volunteers, financial sponsors, and in-kind donations to deliver major critical repairs to low-income homeowners that lack the financial means and technical expertise to address the repair issues plaguing their health and safety. NRD’s main objective is that the homes owned by our low-income neighbors are dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable (the National Center for Healthy Housing’s ten Principles of Healthy Homes). Activities: 1. Low-income homeowner completes repair application. 2. RTP conducts a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Homes. 3. In partnership with the homeowner, RTP develops a scope of work which provides a plan for how the health and safety repairs will be completed. 4. Homeowner is paired with a volunteer Construction Captain who prepares the home for the work to be done on NRD. 5. Repair and home modifications are completed by a team of volunteers on NRD, in either October or April. 6. Final project review and survey collection which assesses the impact of our work on the homeowner's health and safety. Priorities by jurisdiction: 3 homes in Redwood City, 6 homes in the City of San Mateo, 3 homes in SSF and 8 homes in the county. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: Redwood City (RWC) needs a free home repair program for its low-income neighbors. Since RWC has limited affordable housing (median RWC home price is $1.7M, per Zillow 1/2024), it – like many cities on the peninsula – would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed with recent inflation, many of RWC’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), RWC’s elderly low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since our Fiscal Year 2009-10, RTP has provided 349 RWC homeowners with free home repair services. SAH serves low-income homeowners across the city. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience and extensive 197 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 3/10 local networks, RTP is the leading home repair program in the county. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: The City of San Mateo (SM) needs a free home repair program for its low-income neighbors. With a median home price of $.5M, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed due to skyrocketing inflation, many of SM’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), SM’s elderly, low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since 2009-10, RTP has provided 216 City of San Mateo homeowners (and 32 community facilities) with free repair services. SAH serves low-income homeowners across the city. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience, RTP is the county's leading home repair program. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: The County of San Mateo (County) needs a free home repair program for its low-income neighbors. Since the County has limited affordable housing (median home price = $1.5M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the SF Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have outpaced inflation, many of the County’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications. GEOGRAPHY: Since our Fiscal Year 2009-10, RTP has provided 1,809 County homeowners (and 268 community facilities) with free repairs. We serve low-income homeowners across the County. POPULATION: SAH provides repairs to low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: RTP’s 35 years of experience make us the leading home repair program in the County. Habitat for Humanity has a home repair program, but it only serves East Palo Alto. Also, the Center for Independence of the Disabled provides home modifications only for disabled persons. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: South San Francisco (SSF) needs a free home repair program for its low-income neighbors. Since SSF has limited affordable housing (median home price is $1.2M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have skyrocketed due to inflation, many of SSF’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since our Fiscal Year 2009-10, RTP has provided 250 SSF homeowners (and 12 community facilities) with free repair services. SAH serves low-income homeowners across SSF. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. 198 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 4/10 SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a wide range of health and safety repairs. With 35 years of experience, RTP is the county’s leading home repair program. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. National Rebuilding Day 2024 to 2025 Timeline FALL July 2024: CDBG contracts awarded July to Aug 2024: Site visits of homes Sept 2024: Project selection and sponsor matching Sept 2024: Captains' Kickoff Meeting Sept to Oct 2024: Project planning, materials and supplies purchases, prep days Oct 2024: NRD repairs about 10 sites SPRING Nov 2024 to Jan 2025: Site visits of homes Jan 2025: Project selection and sponsor matching Feb 2025: Captains' Kickoff Meeting Mar 2025 to Apr 2025: Project planning, materials and supplies purchases, prep days Last Saturday in April 2025: NRD repairs about 20 sites May 2025 - June 2025: Project wrap up and evaluation We will bill quarterly for staff time and materials and supplies purchased. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired 109 homes and community facilities across its programs. For homeowners surveyed: 100% reported that our work has made their home a safer place to live; 96% reported that repairs created a healthier home environment for themselves and their family; 80% reported that completed repairs will make it easier for them to maintain their home; and 77% reported feeling less likely to fall in their home since repairs (another 23% stated N/A). RTP’s NRD program holds current contracts with each jurisdiction. We expect to meet the majority of our 2023-24 deliverables by June 2024. Below is progress from July 2023 to Dec 2023: San Mateo County - Homes: 3 served/in progress (goal = 8) San Mateo County Community Facilities: 6 served/in progress (goal = 5) RWC: 3 served/in progress (goal = 3) City of San Mateo: 2 complete (goal = 5) South San Francisco: 2 in progress (goal = 3) 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. For each NRD home repair project, RTP’s skilled staff provides support and training to a multidisciplinary volunteer team. Each team consists of: 1. Construction Captain: coordinates the repair work, assists with the site inspection, evaluation, material purchasing and volunteer assignments. Construction Captains work one-on-one with our NRD homeowners to develop a scope of work that addresses the health and safety concerns of that individual project. Construction Captains are skilled in home repair, and donate 40+ hours of volunteer time over two months to plan and prepare repair projects for their homeowner. 2. Volunteer Captain: recruits and organizes volunteers at their rehabilitation site and assists the Construction Captain in planning and managing the core group of helpers. Volunteer Captains contribute about 20 hours of service to coordinate all the logistics for volunteers at each individual site on NRD. 3. Skilled Volunteers provide materials and skilled labor from assessment to completing projects like roofing and plumbing. They are assigned to each site as needed. 4. Service Volunteers perform projects like carpentry projects, fire safety and accessibility modifications, debris removal, interior and exterior painting, window or floor repairs, cleaning, landscaping, as well as moving furniture and appliances. 5 Support Volunteers help with tasks from hospitality on project days to accounting, technology and more! 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may 199 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 5/10 not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. RTP has received CDBG funding for over a decade. During this time, the homes we serve have become a decade older (average 70 years old) and the repairs needed are more expensive. Combine this with inflation and you can imagine the difficulty RTP is experiencing operating a free minor home repair program with essentially level funding year-over-year. We understand CDBG dollars are not meant to cover the full cost of an agency's work. We leverage CDBG dollars with other funds to make more repairs wherever possible. In fact, 58% of our agency’s budget comes from private sources, 17% from CDBG, and 25% from other government sources. In addition, we leverage $250K worth of skilled in-kind labor and materials every year. Limited resources mean that we must choose between repairing an elderly homeowner's furnace or their hot water heater, when neither is functional. Or between installing trip-resistant flooring or navigable stairs for a disabled client. This means that vulnerable neighbors have to choose between a warm home or a warm shower, or continuing to live with a major fall hazard even after we've “completed” repairs. Thankfully, some jurisdictions have been helping us to combat increasing costs by increasing their contracts and/or allowable cost per home. This proposal reflects similar increases. We realize that this may exceed the CDBG allotment available for minor home repair. If this is the case, we hope you will explore complementary funding streams. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 0 0 0 0 Redwood City 6 3 6 3 City of San Mateo 12 6 12 6 County of San Mateo 16 8 16 8 South San Francisco 6 3 6 3 Totals 40 20 40 20 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other Low income homeowners 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%63 100% White and not Hispanic 40,656 54.64% 9 14.29% White and Hispanic 23,557 31.66% 53 84.13% Asian 6,715 9.03% 1 1.59% African American 1,916 2.58% 0 0.00% Pacific Islander 663 0.89% 0 0.00% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 0 0.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%11 100% White and not Hispanic 45,240 46.54% 1 9.09% White and Hispanic 25,815 26.56% 9 81.82% Asian 18,153 18.67% 1 9.09% 200 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 6/10 African American 2,099 2.16% 0 0.00% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 0 0.00% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%138 100% White and not Hispanic 280,550 36.70% 23 16.67% White and Hispanic 181,937 23.80% 86 62.32% Asian 250,737 32.80% 14 10.14% African American 20,640 2.70% 10 7.25% Pacific Islander 10,702 1.40% 0 0.00% Native American 6,880 0.90% 0 0.00% Other 12,996 1.70% 5 3.62% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%21 100% White and not Hispanic 23,760 37.34% 2 9.52% White and Hispanic 21,645 34.02% 5 23.81% Asian 23,293 36.61% 12 57.14% African American 1,625 2.55% 2 9.52% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 0 0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Note: The data above is for all of the members of the household, not just the homeowner, as the race/ethnicity of household members can differ from the homeowner. Because this program serves a handful of households in each jurisdiction it is difficult to perfectly align with the city’s overall demographics. However, the data above shows the populations served in each jurisdiction are predominated by underserved populations. RTP conducts grassroots outreach including door-to-door outreach; direct mail; distributing information about RTP’s home repair programs to nonprofit and government agencies; participating in community events; social media campaigns; and presentations at local senior centers, churches, and other groups. RTP is trusted by our neighbors in need. Our staff guides homeowners through the application and home repair process, providing multilingual and culturally competent support. We hold our general contractor’s license and are experts in navigating building code and permitting processes, thereby reducing barriers for low-income, often monolingual, homeowners. Of the population served last year by RTP: -100% had low, very low, or extremely low income. -81% had a senior living in the home. -70% identified as a person of color, (33% Hispanic, 18% Asian, 8% Black or African American, 12% two or more races, and 0.9% American Indian). -68% have lived in their homes for 20+ years. -65% had a person with a disability living in the home. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. We could not accomplish our mission to repair homes, revitalize communities and rebuild lives without leveraging the in-kind support from individuals, skilled volunteers, community organizations, and corporations. Our projected FY24-25 NRD budget is $1,069,009. Of this amount, we expect 35% to come from CDBG jurisdictions, 47% to come from private funds (e.g. corporations, donors and foundations) and 18% from in-kind donations. This demonstrates strong leverage of CDBG dollars. To provide an example of expected FY2024-25 revenue for NRD, below are details on secured and pending funding for FY2023-24 NRD. National Rebuilding Day FY2023-24 Secured and Pending Funding Sources: Sponsorships (secured and expected by April 2022): $365,750 Secured CDBG contracts: $299,925 Foundations (secured and expected by April 2022): $125,500 Individual donor and special event revenue: $44,000 In-kind donations: $185,000 TOTAL NRD 2023-24 EXPECTED PROGRAM REVENUE: $1,018,788 201 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 7/10 For our organization, RTP is in a strong financial position. We hold $5M in assets. Our projected $3,151,458 annual revenue comes from diverse streams: 14% from foundations, 24% from individuals and sponsorships, 42% from government, 10% from special events and 10% other. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Director of Programs Greg Bernard NRD program oversight, billing, communication with the CDBG jurisdictions, and managing half of the NRD the sites on the NRD Day (Oct 15, 2022 and April 29, 2023). Managing sites includes conducting previews, developing scopes of work, getting permits, working with the volunteer Construction Captain, getting supplies, and ensuring the volunteer Captain has all they need for a successful repair day 20 years of experience as a contractor Project Manager Josh Woodruff Homeowner interaction, contractor negotiations, project wrap up, and managing half of the sites on each NRD Day (Oct 15, 2022 and April 29,2023). Managing sites includes conducting previews, developing scopes of work, getting permits, working with the volunteer Construction Captain, getting supplies, and ensuring the volunteer Captain has all they need for a successful repair day. oined RTP in 2018. Experience as a small business owner, Americorps member with RTP, and formerly employed by a credit union. Client Intake and Outreach Coordinator Esmeralda Rodriguez Supports the NRD team by working with homeowners to complete their applications, scheduling previews, and conducting homeowner survey 12 years of nonprofit experience serving vulnerable populations. Holds a bachelor’s degree in Psychology. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested %Requested Pgm%Requested Labor Staff $1,160,406 27% $317,451 1% $2,054 2% $5,000 1% $3,400 0% $1,575 4%$12,029 Taxes/Benefits $284,040 37%$105,817 0% $205 0% $500 0% $340 0% $157 1%$1,202 Other Direct Costs Repairs and Renovations (cash) $1,100,000 30% $325,000 12% $39,000 24% $78,000 32% $104,000 12% $39,000 80%$260,000 Outreach/operations/volunteers $161,971 49% $80,000 0% $0 0% $0 0% $0 0% $0 0%$0 all other program costs $494,070 29% $143,759 0% $0 0% $0 0% $0 0% $0 0%$0 Modified Total Direct Costs (MTDC)$3,200,487 30%$972,027 4% $41,259 9% $83,500 11% $107,740 4% $40,732 28%$273,231 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10%10% 10% 10% 10% 10% Indirect costs $320,049 30%$97,203 4% $4,126 9% $8,350 11% $10,774 4% $4,073 28%$27,323 TOTAL $3,520,536 30%$1,069,230 4%$45,385 9%$91,850 11%$118,514 4%$44,805 28%$300,554 Number of Individual Beneficiaries 3 6 8 3 20 Cost per Individual $15,128.33 $15,308.33 $14,814.25 $14,935.00 $15,027.70 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Priority: Creating Inclusive Communities with Affordable Housing: Creation of affordable housing and preservation of existing affordable housing, including special needs housing. Following the City’s 2023-2031 Housing Element, this priority is to maintain and increase the diversity of housing types in all City neighborhoods and preserve/protect its current affordable housing stock. 202 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 8/10 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. For 2022-2023, RTP’s National Rebuilding Day program’s goal was to serve 3 homes in Redwood City. We met our goal by serving 3. RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired 119 homes and community facilities across its programs. From homeowners surveyed: 98% reported that Rebuilding Together’s work has made their home a safer place to live; 93% reported that completed repairs contributed to their overall health and a healthier home environment; 96% reported being able to move around their home with little to no difficulty after repairs (i.e. less likely to fall) and 93% reported no falls or injuries since repairs were completed; and 90% indicated they plan to age in place. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: Lidia lives in a Redwood City house she shares with her 19-year-old niece and 13-year-old nephew. The house originally belonged to her brother who also lived in the house. When he was diagnosed with cancer, Lidia quit her job and used most of her savings to help pay for his treatments. That’s when she searched the internet for a way to replace windows and fire alarms in the house, and she found RTP. A volunteer team, supported by RTP’s construction professionals, repaired the house, which also included building a chicken coop for the family’s six chickens. Among the many repairs, fixing the windows may have had the greatest impact as it not only helps keep the house warm, but it reduces energy expenses. The house is also safer now that new fire alarms have been installed. And repairing the kitchen sink eliminated a leak that was causing high water bills. Sadly, Lidia’s brother lost his battle with cancer. Lidia was granted custody of his children, and she inherited the house, where she continues to live with her niece and nephew. Today, Lidia works as a music educator at Music for Minors, a local nonprofit. Lidia is still paying off a mortgage on the house, so money is tight. Lidia says it’s not just a house to her. “It’s a piece of memory I’m fighting to preserve. The repairs had a huge impact on our daily lives, mostly because the house is safer,” Lidia says. “Every day I wake up and breathe the fresh air in my yard. I still can’t believe this was free.' For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Twitter, Instagram, YouTube Other - Please describe: local news (e.g. San Mateo Daily Journal), Direct Mail, door to b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All of RTP’s services and documents are provided in English and Spanish. If a homeowner requires another language, RTP utilizes community partners that specialize with that population to serve as translators. In addition, select marketing collateral is offered in multilingual formats including RTP’s main flyers, brochures and direct mail pieces. RTP also conducts multilingual door- outreach and phone outreach. c. How and where are the materials distributed? In Redwood City and SSF, we make presentations and distribute materials to a variety of nonprofit, government and community organizations (e.g. Fair Oaks & Veterans Memorial Community Centers, Redwood City Human Service Agencies, and Peninsula Family Service). Through our NRD community facility repair program, RTP has developed deep relationships with nonprofits throughout Redwood City and SSF that serve primarily low-income people (e.g. Samaritan House Free Clinic, Kainos, StarVista, St. Francis Center, IHSD, schools and child care). RTP’s National Rebuilding Day materials are distributed to low-income homeowners via: distributing fliers to low- income homeowners (e.g. door hangers, fliers in Senior Centers’ grab and go lunches), direct mail using 'Leads Please,' referrals from partner organizations, tabling at community events, making presentations to community groups, social media campaigns, and more! 203 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 9/10 ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. Yes 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) RTP’s National Rebuilding Day Home Rehabilitation program services low-income homeowners, majority elderly and BIPOC, in San Mateo County. This program provides free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home. RTP conducts outreach by tabling at community events, providing flyers to many partners, working with government and nonprofit organizations to connect with their clients, sending direct mail and door-to-door outreach. Simultaneously we reach out to corporate sponsors and volunteers to help us repair the homes on our Fall and Spring Rebuilding Day, leveraging our resources as far as possible to make as many repairs as possible. Each homeowner goes through a six steps over six months: 1. Low-income homeowner completes repair application. 2. RTP conducts a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Homes. 3. In partnership with the homeowner, RTP develops a scope of work which provides a plan for how the health and safety repairs will be completed. 4. Homeowner is paired with a volunteer Construction Captain who prepares the home for the work to be done on NRD. 5. Repair and home modifications are completed by a team of volunteers on NRD, in either October or April. 6. Final project review and survey collection Source Committed Proposal Submitted To Be Determined Other Federal Funds State/Local Funds $375,000 Private Funds $125,500 $365,750 $19,000 Other: inkind $185,000 Total $125,500 $740,750 $204,000 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors RTP_FY_24-25__CDBG_Authorization.pdf 2. Proof of 501(c)3 / tax-exempt status 2._501c3.pdf 3. By-laws 3._By-laws_Resolution_11-17-11.pdf 4._Articles_of_Incorporation__original_and_amendments.pdf 4. Articles of Incorporation 4._Articles_of_Incorporation__original_and_amendments.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Board_Roster_2023-24.docx.pdf 204 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13616 10/10 6. Organizational chart for entire organization RTP_Org_Chart_Oct_2023.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. Single_Audit_Not_required_1.17.24.pdf RTP_22_Final_FS.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget FY25_draft_RTP_Budget_.pdf FY25_draft_RTP_Budget_-_NRD_.pdf FY24_agency_budget_final_09.25.23.pdf 9. Mission Statement 9._RTP_Mission_Statement_1.8.21.pdf 10. Non-discrimination policy for Staff and Clients 10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf 11. Reasonable Accommodations Policy for Staff and Clients 10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._confilct_of_interest_policy.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Joy Dickinson Date Signed 01/17/2024 Initially submitted: Jan 17, 2024 - 10:56:05 205 Rebuilding Together Peninsula- Safe at Home 206 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 1/10 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Rebuilding Together Peninsula 2. Project Title: Safe at Home 2024-25 We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $58,157 5% 0% $11,631.40 City of San Mateo $46,530 4% 0% $11,632.50 County of San Mateo $348,535 28% 0% $11,617.83 South San Francisco $117,403 9% 0% $11,740.30 Total $570,625 45% 49 100% $11,645.41 Grant Funded Programs: We are applying for a Minor Home Repair Program CDBG National Objective Eligibility - How are you serving low income populations? Minor home repairs for low income households whose incomes are verified. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. RTP’s Safe at Home home repair program currently uses 80% AMI (Area Median Income) as its guide for income eligibility. Applicants are required to provide proof of gross monthly income for all individuals 18 and over living in the home, including renters. Income sources include: salaries, SSI or SSD, social security, alimony/child support, interest and dividends, pensions and annuities, rental income, other income. The preferred documentation to prove income is the most recent income tax return (first two pages only) for each adult in the household. Alternatively, we ask each adult to submit as many of the following documents as possible: last three bank statements, two pay stubs, social security award letter, SSI or SSDI statement, and rent checks. 3. Project Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 4. Provide a one sentence project summary: RTP’s Safe at Home program provides critical health and safety related home repair needs for low-income homeowners, including home safety modifications that allow low-income seniors to safely age in place by eliminating the threat of injury or accident, particularly from falling. Organization Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 Organization Phone: 650-366-6597 Website: www.RTPeninsula.org Type of Applicant: Non-Profit Our agency serves: Clients 5. Contact Person / Project Administrator: Name: Greg Bernard Title: Director of Programs Telephone: 650-366- 6597 x228 Contact Email: greg@rebuildingtogetherpeninsula.org; development@rebuildingtogetherpeninsula.org, rachel@rebuildingtogetherpeninsula.org Fax: 650.366.9053 207 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 2/10 6. Name of Agency Director: Melissa Lukin 7. Fiscal Officer:Name: Hani Burni Email: hani@rebuildingtogetherpeninsula.org Telephone: 650-366- 6597 Fiscal Officer Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 8. Authorized Signatory:Name: Melissa Lukin Email: melissa@rebuildingtogetherpeninsula.org Telephone: 650-366- 6597 Authorized Signatory Address: 841 Kaynyne Street City: Redwood City Zip: 94063- 3033 9. Please provide days and hours of regularly scheduled operation: Monday to Friday, 8am to 5pm. Closed for lunch from 12pm to 1pm. 10. SAM/UEI Number: XPNNC8ZW5AX6 Federal EIN/TIN Number: 94-3106209 11. HUD Activity: Choose the HUD activity that most closely matches your service: 14A - Rehab: Single-Unit Residential 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. Safe at Home Program (SAH) objectives: 1. Low-income homeowners, majority elderly and BIPOC, in San Mateo County have access to free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home (the National Center for Healthy Housing’s ten principles of healthy homes). 2. Safety and health priorities identified in each home are addressed by our expert repair technician, skilled volunteers and/or trusted sub-contractors. 3. Participants are equipped with the knowledge and tools necessary to identify health and safety hazards and educated with maintenance tips to ensure the longevity of the repairs they receive. Activities: Each homeowner receives 5 services over a 3 month period: 1. Homeowner application is reviewed by RTP staff. 2. Staff conduct a comprehensive Home Safety Assessment which assesses the repairs needed. 3. Staff develop a Home Safety Plan (aka scope of work) which details how the repairs will be completed. 4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors. 5. Staff review the project and collect feedback through surveys to assess the impact of our work on the homeowner. Priorities by jurisdiction: SAH will repair 5 homes in Redwood City, 4 homes in the City of San Mateo, 10 homes in South San Francisco and 30 in the county. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: Redwood City (RWC) needs a free home repair program for its low-income neighbors. Since RWC has limited affordable housing (median RWC home price is $1.7M, per Zillow 1/2024), it – like many cities on the peninsula – would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed with recent inflation, many of RWC’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), RWC’s elderly low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since our Fiscal Year 2009-10, RTP has provided 349 RWC homeowners with free home repair services. SAH serves low-income homeowners across the city. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves 208 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 3/10 all low-income homeowners with a variety of health and safety repairs. With 35 years of experience and extensive local networks, RTP is the leading home repair program in the county. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: The City of San Mateo (SM) needs a free home repair program for its low-income neighbors. With a median home price of $.5M, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have climbed due to skyrocketing inflation, many of SM’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), SM’s elderly, low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since 2009-10, RTP has provided 216 City of San Mateo homeowners (and 32 community facilities) with free repair services. SAH serves low-income homeowners across the city. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a variety of health and safety repairs. With 35 years of experience, RTP is the county's leading home repair program. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: The County of San Mateo (County) needs a free home repair program for its low-income neighbors. Since the County has limited affordable housing (median home price = $1.5M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the SF Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have outpaced inflation, many of the County’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications. GEOGRAPHY: Since our Fiscal Year 2009-10, RTP has provided 1,809 County homeowners (and 268 community facilities) with free repairs. We serve low-income homeowners across the County. POPULATION: SAH provides repairs to low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and families with children. SIMILAR PROGRAMS: RTP’s 35 years of experience make us the leading home repair program in the County. Habitat for Humanity has a loan-based home repair program in Daly City and East Palo Alto. Also, the Center for Independence of the Disabled provides home modifications only for disabled persons. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. NEED: South San Francisco (SSF) needs a free home repair program for its low-income neighbors. Since SSF has limited affordable housing (median home price is $1.2M) it, like many cities on the peninsula, would benefit from preserving its current affordable housing stock. Given that the San Francisco Bay Area boasts the second highest construction costs in the world (International Construction Market Survey, 2023) and construction costs have skyrocketed due to inflation, many of SSF’s low-income homeowners can’t afford to keep their homes in good repair. Combine this with the fact that 77% of seniors desire to age-in-place (AARP 2021) and that falls are the leading cause of injury for older adults (Source: CDC), the County’s elderly, low-income homeowners need access to free home repairs and safety modifications. AREA SERVED: Since our Fiscal Year 2009-10, RTP has provided 250 SSF homeowners (and 12 community facilities) with free repair services. SAH serves low-income homeowners across SSF. TARGET POPULATION: SAH serves low-income homeowners with a focus on homes with seniors, veterans, people with disabilities, and 209 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 4/10 families with children. SIMILAR PROGRAMS: While the Center for Independence of the Disabled provides home modifications for disabled persons, RTP serves all low-income homeowners with a wide range of health and safety repairs. With 35 years of experience, RTP is the county’s leading home repair program. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. RTP’s Safe at Home program is fully operational and provides services on an ongoing basis. Each homeowner receives five services over a three month period: 1. Homeowner completes an application which provides key information about the repairs needed. 2. RTP’s trained and experienced staff conduct a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Housing. 3. In partnership with the homeowner, RTP’s staff develops a Home Safety Plan (aka scope of work) which provides a detailed plan for how the critical health and safety repairs will be completed. 4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors. 5. Final project review and survey collection which assesses the impact of our work on the homeowner's health and safety. RTP will submit invoices quarterly to ensure funds are spent in a timely manner. SAH will serve at least the following number of homes by jurisdiction per year of the contract: -Redwood City: 5 homes per year -City of San Mateo: 4 homes per year -County: 30 homes per year -South San Francisco: 10 homes per year RTP would like to be considered for a two-year contract so that we can plan deliverables with confidence and provide seamless services to the low-income populations that we serve. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. RTP conducts homeowner surveys to measure our success. In fiscal year 2022-23, RTP repaired over 109 homes and community facilities across its programs. For homeowners surveyed: 100% reported that our work has made their home a safer place to live; 96% reported that repairs created a healthier home environment for themselves and their family; 80% reported that completed repairs will make it easier for them to maintain their home; and 77% reported feeling less likely to fall in their home since repairs (another 23% stated N/A). RTP’s Safe at Home program holds contracts with each jurisdiction. We expect to reach the majority of our deliverables by June 2024. Accomplishments to date (July 2023 to Dec 2023): -Redwood City: 5 homes served/in progress (goal = 5) -City of San Mateo: 0 homes served/in progress (goal = 4) -County of San Mateo: 16 homes served/in progress (goal = 30) -South San Francisco: 9 homes served/in progress (goal = 10) 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. RTP could not accomplish our mission without collaboration. SAH benefits from the agency’s partnerships with trade unions, vendors, and corporations that supply volunteer labor and significant in-kind donations. For example, RTP recently made presentations to the core service agencies in San Mateo County; the Mentorship, Discover, and Inspire men's group; Samaritan House; neighborhood groups; International Brotherhood of Electrical Workers; the pipefitters union; and the American Red Cross. We have also arranged discount materials and supplies from Hayward Lumber, Master Plumbing and Ace Hardware. RTP is also building a partnership with Acterra to help assist our clients in the East Palo Alto to North Fair Oaks area and with Peninsula Clean Energy in those areas plus Belle Haven in Menlo Park. RTP also refers our clients to other programs that can assist them (e.g. Meals on Wheels, El Concilio, and PG&E Low-Income Home Energy Assistance Program). We receive referrals for potential Safe at Home applicants from city staff, county social workers and case managers, hospitals, and local nonprofit agencies. RTP also participates in collaborative local efforts to implement systemic change as they relate to achieving our vision of safe and healthy housing for everyone. RTP has participated in the San Mateo County Fall Prevention Task Force, Thrive - The Alliance of Nonprofit for San Mateo County, and more! 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. 210 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 5/10 RTP has received CDBG funding for over a decade. During this time, the homes we serve have become a decade older (average 70 years old) and the repairs needed are more expensive. Combine this with inflation and you can imagine the difficulty RTP is experiencing operating a free minor home repair program with essentially level funding year-over-year. We understand CDBG dollars are not meant to cover the full cost of an agency's work. We leverage CDBG dollars with other funds to make more repairs wherever possible. In fact, 58% of our agency’s budget comes from private sources, 17% from CDBG, and 25% from other government sources. In addition, we leverage $250K worth of skilled in-kind labor and materials every year. Limited resources mean that we must choose between repairing an elderly homeowner's furnace or their hot water heater, when neither is functional. Or between installing trip-resistant flooring or navigable stairs for a disabled client. This means that vulnerable neighbors have to choose between a warm home or a warm shower, or continuing to live with a major fall hazard even after we've “completed” repairs. Thankfully, some jurisdictions have been helping us to combat increasing costs by increasing their contracts and/or allowable cost per home. This proposal reflects similar increases. We realize that this may exceed the CDBG allotment available for minor home repair. If this is the case, we hope you will explore other funding streams. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 14 7 14 7 Redwood City 10 5 10 5 City of San Mateo 8 4 8 4 County of San Mateo 60 30 60 30 South San Francisco 20 10 20 10 Totals 112 56 112 56 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other Low income homeowners 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%63 100% White and not Hispanic 40,656 54.64% 9 14.29% White and Hispanic 23,557 31.66% 53 84.13% Asian 6,715 9.03% 1 1.59% African American 1,916 2.58% 0 0.00% Pacific Islander 663 0.89% 0 0.00% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 0 0.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%11 100% White and not Hispanic 45,240 46.54% 1 9.09% White and Hispanic 25,815 26.56% 9 81.82% Asian 18,153 18.67% 1 9.09% 211 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 6/10 African American 2,099 2.16% 0 0.00% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 0 0.00% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%138 100% White and not Hispanic 280,550 36.70% 23 16.67% White and Hispanic 181,937 23.80% 86 62.32% Asian 250,737 32.80% 14 10.14% African American 20,640 2.70% 10 7.25% Pacific Islander 10,702 1.40% 0.00% Native American 6,880 0.90% 0.00% Other 12,996 1.70% 5 3.62% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%21 100% White and not Hispanic 23,760 37.34% 2 9.52% White and Hispanic 21,645 34.02% 5 23.81% Asian 23,293 36.61% 12 57.14% African American 1,625 2.55% 2 9.52% Pacific Islander 1,111 1.75% 0 0.00% Native American 395 0.62% 0 0.00% Other 9,598 15.08% 0 0.00% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Note: The data above is for all of the members of the household, not just the homeowner, as the race/ethnicity of household members can differ from the homeowner. Because this program serves a handful of households in each jurisdiction it is difficult to perfectly align with the city’s overall demographics. However, the data above shows the populations served in each jurisdiction are predominated by underserved populations. RTP conducts grassroots outreach including door-to-door outreach; direct mail; distributing information about RTP’s home repair programs to nonprofit and government agencies; participating in community events; social media campaigns; and presentations at local senior centers, churches, and other groups. RTP is trusted by our neighbors in need. Our staff guides homeowners through the application and home repair process, providing multilingual and culturally competent support. We hold our general contractor’s license and are experts in navigating building code and permitting processes, thereby reducing barriers for low-income, often monolingual, homeowners. Of homes served by free home repair programs last year: -100% had low, very low, or extremely low income. -81% had a senior living in the home. -70% identified as a person of color, (33% Hispanic, 18% Asian, 8% Black or African American, 12% two or more races, and 0.9% American Indian). -68% have lived in their homes for 20+ years. -65% had a resident with a disability 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. RTP’s FY24-25 Safe at Home Budget is projected to be $1,261,260. Of this amount, we expect approximately 58% to come from government sources and 41% to come from individuals, corporations and foundations. To provide an example of expected FY24-25 revenue for SAH, below are details on secured and pending funding for the FY23-24 SAH program. (Note: budget for our 23-24 SAH program is $953,000) Secured FY23-24 SAH funding: County of San Mateo - CDBG, $125,000 City of Palo Alto, $73,000 City of Daly City, $63,000 City of South San Francisco, $55,000 Sequoia Healthcare District, $50,000 City of Mountain View, $30,000 City of San Mateo, $20,000 Peninsula Health Care District, $20,000 City of Redwood City, $25,000 Insurance Industry Charitable Foundation, $10,000 212 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 7/10 San Mateo County Association of Realtors, $3,000 Pending and Planned FY23-24 requests: County of San Mateo - Measure K (Mobile Home Portion of Request), $275,000 Individual Donors, $169,000 City of Menlo Park, $10,000 City of San Carlos, $15,000 Palo Alto Weekly Holiday Fund $5,000 Palo Alto Community Fund, $5,000 In-kind labor and materials, $15,000 For our organization, RTP is in a strong financial position. We hold $5M in assets. Our projected $3,151,458 FY23/24 annual revenue comes from diverse streams: 14% from foundations, 24% from individuals and sponsorships, 42% from government, 10% from special events and 10% other. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Director of Programs Greg Bernard His main responsibilities are to preview each applicant’s home, create a scope of work for them and oversee project management 20 years of experience as a contractor Project Manager Rachel Poythress Manages client and vendor interaction for SAH projects. Serves as the external 'face' of the organization with support of staff in the background to complete work at SAH repair sites. Over 5 years of experience working with Rebuilding Together affiliates in project management and coordination. Holds bachelor’s degree in Anthropology, and is passionate about housing justice and equity. Senior Repair Technician Frank Tijerina Responsible for doing the repairs and modifications at homes and working with subcontractors and vendors to complete the necessary work at each home. More than 20 years of construction experience, including carpentry, plumbing, and electrical. Program Coordinator Esmeralda Rodriguez Supports the Safe at Home team by working with homeowners to complete their applications, scheduling previews, and conducting homeowner survey 12 years of nonprofit experience serving vulnerable populations. Holds a bachelor ’s degree in Psychology. Repair Technician Jesse Leandro Responsible for doing the repairs and modifications at homes and working with subcontractors and vendors to complete the necessary work at each home. More than 10 years of construction experience, including carpentry, plumbing, and electrical. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested %Requested Pgm%Requested Labor Director of Programs $111,000 50% $55,500 1% $500 1% $400 9% $5,000 3% $1,500 13%$7,400 Safe at Home Program Manager $80,000 100% $80,000 2% $2,000 1% $500 6% $5,000 7% $5,300 16%$12,800 Sr. Repair Technician $81,500 98% $79,980 5% $4,000 5% $4,000 31% $25,000 7% $5,500 48%$38,500 Repair Technician $70,720 92% $65,062 0% $0 0% $0 0% $0 0% $0 0%$0 Client Intake & Outreach Coor. $50,186 50% $25,093 2% $500 2% $500 26% $6,500 8% $2,000 38%$9,500 Other Staff $767,000 15% $115,050 0% $0 0% $0 0% $0 0% $0 0%$0 Taxes/Benefits $284,040 29%$83,372 1% $770 1% $600 5% $4,350 2% $1,930 9%$7,650 Other Direct Costs Mileage $25,865 31% $8,118 1% $100 4% $300 12% $1,000 6% $500 23%$1,900 Materials and Subcontractors $1,110,000 54% $603,000 7% $45,000 6% $36,000 45% $270,000 15% $90,000 73%$441,000 All other costs $620,000 5% $31,500 0% 0% 0% 0% 0%$0 Modified Total Direct Costs (MTDC)$3,200,311 36%$1,146,675 5% $52,870 4% $42,300 28% $316,850 9% $106,730 45%$518,750 213 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 8/10 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 10%10% 10% 10% 10% 10% Indirect costs $320,031 36%$114,668 5% $5,287 4% $4,230 28% $31,685 9% $10,673 45%$51,875 TOTAL $3,520,342 36%$1,261,343 5%$58,157 4%$46,530 28%$348,535 9%$117,403 45%$570,625 Number of Individual Beneficiaries 5 4 30 10 49 Cost per Individual $11,631.40 $11,632.50 $11,617.83 $11,740.30 $11,645.41 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 1. Priority: Creating Inclusive Communities with Affordable Housing: Creation of affordable housing and preservation of existing affordable housing, including special needs housing. Following the City’s 2023-2031 Housing Element, this priority is to maintain and increase the diversity of housing types in all City neighborhoods and preserve/protect its current affordable housing stock. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. From July 2022 to June 2023, RTP’s Safe at Home’s program’s goal was to serve 5 homes in Redwood City. We exceeded our goal by serving 9 homes. Program outcomes: From July 2022 to June 2023, Safe at Home served 48 households (housing 89 residents) with home repair services that ensured safe and healthy homes. For RTP satisfaction survey participants surveyed over the last year: 98% reported that Rebuilding Together ’s work has made their home a safer place to live; 93% reported that completed repairs contributed to their overall health and a healthier home environment; 96% reported being able to move around their home with little to no difficulty after repairs (i.e. less likely to fall) and 93% reported no falls or injuries since repairs were completed; and 90% indicated they plan to age in place. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: Lidia lives in a Redwood City house she shares with her 19-year-old niece and 13-year-old nephew. The house originally belonged to her brother who also lived in the house. When he was diagnosed with cancer, Lidia quit her job and used most of her savings to help pay for his treatments. That’s when she searched the internet for a way to replace windows and fire alarms in the house, and she found RTP. A volunteer team, supported by RTP’s construction professionals, repaired the house, which also included building a chicken coop for the family’s six chickens. Among the many repairs, fixing the windows may have had the greatest impact as it not only helps keep the house warm, but it reduces energy expenses. The house is also safer now that new fire alarms have been installed. And repairing the kitchen sink eliminated a leak that was causing high water bills. Sadly, Lidia’s brother lost his battle with cancer. Lidia was granted custody of his children, and she inherited the house, where she continues to live with her niece and nephew. Today, Lidia works as a music educator at Music for Minors, a local nonprofit. Lidia is still paying off a mortgage on the house, so money is tight. Lidia says it’s not just a house to her. “It’s a piece of memory I’m fighting to preserve….The repairs had a huge impact on our daily lives, mostly because the house is safer,” Lidia says. “Every day I wake up and breathe the fresh air in my yard. I still can’t believe all of the repairs were free.' For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, Twitter, Instagram Other - Please describe: San Mateo Daily Journal, Direct Mail, door to door outreach 214 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 9/10 b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? All of RTP’s services and documents are provided in English and Spanish. If a homeowner requires another language, RTP utilizes community partners that specialize with that population to serve as translators. In addition, select marketing collateral is offered in multi-lingual formats including RTP’s main flyers, brochures and direct mail pieces. RTP also conducts multilingual door-to-door outreach and phone outreach. c. How and where are the materials distributed? In Redwood City and SSF, we make presentations and distribute materials to a variety of nonprofit, government and community organizations (e.g. Fair Oaks & Veterans Memorial Community Centers, Redwood City Human Service Agencies, and Peninsula Family Service). Through our NRD community facility repair program, RTP has developed deep relationships with nonprofits throughout Redwood City and SSF that serve primarily low-income people (e.g. Samaritan House Free Clinic, Kainos, StarVista, St. Francis Center, IHSD, schools and child care). RTP’s Safe at Home materials are distributed to low-income homeowners via: distributing fliers to low-income homeowners (e.g. door hangers, fliers in Senior Centers’ grab and go lunches), direct mail using 'Leads Please,', referrals from partner organizations, tabling at community events, making presentations to community groups, social media campaigns, and more! ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. Yes 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) RTP’s Safe at Home program services low-income homeowners, majority elderly and BIPOC, in San Mateo County. This program provides free home repair services that enable them to live in a dry, clean, pest-free, ventilated, safe, contaminant-free, maintained, thermally controlled, accessible, and affordable home (the National Center for Healthy Housing’s ten principles of healthy homes). RTP reaches out to low-income populations to inform them about our free home repair programs. We table at community events, provide flyers to many partners, work with government and nonprofit organizations to connect with their clients, send direct mail and do door-to-door outreach. Each homeowner receives 5 services over a 3 month period: 1. Homeowner completes an application which provides key information about the repairs needed and eligibility information. 2. Once client intake and eligibility is complete, RTP’s trained and experienced staff conduct a comprehensive Home Safety Assessment which assesses the health and safety repairs needed based on the ten Principles of Healthy Housing. 3. In partnership with the homeowner, RTP’s staff develops a Home Safety Plan (aka scope of work) which provides a detailed plan for how the critical health and safety repairs will be completed. 4. Repairs and home safety modifications are completed by our experienced repair technicians and trusted subcontractors. 5. Final project review and impact survey. Source Committed Proposal Submitted To Be Determined Other Federal Funds State/Local Funds $166,000 $874,000 Private Funds $50,000 $20,000 $151,000 Other: Total $216,000 $894,000 $151,000 215 1/23/24, 11:35 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13641 10/10 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors RTP_FY_24-25__CDBG_Authorization.pdf 2. Proof of 501(c)3 / tax-exempt status 2._501c3.pdf 3. By-laws 3._By-laws_Resolution_11-17-11.pdf 4. Articles of Incorporation 4._Articles_of_Incorporation__original_and_amendments.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Board_Roster_2023-24.docx.pdf 6. Organizational chart for entire organization RTP_Org_Chart_Oct_2023.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. RTP_22_Final_FS.pdf Single_Audit_Not_required_1.17.24.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget FY24_agency_budget_final_09.25.23.pdf FY25_draft_RTP_Budget_.pdf FY25_draft_RTP_Budget_-_SAH_.pdf 9. Mission Statement 9._RTP_Mission_Statement_1.8.21.pdf 10. Non-discrimination policy for Staff and Clients 10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf 11. Reasonable Accommodations Policy for Staff and Clients 10._11._nondiscrimination_and_accomodations_updated_2.2019.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._confilct_of_interest_policy.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Joy Dickinson Date Signed 01/17/2024 Initially submitted: Jan 17, 2024 - 11:18:47 216 Project Sen�nel 217 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 1/9 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Project Sentinel, Inc. 2. Project Title: Fair Housing We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $15,751 2% 0% $1,968.88 City of San Mateo $26,303 3% 0% $2,391.18 County of San Mateo $34,624 4% 0% $1,331.69 South San Francisco $16,283 2% 0% $1,163.07 Total $92,961 10% 59 100% $1,575.61 Grant Funded Programs: We are applying for a Fair Housing Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Documentation of residency, income level, and ethnicity is by self-certification upon complaint intake. Project Sentinel staff explain to callers that services are provided regardless of income level or race and that the effectiveness of our services is dependent on accuracy of data provided by the client. Clients are asked to provide copies of income verification such as tax returns, pay stubs, social security correspondence, EDD reports. All client files are stored in a database which enables the agency to track and compile data quickly and accurately. Project Sentinel staff use an Income Calculation and Verification form which collects the following data: relationship to each other, ages, income level, and form of income verification. This form is used for determining client income status. 3. Project Address: 1615 Hudson St., Ste A City: Redwood City Zip: 94061-2982 4. Provide a one sentence project summary: Throughout San Mateo County Project Sentinel provides comprehensive fair housing services of proactive community outreach and education to home seekers, in place residents and housing providers as well as reactive complaint investigations seeking remedies for victims of housing discrimination. Organization Address: 1490 El Camino Real City: Santa Clara Zip: 95050-4609 Organization Phone: 650-321-6291 Website: www.housing.org Type of Applicant: Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Elizabeth Sanchez Title: Fair Housing Director Telephone: 209-499-2626 Contact Email: esanchez@housing.org Fax: 6. Name of Agency Director: Carole Conn 7. Fiscal Officer:Name: Deanne Komush Email: deannek@healthtrust.orgTelephone: 408-513-8763 Fiscal Officer Address: 1631 Willow Street, Ste 200 City: San Jose Zip: 95125-5113 8. Authorized Signatory:Name: Carole Conn Email: cconn@housing.org Telephone: 408-470-3739 218 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 2/9 Authorized Signatory Address: 1490 El Camino Real City: Santa Clara Zip: 95050-4609 9. Please provide days and hours of regularly scheduled operation: Monday-Friday, 9:00am - 12:00pm and 1:00pm - 4:00pm 10. SAM/UEI Number: E44GRKVXEEN9 Federal EIN/TIN Number: 77-0266612 11. HUD Activity: Choose the HUD activity that most closely matches your service: 05J - Fair Housing Activities-Subj.to Pub.Serv.Cap 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. To combat illegal housing discrimination and ensure civil rights protection, Project Sentinel provides comprehensive fair housing services of complaint investigation and enforcement, consultation, information and referral, and community outreach and education. Fair Housing investigations that reveal evidence of illegal discrimination are addressed through education, conciliation, CRD filings, and private litigation. Information and referral services link callers with the most appropriate resources. Education and outreach activities increase the general population and target groups' awareness of the existence and benefits of fair housing. Housing providers (landlords, property managers) are provided with literature and education workshops on fair housing compliance. These services help create and maintain healthy communities and assist San Mateo County, San Mateo City, Daly City, Redwood City, and South San Francisco to comply with CRD's directive to affirmatively further fair housing. Proposed services will be delivered from Project Sentinel's Redwood City office, Monday through Friday from 9AM to 5:00PM, with telephone intake from 9AM to 4PM. 'After-hours' work is scheduled as needed and by appointments. There is no difference in the fair housing services provided to each jurisdiction except for quantity and that is set by funding level. Regardless of funding level no one is denied service. Complaints are investigated by testing, interviews, surveys, and document review. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for the receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. Given that demographic data for Redwood City show that 31% of the population are Hispanics, we have learned through our own data and experience that target population has members how present with linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The post pandemic period shows that it is continues to be the case that it is still harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (49% renters in Redwood City) and new law with protections for Section 8 and veterans require more fair housing involvement. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for its receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole by producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The COVID 19 pandemic has made it harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (47.8% renters in San Mateo City) and new law with protections for Section 8 and veterans require more fair housing involvement. Those with disabilities, families with children and foreign-born experience a higher incident rate of housing problems which fair housing needs to address. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for the receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The post pandemic period shows that it continues to be harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing 219 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 3/9 encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (40% renters in San Mateo County) and new law with protections for Section 8 and veterans require more fair housing involvement. Those with disabilities, families with children and foreign-born experience a higher incident rate of housing problems which fair housing needs to address. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Fair and equal access to housing is a primary civil right of all people and is a requirement of CRD for the receipt of federal funding. Fair Housing services will benefit those of protected status as well as the community as a whole producing integrated, healthy communities. Victims of housing discrimination are often among the poorest and most underserved residents of our community. South San Francisco demographics show 34% of the population are Hispanics, 36% Asian, 43% foreign-born and 60% speak a language other than English at home. The linguistic, cultural, mental, and physical barriers that contribute to discrimination often prevent victims from perceiving, understanding and addressing discriminatory treatment. The post pandemic period shows that it continues to be harder for low income tenants to address discriminatory treatment. Project Sentinel will combat barriers to fair housing by reaching out directly to target populations. Continued education must be available to housing providers, home seekers, and the community at large on the rights and responsibilities of developing and maintaining a balanced and integrated community. Fair Housing encompasses all forms of housing with the majority of complaints coming from renters. The harsh rental housing market (39% renters in South San Francisco) and new law with protections for Section 8 and veterans require more fair housing involvement. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. All program services of I&R, consultations, complaint counseling and investigation, community outreach and education are ongoing. Service delivery and project implementation is therefore immediately available. Reimbursement requests are based on direct service hours recorded on daily timesheets. Staff time spent on any one jurisdiction will vary based on caseload demands but can be controlled by increasing or decreasing outreach to comply with budget requirements and timely draws. All Project Sentinel staff are acutely aware of time management and the need to plan and track time expenditures to achieve reasonable contract goals. There are time periods we charge staff time to the federal contracts for work performed in the jurisdictions. This will result in fewer charges to the jurisdictions for those time periods. 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. Staff members are assigned specific numerical contract goals to achieve such as incoming calls, case processing and outreach events. Each staff member consults with the director of fair housing regarding progress in meeting these numerical goals. Project Sentinel’s fair housing director reviews work performance to ensure satisfactory quality and quantity. Project Sentinel has been providing comprehensive fair housing services for many years and has successfully complied with all contract terms over the years. Quantitative: Case files will confirm fair housing investigation assistance as well as tangible outcomes. We follow complaints beyond the investigation stage to final resolution. Phone logs will record information and referral services as well as how callers learned of the service to help shape future outreach events efforts. Participant sign- in sheets will confirm attendance at outreach presentations. Qualitative: Process surveys, solicit feedback on education presentation and pre/post tests demonstrate the effectiveness of trainings and presentations by measuring whether the participants’ knowledge was increased. Information on enforcement activity as well as outreach and education work efforts are submitted to the jurisdiction in quarterly reports. 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Given that Project Sentinel has a history of service provision in San Mateo County, we collaborate with a wide range of groups and grassroots community organizations to promote fair housing and to reach protected households and individuals. We believe it is important to educate ‘front-line’ housing providers on what fair housing is, how to recognize a complaint, and how to make an effective enforcement referral. The more the staff at other social service agencies understand what fair housing is, the better they can serve their clientele with a referral to Project Sentinel. Collaborations for enhanced staff training for effective referrals include: Shelter Network (education, referrals), Caminar (referrals), Center for Independence of the Disabled (education, referrals), Legal Aid of San Mateo (referrals), AARP (education, referrals), StarVista (education, referrals), Sunset Project 9education, referrals) and Swords to Plowshares (education, referrals). Project Sentinel is an active member of the San Mateo County Housing Advocates Quarterly Meeting (SMHAQM). This collaborative includes the Legal Aid Society of San Mateo County, the Stanford Law Clinic, and the Community Legal Services in East Palo Alto. We are working to coordinate our 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. Project Sentinel provides fair housing services throughout San Mateo County based on financial support from each entitlement as well as HUD. Without entitlement money, our services would be severely restricted and likely unable to meet all needs Trends: the post pandemic period continues to show an increase in calls regarding certain protected categories: sex, domestic violence, and housing providers not understanding that victims have fair housing rights and familial status. We also have the added protected categories of Section 8 protection and criminal history. CRD has recently 220 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 4/9 authorized the use of federal funds to combat source of income discrimination. Small “mom and pop” housing providers need education about these new laws so they can avoid costly mistakes. The projected beneficiary numbers provided in 18 below, reflect only investigated enforcement cases. Counseling, consultations and community outreach beneficiary numbers are not included. . 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City 13 5 14 6 Redwood City 7 3 8 4 City of San Mateo 10 4 11 5 County of San Mateo 25 12 26 13 South San Francisco 13 5 14 6 Totals 68 29 73 34 19. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 20. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%8 100% White and not Hispanic 40,656 54.64% 5 62.50% White and Hispanic 23,557 31.66% 3 37.50% Asian 6,715 9.03% 0 0.00% African American 1,916 2.58% 0.00% Pacific Islander 663 0.89% 0.00% Native American 384 0.52% 0.00% Other 1,511 2.03% 0.00% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%11 100% White and not Hispanic 45,240 46.54% 5 45.45% White and Hispanic 25,815 26.56% 3 27.27% Asian 18,153 18.67% 2 18.18% African American 2,099 2.16% 0 0.00% Pacific Islander 1,937 1.99% 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 1 9.09% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%26 100% White and not Hispanic 280,550 36.70% 10 38.46% 221 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 5/9 White and Hispanic 181,937 23.80% 7 26.92% Asian 250,737 32.80% 9 34.62% African American 20,640 2.70% 0.00% Pacific Islander 10,702 1.40% 0.00% Native American 6,880 0.90% 0.00% Other 12,996 1.70% 0.00% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%14 100% White and not Hispanic 23,760 37.34% 4 28.57% White and Hispanic 21,645 34.02% 4 28.57% Asian 23,293 36.61% 4 28.57% African American 1,625 2.55% 0.00% Pacific Islander 1,111 1.75% 0.00% Native American 395 0.62% 0.00% Other 9,598 15.08% 2 14.29% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Project Sentinel makes presentations to the staff and/or clientele of other social service agencies to explain what fair housing is and how to make an effective referral. In Fiscal Year 2024-2025, we plan to expand the number of agencies we reach out to. These presentations target agencies that serve low-income tenants with assistance that is different from what Project Sentinel provides. We consult with many of these agencies for ideas on how to effectively reach the target population and how to present educational information. We will continue to use various forms of social media. Educational material has been translated in Spanish, Chinese, Vietnamese, Tagalog and Korean. 21. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Project Sentinel has historically been able to augment local CDBG funding for fair housing with separate federal grants contributing approximately 30-35% of the agency’s annual fair housing budget. We were awarded a three (3) year HUD enforcement grant In October 2021; thus, this leverage is secured until September of 2024. San Mateo County can expect a contribution of $15,500; San Mateo City $10,273; South San Francisco $5,900; Redwood City $6,500 and Daly City $6,500. We provide fee generating fair housing training to housing providers. Project Sentinel is able to secure in-kind contributions from attorneys for case consultation and for legal representation. Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications Fair Housing Intake Counselor Jaslynn Wygal conduct fair housing intake; provide education and counseling on the fair housing laws to callers and clients 2.5 years fair housing experience, BA in Liberal Studies from San Jose State University Fair Housing Intake Counselor Mirna Arriaga conduct fair housing intake; provide education and counseling on the fair housing laws to callers and clients 2 years Landlord-Tenant Counselor at Project Sentinel. Extensive experience in intake and customer service. Fair Housing Counselor since April 2019. Fluent in Spanish. Executive Director Carole Conn submit and review financial records, conflict of interest, indirect cost rate, provide oversight of Fair Housing Director. 30 years of non profit administration Fair Housing Director Elizabeth Sanchez manage project, supervise all grant work, oversight of the overall project; review reports and ensure all deliverables are met; conduct housing provider trainings. Fair Housing Director since July 2023, Assistant Fair Housing Director for one year and Fair Housing Counselor at Project Sentinel since January 2019; ESL Teacher for 4 years. Fluent in Spanish. Community Outreach Coordinator Josie Fulton organize and schedule outreach events, design and arrange for production & 1.5 years of fair housing work at Project Sentinel. BA 222 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 6/9 translation of new outreach materials, maintain social media accounts and oversee website updates. History & Sustainability Minor from Universit of North Carolina and Duke University. Staff Attorney Avantika Rao Perform all legal related filings, activities, advice and council J.D.; Bachelor of Arts in International Security and Conflict Resolution; admitted to CA bar; 1.5 years as Legal Clinical Student; 2 years as teacher of English and Foreign language. Conversational in Spanish and Intermediate proficiency in German. Staff Attorney at Project Sentinel since January 2020. Managing Attorney Arthur Tapia Organize and supervise staff attorneys; investigate and review team investigations and testing results. 1 year and 3 months of fair housing work at Project Sentinel. Member of the State Bar since 1996. JD from University of Pennsylvania Law School and BS with distinction from the University of Santa Clara. Fair Housing Coordinator Jakob Uriarte conduct fair housing intake; provide education and counseling on the fair housing laws to callers and clients; assist with reasonable accommodation requests and enforcement work; conduct community outreach. Fair housing coordinator since September 2022. BA in Politics from the University of California, Santa Cruz Civil Rights Investigation Coordinator Nitara Duthie conduct fair housing test coordination, including tester recruitment and training; support fair housing investigations through surveys, public records requests, and data analysis; conduct outreach. CRIC since November 2022. Extensive education background which includes Ontario Secondary School Diploma, BS in Science from University of Ottawa, Masters in International Busines from Hult International Business School and Masters in Disruptive Innovation & Entrepreneurship from Hult. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested %Requested Pgm%Requested Labor Executive Director $168,000 20% $33,277 2% $505 2% $800 2% $550 2% $600 7%$2,455 Fair Housing Director $93,496 100% $93,496 1% $700 1% $1,000 2% $2,300 1% $1,400 6%$5,400 Fair Housing Staff $478,065 100% $478,065 2% $9,600 3% $15,900 4% $21,000 2% $9,600 12%$56,100 Taxes/Benefits $125,725 82%$102,822 2% $1,837 3% $3,009 4% $4,055 2% $1,972 11%$10,873 Other Direct Costs Occupancy $61,483 33% $20,148 4% $732 5% $1,100 5% $1,000 1% $159 15%$2,991 Communications $70,600 32% $22,853 0% 1% $300 1% $300 0% 3%$600 Equipment Rental/Maintenance $28,629 31% $8,836 0% 3% $300 2% $172 0% 5%$472 Indirect Cost Rate 22% $279,325 48% $133,064 2% $2,377 3% $3,894 4% $5,247 2% $2,552 11%$14,070 Modified Total Direct Costs (MTDC)$1,305,323 68%$892,561 2% $15,751 3% $26,303 4% $34,624 2% $16,283 10%$92,961 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 0%0% Indirect costs $0 $0 $0 $0 $0 $0 $0 TOTAL $1,305,323 68%$892,561 2%$15,751 3%$26,303 4%$34,624 2%$16,283 10%$92,961 Number of Individual Beneficiaries 8 11 26 14 59 223 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 7/9 Cost per Individual $1,968.88 $2,391.18 $1,331.69 $1,163.07 $1,575.61 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 3. Priority: Sustain or Expand Human Services: Sustain or expand the high level of basic human needs services for extremely low-, very low-, low- and moderate-income persons and households including but not limited to childcare, mental health and substance abuse services. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. During the 2022-2023 fiscal year, Project Sentinel conducted 15 investigations, serving 22 total people. We provided information, referral, and consultations to 35 households, serving a total of 75 people. Finally, we attended or hosted six outreach events, serving a total of 43 persons. We also hosted a Fair Housing Symposium held in Redwood City with 83 attendees in April. After a host of staff changes in FY2122, we finally have a strong Fair Housing Team with consistency, commitment, and drive. We end this year with five Fair Housing Coordinators, three of which were hired during FY2223, a new Civil Rights Investigative Coordinator, and a new Staff Attorney. Each of these five new team members have presented themselves to be hard working and passionate about Fair Housing issues. We also adjusted our team structure to include an Outreach Coordinator and Assistant Director of Fair Housing, both of whom were hired internally and are seasoned advocates, well deserving of their promotion. These changes have been successful in providing necessary structure and defining role responsibilities, making our team’s workflow more efficient and focused. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: Our client this Quarter (#11639) was a repeat caller from a previous case we successfully resolved with anapproval of a Reasonable Accommodation due to disability-related need. This time, the caller’s complex recentlyhad a fire and the caller had serious concerns for her, and others’, safety. The fire left multiple residents withdisabilities entrapped in their units as the elevator shut down and there was no alternative route for them to leave.Management seemed to have little to no training as to what to do during a fire emergency. The caller was at a lossfor what to do, and knew she could call Project Sentinel after our success in the previous issues she faced. Project Sentinel staff immediately responded to the complaint and opened up a case. They sent a letter to management with an account of the event and a demand that they establish better fire protocol, with particular attention given to the safety of residents with disabilities. Understanding the limitations of Project Sentinel expertise with fire safety, staff called the Fire Marshall to submit a complaint and request action be taken. At this time, there has been no response from management, but both Project Sentinel staff and the client feels that the issue will be addressed by the Fire Marshall in full. For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: Facebook, LinkedIn and Instagram Other - Please describe: b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Languages for most fair housing educational and outreach documents: Spanish, Mandarin, Vietnamese, Tagalog, and several other Asian languages. The educational documents include tri fold brochures that have been developed for each of the state and federal protected categories. We have also published a fair housing manual for housing providers that is available in English and Chinese. We have a bilingual staff member who gives outreach presentations in Spanish to both service providers and to the public. c. How and where are the materials distributed? Educational material is distributed at outreach events, to various sites for public display (municipal offices), businesses such as laundromats and grocery stores bulletin boards. Other social service agencies will help 224 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 8/9 distribute the literature. We have also used direct mail. The educational material is available on the agency website. Prior to the pandemic we would staff a display table at community fairs and events. We will return to in person outreach when the public health directives allow such activities. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. If CDBG funding is not available, Project Sentinel would be willing to consider funding from Federal ESG, State ESG, or State PLHA grants, provided that our project qualifies. We understand that these alternative sources come with additional requirements and specific reporting compliance, as outlined in the NOFA and as may be provided by San Mateo County. 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) See attachment titled SMCo Number 2 Source Committed Proposal Submitted To Be Determined Other Federal Funds $44,673 State/Local Funds Private Funds Other: Total $44,673 $0 $0 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors Board_Resolution_Authorizing_Carole_Conn_FY2324.pdf 2. Proof of 501(c)3 / tax-exempt status IRS_non_profit_status_certificate.pdf 3. By-laws By-Laws_2011.DOC 4. Articles of Incorporation PS_Art._of_Corporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term Project_SentinelBoard_-2223.pdf Board_Meeting_Dates_for_previous_12_Months.docx 6. Organizational chart for entire organization 2023_PS_Organization_Chart.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: 2021_06_PS-_Financial_Statements_unprotected.pdf 225 1/23/24, 11:33 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13712 9/9 Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget Current_Budget.pdf Proposed_Agency_Budget_24-25.pdf RWC_Current_Budget.pdf 9. Mission Statement Mission_Statement.pdf 10. Non-discrimination policy for Staff and Clients Notice_of_Non_Discrimination_Equal_Employment_Opportunity_Policy.doc 11. Reasonable Accommodations Policy for Staff and Clients reasonable_accommodation_statement.doc ACCESSIBILITY_FOR_PERSONS_WITH_DISABILITIES.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) Conflict_of_Interest.docx 13. Negotiated Rate Letter. (If required) 14. Other -SMCo_Number_2.docx SMCo_Number_2.docx If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Sara Cottrell Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 14:55:57 226 Renaissance Entrepreneurship Center 227 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 1/10 Consolidated Community Funding Application Redwood City, City of San Mateo, San Mateo County and South San Francisco Application for New Funding for FY 2024-25 GENERAL INFORMATION 1. Organization Name: Renaissance Entrepreneurship Center 2. Project Title: Creating Economic Opportunity for Low-Income Women and Men We are applying for funding from: Redwood City City of San Mateo South San Francisco County of San Mateo Budget/Client Summary (Auto-populated from Budget, below) Jurisdictions receiving this application Amount Requested % of Program Budget Proposed # of Clients Served % of Clients Served Total $ Per Client Total Agency Budget Redwood City $50,000 29% 0% $625.00 City of San Mateo $50,000 29% 0% $625.00 County of San Mateo $45,000 26% 0% $375.00 South San Francisco $25,000 15% 0% $500.00 Total $170,000 100% 330 100% $515.15 Grant Funded Programs: We are applying for a Microenterprise Assistance Program CDBG National Objective Eligibility - How are you serving low income populations? Service to low income clients verified through income documentation. Income Verification: Describe how you obtain, verify, and maintain proof of income and presumed benefit status. Third party documentation or client signatures on the certification forms must be available on file for review at all times. Each client entering Renaissance Entrepreneurship Center (Renaissance) completes, dates and signs an intake form that includes information on household and personal income, address and date of birth. We require clients to provide documentation to demonstrate their financial need by submitting tax returns, pay stubs and/or unemployment verification. Renaissance uses Housing and Urban Development (HUD) income guidelines to determine if a client is classified as low-income. We keep all required documents on file. 3. Project Address: 1848 Bay Road City: East Palo Alto Zip: 94303-1311 4. Provide a one sentence project summary: With support from the City of Redwood City, City of San Mateo, City of South San Francisco and County of San Mateo, Renaissance Peninsula will support 230 low-income English- and Spanish-speaking women and men: 60 in Redwood City; 60 in the City of San Mateo; 30 in the City of South San Francisco; and 80 in the County of San Mateo, with customized small business training, one-on-one consulting, and access to capital, resources and networks to assist them in starting and growing their own sustainable small businesses. Organization Address: 275 5th Street City: San Francisco Zip: 94103-4117 Organization Phone: 415-541-8580 Website: www.rencenter.org Type of Applicant: Our agency serves: Clients 5. Contact Person / Project Administrator:Name: Amanda Anthony Title: Program Director Telephone: 650-273-7551 Contact Email: amanda@rencenter.org Fax: 6. Name of Agency Director: Sharon Miller 7. Fiscal Officer:Name: Doug House Email: dhouse@rencenter.orgTelephone: 415-348-6259 Fiscal Officer Address: 275 5th Street City: San Francisco Zip: 94103-4117 228 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 2/10 8. Authorized Signatory:Name: Sharon Miller Email: sharon@rencenter.org Telephone: 415-348-6243 Authorized Signatory Address: 275 5th Street City: San Francisco Zip: 94103-4117 9. Please provide days and hours of regularly scheduled operation: Renaissance’s offices in East Palo Alto and South San Francisco are generally open (currently virtually) Monday - Friday, 9:00 a.m. – 5:00 p.m, with evening and weekend hours for scheduled training classes, workshops, one-on- one consultations and special events. During the pandemic, we moved all programs and services online and will be moving to a hybrid model as it becomes safe to do so. We look forward to holding our classes for the City of Redwood City at: Sobrato Center for Nonprofits in Redwood Shores, City of Redwood City Library and Sequoia Adult School, during evening and weekend hours. County of San Mateo classes will be offered during regular, evening and weekend hours at our office in East Palo Alto, the North Fair Oaks Economic Advacement Center, and off-site at local public libraries and community spaces made available by our community partners. City of San Mateo classes will be offered at the local libraries and community spaces made available by our community partners and our intentional efforts to open up a shared office space with the San Mateo SBDC, and City of South San Francisco classes will be held at our office in the South San Francisco Economic Advancement Center as well as at the South San Francisco Public Library. 10. SAM/UEI Number: 045629282000 Federal EIN/TIN Number: 94-2793122 11. HUD Activity: Choose the HUD activity that most closely matches your service: 18C - Micro-Enterprise Assist 12. Project Specific Narrative: Provide a narrative description of the specific activities to be carried out with the requested funds. This should also include program objectives and key priorities for each specific jurisdiction. With support from the City of Redwood City, City of San Mateo, City of South San Francisco and County of San Mateo, Renaissance Peninsula will support 230 low-income English- and Spanish-speaking women and men: 60 in Redwood City; 60 in the City of San Mateo; 30 in the City of South San Francisco; and 80 in the County of San Mateo, with customized small business training, one-on-one consulting, and access to capital, resources, entrepreneur marketplaces, and networks to assist them in starting and growing their own sustainable small businesses. 13A. Assessment of Need - Redwood City: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Per the 2024/25 Consolidated Plan, supporting entrepreneurship programs and businesses, targeting businesses owned by minority populations (Priority 5/Goal 7), Renaissance Entrepreneurship Center (Renaissance) brings the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency. Small business ownership offers one of the surest routes to economic mobility for low-income persons, women, immigrants, people of color, people with disabilities, seniors, and formerly incarcerated persons. Small businesses create employment for the business owners themselves and other residents, build assets, fill commercial vacancies, and promote local economic vitality. While 35.4% of Redwood City residents are Hispanic/Latino (US Census, 2021 Est.), only 33.8% of businesses are minority-owned (US Census, 2021) (note this includes Latino as other people of color.). While 50.2% of the Redwood City population are women (US Census, 2021 Est.), only 37.6 of businesses are women-owned (US Census, 2021 Est.). Renaissance clients in Redwood City are: 79% Hispanic/Latino; 79% people of color; 68% women; and over 90% are extremely low- to moderate-income. 13B. Assessment of Need - City of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Renaissance Entrepreneurship Center (Renaissance) breaks the cycle of poverty by bringing the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency. 50% of the City of San Mateo residents are low-income (City of San Mateo Consolidated Plan 2015-2017) and 36.1% are Hispanic/Latino (US Census, 2021 Estimate). As listed in the Consolidated Plan (2023 – 27), due to the concentration of low-income and minority households, as well as overcrowding and aging housing stock, the City will prioritize funding for capital projects located within the CDBG Priority Neighborhood area. Of the priorities, a high priority (#5 in the Plan) is Economic Development/Microbusiness Enterprise Assistance and through the community engagement process, residents and stakeholders identified the need for assistance to small businesses owned by low-income residents. In addition, to provide grants to non-profit service providers who assist low- and moderate-income residents who own or are attempting to start a small business. 13C. Assessment of Need - County of San Mateo: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) 229 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 3/10 served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Renaissance Entrepreneurship Center (Renaissance) breaks the cycle of poverty by bringing the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency. Economic inequality in the Bay Area, and Silicon Valley in particular, is growing at unprecedented rates. According to the Census Reporter (2022), 28% of resident's income range from $100k to $200k and 17% are under $50k. 7.2% are below the poverty line, which represents three-fifths rate of California. While the median income for the County is $133,612 it ranges from upwards $240,000 in Atherton to around $50,000 in East Palo Alto. 60% of San Mateo County identify as people of color and 24% identify as Latino. Renaissance Peninsula serves residents of the County of San Mateo who are most in need: 91% are extremely- low to moderate-income; 71% of San Mateo County identify as women; over 60% Hispanic/Latino; 30% Pacific Islander and Asian; 17% Black/African American; and 38% Caucasian. 13D. Assessment of Need - South San Francisco: Briefly describe how you determined the need for your program for each specific jurisdiction that you are applying for funds. Identify target population(s) and area(s) served. Please state the source(s) and date(s) of information. Identify any similar programs in the community. Renaissance Entrepreneurship Center (Renaissance) breaks the cycle of poverty by bringing the power of entrepreneurship to individuals and families from under-resourced communities and populations. Our mission is to empower and increase the entrepreneurial capacities of socially and economically diverse women and men, and thereby strengthen our communities through the creation of sustainable new businesses, new jobs, and the promotion of financial self-sufficiency. South San Francisco is the birthplace of biotech and it is also one of the most racially diverse communities in the Peninsula. 40.8% of the population is of Asian or Pacific Islander descent, with large populations of Filipino and Chinese, 34.5% are Caucasian, and 33.3% are Latino/Hispanic. 40.3% of residents were born outside of the country. Despite the high median household income citywide ($105,549), the highest income areas are at $133,906 and the lowest at $71,506 (US Census Bureau, 2019). In 2022-23, Renaissance Peninsula served South San Francisco residents who are most in need: 91% are extremely to very low-income; 55% were female head of household, and 62% were Hispanic/Latino. 14. Timeline: Provide a brief timetable for project implementation and achievement of projected goals and how you plan to expend your funds in a timely manner by the end of the fiscal year. Redwood City Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP) Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG orESP) City of San Mateo Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP) 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP) Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 1 Business of Childcare class (ENG or ESP) County of San Mateo Q1 & Q3 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP) Q2 & Q4 6 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG and ESP) South San Francisco Q1 & Q3 3 Peninsula Orientations (3 ENG/3 ESP), 2 Start Smart classes (ENG/ESP), and 1 Business of Childcare class (ESP) Q2 & Q4 3 Peninsula Orientations (3 ENG/3 ESP), 1 Start Smart classes (ENG/ESP), 2 Business Prep classes (ENG/ESP), and 2 Business of Childcare class (ENG and ESP) ***Each funded area will have: - Quarterly Entrepreneurs Marketplace & Holiday Marketplace - Annual Passion to Profit Conference county-wide - Annual Black Business Summit in partnership with the County SBDC - Annual Access to 15. Evaluation: Briefly describe how you will determine and measure the success of your program and whether or not program goals were met? If your program is currently receiving grant funds please describe accomplishments of goals to date. In FY 2024-25, Renaissance Mid-Peninsula will serve 230 low-income entrepreneurial English- and Spanish- speaking women and men: 60 from Redwood City; 60 from the City of San Mateo; 30 from the City of South San Francisco; and 80 from the County of San Mateo who will start and grow 89 businesses: 21 in Redwood City, 21 in the City of San Mateo, 12 in South San Francisco, and 35 in the County of San Mateo; and create 127 total jobs: 230 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 4/10 32 jobs in Redwood City; 32 jobs in the City of San Mateo; 18 jobs in the City of South San Francisco and 45 jobs in the County of San Mateo, including the business owners themselves. Renaissance Peninsula is on track to achieve our FY 2023-24 objectives. As of the 2nd quarter, we have served 38 of the 60 anticipated low-income residents of Redwood City, 106 of the anticipated 80 low-income residents of the County of San Mateo, 18 of the anticipated 30 in the city of San Mateo, and 21 of the 30 anticipated low-income residents of South San Francisco. Renaissance measures the success of our program by tracking client progress through our outcomes tracker, VistaShare. Each client entering Renaissance completes an intake form to provide baseline financial and demographic information, along with their goals for enrolling in Renaissance. We then track client progress and changes in their personal or business circumstances as a result of receiving our services. We also conduct evaluations at the completion of services delivered to receive client fe 16. Collaboration: Describe partnerships with other organizations/agencies, the nature of the partnership, and how it relates to the proposed project. Renaissance has been building strong relationships with community-serving organizations throughout the County of San Mateo for over 15 years. Renaissance partners with the South San Francisco Public Library, the Daly City Public Library and the San Mateo County Library to provide off-site trainings at their facilities; and with various community institutions including core services agencies, places of worship, chambers of commerce, and community centers who conduct outreach to community members. We partner with the Lawyers' Committee for Civil Rights (LCCR) and the San Francisco Community Business Law Center to offer legal support services to our clients. Renaissance collaborates with CLSEPA, Nuestra Casa, Project WeHope, San Mateo Credit Union, and Community Financial Resources (CFR) to offer Secure Futures/Futuros Seguros, our financial education and savings program. 17. Impact: : Discuss any general trends and conditions that have affected or impacted your service levels or service populations. For New Applicants – describe what these funds would allow your agency to do that you may not be able to do now. For Continuing Applicants – describe how your program would be impacted without these funds. For-profit organizations in Silicon Valley offer business accelerators for entrepreneurs in the technology sector, but few resources are available to low-income women and men committed to launching and growing more traditional small businesses. The generous partnership and support of Redwood City, the City of San Mateo, the City of South San Francisco and the County of San Mateo will enable Renaissance Peninsula to provide low-income English- and Spanish-speaking women and men with small business training, one-on-one consulting, and access to resources and networks needed to launch and grow successful businesses. Without this support, we could only serve minimal numbers of clients in Redwood City, the City of San Mateo, the City of South San Francisco and the County of San Mateo, resulting in a significantly lower number of businesses that can rebuild, launch and grow. Fifty percent of all small businesses fail within five years (U.S. Bureau of Labor Statistics); whereas 96% of clients who come to Renaissance in business, stay in business. Government support also enables Renaissance to attract additional funds from foundations and corporations. 18. Project Beneficiaries/Quantifiable Measurement: Indicate the expected number of beneficiaries to be served by the program. For each response below please indicate both the number of households and number of individuals. Refer to the San Mateo County Income Limits. a. Indicate the total number of low-income beneficiaries you expect to serve with this program for each jurisdiction application for funding. *Low-income is 80% of Area Median Income or below. See AMI table b. Indicate the total number of beneficiaries you expect to serve with this program in each jurisdiction - regardless of income. Jurisdiction a. Number of low-income beneficiaries to be served per grant jurisdiction application. **Low-income** is 80% of Area Median Income or below. b. All beneficiaries to be served per grant jurisdiction application regardless of income Persons Households Persons Households Daly City Redwood City 60 60 80 80 City of San Mateo 60 60 80 80 County of San Mateo 80 80 120 120 South San Francisco 30 30 50 50 Totals 230 230 330 330 19. c. Micro-Enterprose Please complete the following table for your project: Jurisdiction Low Income Jobs Created Total Jobs Created # of New Businesses Assisted # of Existing Businesses Assisted Redwood City 22 32 6 15 City of San Mateo 22 32 6 15 County of San Mateo 30 45 10 25 South San Francisco 12 18 5 7 Totals 86 127 27 62 231 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 5/10 20. Populations Served: Check the boxes below if they describe a significant population served by your program. These categories are not considered "presumed benefit" by HUD, and require income verification. Persons exiting incarceration Low-income youth Other 21. Affirmative Outreach: a. Use the demographics from your previous program year to provide an analysis of the population you serve relative to the demographics in the table. NOTE: If you are a new applicant please provide your best estimation. Race & Ethnicity Redwood City Population Redwood City % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 74,402 100%72 100% White and not Hispanic 40,656 54.64% 11 15.28% White and Hispanic 23,557 31.66% 13 18.06% Asian 6,715 9.03% 1 1.39% African American 1,916 2.58% 3 4.17% Pacific Islander 663 0.89% 0 0.00% Native American 384 0.52% 0 0.00% Other 1,511 2.03% 44 61.11% Race & Ethnicity City of San Mateo Population City of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 97,207 100%43 100% White and not Hispanic 45,240 46.54% 8 18.60% White and Hispanic 25,815 26.56% 3 6.98% Asian 18,153 18.67% 10 23.26% African American 2,099 2.16% 4 9.30% Pacific Islander 1,937 1.99% 0 0.00% Native American 140 0.14% 0 0.00% Other 3,823 3.93% 18 41.86% Race & Ethnicity County of San Mateo Population County of San Mateo % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 764,442 100%177 100% White and not Hispanic 280,550 36.70% 32 18.08% White and Hispanic 181,937 23.80% 15 8.47% Asian 250,737 32.80% 20 11.30% African American 20,640 2.70% 17 9.60% Pacific Islander 10,702 1.40% 1 0.56% Native American 6,880 0.90% 3 1.69% Other 12,996 1.70% 89 50.28% Race & Ethnicity South San Francisco Population South San Francisco % by Ethnicity Low Income by Ethnicity served by your Program Your Program % by Ethnicity Total 63,632 100%101 100% White and not Hispanic 23,760 37.34% 9 8.91% White and Hispanic 21,645 34.02% 10 9.90% Asian 23,293 36.61% 16 15.84% African American 1,625 2.55% 6 5.94% Pacific Islander 1,111 1.75% 1 0.99% Native American 395 0.62% 1 0.99% Other 9,598 15.08% 58 57.43% b. Based on the percentages that you indicate your organization served describe your efforts to improve affirmative outreach to groups that may be underserved by your program and the result of your efforts: Renaissance targets our English- and Spanish-language outreach in Redwood City to low-income persons, women, immigrants, people of color, people with disabilities, seniors, and formerly incarcerated persons. We work with partners to distribute program and class promotional materials and present, table, and network at community events such as the Open House for the Redwood City Library Makerspace. In order to help promote the Makerspace, we are partnering with Redwood City Library to hold open innovation challenges to bring new 232 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 6/10 members into the Makerspace. This outreach will help Renaissance reach new people in the Redwood City community. We partner with anchor institutions such as churches and food distribution centers to further build trust with the undocumented community. We partner with banks and credit unions who are looking to invest in undocumented community through ITIN banking to ensure that undocumented persons become full participants in the economy. In addition, we use social media in English and Spanish to post our events, classes, and mixers. We also display brochures and flyers in strategic locations including the Redwood City Hall, libraries, core services agencies, and community centers. Our website provides information on our programs, including course descriptions, a schedule of classes and available services. 22. Leveraging: Describe your fundraising efforts and additional sources of revenue for this project and your organization. Please state whether any of these fund sources are already committed and in what amount. Renaissance has a diverse funding base that is comprised of: 35% government; 22% corporations; 17% foundations; 14% earned income; 6% special events; 4% individuals; and 2% other. Renaissance’s Mid-Peninsula FY2023 funders included: Sobrato Foundation $500,000/over 2 years - committed Chan Zuckerberg Initiative - $100,000/over 2 years - committed Sand Hill Foundation - $150,000/2 years - committed Silicon Valley Community Foundation (donor advised fund) $50,000 - committed Facebook $50,000 - committed Palo Alto Community Fund $20,000/over 2 years -committed Atkinson Foundation $5,000 - committed City of South San Francisco, designated for the South San Francisco Center - $467,000 - committed Half Moon Bay/Coastiside, designated for the Half Moon Bay/Coastside Center - $300,000 - committed North Fair Oaks, designated for the North Fair Oaks Center - $250,000 - committed US SBA - $325,000 for operation of the San Mateo County Small Business Development Center - $325,000 - committed Staff List List below key staff members who work on this program Position Title Name of Staff Person Job Responsibilities Qualifications CEO Sharon Miller Strategic oversight and direction 24 years overseeing growth of Renaissance into a regional organization Regional Director Timothy Russell Strategic oversight and direction of Peninsula Programs Expanded Renaissance programs throughout the County of San Mateo, launched East Palo Alto’s first small business incubator, and introduced women-focused classes on the Peninsula for the last 12 years San Mateo County Program Director Amanda Anthony Oversee all programs, deliverables and staff in San Mateo County MA in Public Policy, TEFL certificate, 5 years as a business owner Program Manager - North County Carlos Reyes Manage programs and deliverables in South San Francisco and the Northern part of San Mateo County 2 years experience coordinating prgrams in San Mateo County and experience as a business owner Program Manager - San Mateo County Teresa Perez Manage programs and deliverables in Redwood City, North Fair Oaks and the southern part of San Mateo County Bilingual/bicultural administrative professional with 2 years experience working with low-income women and men entrepreneurs in San Mateo County Program Manager - Half Moon Bay/Coastside Sarah Hall Manage programs and deliverables in Half Moon Bay and the Coastside of San Mateo County Project management for Bay Area corporations for over 15 years Finance Director Douglas House Financial Management MBA, Finance/Accounting. 30+ years accounting/finance experience with 15+ years' in non-profit 233 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 7/10 Accountant Joe Sigman Finance Management MBA, Accounting Certificate, 4 years non- profit accounting experience Data & Evaluation Coordinator Derek Goldstone Data & Evaluation of programs Joined Renaissance in 2020 and has extensive experience with client outcomes and analysis and is bilingual in English/Spanish. PROPOSED PROGRAM BUDGET FOR FY 2024-25 Redwood City City of San Mateo County of San Mateo South San Francisco Total Jurisdictions Budget Line Item Agency Total Pgm%Program Total %Requested %Requested %Requested %Requested Pgm%Requested Labor Regional Director $125,000 6% $7,000 29% $2,000 29% $2,000 29% $2,000 14% $1,000 100%$7,000 San Mateo County Director $115,000 34% $39,000 31% $12,000 31% $12,000 26% $10,000 13% $5,000 100%$39,000 Finance Director $125,000 2% $2,200 27% $600 27% $600 27% $600 18% $400 100%$2,200 Program Manager $90,000 23% $21,000 29% $6,000 29% $6,000 26% $5,500 17% $3,500 100%$21,000 Program Coordinator $65,000 21% $13,500 30% $4,000 30% $4,000 30% $4,000 11% $1,500 100%$13,500 Program Assistant $53,000 19% $10,000 30% $3,000 30% $3,000 30% $3,000 10% $1,000 100%$10,000 Data & Evaluation $90,000 6% $5,000 30% $1,500 30% $1,500 30% $1,500 10% $500 100%$5,000 Consultants/Instructors $600,000 8% $47,500 29% $14,000 29% $14,000 25% $12,000 16% $7,500 100%$47,500 Travel $20,000 4% $800 25% $200 25% $200 50% $400 0% $0 100%$800 Taxes/Benefits $159,120 8%$13,500 27% $3,700 27% $3,700 26% $3,500 19% $2,600 100%$13,500 Other Direct Costs Other Direct Expenses/Overhead $1,550,000 1% $10,500 29% $3,000 29% $3,000 24% $2,500 19% $2,000 100%$10,500 Modified Total Direct Costs (MTDC)$2,992,120 6%$170,000 29% $50,000 29% $50,000 26% $45,000 15% $25,000 100%$170,000 Indirect cost rate (10% de minimis rate unless the entity has a negotiated indirect rate with the federal government) 0%0% 0% 0% 0% 0% Indirect costs $0 $0 $0 $0 $0 $0 $0 TOTAL $2,992,120 6%$170,000 29%$50,000 29%$50,000 26%$45,000 15%$25,000 100%$170,000 Number of Individual Beneficiaries 80 80 120 50 330 Cost per Individual $625.00 $625.00 $375.00 $500.00 $515.15 For the City of Redwood City ONLY, answer the following: 1. Funding Criteria: 5.Priority: Support Economic Development Opportunities: Provide support for programs and activities that create and preserve job opportunities, as well as reduce barriers to job opportunities for lower income Redwood City residents. 2. Program Outcomes: a. Please describe the accomplishments of program goals for FY/23. For FY 2022-23 our goal was to serve 60 low-income women and men from Redwood City. We served 72 low- income women and men in Redwood City. We worked with clients that launched and grew 36 businesses and created 10 jobs, and help retain 40 jobs, including the business owners themselves. We helped these businesses obtain $1,075,000 in much needed business capital. b. In what ways has your program made a difference in the lives of the people you serve? Please provide at least one concrete example from the people served in FY/23: According to our 2023 evaluation which determined that one year after receiving services from Renaissance, small business clients: Generated $109,609 in annual revenues Increased Household income by 34% Created 1.8 jobs (including for the business owners themselves Gave Renaissance a net promoter score of 96 50% reported that without Renaissance’s help they would have closed their businesses during the pandemic. 234 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 8/10 Marlon Ochoa,resident of Redwood City, who learned about the Renaissance Center through his wife. In May 2023, Renaissance conducted an orientation session at the local Sequoia Adult School, and Marlon shared that he ran a construction business and needed assistance with marketing, as it was an unfamiliar territory for him. Recognizing his potential for growth, we introduced Marlon to the BizCert program and the range of classes available at the Sequoia Adult School. He eagerly enrolled in our three-week course on Facebook Marketing, where he gained valuable insights and skills to effectively promote his construction business through social media. To further support his progress, Marlon had three consultations with a business consultant. During these sessions, the consultant provided personalized guidance on improving his business's social media presence. Motivated by his achievements and his thirst for knowledge, Marlon is excited about attending the various classes and learning opportunities we will be offering at the Sequoia For the Cities of South San Francisco and Redwood City ONLY, answer the following: 3. Marketing/Advertising a. Check all of the following methods your agency utilizes to promote and advertise your programs and services: Flyers/brochures Website Phone book listing SMC Connect (Handbook/Database) Outreach presentations to service providers Outreach presentations to public PSA’s Social Media - Please list: https://www.facebook.com/RenCenterPeninsula; https://www.instagram.com/rencenterpeninsula Other - Please describe: Community Partners b. Which of the above marketing/advertising materials are available in multi-langual form and which languages are they available in? Flyers/Brochures, Outreach presentations to service provders, Outreach presentation to public, and PSAs c. How and where are the materials distributed? Through outreach events, entrepreneur marketplaces, service provider and community events, public libraries, and at our sites for walk-ins. ----------------------------------------------------------------------------------------------------------- For the San Mateo County ONLY, answer the following: 1. Due to the usage and allocation restrictions, CDBG funding for FY24-25 is limited. If CDBG funding is not available for your proposed project, would you be open to accepting funding from a Federal ESG, State ESG or State PLHA grant if your project qualifies? These funding sources are subject to additional requirements and specific reporting compliance which , which are outlined in the NOFA and/or will be provided to you by San Mateo County. Yes, whether through CDBG funding or other funding, to continue broadening our reach as we have done since beginning our work in San Mateo County (2007). 2. Describe in detail the scope of work directly related to the requested budget items. Describe the objectives for each activity and the specific tasks that need to be accomplished to achieve those objectives. The description should use the guidelines listed below: The purpose and nature of the different services to be offered and where they will be provided; The tasks to be performed (outreach, intake, enrollment, day care services, etc.); The level of service that will be provided for each activity (identified in some quantifiable unit of service, Ex. Children cared for per month) Renaissance Entrepreneurship Center’s Peninsula Center delivers technical assistance including small business training on the introductory and business planning levels, individual consulting, access to capital and networks, and business incubation to English and Spanish speaking emerging and established entrepreneurs in San Mateo County. Our work is “hyper-local” and fully customized to meet the needs of individuals who face systemic barriers to economic prosperity due to income or education level, race, gender, or former incarceration. We deliver our programs and services online and in person through our Centers in East Palo Alto (serving Southern San Mateo County), South San Francisco (serving Northern San Mateo County), and our new office opening up North Fair Oaks and Half Moon Bay (serving Half Moon Bay and the Coast). 235 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 9/10 Our team of bilingual staff and consultants provide relevant and culturally-tailored business training and guidance, in English and Spanish, to educate, guide and support emerging and established entrepreneurs in launching, sustaining and growing their businesses. To increase awareness and accessibility, we will conduct outreach to traditionally underserved entrepreneurs in San Mateo County, and to ensure that the Center's services are widely promoted and easily accessible. additonally, we will partner with multiple nonprofit organizations to co-host trainings, host our trainings at locations outside of our Centers. Source Committed Proposal Submitted To Be Determined Other Federal Funds $1,550,000 $250,000 $100,000 State/Local Funds Private Funds $440,000 $350,000 $250,000 Other: Earned Income $35,000 Total $2,025,000 $600,000 $350,000 End of the San Mateo County section ----------------------------------------------------------------------------------------------------------- Attachments 1. Resolution authorizing application and designation of signatory, by the Board of Directors 1._CDBG_Resolution_of_the_Board_of_Directors_- _San_Mateo_County.pdf 2. Proof of 501(c)3 / tax-exempt status 2._IRS_501_c3.pdf 3. By-laws 3._Renaissance_Board_Bylaws.pdf 4. Articles of Incorporation 4._Articles_of_Incorporation.pdf 5. Board roster, including: Name, Company, Years on Board Meeting dates for previous 12 months Number of years allowed for each board term 5._Board_of_Directors_Roster_with_Terms_January_2024.pdf 6. Organizational chart for entire organization 6._Org_charts_2024.pdf 7. Certified financial audit no more that 1 fiscal year old, prepared by a CPA, and: Management letters (if applicable) A-122 and A-133 Single Audit (for entities that receive more than $750,000 in federal funding) OR A letter from your Executive Director or Chief Financial Officer certifying that agency does not receive more than $750,000 in federal funds and is not subject to the Single Audit. 7._Renaissance_2022_Audit.pdf 8. The following are required: Current (FY23-24) Agency Operating Budget Proposed (FY24-25) Agency Operating Budget 2022_Budget_Summary_1.pdf 2023_Org-Wide_Budget.pdf 9. Mission Statement 9._Mission_Statement.pdf 10. Non-discrimination policy for Staff and Clients 10._Non-Discrimination_Policy.pdf 11. Reasonable Accommodations Policy for Staff and Clients 11._Reasonable_Accommodations_Policy.pdf 12. Conflict of Interest Policy. (If not available, please indicate when you will submit) 12._Renaissance_Conflict_of_Interest_Policy.pdf 13. Negotiated Rate Letter. (If required) 14. Other - If you would like all the attachments downloaded into your Dropbox folder, please contact CDS Program Manager Signature Tim Russell 236 1/23/24, 11:34 AM City Data Services - South San Francisco https://www.citydataservices.net/cities/smatca/app2024arc.pl?rpt=C13772 10/10 Date Signed 01/18/2024 Initially submitted: Jan 18, 2024 - 15:31:19 237 ATTACHMENT 3 Organization Program FY 23-24 Amount Received FY 24-25 Amount Requested CORA Safe House, Emergency Shelter program 21,500$ 25,000$ Friends for Youth Mentoring Services 14,760$ 12,500$ HIP Housing Affordable Housing Programs 12,000$ 12,000$ Legal Aid Home Savers 12,300$ 12,300$ Life Moves Shelter Operations, Family Crossroads 26,250$ 28,000$ Magic Tooth Bus Oral Health Services -$ 20,048$ Ombudsman Services Ombudsman Services 20,000$ 20,000$ Rape Trauma Services Center Sexual Assault Services for Children and Youth 14,100$ 15,000$ Samaritan House Safe Harbor shelter 18,000$ 19,800$ StarVista Transitional Housing Placement Plus 11,000$ 12,100$ YMCA Community Resource Center -$ 136,640$ Subtotal 149,910$ 313,388$ $ 69,000 $ 100,000 CID Housing Accessibility Modification 10,000$ 10,000$ Rebuilding Together Peninsula National Rebuilding Day 15,750$ 44,805$ Rebuilding Together Peninsula Safe at Home 55,250$ 117,403$ Subtotal 81,000$ 172,208$ $ 100,000 Community Development Block Grant Program FY 24-25 Applications and Recommendations CDBG- Category 1: PUBLIC SERVICE GRANTS Estimated CDBG Funds Available for Public Service Activities: Estimated Housing Trust Funds Available for Public Service Activities: CDBG- Category 3: MINOR HOME REPAIR PROGRAMS Estimated CDBG Funds Available for Minor Home Repair Programs: Government Code Section 54957.5 SB 343 Item Agenda: 03/27/2024 REG CC Item 6 238 ATTACHMENT 3 City of South San Francisco CDBG Administration 92,800$ $ 92,800 Organization Program FY 23-24 Amount Received FY 24-25 Amount Requested Project Sentinel Fair Housing 14,971$ 16,283$ $ 13,400 Total Funds Requested 594,679$ Total Estimated Funds Available*375,200$ *CDBG funds + City funds + HOME Administrative funds HOME FUNDS: FAIR HOUSING ACTIVITIES Total Estimated HOME Funds Available for Fair Housing Activities: CDBG - Category 6: ADMINISTRATION Estimated CDBG Funds Available for CDBG Administration: 239 CDBG (Community Development Block Grant) Annual Action Plan 2024-25 Needs Assessment Hearing CITY COUNCIL MARCH 27, 2024 Government Code Section 54957.5 SB 343 Item Agenda: 03/27/2024 REG CC Item 6 240 Consolidated Plan Goals Goal 1:Increase,maintain,and improve the supply of affordable housing for extremely low-to moderate income individuals/families. Goal 2:Preserve and improve public facilities and infrastructure that serve low-income neighborhoods or special needs residents. Goal 3:Provide public services to improve the quality of life for low-income individuals and families,including those at risk of becoming homeless and special needs populations. Goal 4:Support service-enriched shelter and transitional housing for homeless families and individuals. In Progress: Staff have proposed and started the process to execute a Consolidated Plan Amendment to include Economic Development Activities as an additional goal. 241 Proposed Budget Activity Funds Available Public Services (15% cap)$69,607 City-Funded Housing Activities (non- CDBG) $100,000 Administration (20% cap) $92,809 Minor Home Repair $100,000 Public Improvement Program $190,000 Fair Housing Activities (HOME funds)$13,400 Economic Development Activities –TBD •Once the Consolidated Plan Amendment is executed, staff will return to Council to Amend the 24-25 Annual Action Plan to allocate available funds 242 Next Steps Milestone Purpose Date CDBG Subcommittee Review and establish budget April 4th (tentative) Draft Annual Action Plan 24-25 30-day public comment review period begins April 7th City Council Meeting Annual Action Plan adoption May 8th Annual Action Plan Finalized Submitted to HUD for approval May 15th 243 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-87 Agenda Date:3/27/2024 Version:1 Item #:7. Report regarding a study session on the potential formation of an Eastern Neighborhoods Community Facilities District.(Christina Fernandez,Deputy City Manager;Daniel Jacobson,Fehr &Peers;Noah Christman, Lighthouse Public Affairs; Susan Goodwin, Goodwin Consulting Group) …Body *Due to the need for graphic visuals,the Eastern Neighborhoods CFD Staff Report and PowerPoint Presentation are attached as PDF documents. City of South San Francisco Printed on 3/28/2024Page 1 of 1 powered by Legistar™244 1 City of South San Francisco Staff Report P.O. Box 711 City Hall 400 Grand Avenue South San Francisco, CA File #: Agenda Date: 0 3 /27/24 Version: Item: TITLE Report regarding a study session on the potential formation of an Eastern Neighborhoods Community Facilities District. (Christina Fernandez, Deputy City Manager; Daniel Jacobson, Fehr & Peers; Noah Christman, Lighthouse Public Affairs; Susan Goodwin, Goodwin Consulting Group) RECOMMENDATION It is recommended that the City Council receive a report on the potential formation of an Eastern Neighborhoods Community Facilities District and provide feedback and guidance on future efforts. EXECUTIVE SUMMARY What is a Community Facilities District (CFD)? Mello-Roos Community Facilities Districts (CFDs) are a type of special tax district formed when property owners within a geographic area agree to impose a special tax on property in order to fund infrastructure improvements or services. These special taxes can then be used either for pay-as-you-go financing or to pay debt service on tax-exempt bonds issued against the anticipated revenue from the CFD. The only standard for the special tax is that it be reasonable and that it not be ad valorem (i.e., it cannot be based on property value). CFDs require a two-thirds vote of property owners, so long as there are no more than 11 registered voters living within the proposed district. More than 11 registered voters living in the district requires a two-thirds vote of registered voters. Is the Eastern Neighborhoods CFD the same as the 2019 East of 101 CFD/Industrial Area CFD? What’s the difference? While the purpose and goals to improve transportation infrastructure remains the same, the Eastern Neighborhoods CFD varies in the type and selection of projects in its portfolio. The 2019 CFD focused on longer term, large capital improvement projects focused on the commute experience of employees East of 101. While the Eastern Neighborhoods CFD remains focused on improving transportation, it targets projects that may be built relatively quickly for an immediate impact and improvement on the internal connectivity East of Highway 101. Why do we need a CFD? 245 2 To date, the City has collected one time transportation impact fees in the amount of approximately $32 million. These one-time funds have been crucial to the planning and development of transportation improvements but given several competing transportation needs, these one-time funds do not have the same impact and leverage as the bonding capacity of a CFD. The CFD allows property owners to have a voice and tax themselves for identified transportation improvements. It is a public financing mechanism, which allows the City to sell tax-exempt bonds. This allows the City to quickly implement, and scale identified transportation needs in our biotechnology and industrial core. In 2019, the City anticipated employment growth of 55,000 workers by 2040, which was a near doubling of employment growth. Despite a global pandemic, the City’s General Plan now estimates a near tripling of employment growth with 100,000 workers East of 101 by 2040. Existing infrastructure is insufficient to handle this growth and was largely built for lower intensity industrial uses. Employers and property owners have expressed a desire to modernize streets to provide world-class active transportation and transit infrastructure while proactively accommodating expected changes in land use. Who pays for a CFD? Property owners within the CFD boundaries will be provided the opportunity to vote on the formation of a CFD. If successful, these same property owners will be taxed based on the square footage of their buildings. Given the differences in industry types East of 101, the City anticipates a maximum special tax rate variation between land use class type. Those types include: (1) Office, R&D, Retail, Hotels & Other Commercial; (2) Warehouse and Industrial; and (3) Residential. What is the benefit of forming a CFD? There are many financial benefits to forming a CFD. The City may bond against CFD s pecial tax revenues and have a much larger pot of funding to accelerate project delivery. This saves money in the long run given current construction costs and inflation rates. Additionally, the CFD allows flexibility to set different maximum special tax rates based on land use class. For instance, R&D/office may be able to charge their tenants higher rent prices meaning they may be able to afford a higher maximum special tax rate in contrast to Warehouse/Industrial land use types (which may need a lower tax rate). A CFD also allows property owners to have a direct say in the formation of a CFD. The formation of a CFD requires a 2/3-vote meaning at least 2/3 of property owners (based on square footage of the CFD) must vote in favor of taxing themselves in order for the City to form a CFD. BACKGROUND/DISCUSSION In 2018 and 2019, the City of South San Francisco underwent an extensive master transportation planning effort, providing two master documents titled Active South City (Active SSF) and Mobility 20/20. Active SSF focused on the internal connectivity, namely bicycle and pedestrian 246 3 improvements whereas Mobility 20/20 focused on transportation improvements necessary to improve and remain economically competitive East of Highway 101. Both master planning efforts informed the Shape SSF 2040 General Plan efforts updating zoning and growth expectations for the area, which took place between 2019 and 2022. In 2019, informed by the Mobility 20/20 master plan, the City began outreach in pursuit of the formation of a Community Facilities District East of Highway 101. This CFD was commonly known as the East of 101 CFD as the focus of the transportation improvements was East of Highway 101, benefiting both the biotechnology cluster and industrial core. During this time, the City also participated in the Oyster Point Mobility Vision Plan, an employer led effort, which provided Oyster Point property owners the opportunity to give their feedback on necessary transportation improvements East of Highway 101. These meetings provided the City the opportunity to hear directly from Oyster Point property owners on their industry’s transportation needs. These meetings coupled with the City’s transportation planning laid the groundwork for a new iteration of a Community Facilities District renamed the Eastern Neighborhoods Community Facilities District. Over the past two years, the Oyster Point Mobility Steering Committee has done extensive analysis and refreshed the City’s original 2019 portfolio of projects to reflect the current and future needs East of Highway 101. The City has taken these considerations into account in updating the Eastern Neighborhoods CFD portfolio list. Transportation Solutions The City hired transportation consultant, Fehr & Peers, to assist in master transportation planning efforts spanning multiple years. City staff and Fehr & Peers have worked closely in identifying potential transportation solutions that help meet the current and future needs east of 101. These solutions are based on these efforts, as well as input from the Oyster Point Mobility Vision Plan. Unlike the 2019 CFD, the Eastern Neighborhoods CFD focuses on complete streets and corridor planning is in the process of preparing conceptual designs and cost estimates for all potential projects. Major infrastructure projects, such as the Utah Avenue Overcrossing, are being pursued separately and are not part of the Eastern Neighborhoods CFD. Potential projects take into account balancing a multimodal approach while considering the level of impact, the complexity of implementation, cost and funding, and other supportive transportation services. In aggregate, identified projects have the potenti al to improve internal connectivity with new street connections, stronger Transportation Demand Management (TDM) programs, and walking/bicycling investments. The City is currently drafting designs for all major street corridors East of 101. This effort identifies key changes to improve safety, access, throughput, and connections. It also achieves the buildout of the General Plan, Active South City Plan, and Oyster Point Mobility Vision Plan. A $150M to $180M CFD would cover most of the transportation projects envisioned in the General Plan and identified via stakeholder input, including the modernization of Oyster Point, East Grand, 247 4 Gateway, Forbes, South Airport, Utah, access to Caltrain, new streets and trails, and more. In preparation for the Eastern Neighborhoods CFD, the City has prepared conceptual designs for complete streets improvements throughout the East of 101 area. These improvements include 8.6 miles of improvements to streets and trails, 30 intersections, and 6 new trails and streets. (Figure 1) Figure 1 – Study Corridors As identified in the City’s transportation planning efforts, improving bicycle and pedestrian facilities is a key goal for the East of 101 area. The current bike facility study underway identifies 248 5 5.4 miles of new separated bikeways and trails and 6 bikeway connections across Highway 101. (Figure 2) Figure 2 – Bicycle Facilities Multimodal transportation connectivity is emphasized in all of the City’s transportation planning goals. Those include improvement of transit facilities and prioritization of buses and shuttles along key transit routes such as Oyster Point, East Grand, Gateway, and South Airport. This effort includes the creation of 1.6 miles of transit only lanes, 24 bus stop upgrades and access improvements, and access improvements at regional transit hubs such as the South San Francisco Caltrain Station and the South San Francisco Ferry Terminal. (Figure 3) 249 6 Figure 3 – Transit Facilities In identifying key corridors for study, two high priority corridors were identified by transportation planners as well as by the Oyster Point Mobility Vision Plan. Those corridors include the Oyster Point Boulevard Corridor and the East Grand Avenue Corridor. Improvements to both corridors will serve cars, transit, bicycles, and pedestrians. In addition to corridor wide improvements, other high priority projects include road paving East of Highway 101, key intersection improvements, Caltrain Access Improvements, and Rails to 250 7 Trails improvements. As cost estimates are being finalized, further refinement of the project list may be necessary. Outreach & Engagement Over 260 property owners, representing nearly 1,035 acres are located within the Eastern Neighborhoods CFD. In an effort to foster healthy business relationships and in the spirit of collaboration, the City continues to reach out to stakeholders of all industry types in the East of 101 area. The City has retained Lighthouse Public Affairs to assist in this effort given their expertise in public and business engagement initiatives. Lighthouse Public Affairs has prepared an outreach and engagement plan which has been developed in conjunction with the City’s existing outreach and engagement efforts. The first step in the outreach plan is to provide each property owner within the East of 101 area with a letter detailing the City’s efforts in improving transportation by forming a CFD. This letter also informs property owners of a dedicated website for this initiative, www.ssf-cfd.com. In late March to mid-April 2024, engagement efforts will include door knocking, emails, calls, and other one-on-one outreach methods. In mid-April 2024, the City will host five to six community town halls and in late April to early May 2024 will continue with one-on-one follow ups with property owners. In May 2024, the City will evaluate feedback to identify gaps within our CFD to ensure that the proposal will meet the needs of property owners East of 101 and will garner sufficient support to be successful. In late May 2024, the City will host another five to six community town halls and in late May to early June 2024, the City will again follow up with property owners and stakeholders. In mid to late June 2024, the City will again reevaluate feedback from the second round of engagement to ensure that the City will have enough support to move forward successfully. Financing CFDs provide flexibility in the types of improvements to be funded. The CFD may fund any public improvement with a useful life of five years or longer. CFDs may also fund public services. These improvements do not need to be located within the CFD boundaries; however, it is the intention to invest CFD bond proceeds back into the East of 101 area. There is no benefit finding required and tax-exempt bonds may be sold to fund improvements. Portions of the special tax may transition to fund the repair and replacement of facilities once all the bonds have been paid off. The financial model will be dependent upon the estimated cost estimates as well as the property owner and stakeholder feedback received during the outreach process. The maximum tax rate will vary based on land use. The land use types include (1) Office, R&D, Retail, Hotels, other commercial, (2) Warehouse & Industrial, and (3) Residential. The amount of net construction proceeds that can be generated will be influenced by the fluctuations in interest rates. 251 8 A special tax lien must be recorded against parcels in the CFD by the middle of July of a fiscal year in order to make the County’s property tax rolls in August of that fiscal year. The property owner’s first payment would then be due in December and the second payment w ould be due in April of that fiscal year. Formation of a CFD Pursuant to the Mello-Roos Community Facilities Act of 1982 (“Mello-Roos Act”), a CFD is a defined geographic area in which the City is authorized to levy annual special taxes to be used to either finance directly the costs of specified public improvements and/or public services, or to pay debt service on bonds issued to finance the public improvements, as well as to pay costs of administering the CFD. CFD formation can be initiated either by a local agency or via a written petition from the registered voters or owners within a proposed district. City staff has engaged the services of Goodwin Consulting Group, Inc. (GCG) to serve as special tax consultant in the formation of the CFD. In coordination with City staff, GCG will confirm property ownership and land use information within the City and compile a summary of the taxable square footage in and expected in the CFD. Additionally, GCG will take on the role of Special Tax Consultant and prepare the “Rate and Method of Apportionment of Special Tax” (RMA) as part of the CFD formation process. As part of the first legislative action required to form the CFD, a Rate and Method of Apportionment of the Special Tax (RMA) report is required. The report will calculate the annual levy by the proposed CFD needed to pay for public facilities and services and must be included in the resolutions to be adopted by the City Council as part of the CFD formation process. The RMA will be prepared by GCG. The process of establishing a CFD requires at least four City Council meetings: Meeting Number One: Adoption of two resolutions: a Resolution of Intention (ROI) setting forth the City’s intention to establish the CFD, designating the name of the CFD, identifying the services and facilities to be funded by the CFD, stating the City’s intention to levy a special tax annually on property within the CFD to pay for these services and facilities, and approving the RMA that details how the special tax will be levied on properties within the CFD and sets the maximum special tax rates that can be levied within the CFD. The ROI also sets the date for the required public hearing (30 to 60 days later) on the matters set forth in the ROI. The second resolution, a Resolution of Intention to Incur Indebtedness, sets forth the Council’s intention to issue bonds supported by the special taxes. This resolution also sets a public hearing for the same date. Meeting Number Two: Hold the noticed public hearings at a City Council meeting. Following the public hearings, the City Council is presented with two resolutions: a resolution forming the CFD, and a resolution calling the special tax election (90 to 180 days later) by the la ndowner voters within the CFD. 252 9 Between meeting number two and meeting number three, ballots will be distributed to owners of property within the CFD. The materials distributed will include information about the proposed uses of the special tax revenue, the proposed tax rates, the requir ements for approval of the CFD, and the method and deadline for returning ballots. Meeting Number Three: Opening and counting of ballots. If the CFD gains the required number of votes for passage, the City Council will adopt a Resolution Confirming Results of Special Election and introduce an ordinance ordering the levy of special taxes within the CFD. Meeting Number Four: Hold a second reading to adopt the special tax ordinance ordering the levy of special taxes within the CFD. After formation of the CFD, a special tax is levied annually on taxable properties that are located within the boundaries of the CFD. Next steps The City has kicked off the outreach and engagement process with the mailing of a letter to all property owners, generating awareness around the CFD. The City will continue to promote the CFD website and will begin its next phase of outreach which includes door knocking, emails, calls, and other individualized outreach. Simultaneously, the financing team will commence preparation of the formation documents including the RMA, the List of Authorized Facilities and Services, Map of CFD Boundaries and Future Annexation Area, and Resolutions for adoption by Council. The transportation planning team will finish finalizing the cost estimates and conceptual designs for all projects on the project list. The City will then use the cost estimates to inform future determinations around the maximum tax rate for each land use type. Staff anticipates coming back to Council in June 2024 with the results of outreach efforts. FISCAL IMPACT Without firm maximum tax rates for each land use, which will not be finalized until staff have met with stakeholders during the outreach process, it is unknown how much a CFD would ultimately generate. City staff anticipates having a better understanding of this amount following an extensive stakeholder engagement process occurring now through June 2024. RELATIONSHIP TO STRATEGIC PLAN The potential formation of an Eastern Neighborhoods Community Facilities District meets Strategic Plan Goal #5 – Economic Vitality. 253 10 CONCLUSION It is recommended that the City Council receive a report on the potential formation of an Eastern Neighborhoods Community Facilities District and provide feedback and guidance on future efforts. 254 CFD Update CITY OF SOUTH SAN FRANCISCO City Council Meeting | March 27, 2024 255 Agenda •Background & Purpose •Potential Projects & Conceptual Designs •Outreach Efforts •Financing •Next Steps & Timeline 256 Background •CFD is a public financing mechanism that allows for tax exempt bonds •Allows property owners to tax themselves for capital projects including transportation and infrastructure improvements •Previous CFD effort in 2019-20 paused due to the COVID -19 pandemic and economic market 257 Comparison Oyster Point CFD Eastern Neighborhood CFD Formation Date 2021 2025 Sponsor Kilroy Realty City of South San Francisco Voter Authorization Less than 12 registered voters % of Property Owners Projects 10 Buildings and capital improvements Transportation Projects 258 Why Now? •Traffic is still a problem! •Economic Competitiveness •Master Transportation Plans •General Plan •Active SSF •Mobility 20/20 •Rising construction costs •Climate Action Plan Goals 259 Where are we now? •Input from Oyster Point Mobility Vision Plan •City hired special tax consultant,transportation planners, and outreach specialists •Restarting conversations with stakeholders •Mailers sent to property owners in March •Stakeholder meeting with Oyster Point Mobility Steering Group •Virtual and In -Person Town Halls to be held in April •Council Study Session 260 Purpose •Update on CFD efforts •Preview project list & refinements •Update on upcoming CFD outreach efforts •Receive Council feedback and guidance on future CFD efforts 261 Potential CFD Projects + Conceptual Designs 262 Recent Planning Efforts Implementation•Complete Streets Corridor Designs •Project Cost Estimates •Restart CFD Planning & Outreach 2018-2019 2019-2022 2023-Present Inputs to General Plan Oyster Point Property Owners Process 263 Recap: Improvement Concepts The General Plan identifies a combination of new infrastructure, services, and processes to accommodate this growth: •Identifies complete streets improvements and new connections •Updates transportation demand management ordinance and parking code •Establishes area-wide trip cap Existing infrastructure and services is insufficient to handle 100K jobs and 10K residents. 264 Recap: Growth Expectations The General Plan includes the addition of 43,000 residents and 81,000 jobs citywide by 2040: •2019: 64,000 residents and 57,000 jobs •2040: 107,000 residents and 138,000 jobs Most growth is concentrated in the East of 101 Area: •2019: 0 residents and 36,000 jobs •2040: 11,000 residents and 101,000 jobs 265 Study Corridors 8.6 miles of improvements to streets and trails 30 intersections The City has prepared conceptual designs for complete streets improvements throughout the East of 101 Area: 6 new trails and streets 266 Complete Streets Designs NEW! The City is developing draft designs for all major street corridors within the East of 101 Area: •Identifies key changes to improve safety, access, throughput, and connections •Achieves buildout of General Plan, Active South City Plan, and Mobility Vision Plan on study corridors •Provides sufficient detail to estimate costs and align planning/design efforts Cost estimates are being finalized in the next month. All layouts remain a work in progress!We welcome any comments. Further coordination will occur as projects advance. 267 Transit Facilities miles of transit-only lanes1.6 24 bus stop upgrades and access improvements Buses and shuttles would be prioritized along key transit corridors such as Oyster Point, East Grand, Gateway, and South Airport: 2 access improvements at regional transit hubs (Caltrain and Ferry) 268 Bike Facilities miles of new separated bikeways and trails5.4 Improving bicycle and pedestrian facilities is a key point of emphasis for the East of 101 Area: Bikeway connections across 1016 269 Example:Oyster Point Boulevard Trail to Caltrain 270 Example:Caltrain Access 271 Comparison to Mobility Vision Plan’s List of Prioritized Projects Incorporated Incorporated Modified Design and costing efforts generally align with projects identified in the Mobility Vision Plan. All projects are located within the East of 101 Area and emphasize changes within the City’s right -of- way. Further refinement of the project list can occur once the cost estimates are finalized. 272 Outreach Efforts 273 Step 1:Generate Awareness •Mid-March: o Mailer going out to all property owners o SSF-CFD.com launches •Late March to Mid-April: o Door knocking, emails, calls, and other one-on-one outreach 274 275 Step 2: Present & Listen •Mid-April: o Five to six Community Town Halls •Late April to Early May: o One-on-one follow-ups 276 Step 3: Evaluate Feedback •Early May: o What did we learn? How does the CFD proposal need to adapt to garner sufficient support? 277 Step 4: Present & Listen (again) •Late May: o Five to six Community Town Halls •Late May to Early June: o One-on-one follow-ups 278 Step 5: Evaluate Feedback (again) •Mid- to Late June: o What did we learn in the second round of engagement? Have we crystallized enough support to move forward? If not, what does it take to find that support? 279 Financing 280 Flexibility in CFD Boundaries •Initial CFD boundaries to include all parcels that initially agree to participate •Parcels do not need to be contiguous •"Future Annexation Area" to be established at CFD formation •Will include any property that may ever annex •Accelerates annexation if and when it ever occurs •Annexation then requires no further action of City Council •Provides for timely, cost-effective annexations 281 Mello-Roos CFD for the Eastern Neighborhoods 282 Flexibility in Improvements to be Funded •Any public improvement with a useful life of 5 years or longer •Improvements do not need to be located within CFD boundaries •No benefit finding required •Tax-exempt bonds can be sold to fund improvements •Portion of special tax can transition to fund repair and replacement of facilities after all bonds have been paid off 283 Special Tax on County Tax Roll •CFD must be formed, and special tax lien recorded against the parcels by mid-July 2025 at the very latest. Fiscal Year 2025-26 Property Tax Rolls Deadline County Controller August 2025 1st installment due December 2025 2nd installment due April 2026 284 Next Steps & Timeline 285 Next Steps Prior to CFD Formation Process •Validate parcels identified in initial CFD boundaries and Future Annexation Area •Reach agreement as to maximum special tax for each land use type •Calculate the bonding capacity available from parcels in initial boundaries •Have financing team commence preparation of formation documents •Rate and Method of Apportionment of Special Tax (RMA) •List of Authorized Facilities and Services •Map of CFD Boundaries and Future Annexation Area •Resolutions for adoption by Council 286 Timeline 287 Thank You Christina Fernandez Deputy City Manager Christina.Fernandez @ssf.net 650.272.7431 Noah Christman Partner, Lighthouse Public Affairs noah@lh-pa.com 805.215.2517 288 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. Motion to accept the report regarding the 2023 General Plan and Housing Element Annual Progress Reports (Tony Rozzi,Economic &Community Development Deputy Director;Billy Gross,Principal Planner;and Stephanie Skangos, Senior Planner) RECOMMENDATION Staff recommends that City Council take the following actions: 1.Accept the 2023 General Plan and Housing Element Annual Progress Reports; and 2.Authorize its transmittal to the California Governor’s Office of Planning and Research (OPR) and the California Department of Housing and Community Development (HCD). BACKGROUND/DISCUSSION California Government Code Section 65400 requires that Annual Progress Reports (APRs)be prepared on the status and implementation of the current General Plan and Housing Element.The APRs must be submitted to the City Council,the State Office of Planning and Research (OPR),and the California Department of Housing and Community Development (HCD)by April 1st of each year (with a 60-day grace period).The City intends to file the APR before the April 1st deadline.The General Plan Implementation Progress table is included as Attachments 1 and 2, and the Housing Element APRs are included as Attachments 3 and 4. GENERAL PLAN ANNUAL PROGRESS REPORT Introduction A General Plan is the local government’s long-term blueprint for the community’s vision of future growth.Each city is required by California law to have a General Plan,comprised of minimum of seven mandated “Elements”,to guide its future land use decisions.South San Francisco’s last comprehensive General Plan update occurred in 2022 (Shape SSF 2040). The Shape SSF 2040 General Plan was shaped through a three-year public engagement process,providing a roadmap for the City to implement policies and actions that create a resilient community,improve the quality of life of its residents,and expand economic development opportunities.The development of the plan was guided by an overarching vision, a set of community values, and guiding principles. -Vision.South San Francisco is a place where everyone can thrive.Its high quality of life,diverse and inclusive community,livable neighborhoods and excellent services,culture of innovation,and environmental leadership ensure all people have the opportunity to reach their full potential. -Community Values o Diversity + Inclusion o Livability o Sustainability o Innovation City of South San Francisco Printed on 3/28/2024Page 1 of 7 powered by Legistar™289 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. -Guiding Principles o Affordable, safe, attractive, amenity-rich neighborhoods o High-quality and accessible services,facilities,and amenities for residents at all stages of their lives o A safe, convenient, and accessible transportation network well-connected to the region o A resilient community o A prosperous downtown and local economy Status of the Adopted Elements of the General Plan State law requires that general plans include seven mandated elements:land use,housing,circulation, conservation,open space,noise,and safety.Cities such as South San Francisco that have identified disadvantaged communities must also address environmental justice and air quality in their general plans. Finally,State law allows the general plan to contain other elements for topics of local concern.Following is a breakdown of how the Shape SSF 2040 elements correspond with State requirements,and the year that each element was last updated. Table 1: General Plan Elements Compliance with State OPR Guidelines and State Legislation OPR adopts and periodically revises General Plan Guidelines for the preparation and content of general plans, including detailed information on statutory requirements of the mandated general plan elements.Shape SSF 2040 was adopted in October 2022,and is consistent with all statutory requirements,including environmental justice considerations and consultation with Native American tribes. General Plan Amendments Lindenville Specific Plan In September 2023,the City Council adopted the Lindenville Specific Plan,which included amendments to the City of South San Francisco Printed on 3/28/2024Page 2 of 7 powered by Legistar™290 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. In September 2023,the City Council adopted the Lindenville Specific Plan,which included amendments to the Shape SSF 2040 General Plan and the Zoning Ordinance.The Lindenville Specific Plan will be the guiding document to help realize Shape SSF 2040's vision for the Lindenville sub-area as a mixed-use neighborhood, employment hub,and cultural center of South San Francisco.Walkable,connected districts,including the South Spruce corridor,are envisioned as lively destinations where people have easy access to retail,parks,and other community resources.The Specific Plan will preserve the City's industrial heritage but will also provide new opportunities for people to live in the district.A revitalized Colma Creek has the potential to become a community-serving linear park with restored ecology that benefits the health and wellbeing of people and wildlife.Overall,the Specific Plan presents a unique opportunity to balance priorities that have multiple benefits,including the City’s preparation for climate change impacts and changing demands in the housing and industrial sectors. As part of the Lindenville Specific Plan,amendments were made to the following Shape SSF 2040 Elements: Land Use and Community Design,Sub-Areas,Mobility and Access,Abundant and Accessible Parks and Recreation,and Community Health and Environmental Justice.These amendments were made to ensure that the Lindenville Specific Plan and Shape SSF 2040 are consistent with one another. Shape SSF 2040 Implementation Shape SSF 2040 was adopted with a 20-year time horizon,and implementation of its goals and policies is intended to be a short-,medium-and long-term effort over that span.Within its eleven Elements,Shape SSF 2040 includes 569 policies;402 of those policies have no separate associated actions,while the remaining policies have 362 associated actions.This results in a total of 764 separate policies/actions for which staff is tracking implementation.Due to the sheer number of items,and the long-term nature of the General Plan,it is important to note that not all policy and action items are part of current work plans. Since adoption in 2022,51%of the 764 policies and actions have been completed or are considered as “Ongoing”,17%are considered underway,and 33%have had no action at this time.The following table summarizes the status of all items by Element;a detailed table showing the 2023 status of all policies/actions is attached (Attachment 1 is a pdf version, Attachment 2 is an Excel version). City of South San Francisco Printed on 3/28/2024Page 3 of 7 powered by Legistar™291 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. HOUSING ELEMENT ANNUAL PROGRESS REPORT Introduction California requires each jurisdiction to prepare a Housing Element as part of its General Plan to ensure that all jurisdictions are planning for the projected housing demand throughout the State.A Housing Element is one of the seven State-mandated elements of the General Plan.Unlike other elements of a General Plan,the Housing Element must be updated by deadlines set by the State.The Housing Element is the blueprint for future housing development in the city,and includes goals,policies,and programs that direct residential decision-making.The Housing Element is required by State law to identify how and where the housing needs of each community will be met. The process begins with the State advising a region of its Regional Housing Needs Allocation (RHNA),which is the estimated number of housing units that will be needed over the planning period (usually eight years).This allocation is further subdivided among four household income categories:very-low,low,moderate,and above moderate. The City adopted a new Housing Element in January 2023,that covers a planning cycle running from January 31,2023 to January 31,2031.RHNA allocation for Cycle 6 is on a slightly different timeline and covers the period from June 30,2022,to December 15,2030.The City of South San Francisco has a RHNA allocation of 3,956 units for RHNA Cycle 6.If a city does not comply with the State Department of Housing and Community Development (HCD)requirements for their Housing Element,there is a risk of Housing Element litigation,loss of local land use control,the RHNA numbers (allocation)becoming cumulative (per AB 1233), and ineligibility for qualifying for State Housing Funds and other infrastructure funds. Housing Element Compliance with HCD Guidelines The South San Francisco Housing Element covers the period of 2023-2031,and this APR represents the yearly update on housing production.The formatting for the report continues to evolve to match the state’s high priority for new housing units.This APR provides a comprehensive view of entitlement and building permitting City of South San Francisco Printed on 3/28/2024Page 4 of 7 powered by Legistar™292 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. priority for new housing units.This APR provides a comprehensive view of entitlement and building permitting activity.The Annual Housing Element Progress Report (Attachment 2 in PDF and Attachment 3 in Excel) includes the following tables: ·Summary Tab of Entitled Units, Submitted Applications, and SB 35 Streamlining Provisions ·Table A - Housing Development Applications Submitted ·Table A2 -Annual Building Activity Report Summary -New Construction,Entitled,Permits and Completed Units ·Table B - Regional Housing Needs Allocation Progress - Permitted Units Issued by Affordability ·Table C - Sites Identified or Rezoned to Accommodate Shortfall Housing Need - Not Applicable to SSF ·Table D - Program Implementation Status ·Table E - Commercial Development Bonus Approved - None ·Table F - Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites - None ·Table F2 - Units Converted - None ·Table G -Locally Owned Lands included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of - None ·Table H - Locally Owned or Controlled Lands Declared Surplus - None ·Table J - Student Housing Development with a Density Bonus - None ·Table K - Tenant Preference Policy - None ·Local Early Action Planning (LEAP) Grant Reporting - None The Housing Element Progress Report is informational only and does not change adopted policies or authorize any action or expenditure of funds. Regional Housing Needs Allocation Progress Summary For 2023,the City is reporting building permit issuance for 87 new residential units,which includes four (4) single-family homes,four (4)small multi-family units (located within two-to-four-unit structures),36 multi- family units (for the Baden Station Project),and 43 accessory dwelling units (ADUs).For the RHNA Cycle 6 projection period running from June 30,2022,to January 30,2023,the City is reporting building permit issuance for 29 new residential units;there is no breakdown of unit type for the projection period.New units that receive building permit issuance during the reporting year are counted towards the current RHNA allocation. In addition to the new units issued a building permit described above,a total of 216 new residential units were finaled or issued a certificate of occupancy in 2023.This includes two (2)single-family homes,178 multi- family units (for 200 Airport Boulevard and two ROEM projects in the downtown), and 36 ADUs. The City also approved Planning entitlements for 810 new residential units,consisting of three (3)single- family homes,two (2)small multi-family units (located within two-to-four-unit structures),and 805 multi- family units (543 for 7 So. Linden Avenue and 262 for 1477 Huntington Avenue). This is the reporting year for 2023, the first year of the RHNA Cycle 6 eight-year reporting cycle (2023-2031): 1.The City has issued building permits for 2.9%of the expected housing units,for a total of 116 units out of the 3,956 units allocated through RHNA. 2.For the Above Moderate housing category,the City has issued a building permit for 20 units (RHNA City of South San Francisco Printed on 3/28/2024Page 5 of 7 powered by Legistar™293 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. 2.For the Above Moderate housing category,the City has issued a building permit for 20 units (RHNA allocation is 1,863 units). 3.For the Moderate housing category,the City has issued a building permit for 28 units (RHNA allocation is 720 units). 4.For the Low housing category,the City has issued a building permit for 54 units (RHNA allocation is 502 units). 5.For the Very Low housing category,the City has issued a building permit for 14 units (RHNA allocation is 871 units). Program Implementation Status Table D of the Housing Element Progress Report provides the status of implementing the current Housing Element programs.Most programs are implemented and monitored on an ongoing basis;however,some programs have deliverable dates prior to the end of the Housing Element cycle of 2031. FUNDING Submittal of the APRs to OPR and HCD will have no financial impact on the City,but does continue to make the City eligible for regional grant funding. RELATIONSHIP TO STRATEGIC PLAN The Shape SSF 2040 Annual Progress Report reviews the status of all eleven Elements of the General Plan, which include goals,policies,and actions that relate to all six of the City’s strategic plan goals:Workforce Development,Quality of Life,Public Safety,Financial Stability,Economic Vitality,and Community Connections.The APR provides a comprehensive view of overall progress on implementation and allows City staff to better determine appropriate implementation timeframes that will assist in meeting strategic plan goals as well. The yearly reporting on the South San Francisco Housing Element and update on the City’s housing production helps promote the City’s Quality of Life strategic goal in providing a comprehensive view of new housing units produced within the reporting year,with a focus on the number of units produced within four different affordability levels.Additionally,the yearly reporting provides the City with an opportunity to evaluate the adopted programs and policies in the City’s Housing Element and their effectiveness in promoting the creation of new housing and meeting the needs of the City’s residents’ quality of life. CONCLUSION Staff recommends that the City Council, by motion, accept the 2023 General Plan and Housing Element Annual Progress Reports on the implementation of the General Plan and Housing Element and authorize its transmittal to the California Governor’s Office of Planning and Research and the California Department of Housing and Community Development. Attachments 1.Shape SSF 2040 Implementation Status Tables for 2023 in PDF format 2.Shape SSF 2040 Implementation Status Tables for 2023 in Excel - tabbed sheets 3.Annual Housing Element Progress Report for 2023 in PDF format City of South San Francisco Printed on 3/28/2024Page 6 of 7 powered by Legistar™294 File #:24-206 Agenda Date:3/27/2024 Version:1 Item #:8. 4.Annual Housing Element Progress Report for 2023 in Excel - tabbed sheets 5.Staff Presentation City of South San Francisco Printed on 3/28/2024Page 7 of 7 powered by Legistar™295 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 1 LU-1.1: Support mixed use activity centers. LU-1.1.1: Maintain vacant building inventory. Econ Dev *6-10 years 2 LU-1.1.2: Implement mixed use rezoning.Planning *Complete Completed with adoption of Zoning Ordinance Update. 3 LU-1.1.3: Complete neighborhoods study.Planning *3-5 years 4 LU-1.2: Connectivity in complete neighborhoods. LU-1.2.1: Department coordination for complete neighborhoods planning. Planning *Ongoing 5 LU-1.2.2: Develop infrastructure improvement program for complete neighborhoods. Planning *3-5 years 6 LU-1.3: Improve access to healthy foods. LU-1.3.1: Rezoning and public easements for healthy foods. Planning *3-5 years 7 LU-1.4: Maintain and expand public facilities and services.CM *3-5 years 8 LU-1.5: Create places and opportunities for neighborhood events. LU-1.5.1: Funding for neighborhood events.CM *Ongoing Each Council district has an outreach budget for events; P&R had cultural events grants; National Night Out in August. 9 LU-1.6: Promote Childcare and pre- K facilities. LU-1.6.1: Zone for Childcare and pre- K. Planning *Complete Completed with adoption of Zoning Ordinance Update. 10 LU-1.6.2: Fund and expand childcare and pre-K. Recrea *3-5 years 11 LU-2.1: Prioritize development near transit centers. LU-2.1.1: Explore incentives to increase the provision of affordable housing. Housing *1-2 years 12 LU-2.1.3: Update existing Specific Plans.Planning *Complete Completed with adoption of Zoning Ordinance Update. 13 LU-2.1.2: Develop Specific Plans around transit centers.Planning *3-5 years 14 LU-2.1.4: Community benefits framework.Planning *Complete Completed with adoption of Zoning Ordinance Update. 15 LU-2.1.5: Community engagement near transit centers.Planning *3-5 years 16 LU-2.2: Architectural transitions near transit centers.Planning *Complete Completed with adoption of Zoning Ordinance Update. 17 LU-2.3: Develop connected transit- oriented communities. LU-2.3.1: Coordination with local and regional transit agencies Planning *3-5 years 18 LU-2.3.2: Incorporate wayfinding signage.Planning *3-5 years 19 LU-2.3.3: Incorporate gateway elements near transit centers.Planning *3-5 years Status Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. Goal LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options. 296 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 20 LU-2.3.4: Upgrade pedestrian/bicycle scaled lighting. Planning *1-2 years Incorporate into mobility corridor studies. 21 LU-2.5: Encourage shared parking in neighborhoods. LU-2.5.1: Study parking strategies near transit centers. Planning *6-10 years 22 LU-2.6: Develop gathering spaces near mobility hubs.Planning *3-5 years 23 LU-3.1: Create affordable and workforce housing. LU-3.1.1: Coordinate with SSFUSD regarding housing on closed school sites. CM *3-5 years City continues to discuss during City/SSFUSD liaison meetings; ECD continues to offer housing expertise to SSFUSD. 24 LU-3.1.2: Allow housing on sites with institutional uses.Planning *Complete Completed with adoption of Zoning Ordinance Update. 25 LU-3.1.3: Develop workforce housing program.Housing *3-5 years 26 LU-3.2: Update zoning to be in compliance with State housing law.Planning *1-2 years Will be adopted in early 2024. 27 Policy: LU-3.3 Encourage diversity of housing types and sizes.Planning *Complete Completed with adoption of Zoning Ordinance Update. 28 LU-3.4: Facilitate multi-generational housing.Planning *1-2 years 29 LU-3.5: Facilitate live/work housing. Planning *Complete Completed with adoption of Zoning Ordinance Update. 30 LU-3.6: Facilitate housing for all needs.Planning *Ongoing Supportive Housing will be addressed in 2024 Zoning Ordinance Cleanup. 31 LU-3.7: No net loss in housing. Planning *Complete Completed with adoption of Zoning Ordinance Update. 32 LU-3.8: Implement Inclusionary Housing Ordinance and State Density Bonus. Planning *Ongoing 33 LU-3.9: Incentivize and preserve affordable housing and develop models to expand homeownership. LU-3.9.1: Create affordable housing overlay zone.Housing *3-5 years 34 LU-3.9.2: Encourage preservation and upkeep of naturally-occurring affordable housing. Housing *1-2 years 35 LU-3.10: Existing home retrofit for agefriendly design.Building *6-10 years 36 LU-3.11: Affordable housing for older adults.Econ Dev *3-5 years Goal LU-3: A diverse range of housing options that create equitable opportunity for people of all ages, races/ethnicities, abilities, socio-economic status, genders, and family types to live in South San Francisco. 297 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 37 LU-4.1: Implement objective design standards. Adopt and implement objective design standards to manage new low-density development. Planning *Complete Completed with adoption of Zoning Ordinance Update. 38 LU-4.2: Encourage small-scale residential infill development.Planning *3-5 years 39 LU-4.3: Promote complete neighborhoods by allowing some commercial uses in residential neighborhoods. Planning *3-5 years 40 LU-4.4: Improve pedestrian and bicycle connectivity in residential neighborhoods. Planning *3-5 years Active South City Plan identifies necessary pedestrian and bicycle improvements. 41 LU-4.5: Neighborhood compatibility. Planning *Complete Completed with adoption of Zoning Ordinance Update. 42 LU-4.6: Develop neighborhood design guidelines. Planning *3-5 years 43 LU-4.7: Support neighborhood associations.CM *3-5 years P&R provides meeting space for neighborhood associations at the nonprofit rate; City supports existing meetings, such as West Winston Manor annual meeting; free vendor spots at farmer's market for nonprofit/community organizations. 44 LU-4.8: Promote maintenance and improvement of property through code enforcement. Maint *Ongoing 45 LU-4.9: Encourage amenity space for physical activity / healthy living in multifamily development. Planning *1-2 years 46 LU-4.10: Encourage walkable connections in multifamily development. Planning *1-2 years Active South City Plan and Lindenville Specific Plan identify necessary pedestrian and bicycle improvements. 47 LU-4.11: Encourage neighborhood compatible uses.Planning *3-5 years 48 LU-5.1: Maintain a critical mass of land zoned for R&D.Planning *Complete Completed with adoption of Zoning Ordinance Update. 49 LU-5.2: Maintain high-quality design and development standards.Planning *Complete Completed with adoption of Zoning Ordinance Update. 50 LU-5.3: Require campus open space. Planning *Complete Completed with adoption of Zoning Ordinance Update. 51 LU-5.4: Zone to attract emerging technology businesses.Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal LU-4: High-quality residential neighborhoods. Goal LU-5: South San Francisco remains a hub of R&D employment, operations, and innovation and is home to the largest worldwide 298 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 52 LU-5.5: Improve connectivity for R&D workforces.Eng/PW *3-5 years 53 LU-5.6: Community benefits framework.Planning *Complete Completed with adoption of Zoning Ordinance Update. 54 LU-5.7: Collaboration with property owners. Planning *Ongoing 55 LU-6.1: Preserve industrial uses in areas designated Mixed Industrial High. Planning *Ongoing 56 LU-6.2: Prohibit incompatible use encroachment. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. South Airport Specific Plan within East of 101 is likely to start in 2024 or 2025. 57 LU-6.3: Encourage redevelopment of older or marginal industrial areas. LU-6.3.1: Encourage property assemblage and master planning. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 58 LU-6.3.2: Provide density bonuses for assembled parcels.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 59 LU-6.4: Monitor Industrial land availability. Sustain *Ongoing 60 LU-6.5: Preserve production, distribution, service, and repair (PDR) businesses. LU-6.5.1: Establish flexible development standards for industrial uses. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 61 LU-6.6: Encourage non-polluting industries. LU-6.6.1: Cleanup of Hazardous sites.Sustain *6-10 years Working to obtain funds from the DTSC and just got a grant for 905 and 616 Linden 62 LU-6.7: Provide efficient permitting of industrial uses.LU-6.7.1: Online permitting.Building *Complete 63 LU-6.7.2: Streamline permitting for specific uses.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 64 LU-6.8: Maintain industrial circulation in Lindenville and East of 101 while expanding active transportation and TDM. Planning *Ongoing General Plan, Zoning Ordinance and Lindenville Specific Plan identify circulation goals; prioritized corridor studies underway. 65 LU-6.9: Goods movement in Lindenville and East of 101.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 66 LU-7.1: Promote complete neighborhoods. Planning *1-2 years Zoning Ordinance and Lindenville Specific Plan include related policies/standards. 67 Policy: LU-7.2 Concentrate neighborhood-serving commercial.Planning *1-2 years 68 LU-7.3: Determine incentives to create community facilities. Planning *3-5 years Goal LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. Goal LU-7: A diverse the largest worldwide cluster of life science uses. 299 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 69 LU-7.4: Intensify low-density strip commercial and shopping centers.Planning *6-10 years 70 LU-7.5: Foster pedestrian and bicycle access in neighborhood commercial development. Planning *3-5 years Active South City Plan identifies necessary pedestrian and bicycle improvements. 71 LU-7.6: Support business upkeep and maintenance. LU-7.6.1: Develop programs related to building upkeep and maintenance.Econ Dev *3-5 years 72 LU-7.6.2: Support formalization of business associations. Econ Dev *3-5 years 73 LU-7.7: Affordable spaces for emerging businesses.Econ Dev *3-5 years 74 LU-7.8: Allow Mobile Vendors. LU-7.8.1: Create standards for mobile food markets. Planning *3-5 years 75 LU-8.1: Expand arts and cultural programming in public spaces. LU-8.1.1: Identify arts and cultural districts.Planning *Complete Completed with adoption of Lindenville Specific Plan. 76 LU-8.1.2: Create design policies for arts and cultural areas.Recrea *Ongoing 77 LU-8.1.3: Identify financing for arts and cultural programming. Recrea *Ongoing 78 LU-8.2: Create an attractive pedestrian environment. LU-8.2.1: Consider a city-wide streetscape master plan.Planning *3-5 years 79 LU-8.2.2: Street corridor design standards. Planning *3-5 years Incorporate into mobility corridor studies. 80 LU-8.3: Improve pedestrian connections and sidewalks. Eng/PW *Ongoing 81 LU-8.4: Require street trees. Planning *1-2 years 82 LU-8.5: Provide plazas and gathering places. Improve existing and create new plazas and public gathering places throughout the city. CM *3-5 years Construction of Matsumoto Plaza near Caltrain Station underway, scheduled to open Spring 2024; Grand Ave Breezeway updated in 2023; LPR Plaza completed in 2023. All improvements include age- friendly design. 83 LU-8.6: Sustainable design in the public realm.Eng/PW *Ongoing 84 LU-8.7: Improve the Colma Creek public realm. Eng/PW *6-10 years 85 LU-8.8: Maintain and protect public views.Planning *Ongoing 86 LU-8.9: Ensure ADA accessibility. Building *Ongoing Via California Building Code 11A and 11B. 87 LU-8.10: Ensure adequate infrastructure and utilities.Eng/PW *3-5 years economy and range of businesses by maintaining, beautifying, and expanding spaces for neighborhood commercial, including retail, restaurants, and small offices. Goal LU-8: A network of attractive, pedestrian- oriented, human-scale and well-landscaped streets and civic spaces throughout the city for all ages and abilities. 300 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 88 LU-8.11: Transfer of development rights for non-active rail spurs.Planning *1-2 years Lindenville Specific Plan includes TDR standards for a specific area; need to determine other areas where this could be applicable. 89 LU-9.1: Create new and update existing design guidelines and development standards. LU-9.1.1: Aspirational design standards.Planning *3-5 years Will release a Request for Proposals for this work in 2024. 90 LU-9.1.2: Form-based codes. Planning *Complete Completed with adoption of Zoning Ordinance Update. 91 LU-9.1.3: Create location-specific design guidelines.Planning *3-5 years Will release a Request for Proposals for this work in 2024. 92 LU-9.1.4: Periodic review of development procedures.Planning *Ongoing 93 LU-9.2: Encourage architectural and visual interest in new development.Planning *Complete Completed with adoption of Zoning Ordinance Update. 94 LU-9.3: Require quality building materials. LU-9.3.1: Create building materials list.Planning *3-5 years Zoning Ordinance includes related section; update of design guidelines to include more specific guidance. 95 LU-9.4: Require walkable and inviting buildings and spaces. LU-9.4.1: Develop utility equipment design standards.Planning *6-10 years 96 LU-9.5: Orient buildings to public spaces.Planning *Complete Completed with adoption of Zoning Ordinance Update. GOAL LU-9: High level of quality in architecture and site design in all renovation and construction of buildings. 301 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Downtown Sub-Area 8 4 5 10 97 SA-1.1: Reinforce Downtown dining and retail. Econ Dev *Ongoing 98 SA-1.2: Support small locally-owned businesses.Planning *Ongoing 99 SA-1.3: Support community-based organizations. SA-1.3.1: Create space for community- based organizations. Planning *3-5 years 100 SA-2.1: Strengthen Downtown identity. SA-2.1.1: Establish arts and cultural district. Planning *3-5 years Lindenville Specific Plan identified standards to create an arts and cultural district along South Linden Ave, just south of Downtown. 101 SA-2.1.2: Incentivize artist and makers spaces.Planning *3-5 years Lindenville Specific Plan identified standards to create an arts and cultural district along South Linden Ave, just south of Downtown. 102 SA-2.1.3: Downtown marketing and branding.Econ Dev *3-5 years 103 SA-2.1.4: Develop Downtown Gateways:Planning *3-5 years 104 SA-2.1.5: Encourage community events and programming.Recrea *3-5 years 105 SA-2.2: Protect historic buildings. Planning *Complete Completed with adoption of Zoning Ordinance Update. 106 SA-3.1: Implement the Downtown Station Area Specific Plan. SA-3.1.1: Engage with community on Downtown growth. CM *3-5 years 107 SA-3.2: Create mixed use neighborhood centered along Colma Creek. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 108 SA-3.3: Balance parking needs and impacts Downtown. Planning *Ongoing 109 SA-3.4: Focus housing growth Downtown.Planning *Ongoing 110 SA-3.5: Encourage Downtown parcel aggregation. Encourage flexibility in allowing developers to aggregate parcels. Planning *3-5 years 111 SA-4.1: Preserve existing affordable housing. SA-4.1.1: Homeownership expansion. Housing *3-5 years 112 SA-4.2: Leverage publicly-owned land Downtown. Housing *3-5 years City Council has approved acquisition of 3 parcels in downtown for future redevelopment as affordable housing. The City hopes to complete due diligence and close on the properties in 2Q 2024. Status Goal SA-1: The City supports existing neighborhood commerce and provides opportunities to expand commercial Downtown. Goal SA-2: The history and culture of Downtown and its residents are celebrated through arts and cultural resources. Goal SA-3: The City promotes new residential, mixed use, and employment uses to add business patrons and residents to create a sustainable and thriving Downtown, while maintaining a scale and character that is complementary to existing uses. Goal SA-4: New opportunities are created to live Downtown and to protect existing residents against threats of displacement 302 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 113 SA-4.3: Encourage moderate density housing types.Planning *Complete Completed with adoption of Zoning Ordinance Update. 114 SA-5.1: Improve Downtown pedestrian and bicycle network.Eng/PW *3-5 years 115 SA-5.2: Maintain Downtown properties and businesses. SA-5.2.1: Support Downtown business upkeep and maintenance. Econ Dev *3-5 years 116 SA-5.3: Enhance Downtown streetscapes. Eng/PW *3-5 years 117 SA-5.4: Improve Downtown signage. Eng/PW *3-5 years 118 Goal SA-6: Contextual building design and development benefits current and future residents. SA-6.1: Develop new buildings to be compatible with Downtown building scale and character. Planning *Complete Completed with adoption of Zoning Ordinance Update. 119 SA-7.1: Encourage a mix of uses on Airport Boulevard.Planning *Complete Completed with adoption of Zoning Ordinance Update. 120 SA-7.2: Encourage active ground floor uses.Planning *Complete Completed with adoption of Zoning Ordinance Update. 121 SA-7.3: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 122 SA-7.4: Continue to recognize Gimbal’s/Bettera Brands as a legacy use. Planning *Complete 123 SA-7.5: Improve Airport Boulevard streetscape. Planning *3-5 years Initiating Airport streetscape study. El Camino Real Sub-Area 9 8 10 5 124 SA-8.1: Housing diversity on El Camino Real. SA-8.1.1: Remove ground floor retail requirement.Planning *Complete Completed with adoption of Zoning Ordinance Update. 125 SA-8.2: Develop high-density housing.Planning *Complete Completed with adoption of Zoning Ordinance Update. 126 SA-8.3: Encourage parcel aggregation along El Camino Real.Planning *3-5 years 127 SA-8.4: Inclusionary housing along El Camino Real.Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 128 SA-8.5: Leverage publicly-owned land along El Camino Real. SA-8.5.1: Facilitate affordable housing development on the Municipal Services Building site. Planning *6-10 years Zoning Ordinance permits multi-family mixed-use development. 129 SA-9.1: Support implementation of the entitled residential development on the SFPUC site. SA-9.1.1: Allow mixed use development along Mission Road. Planning *Ongoing City staff continues to support developer in effort to implement SFPUC development. displacement. Goal SA-5: New improvements are focused on Grand Avenue and Linden Avenue to restore these historic corridors to once again being the focus of the community. Goal SA-7: Airport Boulevard is improved as a gateway to the city. Goal SA-8: A range of housing types are produced for different income levels and household types along El Camino Real and throughout the corridor. Goal SA-9: Mixed use development is encouraged along El 303 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 130 SA-9.2: Encourage redevelopment of Winston Manor Center as mixed use center. Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 131 SA-10.1: Allow mix of uses at South San Francisco BART. SA-10.1.1: Coordinate with BART on developing housing at SSF BART station. Planning *6-10 years 132 SA-10.1.2: Create station area access plan.Planning *3-5 years 133 SA-10.2: Intensify residential uses. Planning *6-10 years 134 SA-10.3: Encourage active ground floor uses near South San Francisco BART. Planning *Complete Completed with adoption of Zoning Ordinance Update. 135 SA-11.1: Develop mixed use hub at the El Camino Real/Chestnut Avenue area. SA-11.1.1: Reduce building heights to be consistent with residential height allowances Downtown. Planning *Complete Completed with adoption of Zoning Ordinance Update. 136 SA-11.1.2: Continue to implement the El Camino Real/Chestnut Avenue Area Plan. Planning *Ongoing 137 SA-11.2: Develop retail center at El Camino Real/Chestnut Avenue area. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development. 138 SA-12.1: Allow mix of uses in the South Spruce Avenue area. SA-12.1.1: Increase residential densities in proximity to El Camino Real and South Spruce Avenue. Planning *Complete Completed with adoption of Zoning Ordinance Update. 139 SA-12.2: Encourage redevelopment of Brentwood Shopping Center.Planning *6-10 years Zoning Ordinance permits multi-family mixed-use development. 140 SA-12.3: Create new connections to the Centennial Way Trail in the South Spruce Avenue Area. Eng/PW *3-5 years Centennial Way Master Plan identifies potential improvements. 141 SA-12.4: Continue to recognize Bimbo’s Bakery as legacy use. Planning *Complete 142 SA-12.5: Continue to recognize See’s Candies as a legacy use.Planning *Complete 143 SA-12.6: Encourage residential development within 65 db noise contour. SA-12.6.1: Review consistency with San Francisco International Airport Land Use Compatibility Plan. Planning *Ongoing Zoning Ordinance includes standards related to ALUCP compatibility. 144 SA-13.1: Support small locally- owned businesses. SA-13.1.1: Business support for El Camino Real businesses. Econ Dev *3-5 years 145 SA-13.2: Implement El Camino Real streetscape enhancements.Eng/PW *Ongoing Goal SA-13: A quality public realm along El Camino Real with Goal SA-12: A hub of activity is developed at the South Spruce Avenue Area with a mix of personal services, restaurants, markets and grocery stores, offices, retail, entertainment, and gathering places. Camino Real and business developed is supported along the corridor. Goal SA-10: The South San Francisco BART Station is developed as a mixed use hub; continue to work closely with BART to coordinate on land use changes an development near the Station. Goal SA-11: Active pedestrian-oriented, mixed use centers are created at the El Camino Real/Chestnut Avenue area. 304 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 146 SA-13.3: Require sidewalk widening along El Camino Real.Eng/PW *Ongoing 147 SA-13.4: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 148 SA-14.1: Improve pedestrian and bicycle connections through SFPUC site. Cap Proj *3-5 years 149 SA-14.2: Improve Colma Creek connections from El Camino Real.Planning *6-10 years Colma Creek studies ongoing. 150 SA-14.3: Improve safety of El Camino Real crossings. SA-14.3.1: Implement El Camino Real wayfinding signage. Planning *3-5 years 151 SA-14.4: Improve pedestrian and bicycle connections to the Centennial Way Trail. SA-14.4.1: Chestnut Avenue and Antoinette Lane intersection improvement. Planning *3-5 years Mobility improvements in this area are underway. 152 SA-14.5: Maintain roadway connectivity in El Camino Real. SA-14.5.1: New Roadway connection in El Camino Real in SFPUC / Kaiser area. Planning *6-10 years Potential connections have been identified. 153 SA-15.1: Continue the Community Civic Campus. Cap Proj *Complete 154 SA-15.2: Develop outdoor programming and cultural events.Recrea *Ongoing LPR completed in 2023. Centennial Way master plan identifies additional areas within the ECR corridor. 155 SA-15.3: Create art and gathering spaces along El Camino Real. Recrea *3-5 years Via public art ordinance, art will be delivered with redevelopment East of 101 Sub-Area 6 3 12 10 156 SA-16.1: Require high-density development near the Caltrain station. SA-16.1.1: Introduce shared district parking. Planning *6-10 years 157 SA-16.2: Implement public realm improvements near the Caltrain station. SA-16.2.1: Develop retail, restaurants, and vendors strategy.Planning *3-5 years 158 SA-16.3: Create new parks and open spaces in East of 101. Parks *6-10 years Oyster Point Marina park improvements were finalized. Other potential locations to be identified through future studies. 159 SA-16.4: Adequate public services and utilities in East of 101. Eng/PW *6-10 years 160 SA-16.5: Encourage development of hotels near the Caltrain Station.Planning *6-10 years 161 SA-17.1: Develop affordable and market rate housing in East of 101. SA-17.1.1: Designate residential priority sites. Planning *3-5 years Zoning in place, opportunity sites identified in Housing Element. South Airport Specific Plan intended to be started in 2024 or 2025. 162 SA-17.1.2: Remove parking minimums in East of 101. Planning *Complete Completed with adoption of Zoning Ordinance Update. Camino Real with appropriate transitions to nearby neighborhoods. Goal SA-14: Improved pedestrian, bicycle, and roadway connections between adjacent residential neighborhoods and El Camino Real. Goal SA-15: Opportunities for new recreational spaces that offer public services, entertainment options, and open space. Goal SA-16: A new transit- oriented community in East of 101 with a diverse mix of uses, places, and programming to inspire creativity and social interthat welcome all South San Francisco residents and visitors. 305 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 163 SA-17.1.3: Encourage property assemblage and master planning along South Airport Boulevard. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development; South Airport Specific Plan intended to be started in 2024 or 2025. 164 SA-17.1.4: South Airport Boulevard Specific Plan. Planning *3-5 years Submitting grant application to Metropolitan Transportation Commission for funding; South Airport Specific Plan intended to be started in 2024 or 2025. 165 SA-17.2: Leverage publicly-owned land for affordable housing.Housing *Ongoing 166 SA-17.3: Incentivize housing near the Caltrain Station.Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 167 SA-17.4: Create standards for housing design that mitigate for air quality impacts. Planning *Complete Completed with adoption of Zoning Ordinance Update. 168 SA-18.1: Require small block sizes for new residential neighborhoods.Planning *Complete Completed with adoption of Zoning Ordinance Update. 169 SA-18.2: Improve sidewalk and related pedestrian amenities.Eng/PW *3-5 years 170 SA-18.3: Improve pedestrian and bicycle infrastructure to the San Francisco Bay Ferry Terminal. Eng/PW *3-5 years 171 SA-18.4: Maintain roadway connections. SA-18.4.1: Create new connection between Lindenville and East of 101. Eng/PW *6-10 years Utah Ave Overcrossing studies ongoing. 172 SA-18.4.2: Study other potential roadway connections. Planning *3-5 years 173 SA-18.4.3: Create roadway maintenance schedule.Eng/PW *3-5 years 174 SA-18.5: Encourage parcel assembly within Beacon Street corridor. Planning *6-10 years 175 SA-19.1: Evaluate a Transportation Management Authority (TMA). CM *3-5 years 176 SA-19.2: Explore a vehicle trip cap for East of 101.Planning *1-2 years Contracting with traffic consultant to begin this work in 2024. 177 SA-19.3: Integrate emerging transit services into East of 101. CM *Ongoing 178 SA-19.4: Implement mobility hubs. Planning *6-10 years 179 SA-19.5: Study parking strategies. Planning *3-5 years 180 SA-19.6: Develop employee-serving amenities. Planning *1-2 years Zoning Ordinance exempts certain employee-service amenities from Floor Area Ratio calculations. Goal SA-17: Sufficient housing is built to provide for a range of housing types for different income levels and household types and that sustains services and amenities to support residents and businesses. Goal SA-18: A well- connected and accessible district with high-quality transit and walking and biking paths that seamlessly connect East of 101 with Downtown, Lindenville and the rest of the City. Goal SA-19: Vehicle trips are minimized through parking requirements, Transportation Demand Management, and alternative travel modes. 306 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 181 SA-20.1: Explore funding mechanisms to finance East of 101 district improvements. SA-20.1.1: Create Community Facilities District. CM *3-5 years 182 SA-20.1.2: Identify funds for roadway maintenance and repairs.CM *3-5 years 183 SA-20.1.3: Support building upkeep and maintenance.Planning *3-5 years 184 SA-21.1: Promote urban campus- style life science uses. Planning *Complete Completed with adoption of Zoning Ordinance Update. 185 SA-21.2: Restrict warehousing and distribution uses in Business Technology Park areas. SA-21.2.1: Update Non-Conforming Regulations in Zoning Ordinance. Planning *Complete Completed with adoption of Zoning Ordinance Update. 186 SA-21.3: Allow building heights in the East of 101 area to the maximum limits permitted under Federal Aviation regulations. Planning *Complete Completed with adoption of Zoning Ordinance Update. Lindenville Sub-Area 29 2 8 2 187 SA-22.1: Introduce a mix of affordable and market rate housing in Lindenville. SA-22.1.1: Develop Lindenville master or specific plan. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 188 SA-22.1.2: Designate residential priority sites.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 189 SA-22.1.3: Require context-sensitive design.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 190 SA-22.2: Encourage lot assembly to facilitate housing and mixed use development in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 191 SA-22.3: Golden Gate Produce Terminal and Park ‘N Fly sites. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 192 SA-22.4: Placemaking and infrastructure improvements in areas to be developed with residential uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 193 SA-22.5: Require buffering of residential uses in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 194 SA-22.6: Require small block sizes for new residential neighborhoods.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 195 SA-22.7: Adequate public services in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. Goal SA-20: The creativity of the district is harnessed to create collaborative solutions to complex district challenges, such as sea level rise and traffic congestion. Goal SA-21: Continue to promote the expansion of an innovation district with R&D uses in the northern portion of the East of 101 area. Goal SA-22: A new residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for different income levels and housing types. 307 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 196 SA-23.1: Create active mixed use corridor along South Spruce Avenue.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 197 SA-23.2: Encourage active ground floor uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 198 SA-23.3: Improve the South Spruce Avenue streetscape.Eng/PW *3-5 years Initiating South Spruce right-of-way plan. 199 SA-23.4: Encourage South Spruce Avenue building continuity.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 200 SA-23.5: Support retail and dining opportunities in Lindenville.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 201 SA-23.6: Provide convenient connections to amenities and services. Eng/PW *3-5 years 202 SA-24.1: Transform Colma Creek into a walkable amenity.Planning *6-10 years Lindenville Specific Plan includes policy to transform Colma Creek. 203 SA-24.2: Create development standards for construction adjacent to Colma Creeks. Planning *Ongoing Lindenville Specific Plan includes development standards. Future South Airport Specific Plan and other planning efforts to further such standards. 204 SA-24.3: Promote high-quality building design.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 205 SA-25.1: Minimize land use compatibility conflicts.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 206 SA-25.2: Continue to recognize the Golden Gate Produce Terminal as a legacy use. Planning *Complete 207 SA-25.3: Buffer residential neighborhoods from industrial uses.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 208 SA-25.4: Preserve the existing “core” of industrial land uses.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 209 SA-25.5: Retain industrial uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 210 SA-25.6: Adjust parking requirements for industrial uses. Adjust zoning and parking requirements as necessary to ensure reinvestment can occur in buildings while maintaining industrial uses. Planning *Complete Completed with adoption of Zoning Ordinance Update. 211 SA-26.1: Create an arts and cultural district.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. Goal SA-25: A core area of light industrial and service uses that provide jobs for South San Francisco residents are preserved. Goal SA-24: Colma Creek is transformed and new open spaces are created to provide opportunities for social interaction, recreation, flood protection, and urban ecology. Goal SA-23: Living, working, and shopping options are expanded in new mixed use neighborhoods in Lindenville. 308 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 212 SA-26.2: Incentivize makers and artists.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 213 SA-26.3: Encourage affordable art spaces. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 214 SA-26.4: Encourage live/work industrial uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 215 SA-26.5: Encourage lot assembly. Encourage lot assembly to allow businesses to grow and expand in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 216 SA-27.1: Provide connections to and across Colma Creek. SA-27.1.1: Develop a park near Colma Creek.Cap Proj *6-10 years 217 SA-27.2: Incorporate street trees, lighting, and landscaping.Planning *1-2 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 218 SA-27.3: Improve sidewalk conditions and amenities. SA-27.3.1: Establish design and development standards for frontage. Planning *1-2 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 219 SA-27.3.2: Prepare and implement streetscape improvement plan.Planning *3-5 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 220 SA-27.4: Develop new roadway connections to better connect people to and within Lindenville. SA-27.4.1: Study potential roadway connections.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 221 SA-27.4.2: Support implementation of the new east-west roadway connection. Planning *Ongoing Utah Ave Overcrossing studies ongoing. 222 SA-28.1: Establish transit-oriented commercial campus. SA-28.1.1: Create publicly accessibly open spaces. Cap Proj *3-5 years Centennial Way improvements under construction near San Bruno BART Station. 223 SA-28.2: Provide pedestrian network connecting campus to surrounding areas and San Bruno BART Station. SA-28.2.1: Provide campus pedestrian network. Planning *3-5 years Southline Campus will implement portions of pedestrian network; Active South City Plan identifies future project. 224 SA-28.2.2: Create convenient and safe pedestrian and bike access. Eng/PW *1-2 years 225 SA-28.3: Redevelop underutilized parcels. Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022 and Lindenville Specific Plan in 2023. 226 SA-28.4: Require transition from adjacent residential neighborhood. Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022. 227 SA-28.5: Require sustainable and environmentally sensitive design.Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022 and Lindenville Specific Plan in 2023. Avalon Brentwood Sub-Area 0 0 1 2 Goal SA-26: Industries, artists, institutions, and programs that spur the creative economy are supported. Goal SA-27: There are safe, comfortable, and accessible pedestrian and bicycle facilities that connect people to Downtown, El Camino, and East of 101. Goal SA-28: High-quality, transit-oriented employment uses adjacent to the San Bruno BART Station. 309 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 228 SA-29.1: Provide connections to El Camino Real and South Spruce Avenue. SA-29.1.1: Minimize El Camino Real parking overflow. Maint *6-10 years 229 SA-29.1.2: Coordinate with the County of San Mateo on infrastructure. Eng/PW *6-10 years 230 SA-29.2: Allow annexation on a case- by-case basis. SA-29.2.1: Conduct annexation planning study. CM *1-2 years Annexation process study underway. Orange Park Sub-Area 1 0 2 2 231 Goal SA-30: There are context-sensitive transitions from El Camino Real and South Spruce Avenue to residential uses in Orange Park. SA-30.1: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 232 SA-31.1: Implement Orange Memorial Park Master Plan. SA-31.1.1: Coordinate with Cal Water to purchase or lease land. CM *3-5 years 233 SA-31.2: Improve Centennial Way Trail Connections to Orange Park.Cap Proj *3-5 years Centennial Way Master Plan identifies potential improvements. 234 SA-31.3: Improve South San Francisco High School connections.Cap Proj *3-5 years Centennial Way Master Plan identifies potential improvements. 235 SA-31.4: Provide connections to El Camino Real and South Spruce Avenue. Eng/PW *3-5 years Paradise Valley / Terrabay Sub-Area 3 0 0 5 236 SA-32.1: Expand parks and open space.Parks *3-5 years P&R Master Plan update to study in more detail. Look to acquire additional properties for open space preservation. 237 SA-32.2: Improve pedestrian connections to mixed use area.Eng/PW *3-5 years 238 SA-32.3: Regulate development on steep hillside areas. Planning *Complete Completed with adoption of Zoning Ordinance Update. 239 SA-32.4: Improve pedestrian access to the San Bruno Mountains. SA-32.4.1: Coordinate with local and regional open space agencies.Eng/PW *6-10 years 240 SA-32.5: Create buffering from US- 101. Eng/PW *6-10 years 241 SA-32.6: Beautify Peck’s subdivision. Eng/PW *3-5 years Goal SA-29: Avalon- Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure. Goal SA-31: Pedestrian connections, recreational amenities, and streetscapes are improved in Orange Park. Goal SA-32: Paradise Valley/Terrabay is a safe and walkable neighborhood with convenient access to amenities. 310 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 242 SA-32.7: Preserve the north side of Sign Hill.Planning *Complete Completed with adoption of Zoning Ordinance Update. 243 SA-32.8: Limit development and excessive grading on the north side of Sign Hill. Planning *Complete Completed with adoption of Zoning Ordinance Update. Sign Hill Sub-Area 0 2 1 0 244 SA-33.1: Preserve and protect open space on Sign Hill and protect from fire hazard risk. SA-33.1.1: Brush management. Parks *Ongoing On-going funding for maintenance of fire breaks not currently funded. 245 SA-33.2: Improve pedestrian connections to Sign Hill. Eng/PW *3-5 years 246 SA-33.3: Preserve the federally- designated Sign Hill historic site. Parks *Ongoing Additional funding needed to sustain and grow programs and staffing. Sunshine Gardens Sub-Area 0 2 2 3 247 Goal SA-34: There is new residential infill development in proximity to the South San Francisco BART Station, Mission Road, and El Camino Real. SA-34.1: Expand housing opportunity. Housing *6-10 years Redevelopment of BART-owned land in SSF will be longer term, as SSF is not reliant on such redevelopment to meet Regional Housing Needs Allocation goals. 248 SA-35.1: Improve connections to Civic Center Campus.Cap Proj *1-2 years Centennial Way Master Plan identifies potential improvements. 249 SA-35.2: Identify streetscape improvement opportunities. SA-35.2.1: Implement designated bicycle lane on Mission Road.Eng/PW *3-5 years Active South City Plan identifies desired bicycle lane improvements. 250 SA-35.3: Improve crossings near the South San Francisco BART station. Eng/PW *3-5 years 251 SA-35.4: Collaborate with SSFUSD to provide access to SSFUSD sites recreational facilities. Recrea *Ongoing Joint Use Agreement with SSFUSD, activating SSFUSD sites for events, desire to bring park to Sunshine Gardens, partnership in SSFUSD bond measure projects. 252 SA-35.5: Support commercial building upkeep.Econ Dev *1-2 years 253 SA-35.6: Monitor vacant and underutilized site conversion.Econ Dev *Ongoing Westborough Sub-Area 1 0 1 4 254 SA-36.1: Allow mixed use shopping centers.Planning *Complete Completed with adoption of Zoning Ordinance Update. 255 SA-36.2: Provide childcare in Westborough.Recrea *3-5 years Goal SA-33: Sign Hill is a walkable and attractive neighborhood that maintains a variety of housing options. Goal SA-35: Streetscapes are improved and connections are made to the wider South San Francisco community and create more public open spaces and gathering spaces for the benefit of the community. Goal SA-36: There is new residential infill 311 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 256 SA-36.3: Encourage infill housing development in Westborough. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development. 257 SA-36.4: Expand parks and walking trails in Westborough. SA-36.4.1: Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. Parks *6-10 years Will start to be addressed by Common Greens Master Plan. 258 SA-37.1: Create Gateway signage in Westborough. CM *3-5 years 259 SA-37.2: Improve connections to public services. CM *3-5 years Winston Serra Sub-Area 1 0 0 4 260 Goal SA-38: New residential infill development is encouraged in Winston Serra. SA-38.1: Explore housing development and open space on Serra Vista school site. CM *3-5 years 261 SA-39.1: Develop new parks in Winston Serra. SA-39.1.1: Implement linear parks in Winston Serra. Parks *6-10 years 262 SA-39.1.2: Develop new park at SFPUC site.Cap Proj *3-5 years 263 SA-39.1.3: Maintain “Button Property” as Open Space.Planning *6-10 years 264 SA-39.2: Collaborate with SSFUSD to provide access to Buri Buri Elementary recreational facilities. Recrea *Complete Delivery of Buri Buri School ballfield complete, open for public and sports group use. Goal SA-39: Access to local and city-wide services and park spaces in Winston Serra is improved. residential infill development and recreational and childcare amenities in Westborough. Goal SA-37: Access to services, recreational opportunities, commercial development, and housing is improved in Westborough. 312 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 265 PE-1.1: Ensure long-term viability of biotechnology. PE-1.1.1: Monitor constraints to biotechnology and related businesses. Econ Dev *Ongoing 266 PE-1.2: Diversify the biotechnology and life science cluster to include related businesses. PE-1.2.2: Biotechnology outreach. Econ Dev *Ongoing Incorporated into regular biotech outreach and annual BIO conference 267 PE-2.1: Reinvest in industrial property. PE-2.1.1: Conduct outreach to industrial property owners. Econ Dev *Ongoing 268 PE-2.1.2: Support infrastructure improvements.Planning *6-10 years 269 PE-2.2: Facilitate redevelopment of industrial property. PE-2.2.1: Identify obstacles to redevelopment.Econ Dev *Ongoing 270 PE-2.3: Encourage multi-level logistics/distribution buildings.Planning *Complete Completed with adoption of Zoning Ordinance Update. 271 PE-2.4: Encourage construction and occupancy of office space. PE-2.4.1: Attract tenants to ground floor spaces that support day-to-day services in the neighborhood. Econ Dev *3-5 years 272 PE-2.5: Target industry diversification opportunities. PE-2.5.1: Monitor regional business and employment trends and analyze linkages to workforce development opportunites for residents. Econ Dev *Ongoing Part of Economic Advancement Center 273 PE-2.5.2: Focus efforts on emerging technology industries.Econ Dev *Ongoing 274 PE-2.5.3: Focus efforts on emerging industrial technologies.Econ Dev *Ongoing 275 PE-2.5.4: Focus efforts on advanced food industries.Econ Dev *Ongoing 276 PE-2.6: Maintain a strong hotel Transient Occupancy Tax base by supporting the city’s hospitality industry. PE-2.6.1: Facilitate hotel investment and development. Econ Dev *Ongoing 277 PE-2.6.2: Promote the city as a hotel destination. Econ Dev *Ongoing City joined the newly established Marketing Improvement District to support hotel industry 278 PE-2.6.3: Engage in marketing efforts to attract events to the South San Francisco Conference Center. Comm *Ongoing 279 PE-2.6.4: Implement public realm improvements along South Airport Blvd. Eng/PW *6-10 years Status Goal PE-1: South San Francisco remains a premier location for biotechnology and related industries. Goal PE-2: A resilient and diverse South San Francisco economy supports existing industries while accommodating emerging growth opportunities. 313 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 280 PE-3.1: Collaborate with the local business community to identify and implement improvements in business districts. PE-3.1.1: Establish business districts.Econ Dev *3-5 years Started work for Property Based Improvement District formation in 2024 281 PE-3.1.2: Conduct regular outreach with the business community. CM *Ongoing 282 PE-3.2: Monitor economic conditions. PE-3.2.1: Monitor business license data. Finance *Ongoing 283 PE-3.2.2: Engage businesses. Econ Dev *3-5 years Engagement with Downtown businesses as part of PBID formation. 284 PE-3.2.3: Ensure City staff have access to appropriate data sources. Econ Dev *Ongoing 285 PE-3.2.4: Identify vulnerable businesses. Econ Dev *Ongoing 286 PE-3.3: Publicize and periodically review economic development strategies based on economic conditions. PE-3.3.1: Maintain an accessible public database of economic development projects, goals, and city demographics. Info Tech *Ongoing 287 PE-3.3.2: Prepare/update economic development strategic plans. Econ Dev *3-5 years 288 PE-3.4: Engage in promotional and support activities for the citywide business community. PE-3.4.1: Communicate trends and news to the business community. Econ Dev *Ongoing 289 PE-3.4.2: Conduct regular outreach. Econ Dev *Ongoing 290 PE-3.4.3: Provide siting assistance. Econ Dev *Ongoing 291 PE-3.4.4: Establish local business procurement opportunities, with a focus on businesses owned by people of color and historically disenfranchised community members. Econ Dev *Ongoing This is part of Renaissance Entrepreneurship Center's scope of work within the Economic Advancement Center 292 PE-3.4.5: Promote the city’s “business friendly” reputation in all promotional materials. Comm *Ongoing 293 PE-3.4.6: Increase and improve communication with the public about new business developments. Comm *3-5 years 294 PE-3.5: Engage in promotional activities of citywide shopping and recreational opportunities. PE-3.5.1: Create a Downtown marketing program.Comm *3-5 years 295 PE-3.5.2: Develop and implement a “shop local” program.Econ Dev *1-2 years Working with SSF Chamber of Commerce on this effort Goal PE-3: The City of South San Francisco’s economic development efforts sustain a healthy business climate through public-private collaborations, data tracking, and promotional activities. 314 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 296 PE-3.5.3: Promote recreational opportunities. Recrea *3-5 years 297 PE-4.1: Improve regional access to quality jobs. Eng/PW *Ongoing 298 PE-4.2: Encourage growth near transit. Planning *Complete Completed with adoption of Zoning Ordinance Update. 299 PE-4.3: Provide enhanced multimodal commute options. PE-4.3.1: Expand transit and active transportation alternatives. Cap Proj *Ongoing 300 PE-4.4: Mitigate the risk of sea level rise. PE-4.4.1: Partner with impacted property owners. Sustain *Ongoing 301 PE-4.4.2: Regional collaboration. Sustain *Ongoing 302 PE-5.1: Provide functional retail space. PE-5.1.1: Create design and building standards for ground-floor space. Planning *Complete Completed with adoption of Zoning Ordinance Update. 303 PE-5.1.2: Identify reinvestment opportunities in retail properties. Econ Dev *Ongoing 304 PE-5.2: Encourage retail concentration. PE-5.2.1: Create ground floor requirements.Planning *Complete Completed with adoption of Zoning Ordinance Update. 305 PE-5.3: Encourage redevelopment of underperforming centers.PE-5.3.1: Ensure appropriate zoning. Planning *Complete Completed with adoption of Zoning Ordinance Update. 306 PE-5.3.2: Monitor sales tax performance.Econ Dev *Ongoing 307 PE-5.3.3: Conduct outreach and enforcement for underperforming shopping centers. Econ Dev *Ongoing 308 PE-5.4: Enhance retail district environment. PE-5.4.1: Provide public investment for streetscapes and façades. Cap Proj *3-5 years 309 PE-5.5: Foster a vibrant Downtown South San Francisco. PE-5.5.1: Target growth of arts and culture uses to Downtown and Lindenville. Econ Dev *1-2 years Lindenville Specific Plan identifies location for Arts & Culture District 310 PE-5.5.2: Collaborate with Downtown community to support events. CM *1-2 years 311 PE-5.5.3: Ensure zoning accommodates arts and culture uses.Planning *Complete Lindenville Specific Plan identifies location for Arts & Culture District 312 PE-5.5.4: Support retention and attraction of resident-serving businesses. Econ Dev *Ongoing 313 PE-5.5.5: Expand use of public facilities. CM *Ongoing 314 PE-5.6: Support development of complete neighborhoods. PE-5.6.1: Maintain goods and services inventory.Planning *3-5 years Goal PE-4: Infrastructure investments support job access, job growth, and address climate hazards impacting South San Francisco businesses. Goal PE-5: The city has vibrant and healthy commercial districts and shopping centers that include amenities serving residents and outside shoppers. 315 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 315 PE-5.6.2: Coordinate with real estate community on space needs of goods and services businesses. Econ Dev *Ongoing 316 PE-5.6.3: Identify existing shopping destinations and services.Econ Dev *Ongoing 317 PE-5.6.4: Attract retail and services to emerging residential areas. Econ Dev *Ongoing 318 PE-5.7: Support retail businesses and restaurants in adapting to e- commerce needs. PE-5.7.1: Provide resources and training in online marketing. Econ Dev *Ongoing 319 PE-5.8: Engage in business recruitment and retention. PE-5.8.1: Develop a neighborhood retail business attraction and retention program. Econ Dev *Ongoing 320 PE-5.8.2: Prioritize recruitment and retention of anchor businesses.Econ Dev *Ongoing 321 PE-5.9: Encourage housing and job growth near shopping districts.Planning *Complete Completed with adoption of Zoning Ordinance Update. 322 PE-6.1: Collaborate on workforce development programs. PE-6.1.1: Determine skills needs of South San Francisco residents. Econ Dev *Ongoing 323 PE-6.1.2: Seek funding and partnerships for workforce development programs. Econ Dev *Ongoing 324 PE-6.1.3: Coordinate with workforce development agencies.Econ Dev *Ongoing 325 PE-6.1.4: Provide customized local workforce training. Econ Dev *Ongoing 326 PE-6.1.5: Expand partnerships with major local employers. Econ Dev *Ongoing 327 PE-6.1.6: Support community wide efforts to provide English as a Second Language education. CM *Ongoing 328 PE-6.2: Coordinate South San Francisco’s employment and job training efforts with local youth educational institutions. PE-6.2.1: Develop shared work program with SSFUSD. CM *Ongoing 329 PE-6.2.2: Establish youth job training with local employers.CM *Ongoing 330 PE-6.2.3: Continue City practice of providing internships and mentoring.CM *Ongoing 331 PE-6.3: Encourage affordable housing and access to jobs.Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal PE-6: South San Francisco residents achieve upward mobility and equitably shared prosperity. 316 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 332 PE-7.1: Provide technical assistance information to small businesses. PE-7.1.1: Disseminate resources. Econ Dev *Ongoing 333 PE-7.1.2: Provide targeted resources to home-based businesses. Econ Dev *Ongoing 334 PE-7.2: Explore opportunities to enhance access to capital. PE-7.2.1: Consider creation of a program that provides low-cost business loans. Econ Dev *3-5 years 335 PE-7.3: Augment channels of communication with the business community. PE-7.3.1: Increase coordination with business organizations. Econ Dev *Ongoing 336 PE-7.3.2: Ensure informational materials for businesses are published in multiple languages. Econ Dev *Ongoing 337 PE-7.4: Support the retention and formation of local businesses owned by people of color and historically disenfranchised community members. PE-7.4.1: Conduct targeted engagement. Econ Dev *Ongoing 338 PE-8.1: Maintain and implement new funding mechanisms to address the impacts of development and support infrastructure needs. PE-8.1.1: Periodically update impact fees. Finance *Ongoing 339 PE-8.1.2: Establish district-based financing tools. Econ Dev *3-5 years Downtown Property-Based Improvement District, East of 101 Community Facilities District, and Tourism Improvement District efforts all underway. 340 PE-8.2: Explore equitable services spending.CM *3-5 years 341 PE-8.3: Establish community benefits contributions. PE-8.3.1: Maintain and expand density bonus incentive program. Housing *Ongoing Goal PE-7: South San Francisco provides a business climate that supports the success of local entrepreneurs and existing small, local, minority-owned, and culturally diverse businesses. Goal PE-8: Business growth and investment provide financial and other contributions that meet the needs of South San Francisco residents. 317 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action MOBILITY AND ACCESS ELEMENT 1 10 6 12 342 MOB-1.1: Use a systemic safety approach to proactively identify and address safety risks. MOB-1.1.1: Develop a Vision Zero Plan. Eng/PW *1-2 years 343 MOB-1.2: Strive to reduce vehicle speeds throughout the city to reduce the frequency and severity of collisions. MOB-1.2.1: Incorporate street calming. Eng/PW *Ongoing 344 MOB-1.2.2: Evaluate reducing speed limits.Eng/PW *1-2 years Implementing 15 MPH School Zone 345 MOB-2.1: Incorporate complete streets improvements into all roadway and development projects. MOB-2.1.1: Complete multimodal design and impact analysis.Eng/PW *1-2 years 346 MOB-2.1.2: Create multimodal prioritization process.Eng/PW *1-2 years 347 MOB-2.1.3: Implement Active South City Pedestrian and Bicycle Plan.Eng/PW *Ongoing 348 MOB-2.1.4: Implement transit speed, reliability, and access improvements. Eng/PW *3-5 years 349 MOB-2.1.5: Address ADA accessibility. Eng/PW *Ongoing 350 MOB-2.1.6: Pilot an open streets program. Eng/PW *3-5 years 351 MOB-2.2: Advance more equitable transportation within South San Francisco. MOB-2.2.1: Implement Safe Routes to Schools program. Eng/PW *Ongoing 352 MOB-2.2.2: Develop free bus and shuttle services for residents.CM *6-10 years Shuttle service expanded to second route in 2023. 353 MOB-2.2.3: Incorporate equitable prioritization process.Eng/PW *1-2 years 354 MOB-2.3: Interaction between truck routes and bicycle/pedestrian priority streets. Eng/PW *3-5 years 355 MOB-3.1: Promote mode shift among employers. MOB-3.1.1: Update and implement TDM Ordinance.Planning *Ongoing Zoning Ordinance updated TDM ordinance; implementation is ongoing. 356 MOB-3.1.2: Implement East of 101 Trip Cap.Planning *3-5 years Contracting with traffic consultant to begin this work in 2024. 357 MOB-3.2: Optimize traffic operations on City streets. MOB-3.2.1: Update traffic operations metrics.Eng/PW *Ongoing 358 MOB-3.2.2: Incorporate new street connections.Eng/PW *6-10 years Status Goal MOB-1: South San Francisco prioritizes safety in all aspects of transportation planning and engineering. Goal MOB-2: South San Francisco provides a multimodal network with convenient choices for everyone. Goal MOB-3: South San Francisco proactively 318 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action MOBILITY AND ACCESS ELEMENT 1 10 6 12 Status 359 MOB-3.3: Right-size parking supply and maximize the efficiency of curb space. MOB-3.3.1: Incorporate parking maximums. Planning *Complete Completed with adoption of Zoning Ordinance Update. 360 MOB-3.3.2: Evaulate curb management practice. Eng/PW *3-5 years 361 MOB-3.4: Use parking management tools to manage limited street space in residential neighborhoods. MOB-3.4.1: Create funding and staffing plan for the Residential Parking Permit Program.CM *3-5 years 362 MOB-4.1: Increase substantially the proportion of travel using modes other than driving alone. MOB-4.1.1: Use site plan review to improve connectivity. Planning *Ongoing 363 MOB-4.1.2: Expand transit service. CM *Ongoing 364 MOB-4.1.3: Leverage employee transit subsidies. CM *Ongoing 365 MOB-4.1.4: Incorporate first/last- mile connections.Planning *Ongoing 366 MOB-4.2: Embrace innovation. Eng/PW *3-5 years 367 MOB-5.1: Expand the low-stress bike and pedestrian network. MOB-5.1.1: Complete Rails to Trails project. Eng/PW *6-10 years Initial Rails to Trails projects have been constructed in East of 101, need to be linked to broader network. 368 MOB-5.1.2: Develop Bikeways and slow streets.Eng/PW *6-10 years 369 MOB-5.1.3: Expand bicycle parking at activity centers. Eng/PW *1-2 years 370 MOB-5.2: Enhance access to the trail network. Cap Proj *3-5 years Goal MOB-5: South San Francisco residents have easy access to play, fitness, and active transportation networks. Francisco proactively manages traffic and parking demand. Goal MOB-4: South San Francisco’s land use and transportation actions reduce vehicle miles traveled (VMT) and greenhouse gas emissions. 319 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 371 PR-1.1: Prioritize disadvantaged community park and recreation. Recrea *Ongoing Expanded Learning Opportunities Program (ELOP), expansion of senior and youth services, scholarships for low income communitys, support for Big Lift, subsidy for P&R programs, free programs like Jr. Giants, etc. 372 PR-1.2: Strive to have all residents within a 10-minute walk access to parks. Recrea *6-10 years Centennial Way Trail improvements underway, Linden Park to be completed in 2025. 373 PR-1.3: Design parks and facilities to meet universal access standards.Parks *Ongoing 374 PR-1.4: Ensure equitable distribution of park and recreation opportunities. PR-1.4.1: Provide targeted recreational services. Recrea *3-5 years P&R Master Plan update to begin in 2024. 375 PR-1.5: Use underutilized spaces for recreational services.Recrea *3-5 years Oyster Point Marina Park, a new park on Linden Ave, Centennial Way Park South. 376 PR-1.6: Translate information for park and recreational programs. Recrea *Ongoing Continuing to expand. 377 PR-1.7: Identify needs of underserved groups.Recrea *Ongoing Age Friendly, Child Care Master Plan, P&R Master Plan, Orange Memorial Park Master Plan, Centennial Way Master Plan, Puble Art Master Plan all inform this. 378 PR-1.8: Match resident needs with services.Recrea *Ongoing P&R Master Plan and supplemental plans. 379 PR-1.9: Support community events. Recrea *Ongoing Festa, Earth Day new for 2023/24, Festas Patrias and others to continue. 380 PR-2.1: Meet improved parkland standard. PR-2.1.1: Adopt and implement Parks and Recreation Master Plan.Parks *1-2 years 381 PR-2.1.2: Complete update of the Orange Memorial Park Master Plan. Parks *Complete Adopted early 2023. 382 PR-2.2: Use underutilized sites for improved parks.Parks *Ongoing 383 PR-2.3: Foster innovative park types. Parks *Ongoing 384 PR-2.4: Determine alternative temporary park locations.Parks *1-2 years 385 PR-2.5: Develop community gardens. Parks *3-5 years Unfunded, exploring grant opportunities with non- profit partners. 386 PR-2.6: Plan for new parks in East of 101 and Lindenville.Planning *1-2 years Lindenville Specific Plan identified potential park locations within Lindenville. Status Goal PR-1: South San Francisco equitably provides improved parkland, recreational facilities, and services for all residents. Goal PR-2: The city has an expanded network of improved parkland to accommodate the physical and social needs of users of all ages and abilities. 320 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 387 PR-3.1: Meet open space standard: Parks *Ongoing Attemps are on-going to acquire open spaces. 388 PR-3.2: Minimize environmental impact of support facilities.Parks *Ongoing 389 PR-3.3: Create new public access points to open spaces. Parks *3-5 years Unfunded, but adopted Sign Hill Master Plan explores adding additional trails. Contingent upon additional open space acquisition. 390 PR-4.1: Maintain joint use facilities standard. Parks *Ongoing 391 PR-4.2: Coordinate with South San Francisco Unified School District on facility access. PR-4.2.1: Establish Sunshine Gardens Shared use agreement.CM *1-2 years P&R has hired a landscape architect to prepare a concept plan; will share with neighborhood activists. City continues to raise the issue at SSFUSD/City liaison committee meetings. 392 PR-4.2.2: Provide recreational programming in joint use facilities. Recrea *Ongoing 393 PR-4.2.3: Expand afterschool and summer childcare.Recrea *Ongoing Partnered with SSFUSD to deliver free after school programs as part of the Expanded Learning Opportunities Program (ELOP). 394 PR-4.3: Partner with South San Francisco Unified School District to transform former school sites. CM *3-5 years 395 PR-4.4: Maintain Caltrain plaza joint use agreement. CM *Ongoing 396 PR-4.5: Maintain Bay Area Rapid Transit (BART) joint use agreement. CM *Ongoing 397 PR-4.6: Convert public easements. CM *3-5 years 398 PR-4.7: Provide publicly accessible, private open space. Planning *Complete Zoning ordinance allows for development of publicly accessible private open space. 399 PR-4.8: Support non-profit partnerships for park maintenance and programing. Parks *1-2 years 400 PR-5.1: Create downtown network of parks. PR-5.1.1: Fund Downtown pop-up parks. Parks *1-2 years Design of new park on Linden Ave is kicking off in 2024, to be completed in 2025. 401 PR-5.1.2: Designate new Downtown/Lindenville park site. Parks *1-2 years Downtown park site has been designated. 402 PR-5.1.3: Study City Hall park space opportunities. Cap Proj *3-5 years 403 PR-5.2: Expand Downtown park acquisition opportunities.CM *1-2 years Goal PR-3: South San Francisco maintains a network of open spaces that provide recreational opportunities and are managed to encourage healthy ecosystems, improve air and water quality, and adapt to a changing climate. Goal PR-4: The City collaborates with a strong network of partners to improve and expand park and recreational opportunities across South San Francisco. Goal PR-5: Downtown has improved access to parks, 321 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 404 PR-5.3: Partner with private developers to facilitate community gathering spaces in Downtown. CM *3-5 years 405 PR-5.4: Develop Downtown pedestrian corridors.CM *3-5 years 406 PR-5.5: Upgrade park amenities and playgrounds. Parks *1-2 years Cypress and Pine Park needs funding to be improved. 407 PR-6.1: Maintain and expand trail connectivity. PR-6.1.1: Create Colma Creek trail. Parks *6-10 years Lindenville Specific Plan and other Colma Creek studies identify potential trail alignments. 408 PR-6.1.2: Implement active transportation improvements to parks and open space. Planning *6-10 years Active South City and Lindenville Specific Plan identify potential locations of active transportation improvements. 409 PR-6.1.3: Implement Centennial Trail Vision Plan.Parks *Ongoing Centennial Trail Vision Plan adopted. 410 PR-6.1.4: Develop Pacific Gas and Electric and Union Pacific trails.Parks *6-10 years 411 PR-6.1.5: Require new development to link to trails.Planning *3-5 years Zoning Ordinance and Lindenville Specific Plan include public open space requirements. 412 PR-6.2: Connect parks to trails.Parks *Ongoing 413 PR-6.3: Improve access to San Bruno Mountain State and County Park. Parks *6-10 years 414 PR-6.4: Provide sidewalk, trail, and transit links to parks. Eng/PW *Ongoing 415 PR-6.5: Improve trail amenities and safety. Parks *Ongoing Centennial Trail improvements and Sign Hill Master Plan adopted. 416 PR-6.6: Ensure visibility along Centennial Way Trail. Parks *Ongoing City responsibility for all BART property to keep this maintained properly. 417 PR-6.7: Ensure visibility along the Bay Trail. Parks *Ongoing 418 PR-6.8: Provide educational signage about biological resources. Parks *1-2 years 419 PR-7.1: Meet park and facility maintenance staffing targets. Parks *3-5 years Requires additional budget to sustain. 420 Policy: PR-7.2: Maintain park and recreation facilities. Parks *Ongoing 421 PR-7.3: Maintain park amenities. Parks *Ongoing 422 PR-7.4: Upgrade playgrounds. Parks *Ongoing As funding is made available 423 PR-7.5: Redesign underused parks. Parks *6-10 years Starting with Dundee Park. Dedicated funding is needed to do this citywide. gathering spaces, and public amenities. Goal PR-6: The City provides convenient and safe trails and other pedestrian connections throughout the community. 322 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 424 PR-7.6: Modernize aquatics facilities. PR-7.6.1: Complete pool design and financing studies. Cap Proj *1-2 years Construction to commence in April 2024, expected opening early Fall 2025. 425 PR-7.7: Incorporate public art in parks and open spaces. PR-7.7.1: Adopt Public Art Master Plan. Recrea *Complete Adopted 2023. 426 PR-7.7.2: Facilitate community engagement on public art selection. Recrea *Ongoing 427 PR-7.7.3: Educate community on public art. Recrea *Ongoing 428 PR-7.7.4: Support community-based creation of public art. Recrea *3-5 years Library | Parks and Rec Center includes Creator Studio. 429 PR-7.8: Integrate sustainable landscape strategies. Parks *Ongoing 430 PR-7.9: Ensure lighting and visibility in parks. Parks *Ongoing Many park electrical systems are aging out and need full redesign for new technologies like LED. 431 PR-7.10: Provide historical education in parks. Parks *3-5 years 432 PR-7.11: Install electric vehicle charging infrastructure at City- owned parks and facilities. Eng/PW *3-5 years 433 PR-7.12: Consider health-related outcomes of park interventions. Parks *1-2 years 434 PR-8.1: Meet Recreational Services Program staffing target. Recrea *Ongoing 435 PR-8.2: Provide varied recreational programming. Recrea *Ongoing 436 PR-8.3: Maximize class offerings. Recrea *1-2 years 437 PR-8.4: Provide cultural diversity in program offerings.Recrea *3-5 years 438 PR-8.5: Provide multigenerational spaces. Recrea *Ongoing 439 PR-8.6: Expand performing arts programs and facilities.Recrea *1-2 years 440 PR-8.7: Expand environmental stewardship programs.Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 441 PR-8.8: Connect services through shuttles. CM *3-5 years 442 PR-8.9: Provide youth skill-building opportunities. Parks *Ongoing Annually host six to eight D-Tech High School interns, one YSIP intern, and work with SFCC on Sign Hill to engage youth looking to enter the work pipeline. 443 PR-8.10: Involve youth in enrichment programs. PR-8.10.1: Identify and pilot enrichment programs.Recrea *3-5 years Goal PR-7: South San Francisco provides well- maintained and sustainable parks and recreational facilities to meet the needs of current and future residents. Goal PR-8: Parks and recreational facilities have the appropriate staffing to offer high-quality recreational programs and offerings for residents of all ages. 323 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 444 PR-8.10.2: Target locations for enrichment programs. Recrea *1-2 years 445 PR-8.11: Explore park stewardship. Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 446 PR-8.12: Explore an adopt a park program. Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 447 PR-9.1: Enhance Childcare Program. PR-9.1.1: Implement Child Care Master Plan.Recrea *Ongoing 448 PR-9.2: Expand early childhood education for families of color and low-income families. PR-9.2.1: Expand funding for universal preschool. Recrea *6-10 years 449 PR-9.3 Expand childcare options. PR-9.3.1: Update Zoning code for childcare.Planning *Complete Completed with adoption of Zoning Ordinance Update. 450 PR-9.3.2: Maintain land inventory for childcare.Planning *3-5 years 451 PR-9.3.3: Explore parking reductions for childcare facilities. Planning *1-2 years 452 PR-9.3.4: Provide incentives for new development to create childcare facilities. Econ Dev *3-5 years 453 PR-9.3.5: Coordinate citywide childcare programs.Recrea *3-5 years 454 PR-9.4: Support business development for childcare. PR-9.4.1: Explore grant funding for childcare.Recrea *3-5 years 455 PR-9.4.2: Maintain online portal for childcare.Recrea *3-5 years 456 PR-9.5: Advocate for childcare. Recrea *Ongoing 457 PR-9.6: Partner with San Mateo County and other organizations to provide quality childcare and preschool services. Recrea *Ongoing 458 PR-10.1: Expand Senior Services Program.Recrea *Ongoing New Congregate Nutrition program for seniors offerec, expansion of services at Library | Parks and Rec Center and Teglia Center. 459 PR-10.2: Maintain Adult Day Care Program. Recrea *Ongoing 460 PR-10.3: Partner with San Mateo County to extend senior services.Recrea *1-2 years 461 PR-10.4: Provide shuttle and van service to senior services.CM *3-5 years 462 PR-10.5: Publish Senior Connections Newsletter. Comm *Ongoing 463 PR-11.1: Diversify park funding. Parks *Ongoing Goal PR-9: South San Francisco maintains quality childcare and preschool programs citywide. Goal PR-10: South San Francisco provides engaging and convenient programming and services for older adults. 324 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 464 PR-11.2: Reduce long term operations and maintenance costs. Parks *6-10 years 465 PR-11.3: Regularly review developer impact fees. CM *Ongoing 466 PR-11.4: Seek grant funding to help fund capital projects. CM *Ongoing 467 PR-11.5: Explore bond funding. CM *Ongoing 468 PR-11.6: Provide publicly accessible private open space.Planning *Complete Zoning ordinance allows for development of publicly accessible private open space. 469 PR-11.7: Explore alternative funding sources.Finance *3-5 years 470 PR-11.8: Explore allowing limited economic activity in public spaces.CM *3-5 years 471 PR-11.9: Combined State, local, and federal childcare funds.CM *Ongoing 472 PR-11.10: Explore maintenance funding opportunities.Parks *Ongoing Goal PR-11: South San Francisco maintains an equitable, flexible, and sustainable funding approach to maintain park and recreational standards for existing and future residents. 325 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 473 ECS-1.1: Enhance language accessibility for City processes. ECS-1.1.1: Hire multilingual staff. Hum Res *Ongoing 474 ECS-1.1.2: Create multilingual hub. CM *1-2 years With hire of Communications Manager, in progress. 475 ECS-1.2: Provide live multilingual interpretation. CM *1-2 years 476 ECS-1.3: Establish equitable engagement practices. ECS-1.3.1: Provide navigation of City services. Econ Dev *Ongoing 477 ECS-1.3.2: Create partnerships to improve outreach. CM *Ongoing Capital Projects doing this for Linden Park, model can be expanded to other projects. Staff attend monthly meetings with nonprofit and community organizations, quarterly with county collaborative and other local organizations. 478 ECS-1.3.3: Develop ongoing feedback portal. CM *3-5 years With hire of Communications Manager, in progress. 479 ECS-1.4: Engage Youth Commission. CM *Ongoing 480 ECS-1.5: Maintain diversity in boards and commissions. CM *Ongoing 481 ECS-1.6: Continue ongoing community meetings. CM *Ongoing 482 ECS-2.1: Increase internal capacity for equity. ECS-2.1.1: Maintain dedicated staff for equity and inclusion. CM *Complete Completed with creation of Diversity, Equity and Inclusion Officer staff position. 483 ECS-2.1.2: Join national race / equity network membership.CM *1-2 years Member of National League of Cities, looking into Government Alliance on Race and Equity. 484 ECS-2.1.3: Partner regionally to support equity priorities. CM *Ongoing Meet with County quarterly on this item. 485 ECS-2.1.4: Create equity trainings for City staff. CM *Ongoing 486 ECS-2.2: Implement programs and procedures to advance racial and social equity. ECS-2.2.1: Implement Racial and Social Equity Plan. CM *1-2 years Currently being implemented, most goals and suggestions have been accomplished. 487 ECS-2.2.2: Develop standardized reporting. CM *3-5 years 488 ECS-2.3: Conduct equity assessment for policies and ordinances. CM *Ongoing 489 ECS-2.4: Institutionalize equity in departmental operations. CM *Ongoing Status Goal ECS-1. All residents are engaged in decisions that impact their lives. Goal ECS-2. South San Francisco is a leader in incorporating equity considerations into policies, programs, and procedures. 326 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 490 ECS-2.5: Provide inclusive communications. Reflect the languages, cultures, and ethnicities found in the South San Francisco community in promotional materials and library collections. Library *Ongoing 491 ECS-2.6: Reduce documentation for services. CM *1-2 years 492 ECS-3.1: Ensure equitable distribution of opportunities. ECS-3.1.1: Expand placement of events. CM *Ongoing 2023 events included Santa Comes to Town at LPR, Movie Night @ Martin, Public Safety Town Hall at Alice Bulos, etc. National Night Out spread across town (was just in Paradise Valley in prior years). 493 ECS-3.1.2: Expand internet connectivity. Info Tech *6-10 years 494 ECS-3.1.3: Explore Downtown Resource Center. Cap Proj *3-5 years 495 ECS-3.2: Meet community needs for programing and services. ECS-3.2.1: Conduct ongoing evaluation of services. CM *Ongoing Completed biannual community survey at the end of 2023. Will continue every other year. 496 ECS-3.2.2: Pilot equitable involvement in services.CM *1-2 years Completed a FlashVote survey; P&R will follow-up on results (i.e. more 20-something programming). 497 ECS-3.2.3: Target locations of services. Recrea *Ongoing 498 ECS-3.3: Consider expanding Universal Basic Income Pilot. CM *1-2 years 499 ECS-3.4: Develop community benefits agreements program. Planning *Complete Completed with adoption of Zoning Ordinance Update. 500 ECS-3.5: Develop and promote small businesses. Econ Dev *Ongoing 501 ECS-3.6: Enhance language accessibility for City programs and services. CM *1-2 years 502 ECS-3.7: Support age-friendly initiatives. ECS-3.7.1: Pursue age-friendly community designation.CM *3-5 years 503 ECS-4.1: Sustain facility maintenance staffing targets. Facilities *3-5 years 504 Policy: ECS-4.2: Maintain existing and future city facilities.Facilities *3-5 years 505 ECS-4.3: Identify reductions to long term operations and maintenance costs. Facilities *3-5 years Goal ECS-3. South San Francisco equitably provides public services for all residents. Goal ECS-4. South San Francisco provides well- maintained and sustainable facilities to meet the needs of current 327 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 506 ECS-4.4: Integrate sustainable landscape strategies.Parks *Ongoing 507 ECS-4.5: Activate City facilities. Recrea *Ongoing 508 ECS-5.1: Develop partnerships for education. ECS-5.1.1: Collaborate with life sciences industry. Econ Dev *Ongoing 509 ECS-5.1.2: Identify special education opportunities. Econ Dev *3-5 years 510 ECS-5.1.3: Expand arts education. Recrea *3-5 years 511 ECS-5.1.4: Mitigate summer learning slide. Library *Ongoing 512 ECS-5.2: Provide a variety of youth programming. ECS-5.2.1: Target placement of programming. Recrea *Ongoing 513 ECS-5.2.2: Create summer internship pilot. CM *Ongoing 514 ECS-5.2.3: Create youth pilot programs to address resource gaps. CM *1-2 years 515 ECS-5.3: Maintain a data sharing agreement with South San Francisco Unified School District. CM *Ongoing 516 ECS-6.1: Improve public safety.ECS-6.1.1: Maintain community fire stations. Fire *Ongoing FY 2023-34 received $175k dollars in grant funding to add to IT security funding to upgrade electronic security access at all stations and improved fencing and security as Stations 61 and 64 517 ECS-6.1.2: Establish Community Safety and Equity Advisory Board. Police *Complete 518 ECS-6.1.3: Strengthen community cohesion through engagement with Police and Fire. Police *Ongoing 519 ECS-6.2 Develop and expand diversion programs. CM *3-5 years 520 ECS-6.3: Develop partnerships for referrals. Housing *Ongoing Promotores program provides an intake point for residents in need of social service connections including for housing resources, homelessness prevention, foodbank referrals and healthcare needs 521 ECS-6.4: Support reentry and restorative justice programs.CM *3-5 years 522 ECS-6.5: Enhance programs for unhoused population. Housing *1-2 years 523 ECS-6.6: Minimize surveillance.CM *3-5 years 524 ECS-6.7: Coordinate public safety programs.Police *Ongoing Goal ECS-6. South San Francisco promotes community safety and a sense of belonging for all residents. and future residents. Goal ECS-5. The City provides high-quality educational opportunities for all children and youth by maintaining a positive relationship with the South San Francisco Unified School District. 328 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 525 ECS-6.8: Report public safety data.Police *Ongoing 526 ECS-7.1: Ensure adequate library services, staffing, and facilities.Library *Ongoing LPR opened in 2023. 527 ECS-7.2: Promote libraries as community hubs. Library *Ongoing 528 ECS-7.3: Promote literacy programs. Library *Ongoing 529 ECS-7.4: Sustain diversity in library collections. Library *Ongoing 530 ECS-7.5: Expand outreach about diverse authors. Library *Ongoing 531 ECS-7.6: Provide navigation of City programs. Library *Ongoing 532 ECS-7.7: Conduct regular evaluation of library services. Library *Ongoing Goal ECS-7. South San Francisco public libraries serve as centralized hubs for educational and social services. 329 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 533 CHEJ-1.1: Increase access to healthcare. CHEJ-1.1.1: Assist in navigation of health and social services Econ Dev *Ongoing 534 CHEJ-1.1.2: County health partnerships. Econ Dev *Ongoing 535 CHEJ-1.1.3: Offer health literacy programs. Recrea *Ongoing 536 CHEJ-1.1.4: Partner with SSFUSD to provide school-based health centers. CM *Ongoing San Mateo County Department of Health is lead partner with SSFUSD on health services. 537 CHEJ-1.1.5: Explore healthcare public private partnerships. Econ Dev *Ongoing 538 CHEJ-1.1.6: Assist in the provision of nonprofit and community health centers. CM *3-5 years Determine if opioid settlement funds can be used to pay for mental health clinician. 539 CHEJ-1.1.7: Establish community paramedicine program.Fire *6-10 years 540 CHEJ-1.1.8: Reduce documentation for healthcare access. CM *1-2 years 541 CHEJ-1.2. Improve crisis response. CHEJ-1.2.1: Continue to participate in mental health crisis response pilot. CM *Ongoing Pilot program funded through June 2024. 542 CHEJ-1.2.2: Connect health and homeless services.CM *Ongoing Via the HOT team. 543 CHEJ-1.2.3: Develop pandemic preparedness plan. CM *1-2 years Restoration of Operations (ROOP) was in place in early COVID. Communications Manager to collaborate with Emergency Services Captain on the pandemic preparedness plan. 544 CHEJ-1.3: Collaborate with San Mateo County Health to share health-related data. CHEJ-1.3.1: Maintain and report health data. CM *3-5 years DEI Officer to discus with County Health, who compiles such data. 545 CHEJ-1.4: Integrate Health in All Policies approach. CHEJ-1.4.1: Require health impact assessment.Planning *3-5 years 546 CHEJ-1.4.2: Develop healthy development guidelines.Planning *3-5 years 547 CHEJ-1.5: Facilitate community input on health-focused programs and priorities. Planning *3-5 years 548 CHEJ-2.1: Ensure healthy food access. CHEJ-2.1.1: Explore economic incentives for food access.Housing *1-2 years 549 CHEJ-2.1.2: Provide healthy food education.CM *Ongoing Recreation Division and Pre-school offers the Science of Habits class; Congregate Nutrition program with seniors. Status Goal CHEJ-1. South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education. 330 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 550 CHEJ-2.1.3: Work with developers to provide a grocery store.Econ Dev *6-10 years 551 CHEJ-2.1.4: Expand farmers’ markets.Econ Dev *1-2 years 552 CHEJ-2.2: Encourage urban agriculture.Parks *1-2 years Partnering with non-profits to expand community gardens. Seeking funding to redevelop existing community gardens to make them more accessible to more people. 553 CHEJ-2.3: Allow food microenterprises. Planning *1-2 years 554 CHEJ-2.4: Encourage acceptance of food affordability programs. Econ Dev *Ongoing 555 CHEJ-2.5: Promote good nutrition. CHEJ-2.5.1: Adopt an ordinance that requires City-funded events offer healthy food choices to participants. CM *Ongoing Pre-school program has policy; need to expand to all city events. 556 CHEJ-2.5.2: Partner with SSFUSD to implement school nutrition education programs. CM *Ongoing Afterschool programs are currently providing nutrition education programs. Encouraging SSFUSD to provide similar programs. 557 CHEJ-2.6: Limit fast food and alcohol outlet concentration. Planning *Ongoing 558 CHEJ-3.1: Support regional efforts to improve air quality and protect human health. CHEJ-3.1.1: Monitor air quality in Lindenville, East of 101, and Downtown. Planning *3-5 years 559 CHEJ-3.2: Reduce mobile source pollution. CHEJ-3.2.1: Maintain truck route maps to minimize exposure. Eng/PW *Ongoing 560 CHEJ-3.2.2: Adopt an ordinance establishing vehicle idling restrictions. Planning *3-5 years 561 CHEJ-3.2.3: Transition the City's vehicle fleet to lower-emission fuel technologies. Maint *6-10 years 562 CHEJ-3.3: Support businesses in transitioning their operations to emit fewer air pollutants. CHEJ-3.3.1: Explore incentives for pollution reduction. Sustain *6-10 years Passed residential reach codes and working with County's Office of Sustainability to explore a more legally defensible pathway for electrification of commerical buildings. Public Works and other Departments have ongoing efforts to electrify its fleet. Participation in the County's RICAPS meetings to collaborate and explore ways to reduce polluction. 563 CHEJ-3.3.2: Reduce indoor air pollution.Building *Ongoing Accomplished with changes within the California Green Code which regulates more healthy standards for materials and lower VOC's. Goal CHEJ-2. All low- income residents in the city have access to healthy food options. Goal CHEJ-3. South San Francisco neighborhoods near highways and industrial uses have improved air quality. 331 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 564 CHEJ-3.4: Encourage participation in the Green Business Program.Econ Dev *Ongoing 565 CHEJ-3.5: Discourage development of sensitive uses near sources of pollution. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 566 CHEJ-3.6: Incentivize air filtration in multifamily residential buildings. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 567 CHEJ-3.7: Expand tree canopy. Parks *Ongoing 568 CHEJ-4.1: Support Brownfield remediation. CHEJ-4.1.1: Maintain map of hazardous sites.Planning *1-2 years 569 CHEJ-4.1.2: Precautions for Oyster Point Landfill. Eng/PW *3-5 years 570 CHEJ-4.2: Require remediation before development. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 571 CHEJ-4.3: Reduce exposure from hazardous materials. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 572 CHEJ-4.4: Maintain map of hazardous materials transport route. Eng/PW *Ongoing 573 CHEJ-4.5: Establish land use restrictions on new toxic wastes. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 574 CHEJ-4.6: Expand community engagement on remediation. Planning 3-5 years 575 CHEJ-5.1: Provide recreational programming to increase physical activity. Recrea *Ongoing 576 CHEJ-5.2: Develop partnerships to promote physical activity. Recrea *3-5 years 577 CHEJ-5.3: Promote active transportation.Planning *Ongoing 578 CHEJ-5.4: Access to clean drinking water. CM *Ongoing 579 CHEJ-6.1: Strengthen programs to maintain a safe and sanitary supply of affordable housing. CHEJ-6.1.1: Continue working with San Mateo Fall Prevention Task Force. Building *Ongoing 580 CHEJ-6.1.2: Establish lead and asbestos removal program.Building *6-10 years San Mateo County leads this effort for initial evaluations. Goal CHEJ-4. South San Francisco generates less solid waste, cleans up hazardous sites, and ensures safe storage and transportation of hazardous materials in Lindenville and East of 101. Goal CHEJ-5. Residents of all incomes, ages and abilities have opportunities to lead active lifestyles. 332 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 581 CHEJ-6.2: Enforce housing maintenance and building codes safety. Housing *Ongoing The City has developed a standing cross- departmental bi-weekly meeting to discuss properties with code violations or building code violations and ensure that safety is addressed and tenants are aware of their rights. 582 CHEJ-6.3: Track HUD inspections. Housing *Ongoing 583 CHEJ-6.4: Strengthen programs to provide housing and services for unhoused residents. CHEJ-6.4.1: Provide safe restroom facilities. CM *1-2 years SSFPD offers needle drop off, but not exchange. Need to work with San Mateo County in providing such facilities. 584 CHEJ-6.4.2: Implement permanent supportive housing.Housing *3-5 years 585 CHEJ-6.4.3: Provide services for unhoused families.Housing *3-5 years 586 CHEJ-6.4.4: Provide services for unhoused families. Housing *Ongoing 587 CHEJ-6.5: Partner with the local shelters. CM *Ongoing 588 CHEJ-7.1: Support residents who are at-risk of being displaced. CHEJ-7.1.1: Provide renter education and assistance.Housing *Ongoing 589 CHEJ-7.1.2: Develop anti- displacement plan.Housing *3-5 years Council approved a consultant contract to develop an Anti-Displacement Roadmap in January 2024. 590 CHEJ-7.1.3: Create a rental and eviction registry. Housing *1-2 years Will be discussed as part of Anti-Displacement Roadmap conversations. 591 CHEJ-7.1.4: Provide housing for people with disabilities.Planning *3-5 years 592 CHEJ-7.2: Create pathways for homeownership. CHEJ-7.2.1: Connect residents to mortgage assistance resources.Housing *1-2 years 593 CHEJ-7.3: Encourage resident controlled limited-equity housing.Cap Proj *1-2 years 594 CHEJ-7.4: Expand housing funds and programs.Recrea *1-2 years 595 CHEJ-7.5: Enforce fair housing laws. CHEJ-7.5.1: Provide resident housing rights education.Housing *1-2 years 596 CHEJ-7.5.2: Provide landlord housing rights education.Housing *1-2 years Goal CHEJ-6. Low-income residents have access to safe housing and shelter throughout South San Francisco. Goal CHEJ-7. Low-income households are protected from displacement. 333 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 597 CR-1.1: Prioritize the needs of vulnerable populations. Sustain *Ongoing 598 CR-1.2: Participate in regional hazard planning initiatives. CR-1.2.1: Continue to fund and contribute to the San Mateo County Flood and Sea Level Rise Resiliency District. CM *Ongoing City submitted annual letter of intent seeking funding to address sea level rise. City is facilitating sea level rise efforts between SFO, Samtrans, One Shoreline, including WQCP. 599 CR-1.2.2. Coordinate utility redundancy. CM *6-10 years New Library | Parks and Rec Center includes photovoltaics, backup batteries and microgrids. 600 CR-1.3: Mainstream municipal climate preparedness planning and assessment. CR-1.3.1: Participate in the countywide Hazard Mitigation Plan. Fire *Ongoing 2023 Countywide hazard mitigation plan and SSF Annex to the plan were approved by Council. Continuous five year review and approval of this plan. 601 CR-1.3.2: Conduct municipal building and facility sea level rise studies. Water Qu *Ongoing 602 CR-1.3.3: Require multi-hazard real estate disclosure. Planning *3-5 years 603 CR-1.4: Develop and maintain resilient infrastructure standards. Eng/PW *1-2 years 604 CR-1.5: Require capital projects in high hazard areas to adhere to risk assessment guidance. Eng/PW *Ongoing 605 CR-1.6: Continually strengthen emergency management and operations. CR-1.6.1: Develop a resiliency hub program. Fire *3-5 years 606 CR-1.6.2: Upgrade the Emergency Operations Center. Fire *Ongoing Audio visual equipment was upgraded and several computers replaced. 607 CR-1.6.3: Establish a resilience education program. Econ Dev *Ongoing City partners with regional entities on resiience education programs through the Silicon Valley Econ Development Alliance, San Mateo County and through the City's Economic Advancement Center. 608 CR-1.6.4: Identify locations for post- disaster emergency housing. Planning *3-5 years 609 CR-1.6.5: Maintain evaluation route plans. Fire *Ongoing 610 CR-1.7: Expand Community Emergency Response Team. CR-1.7.1: Foster Community Emergency Response Team – Promotores collaboration. Fire *1-2 years Workplan for 2024 611 CR-1.7.2: Increase Community Emergency Response Team outreach in community. Fire *Ongoing 2024 CERT Academy planned Status Goal CR-1: The City proactively advances community resilience and is prepared for all hazards, including climate disruption. 334 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 612 CR-1.7.3: Expand Community Emergency Response Team outreach at the library. Fire *1-2 years Workplan for 2024 613 CR-1.8: Enhance post-disaster recovery planning. CR-1.8.1: Prepare a post-disaster recovery plan. Fire *1-2 years Grant funds requested to hire a consultant, have not gained funding yet 614 CR-1.8.2: Adopt post-disaster repair standards for existing buildings. Building *Ongoing SSF has a Back to Business (B2B) program that allows commercial buildings to establish a contract with the City to appoint private, qualified personel (engineers) to evaluate their buildings post disaster to expedite their opening back up. 615 CR-1.9: Assess needs and resources for future pandemic response. CM *3-5 years 616 CR-2.1: Use best available sea level rise projections. Sustain *Ongoing 617 CR-2.2: Implement a variety of adaptation solutions. CR-2.2.1: Pursue shoreline protection for existing and future development. Sustain *Ongoing 618 CR-2.2.2: Use nature-based solutions for ecosystem resilience. Eng/PW *Ongoing 619 CR-2.3: Use green infrastructure to reduce flooding. Eng/PW *3-5 years 620 CR-2.4: Site municipal buildings and facilities at higher elevations. CR-2.4.1: Conduct Fire Station 61 and 62 relocation feasibility study. Fire *1-2 years 621 CR-2.5: Require floodproofing for new development in sea level rise inundation zones. Planning *Complete Completed with adoption of Zoning Ordinance Update. 622 CR-2.6: Require redevelopment in sea level rise inundation zones to adhere to sea level rise policies. Planning *Complete Completed with adoption of Zoning Ordinance Update. 623 CR-2.7: Require rebuilding of flood- damaged properties to meet sea level rise policies. Planning *Complete Completed with adoption of Zoning Ordinance Update. 624 CR-2.8: Partner with public and quasi-public agencies to minimize the impacts of sea level rise. Sustain *1-2 years 625 CR-2.9: Prioritize landward relocation of the Bay Trail realignment after flooding. Planning *Complete Completed with adoption of Zoning Ordinance Update. 626 CR-2.10: Explore sea level rise adaptation financing options. Sustain *1-2 years Goal CR-2: A resilient community that protects existing and future development and people from sea level rise and flooding. 335 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 627 Goal CR-3: A transformed Colma Creek. CR-3.1: Develop Colma Creek adaptation solutions.Planning *3-5 years Colma Creek studies by Hassell Studios is identifying potential adaptation solutions for specific locations. 628 CR-4.1: Protect buildings, infrastructure, and other assets from seismic hazards. CR-4.1.1: Conduct seismic assessments for municipal assets. Building *Ongoing Municipal buildings were last seismically assessed in 1990s and had retrofit work completed if necessary. 629 CR-4.1.2: Continually update the Building Code for seismic and other hazard safety. Building *Ongoing Completed every three years with the updated Title 24 California State Codes. 630 CR-4.1.3: Maintain a soft-story buildings inventory. Building *6-10 years 631 CR-4.1.4: Expand seismic retrofit incentive program expansion. Building *Ongoing Done through State and federal programs. 632 CR-4.2: Maintain emergency response capabilities. Fire *Ongoing 633 CR-4.3: Discourage hillside area development on slopes more than 30 percent. Planning *Complete Completed with adoption of Zoning Ordinance Update. 634 CR-4.4: Protect buildings, infrastructure, and other assets from other geologic hazards. Planning *Complete Completed with adoption of Zoning Ordinance Update. 635 CR-5.1: Implement Sign Hill wildfire mitigation measures. Fire *Ongoing Cooperating with Parks & Recreation to identify and remove fuels and reduce fire danger 636 CR-5.2: Maintain a comprehensive fire management program. Fire *Ongoing 637 CR-5.3: Expand access to evacuation and early warning technology for wildfire. Fire *Ongoing Evacuation software and plans exist. Currently working on a continuous campaign to educate the community. 638 CR-5.4: Maintain adequate emergency response resources. Fire *Ongoing 639 CR-6.1: Support resilient building design. CR-6.1.1: Review and update funding programs for resilient building design. Sustain *1-2 years 640 CR-6.1.2: Create a community engagement for weatherization programs. Housing *3-5 years 641 CR-6.2: Maintain clear and high- quality hazard communications. CR-6.2.1: Develop an early warning systems for heat and air quality. Fire *6-10 years 642 CR-6.2.2: Work with utilities to prevent shutoff during extreme events. CM *1-2 years Goal CR-4: The City minimizes the risk to life and property from seismic activity and geologic hazards in South San Francisco. Goal CR-5: The City minimizes the risk to life and property from wildfire in South San Francisco. Goal CR-6: A City prepared for the combined impacts of extreme heat and poor air 336 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 643 CR-6.3: Reduce heat island impacts through adaption strategies. CR-6.3.1: Identify heat island priority areas. Planning *3-5 years 644 CR-6.4: Maintain adequate cooling and warming centers. CR-6.4.1: Prepare a cooling and warming centers distribution plan. Fire *Ongoing Working with Parks & Recreation to identify locations, personnel and policy to open cooling and warming centers. 645 CR-6.5: Coordinate transportation system with air quality improvements. Eng/PW *3-5 years 646 CR-7.1: Minimize risk from hazardous materials. Fire *Ongoing 647 CR-7.2: Coordinate hazardous material regulation and management. Fire *Ongoing Annual inspection of all occupancies identified as having high hazardous material quantities. 648 CR-7.3: Assess hazardous materials management during development review. Fire *Ongoing 649 CR-7.4: Maintain awareness of hazardous waste handling and awareness. CR-7.4.1: Offer educational programing on hazardous materials disposal and pesticides. Maint *Ongoing Goal CR-7: Strong coordination with regulatory agencies to ensure safe and effective remediation of hazardous and toxic materials. extreme heat and poor air quality. 337 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 650 CP-1.1: Maintain and update the Climate Plan. CP-1.1.1: Update greenhouse gas reduction measures. Sustain *Ongoing Continuing to track GHG inventory and explore methods to reduce carbon emissions. Energy usage will be tracked monthly via an energy dashboard. 651 CP-1.1.2: Establish greenhouse gas emission thresholds.Planning *Ongoing 652 CP-1.2: Monitor progress towards carbon neutrality goal. CP-1.2.1: Update the community greenhouse gas inventory every five years.Sustain *Ongoing Continuing to track GHG inventory and explore methods to reduce carbon emissions. Energy usage will be tracked monthly via an energy dashboard. 653 CP-1.2.2: Prepare Municipal Greenhouse Gas inventory.Sustain *1-2 years Started work to prepare a municipal GHG inventory, need a commuter analysis to complete this benchmarking. 654 CP-1.3: Utilize innovative technologies to reduce emissions. Sustain *Ongoing 655 CP-1.4: Explore innovative pilot programs. Sustain *Ongoing 656 CP-1.5: Seek funding to support greenhouse emission reductions.Sustain *Ongoing 657 CP-1.6: Community education about greenhouse gas reduction incentives. Sustain *Ongoing 658 CP-2.1: Maintain Peninsula Clean Energy membership.Sustain *Ongoing 659 CP-2.2: Reduce emissions associated with natural gas infrastructure. Sustain *3-5 years 660 CP-2.3: Develop community solar projects. Sustain *3-5 years 661 CP-2.4: Install energy resilience infrastructure. Sustain *6-10 years 662 CP-2.5: Coordinate with Pacific Gas and Electric Public Safety Power Shutoffs. Sustain *1-2 years 663 CP-3.1: Building code maintenance for new and major renovations (energy efficiency). CP-3.1.1: Incentivize energy efficient new construction. Building *Ongoing Via California Energy Code and via Reachcodes adopted by the City 664 CP-3.1.2: Require non-residential all- electric new construction. Building *6-10 years 665 CP-3.1.3: Retrofit all-electric in existing buildings during major renovations. Building *6-10 years Status Goal CP-1: A carbon neutral community by 2045. Goal CP-2: A resilient and fossil fuel free energy system. 338 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 Status 666 CP-3.1.4: Require installation of photovoltaic panels.Building *Complete Required for new construction via California Energy Code. 667 CP-3.2: Building code maintenance for new and major renovations (water efficiency). CP-3.2.1: Require high-efficiency indoor water fixture.Building *Complete California Senate Bill 407 requires all existing fixtures to meet maximum usage standards. Compliance is verified during permit inspection. 668 CP-3.2.2: Update landscaping water requirements.Building *1-2 years 669 CP-3.3: Encourage the addition of battery storage.Sustain *1-2 years 670 CP-3.4: Adopt Electric Vehicle charging reach code. Adopt higher electric vehicle charging requirements than CALGreen for multifamily and nonresidential new construction. Sustain *1-2 years 671 CP-4.1: Establish efficiency upgrade programs. CP-4.1.1: Energy audits for homes and businesses.Sustain *3-5 years Track energy audits for homes and businesses by pushing out rebate programs with PCE and San Mateo County Energy upgrade. 672 PR-4.2: Coordinate with South San Francisco Unified School District on facility access. CP-4.1.2: Adopt Commercial Benchmarking ordinance.Building *3-5 years 673 CP-4.1.3: Retrocommissioning partnership.Sustain *3-5 years Working with the County's Office of Sustainability to explore incentives for property owners to understake retrocommissioning. 674 CP-4.2: Prepare a Building Electrification Plan. CP-4.2.1: Require electric panel upgrade at point of sale.Building *3-5 years 675 CP-4.2.2: Adopt Burnout Ordinance. Sustain *1-2 years Exploring this burnout ordinance with the County's Office of Sustainability. 676 CP-4.3: Establish Graywater permitting. Sustain *3-5 years 677 CP-4.4: Community education about energy and water incentives. Sustain *Ongoing 678 CP-5.1: Require minimum of LEED silver rating or equivalent for new buildings. Cap Proj *Ongoing 679 CP-5.2: Benchmark environmental performance of municipal buildings and facilities. Sustain *1-2 years 680 CP-5.3: Municipal building retrofits and operational changes.Sustain *3-5 years Goal CP-3: Green buildings are the standard in South San Francisco for new construction and major renovations. Goal CP-4: The performance of existing buildings in South San Francisco is improved. Goal CP-5: Improve the environmental efficiencies and performance of municipal 339 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 Status 681 CP-5.4: Require 75% waste diversion for municipal construction and demolition projects.Cap Proj *Ongoing 682 CP-5.5: Energy resilience of municipal buildings.Cap Proj *Ongoing New LPR building completed in 2023 is all electric. 683 CP-5.6: Electric vehicle chargers at municipal facilities.Cap Proj *Ongoing 684 CP-6.1: Maintain and update Waste Reduction Plan. CP-6.1.1: Adopt a Zero-waste plan. Maint *1-2 years 685 CP-6.1.2: SSF Scavenger partnership. Maint *Ongoing 686 CP-6.1.3: Establish waste reduction compliance pathways.Maint *1-2 years 687 CP-6.2: Educational outreach about waste diversion. Sustain *1-2 years 688 CP-6.3: Modify waste rate structures. Sustain *3-5 years 689 CP-6.4: Establish City green purchasing program. Establish a green purchasing program for City of South San Francisco. Sustain *1-2 years 690 CP-7.1: Protect and expand wetland habitat. Sustain *3-5 years 691 CP-7.2: Expand tree canopy cover. Parks *Ongoing 692 CP-7.3: Enhance Colma Creek ecological corridor.Sustain *3-5 years 693 CP-7.4: Explore carbon farming. Explore compost application on available acres of appropriate open space. Sustain *3-5 years 694 CP-8.1: Evaluate system efficiency. Water Qu *Ongoing 695 CP-8.2: Explore renewable biogas production.Water Qu *1-2 years Studying feasibility 696 CP-8.3: Explore recycled water supply.Water Qu *1-2 years Studying feasibility Goal CP-6: The City continues to divert organics from landfill in accordance with State targets. Goal CP-7: The City increases carbon sequestration in public lands, in open spaces, and in the urban forest through marsh enhancement and tree planting. Goal CP-8: The South San Francisco – San Bruno Water Quality Control Plant is a model for sustainable, resilient operations. performance of municipal buildings, facilities, landscaping, and parks in South San Francisco. 340 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 697 ES-1.1: Develop a connected open space network. Parks *6-10 years 698 ES-1.2: Strive for habitat diversity across the city. Parks *Ongoing 699 ES-1.3: Create a connected network of wildlife corridors. Parks *6-10 years 700 ES-1.4: Plant for biodiversity. ES-1.4.1: Manage vegetation at parks and open space for biodiversity. Parks *Ongoing 701 ES-1.5: Conduct equity assessments for conservation efforts. CM *3-5 years 702 ES-2.1: Protect marsh and wetland habitat. Sustain *3-5 years 703 ES-2.2: Maintain development standards adjacent to the San Francisco Bay to support habitat. ES-2.2.1: Require bird safe design East of 101. Planning *Complete Completed with adoption of Zoning Ordinance Update. 704 ES-3.1: Enhance Colma Creek as an ecological corridor. ES-3.1.1: Implement Colma Creek interpretive signage. Parks *6-10 years 705 ES-3.2: Co-locate park and open space patches along Colma Creek. Parks *6-10 years 706 ES-3.3: Maintain development standards along Colma Creek to support habitat. Planning *Complete Zoning Ordinance and Lindenville Specific Plan include development standards adjacent to Colma Creek. 707 ES-3.4: Implement stormwater management throughout the Colma Creek watershed. Eng/PW *3-5 years 708 ES-3.5: Maintain stormwater management partnerships. Water Qu *Ongoing 709 ES-4.1: Expand tree canopy cover. ES-4.1.1: Implement the City’s Urban Forest Plan.Parks *Ongoing 710 ES-4.2: Avoid tree removal. Parks *Ongoing 711 ES-4.3: Support the staged succession of tree planting. Parks *Ongoing 712 ES-4.4: Plan for tree planting to promote tree health. Parks *Complete 713 ES-4.5: Promote good tree maintenance. Parks *Ongoing 714 ES-4.6: Support education and engagement about the urban forest. Parks *Ongoing Status Goal ES-1: The City supports nature in South San Francisco to encourage healthy ecosystems, improve air and water quality, improve public health, and adapt to a changing climate. Goal ES-2: South San Francisco is a steward of the San Francisco Bay and its habitat. Goal ES-3: Colma Creek is an ecological corridor that supports community resilience and livability. Goal ES-4: An abundant, robust urban forest that contributes to South San Francisco’s quality of life as it combats the effects 341 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 715 ES-4.7: Enforce the Tree Preservation Ordinance. Maint *Ongoing 716 ES-4.8: Maintain and update the tree inventory. Parks *Ongoing Inventory completed; maintenance is ongoing. 717 ES-4.9: Choose native, climate- adaptive trees. Parks *Ongoing 718 ES-4.10: Require tree survey with project applications. Planning *1-2 years Will add requirement to Planning Application 719 ES-5.1: Remove invasive species. Planning *3-5 years 720 ES-5.2: Control and manage invasive plants found on site. Planning *3-5 years 721 ES-5.3: Use a waterwise planting palette during new construction. ES-5.3.1: Update the planting guidelines.Planning *3-5 years 722 ES-5.4: Preserve native plants during construction. Planning *3-5 years 723 ES-5.5: Plant using a multi-layered cluster to support wildlife.Planning *3-5 years 724 ES-5.6: Create pollinator habitats in medians and landscapes.Parks *Ongoing 725 ES-5.7: Discourage herbicide and pesticide use. Parks *Ongoing 726 ES-5.8: Design irrigation systems for water conservation. Planning *3-5 years 727 ES-5.9: Encourage alternative irrigation water sources. Parks *Ongoing 728 ES-5.10: Use regenerative design practices. Planning *3-5 years 729 ES-6.1: Catalog wildlife and plant inventories. Planning *3-5 years 730 ES-6.2: Conduct wildlife and plant assessments for new development. Planning *1-2 years Will add requirement to Planning Application, applicable to projects located within environmentally sensitive areas as identified in GP. 731 ES-6.3: Conduct site-specific assessments for new development in ecologically sensitive habitat areas. Planning *Complete Completed with adoption of Zoning Ordinance Update. 732 ES-6.4: Manage and conserve natural areas at risk. Parks *Ongoing 733 ES-7.1: Develop and implement comprehensive watershed management strategy. Eng/PW *3-5 years of climate change. Goal ES-5: Landscape design standards for new development enhance habitat quality, reduce water use, and support a diverse ecosystem. Goal ES-6: Threatened and endangered wildlife and plant species thrive in South San Francisco. 342 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 734 ES-7.2: Integrate green infrastructure in City projects. ES-7.2.1: Implement the Green Infrastructure Plan.Eng/PW *Ongoing 735 ES-7.2.2: Identify opportunities to implement green Infrastructure in parks and open space. Parks *Ongoing All new projects require green infrastructure and minimize impervious surfaces. 736 ES-7.3: Require stormwater management practices for new and redevelopment projects. Planning *Complete Completed with adoption of Zoning Ordinance Update. 737 ES-7.4: Encourage pervious surfaces in new developments.Planning *Complete Completed with adoption of Zoning Ordinance Update. 738 ES-8.1: Optimize groundwater recharge in new development. Planning *3-5 years 739 ES-8.2: Implement potable water demand reduction measures. Sustain *3-5 years 740 ES-9.1: Maintain a Historic Resources Inventory. ES-9.1.1: Explore the feasibility of a Downtown Historic Commercial District development. Planning *3-5 years 741 ES-9.1.2: Prepare Downtown urban design guidelines. Planning *3-5 years Will release a Request for Proposals for this work in 2024. 742 ES-9.1.3: Expand historic markers and maps to promote and celebrate history. Planning *3-5 years 743 ES-9.1.4: Expand historic resources education through partnerships. Planning *3-5 years 744 ES-9.1.5: Preservation resources. Planning *3-5 years 745 ES-9.2: Identify historic resources. Planning *3-5 years 746 ES-9.3: Encourage adaptive reuse of historic resources. Planning *3-5 years 747 ES-9.4: Protect hardscape and cultural landscape elements. Planning *3-5 years 748 ES-9.5: Require historic surveys as part of development project requirements. ES-9.5.1: Historic evaluation. Planning *Complete Completed with adoption of Zoning Ordinance Update. 749 ES-10.1: Maintain archaeological procedures for new development. Planning *1-2 years 750 ES-10.2: Support archaeological education. Planning *3-5 years 751 ES-10.3: Require that development proposals be referred to appropriate archaeological resources. Planning *1-2 years Will include requirement to refer projects to NAHC and local Native Americal tribes on Planning Application form. Goal ES-7: The City increases stormwater infiltration and reduces the amount of pollutants entering the stormwater system. Goal ES-8: Clean and sustainable groundwater. Goal ES-9: Protect important historic architectural resources for the aesthetic, educational, economic, and scientific contribution they make to South San Francisco’s identity and quality of life. Goal ES-10: South San Francisco’s archaeological resources provide a link to the city’s prehistoric and historic past and 343 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 752 ES-10.4: Ensure the protection of known archaeological resources through records review. Planning *1-2 years Will include requirement to refer projects to NAHC and local Native Americal tribes on Planning Application form. 753 ES-10.5: Discovery of significant historic or prehistoric archaeological artifacts. Planning *1-2 years Standard mitigation measure. 754 ES-11.1: Identification of tribal cultural resources. Planning *1-2 years Standard mitigation measure. 755 ES-11.2: Include history of Native American peoples in Colma Creek transformation. Planning *6-10 years 756 ES-11.3: Conduct tribal consultation during development review. Planning *Ongoing Goal ES-11: South San Francisco protects sites, features, places, or objects that are of cultural value to one or more California Native American Tribes. and historic past and strengthen the city’s sense of place. 344 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action NOISE ELEMENT 4 2 1 1 757 NOI-1-1: Ensure new development complies with Noise Compatibility guidelines. NOI-1.1.1: Enforce Exterior and Interior noise limits.Building *Ongoing Via SSF municipal code requirements and requirements for interior noise level maximums from California Building Code and California Residential Code. 758 NOI-1.1.2: Incorporate noise compatibility conditions of approval.Planning *1-2 years 759 NOI-1.1.3: Require noise study in applicable areas.Planning *1-2 years Will add requirement to Planning Application. 760 NOI-1.1.4: Enforce Noise Insulation Standards.Building *Ongoing Via SSF municipal code requirements and requirements for interior noise level maximums from California Building Code and California Residential Code. 761 NOI-1.1.5: Require noise control for new developments.Planning *Complete Completed with adoption of Zoning Ordinance Update. 762 NOI-2.1: Require vibration analysis for sensitive receptors.Planning *Complete Completed with adoption of Zoning Ordinance Update. 763 NOI-2.2: Require vibration analysis for rail lines.Planning *Complete Completed with adoption of Zoning Ordinance Update. 764 Goal NOI-3: Historic structures are not exposed to unacceptable vibration levels. NOI-3.1: Require vibration analysis for historic structure protection. Planning *Complete Completed with adoption of Zoning Ordinance Update. Status Goal NOI-1: Residents and employees of South San Francisco are exposed to acceptable noise levels. Goal NOI-2: Prevent the exposure of residents and employees of South San Francisco unacceptable vibration levels. 345 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 1 LU-1.1: Support mixed use activity centers. LU-1.1.1: Maintain vacant building inventory. Econ Dev *6-10 years 2 LU-1.1.2: Implement mixed use rezoning.Planning *Complete Completed with adoption of Zoning Ordinance Update. 3 LU-1.1.3: Complete neighborhoods study.Planning *3-5 years 4 LU-1.2: Connectivity in complete neighborhoods. LU-1.2.1: Department coordination for complete neighborhoods planning. Planning *Ongoing 5 LU-1.2.2: Develop infrastructure improvement program for complete neighborhoods. Planning *3-5 years 6 LU-1.3: Improve access to healthy foods. LU-1.3.1: Rezoning and public easements for healthy foods. Planning *3-5 years 7 LU-1.4: Maintain and expand public facilities and services.CM *3-5 years 8 LU-1.5: Create places and opportunities for neighborhood events. LU-1.5.1: Funding for neighborhood events.CM *Ongoing Each Council district has an outreach budget for events; P&R had cultural events grants; National Night Out in August. 9 LU-1.6: Promote Childcare and pre- K facilities. LU-1.6.1: Zone for Childcare and pre- K. Planning *Complete Completed with adoption of Zoning Ordinance Update. 10 LU-1.6.2: Fund and expand childcare and pre-K. Recrea *3-5 years 11 LU-2.1: Prioritize development near transit centers. LU-2.1.1: Explore incentives to increase the provision of affordable housing. Housing *1-2 years 12 LU-2.1.3: Update existing Specific Plans.Planning *Complete Completed with adoption of Zoning Ordinance Update. 13 LU-2.1.2: Develop Specific Plans around transit centers.Planning *3-5 years 14 LU-2.1.4: Community benefits framework.Planning *Complete Completed with adoption of Zoning Ordinance Update. 15 LU-2.1.5: Community engagement near transit centers.Planning *3-5 years 16 LU-2.2: Architectural transitions near transit centers.Planning *Complete Completed with adoption of Zoning Ordinance Update. 17 LU-2.3: Develop connected transit- oriented communities. LU-2.3.1: Coordination with local and regional transit agencies Planning *3-5 years 18 LU-2.3.2: Incorporate wayfinding signage.Planning *3-5 years Status Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. Goal LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility 346 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 19 LU-2.3.3: Incorporate gateway elements near transit centers.Planning *3-5 years 20 LU-2.3.4: Upgrade pedestrian/bicycle scaled lighting. Planning *1-2 years Incorporate into mobility corridor studies. 21 LU-2.5: Encourage shared parking in neighborhoods. LU-2.5.1: Study parking strategies near transit centers. Planning *6-10 years 22 LU-2.6: Develop gathering spaces near mobility hubs.Planning *3-5 years 23 LU-3.1: Create affordable and workforce housing. LU-3.1.1: Coordinate with SSFUSD regarding housing on closed school sites. CM *3-5 years City continues to discuss during City/SSFUSD liaison meetings; ECD continues to offer housing expertise to SSFUSD. 24 LU-3.1.2: Allow housing on sites with institutional uses.Planning *Complete Completed with adoption of Zoning Ordinance Update. 25 LU-3.1.3: Develop workforce housing program.Housing *3-5 years 26 LU-3.2: Update zoning to be in compliance with State housing law.Planning *1-2 years Will be adopted in early 2024. 27 Policy: LU-3.3 Encourage diversity of housing types and sizes.Planning *Complete Completed with adoption of Zoning Ordinance Update. 28 LU-3.4: Facilitate multi-generational housing.Planning *1-2 years 29 LU-3.5: Facilitate live/work housing. Planning *Complete Completed with adoption of Zoning Ordinance Update. 30 LU-3.6: Facilitate housing for all needs.Planning *Ongoing Supportive Housing will be addressed in 2024 Zoning Ordinance Cleanup. 31 LU-3.7: No net loss in housing. Planning *Complete Completed with adoption of Zoning Ordinance Update. 32 LU-3.8: Implement Inclusionary Housing Ordinance and State Density Bonus. Planning *Ongoing 33 LU-3.9: Incentivize and preserve affordable housing and develop models to expand homeownership. LU-3.9.1: Create affordable housing overlay zone.Housing *3-5 years 34 LU-3.9.2: Encourage preservation and upkeep of naturally-occurring affordable housing. Housing *1-2 years 35 LU-3.10: Existing home retrofit for agefriendly design.Building *6-10 years improved mobility options. Goal LU-3: A diverse range of housing options that create equitable opportunity for people of all ages, races/ethnicities, abilities, socio-economic status, genders, and family types to live in South San Francisco. 347 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 36 LU-3.11: Affordable housing for older adults.Econ Dev *3-5 years 37 LU-4.1: Implement objective design standards. Adopt and implement objective design standards to manage new low-density development. Planning *Complete Completed with adoption of Zoning Ordinance Update. 38 LU-4.2: Encourage small-scale residential infill development.Planning *3-5 years 39 LU-4.3: Promote complete neighborhoods by allowing some commercial uses in residential neighborhoods. Planning *3-5 years 40 LU-4.4: Improve pedestrian and bicycle connectivity in residential neighborhoods. Planning *3-5 years Active South City Plan identifies necessary pedestrian and bicycle improvements. 41 LU-4.5: Neighborhood compatibility. Planning *Complete Completed with adoption of Zoning Ordinance Update. 42 LU-4.6: Develop neighborhood design guidelines. Planning *3-5 years 43 LU-4.7: Support neighborhood associations.CM *3-5 years P&R provides meeting space for neighborhood associations at the nonprofit rate; City supports existing meetings, such as West Winston Manor annual meeting; free vendor spots at farmer's market for nonprofit/community organizations. 44 LU-4.8: Promote maintenance and improvement of property through code enforcement. Maint *Ongoing 45 LU-4.9: Encourage amenity space for physical activity / healthy living in multifamily development. Planning *1-2 years 46 LU-4.10: Encourage walkable connections in multifamily development. Planning *1-2 years Active South City Plan and Lindenville Specific Plan identify necessary pedestrian and bicycle improvements. 47 LU-4.11: Encourage neighborhood compatible uses.Planning *3-5 years 48 LU-5.1: Maintain a critical mass of land zoned for R&D.Planning *Complete Completed with adoption of Zoning Ordinance Update. 49 LU-5.2: Maintain high-quality design and development standards.Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal LU-4: High-quality residential neighborhoods. Goal LU-5: South San 348 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 50 LU-5.3: Require campus open space. Planning *Complete Completed with adoption of Zoning Ordinance Update. 51 LU-5.4: Zone to attract emerging technology businesses.Planning *Complete Completed with adoption of Zoning Ordinance Update. 52 LU-5.5: Improve connectivity for R&D workforces.Eng/PW *3-5 years 53 LU-5.6: Community benefits framework.Planning *Complete Completed with adoption of Zoning Ordinance Update. 54 LU-5.7: Collaboration with property owners. Planning *Ongoing 55 LU-6.1: Preserve industrial uses in areas designated Mixed Industrial High. Planning *Ongoing 56 LU-6.2: Prohibit incompatible use encroachment. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. South Airport Specific Plan within East of 101 is likely to start in 2024 or 2025. 57 LU-6.3: Encourage redevelopment of older or marginal industrial areas. LU-6.3.1: Encourage property assemblage and master planning. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 58 LU-6.3.2: Provide density bonuses for assembled parcels.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 59 LU-6.4: Monitor Industrial land availability. Sustain *Ongoing 60 LU-6.5: Preserve production, distribution, service, and repair (PDR) businesses. LU-6.5.1: Establish flexible development standards for industrial uses. Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 61 LU-6.6: Encourage non-polluting industries. LU-6.6.1: Cleanup of Hazardous sites. Sustain *6-10 years Working to obtain funds from the DTSC and just got a grant for 905 and 616 Linden 62 LU-6.7: Provide efficient permitting of industrial uses.LU-6.7.1: Online permitting.Building *Complete 63 LU-6.7.2: Streamline permitting for specific uses.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 64 LU-6.8: Maintain industrial circulation in Lindenville and East of 101 while expanding active transportation and TDM. Planning *Ongoing General Plan, Zoning Ordinance and Lindenville Specific Plan identify circulation goals; prioritized corridor studies underway. 65 LU-6.9: Goods movement in Lindenville and East of 101.Planning *3-5 years Lindenville Specific Plan, adopted in 2023, includes related policies/standards. 66 LU-7.1: Promote complete neighborhoods. Planning *1-2 years Zoning Ordinance and Lindenville Specific Plan include related policies/standards. Goal LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. Francisco remains a hub of R&D employment, operations, and innovation and is home to the largest worldwide cluster of life science uses. 349 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 67 Policy: LU-7.2 Concentrate neighborhood-serving commercial.Planning *1-2 years 68 LU-7.3: Determine incentives to create community facilities. Planning *3-5 years 69 LU-7.4: Intensify low-density strip commercial and shopping centers.Planning *6-10 years 70 LU-7.5: Foster pedestrian and bicycle access in neighborhood commercial development. Planning *3-5 years Active South City Plan identifies necessary pedestrian and bicycle improvements. 71 LU-7.6: Support business upkeep and maintenance. LU-7.6.1: Develop programs related to building upkeep and maintenance.Econ Dev *3-5 years 72 LU-7.6.2: Support formalization of business associations. Econ Dev *3-5 years 73 LU-7.7: Affordable spaces for emerging businesses.Econ Dev *3-5 years 74 LU-7.8: Allow Mobile Vendors. LU-7.8.1: Create standards for mobile food markets. Planning *3-5 years 75 LU-8.1: Expand arts and cultural programming in public spaces. LU-8.1.1: Identify arts and cultural districts.Planning *Complete Completed with adoption of Lindenville Specific Plan. 76 LU-8.1.2: Create design policies for arts and cultural areas.Recrea *Ongoing 77 LU-8.1.3: Identify financing for arts and cultural programming. Recrea *Ongoing 78 LU-8.2: Create an attractive pedestrian environment. LU-8.2.1: Consider a city-wide streetscape master plan.Planning *3-5 years 79 LU-8.2.2: Street corridor design standards. Planning *3-5 years Incorporate into mobility corridor studies. 80 LU-8.3: Improve pedestrian connections and sidewalks. Eng/PW *Ongoing 81 LU-8.4: Require street trees. Planning *1-2 years 82 LU-8.5: Provide plazas and gathering places. Improve existing and create new plazas and public gathering places throughout the city. CM *3-5 years Construction of Matsumoto Plaza near Caltrain Station underway, scheduled to open Spring 2024; Grand Ave Breezeway updated in 2023; LPR Plaza completed in 2023. All improvements include age- friendly design. 83 LU-8.6: Sustainable design in the public realm.Eng/PW *Ongoing 84 LU-8.7: Improve the Colma Creek public realm. Eng/PW *6-10 years Goal LU-7: A diverse economy and range of businesses by maintaining, beautifying, and expanding spaces for neighborhood commercial, including retail, restaurants, and small offices. Goal LU-8: A network of attractive, pedestrian- oriented, human-scale and well-landscaped streets and civic spaces throughout the city for all ages and abilities. 350 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action LAND USE ELEMENT 21 16 30 29 Status 85 LU-8.8: Maintain and protect public views.Planning *Ongoing 86 LU-8.9: Ensure ADA accessibility. Building *Ongoing Via California Building Code 11A and 11B. 87 LU-8.10: Ensure adequate infrastructure and utilities.Eng/PW *3-5 years 88 LU-8.11: Transfer of development rights for non-active rail spurs.Planning *1-2 years Lindenville Specific Plan includes TDR standards for a specific area; need to determine other areas where this could be applicable. 89 LU-9.1: Create new and update existing design guidelines and development standards. LU-9.1.1: Aspirational design standards.Planning *3-5 years Will release a Request for Proposals for this work in 2024. 90 LU-9.1.2: Form-based codes. Planning *Complete Completed with adoption of Zoning Ordinance Update. 91 LU-9.1.3: Create location-specific design guidelines.Planning *3-5 years Will release a Request for Proposals for this work in 2024. 92 LU-9.1.4: Periodic review of development procedures.Planning *Ongoing 93 LU-9.2: Encourage architectural and visual interest in new development.Planning *Complete Completed with adoption of Zoning Ordinance Update. 94 LU-9.3: Require quality building materials. LU-9.3.1: Create building materials list.Planning *3-5 years Zoning Ordinance includes related section; update of design guidelines to include more specific guidance. 95 LU-9.4: Require walkable and inviting buildings and spaces. LU-9.4.1: Develop utility equipment design standards.Planning *6-10 years 96 LU-9.5: Orient buildings to public spaces.Planning *Complete Completed with adoption of Zoning Ordinance Update. GOAL LU-9: High level of quality in architecture and site design in all renovation and construction of buildings. 351 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Downtown Sub-Area 8 4 5 10 97 SA-1.1: Reinforce Downtown dining and retail. Econ Dev *Ongoing 98 SA-1.2: Support small locally-owned businesses.Planning *Ongoing 99 SA-1.3: Support community-based organizations. SA-1.3.1: Create space for community-based organizations. Planning *3-5 years 100 SA-2.1: Strengthen Downtown identity. SA-2.1.1: Establish arts and cultural district. Planning *3-5 years Lindenville Specific Plan identified standards to create an arts and cultural district along South Linden Ave, just south of Downtown. 101 SA-2.1.2: Incentivize artist and makers spaces.Planning *3-5 years Lindenville Specific Plan identified standards to create an arts and cultural district along South Linden Ave, just south of Downtown. 102 SA-2.1.3: Downtown marketing and branding.Econ Dev *3-5 years 103 SA-2.1.4: Develop Downtown Gateways:Planning *3-5 years 104 SA-2.1.5: Encourage community events and programming.Recrea *3-5 years 105 SA-2.2: Protect historic buildings. Planning *Complete Completed with adoption of Zoning Ordinance Update. 106 SA-3.1: Implement the Downtown Station Area Specific Plan. SA-3.1.1: Engage with community on Downtown growth. CM *3-5 years 107 SA-3.2: Create mixed use neighborhood centered along Colma Creek. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 108 SA-3.3: Balance parking needs and impacts Downtown. Planning *Ongoing 109 SA-3.4: Focus housing growth Downtown.Planning *Ongoing 110 SA-3.5: Encourage Downtown parcel aggregation. Encourage flexibility in allowing developers to aggregate parcels. Planning *3-5 years 111 SA-4.1: Preserve existing affordable housing. SA-4.1.1: Homeownership expansion. Housing *3-5 years Status Goal SA-1: The City supports existing neighborhood commerce and provides opportunities to expand commercial Downtown. Goal SA-2: The history and culture of Downtown and its residents are celebrated through arts and cultural resources. Goal SA-3: The City promotes new residential, mixed use, and employment uses to add business patrons and residents to create a sustainable and thriving Downtown, while maintaining a scale and character that is complementary to existing uses. Goal SA-4: New 352 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 112 SA-4.2: Leverage publicly-owned land Downtown. Housing *3-5 years City Council has approved acquisition of 3 parcels in downtown for future redevelopment as affordable housing. The City hopes to complete due diligence and close on the properties in 2Q 2024. 113 SA-4.3: Encourage moderate density housing types.Planning *Complete Completed with adoption of Zoning Ordinance Update. 114 SA-5.1: Improve Downtown pedestrian and bicycle network.Eng/PW *3-5 years 115 SA-5.2: Maintain Downtown properties and businesses. SA-5.2.1: Support Downtown business upkeep and maintenance. Econ Dev *3-5 years 116 SA-5.3: Enhance Downtown streetscapes. Eng/PW *3-5 years 117 SA-5.4: Improve Downtown signage. Eng/PW *3-5 years 118 Goal SA-6: Contextual building design and development benefits current and future residents. SA-6.1: Develop new buildings to be compatible with Downtown building scale and character. Planning *Complete Completed with adoption of Zoning Ordinance Update. 119 SA-7.1: Encourage a mix of uses on Airport Boulevard.Planning *Complete Completed with adoption of Zoning Ordinance Update. 120 SA-7.2: Encourage active ground floor uses.Planning *Complete Completed with adoption of Zoning Ordinance Update. 121 SA-7.3: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 122 SA-7.4: Continue to recognize Gimbal’s/Bettera Brands as a legacy use. Planning *Complete 123 SA-7.5: Improve Airport Boulevard streetscape. Planning *3-5 years Initiating Airport streetscape study. El Camino Real Sub-Area 9 8 10 5 124 SA-8.1: Housing diversity on El Camino Real. SA-8.1.1: Remove ground floor retail requirement.Planning *Complete Completed with adoption of Zoning Ordinance Update. 125 SA-8.2: Develop high-density housing.Planning *Complete Completed with adoption of Zoning Ordinance Update. 126 SA-8.3: Encourage parcel aggregation along El Camino Real.Planning *3-5 years Goal SA-4: New opportunities are created to live Downtown and to protect existing residents against threats of displacement. Goal SA-5: New improvements are focused on Grand Avenue and Linden Avenue to restore these historic corridors to once again being the focus of the community. Goal SA-7: Airport Boulevard is improved as a gateway to the city. Goal SA-8: A range of housing types are produced for different income levels and household types along El 353 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 127 SA-8.4: Inclusionary housing along El Camino Real.Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 128 SA-8.5: Leverage publicly-owned land along El Camino Real. SA-8.5.1: Facilitate affordable housing development on the Municipal Services Building site. Planning *6-10 years Zoning Ordinance permits multi-family mixed-use development. 129 SA-9.1: Support implementation of the entitled residential development on the SFPUC site. SA-9.1.1: Allow mixed use development along Mission Road. Planning *Ongoing City staff continues to support developer in effort to implement SFPUC development. 130 SA-9.2: Encourage redevelopment of Winston Manor Center as mixed use center. Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 131 SA-10.1: Allow mix of uses at South San Francisco BART. SA-10.1.1: Coordinate with BART on developing housing at SSF BART station. Planning *6-10 years 132 SA-10.1.2: Create station area access plan.Planning *3-5 years 133 SA-10.2: Intensify residential uses. Planning *6-10 years 134 SA-10.3: Encourage active ground floor uses near South San Francisco BART. Planning *Complete Completed with adoption of Zoning Ordinance Update. 135 SA-11.1: Develop mixed use hub at the El Camino Real/Chestnut Avenue area. SA-11.1.1: Reduce building heights to be consistent with residential height allowances Downtown.Planning *Complete Completed with adoption of Zoning Ordinance Update. 136 SA-11.1.2: Continue to implement the El Camino Real/Chestnut Avenue Area Plan.Planning *Ongoing 137 SA-11.2: Develop retail center at El Camino Real/Chestnut Avenue area. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development. 138 SA-12.1: Allow mix of uses in the South Spruce Avenue area. SA-12.1.1: Increase residential densities in proximity to El Camino Real and South Spruce Avenue.Planning *Complete Completed with adoption of Zoning Ordinance Update. 139 SA-12.2: Encourage redevelopment of Brentwood Shopping Center.Planning *6-10 years Zoning Ordinance permits multi-family mixed-use development.Goal SA-12: A hub of activity is developed at household types along El Camino Real and throughout the corridor. Goal SA-9: Mixed use development is encouraged along El Camino Real and business developed is supported along the corridor. Goal SA-10: The South San Francisco BART Station is developed as a mixed use hub; continue to work closely with BART to coordinate on land use changes an development near the Station. Goal SA-11: Active pedestrian-oriented, mixed use centers are created at the El Camino Real/Chestnut Avenue area. 354 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 140 SA-12.3: Create new connections to the Centennial Way Trail in the South Spruce Avenue Area. Eng/PW *3-5 years Centennial Way Master Plan identifies potential improvements. 141 SA-12.4: Continue to recognize Bimbo’s Bakery as legacy use. Planning *Complete 142 SA-12.5: Continue to recognize See’s Candies as a legacy use.Planning *Complete 143 SA-12.6: Encourage residential development within 65 db noise contour. SA-12.6.1: Review consistency with San Francisco International Airport Land Use Compatibility Plan. Planning *Ongoing Zoning Ordinance includes standards related to ALUCP compatibility. 144 SA-13.1: Support small locally- owned businesses. SA-13.1.1: Business support for El Camino Real businesses. Econ Dev *3-5 years 145 SA-13.2: Implement El Camino Real streetscape enhancements.Eng/PW *Ongoing 146 SA-13.3: Require sidewalk widening along El Camino Real.Eng/PW *Ongoing 147 SA-13.4: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 148 SA-14.1: Improve pedestrian and bicycle connections through SFPUC site. Cap Proj *3-5 years 149 SA-14.2: Improve Colma Creek connections from El Camino Real.Planning *6-10 years Colma Creek studies ongoing. 150 SA-14.3: Improve safety of El Camino Real crossings. SA-14.3.1: Implement El Camino Real wayfinding signage. Planning *3-5 years 151 SA-14.4: Improve pedestrian and bicycle connections to the Centennial Way Trail. SA-14.4.1: Chestnut Avenue and Antoinette Lane intersection improvement. Planning *3-5 years Mobility improvements in this area are underway. 152 SA-14.5: Maintain roadway connectivity in El Camino Real. SA-14.5.1: New Roadway connection in El Camino Real in SFPUC / Kaiser area. Planning *6-10 years Potential connections have been identified. 153 SA-15.1: Continue the Community Civic Campus. Cap Proj *Complete 154 SA-15.2: Develop outdoor programming and cultural events.Recrea *Ongoing LPR completed in 2023. Centennial Way master plan identifies additional areas within the ECR corridor. 155 SA-15.3: Create art and gathering spaces along El Camino Real. Recrea *3-5 years Via public art ordinance, art will be delivered with redevelopment Goal SA-13: A quality public realm along El Camino Real with appropriate transitions to nearby neighborhoods. Goal SA-14: Improved pedestrian, bicycle, and roadway connections between adjacent residential neighborhoods and El Camino Real. Goal SA-15: Opportunities for new recreational spaces that offer public services, entertainment options, and open space. the South Spruce Avenue Area with a mix of personal services, restaurants, markets and grocery stores, offices, retail, entertainment, and gathering places. 355 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status East of 101 Sub-Area 6 3 12 10 156 SA-16.1: Require high-density development near the Caltrain station. SA-16.1.1: Introduce shared district parking. Planning *6-10 years 157 SA-16.2: Implement public realm improvements near the Caltrain station. SA-16.2.1: Develop retail, restaurants, and vendors strategy.Planning *3-5 years 158 SA-16.3: Create new parks and open spaces in East of 101. Parks *6-10 years Oyster Point Marina park improvements were finalized. Other potential locations to be identified through future studies. 159 SA-16.4: Adequate public services and utilities in East of 101. Eng/PW *6-10 years 160 SA-16.5: Encourage development of hotels near the Caltrain Station.Planning *6-10 years 161 SA-17.1: Develop affordable and market rate housing in East of 101. SA-17.1.1: Designate residential priority sites. Planning *3-5 years Zoning in place, opportunity sites identified in Housing Element. South Airport Specific Plan intended to be started in 2024 or 2025. 162 SA-17.1.2: Remove parking minimums in East of 101. Planning *Complete Completed with adoption of Zoning Ordinance Update. 163 SA-17.1.3: Encourage property assemblage and master planning along South Airport Boulevard. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development; South Airport Specific Plan intended to be started in 2024 or 2025. 164 SA-17.1.4: South Airport Boulevard Specific Plan. Planning *3-5 years Submitting grant application to Metropolitan Transportation Commission for funding; South Airport Specific Plan intended to be started in 2024 or 2025. 165 SA-17.2: Leverage publicly-owned land for affordable housing.Housing *Ongoing 166 SA-17.3: Incentivize housing near the Caltrain Station.Planning *Ongoing Zoning Ordinance permits multi-family mixed-use development. 167 SA-17.4: Create standards for housing design that mitigate for air quality impacts. Planning *Complete Completed with adoption of Zoning Ordinance Update. 168 SA-18.1: Require small block sizes for new residential neighborhoods.Planning *Complete Completed with adoption of Zoning Ordinance Update. 169 SA-18.2: Improve sidewalk and related pedestrian amenities.Eng/PW *3-5 years Goal SA-16: A new transit- oriented community in East of 101 with a diverse mix of uses, places, and programming to inspire creativity and social interthat welcome all South San Francisco residents and visitors. Goal SA-17: Sufficient housing is built to provide for a range of housing types for different income levels and household types and that sustains services and amenities to support residents and businesses. 356 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 170 SA-18.3: Improve pedestrian and bicycle infrastructure to the San Francisco Bay Ferry Terminal. Eng/PW *3-5 years 171 SA-18.4: Maintain roadway connections. SA-18.4.1: Create new connection between Lindenville and East of 101. Eng/PW *6-10 years Utah Ave Overcrossing studies ongoing. 172 SA-18.4.2: Study other potential roadway connections. Planning *3-5 years 173 SA-18.4.3: Create roadway maintenance schedule.Eng/PW *3-5 years 174 SA-18.5: Encourage parcel assembly within Beacon Street corridor. Planning *6-10 years 175 SA-19.1: Evaluate a Transportation Management Authority (TMA). CM *3-5 years 176 SA-19.2: Explore a vehicle trip cap for East of 101.Planning *1-2 years Contracting with traffic consultant to begin this work in 2024. 177 SA-19.3: Integrate emerging transit services into East of 101. CM *Ongoing 178 SA-19.4: Implement mobility hubs. Planning *6-10 years 179 SA-19.5: Study parking strategies. Planning *3-5 years 180 SA-19.6: Develop employee-serving amenities. Planning *1-2 years Zoning Ordinance exempts certain employee-service amenities from Floor Area Ratio calculations. 181 SA-20.1: Explore funding mechanisms to finance East of 101 district improvements. SA-20.1.1: Create Community Facilities District. CM *3-5 years 182 SA-20.1.2: Identify funds for roadway maintenance and repairs.CM *3-5 years 183 SA-20.1.3: Support building upkeep and maintenance.Planning *3-5 years 184 SA-21.1: Promote urban campus- style life science uses. Planning *Complete Completed with adoption of Zoning Ordinance Update. 185 SA-21.2: Restrict warehousing and distribution uses in Business Technology Park areas. SA-21.2.1: Update Non-Conforming Regulations in Zoning Ordinance. Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal SA-18: A well- connected and accessible district with high-quality transit and walking and biking paths that seamlessly connect East of 101 with Downtown, Lindenville and the rest of the City. Goal SA-19: Vehicle trips are minimized through parking requirements, Transportation Demand Management, and alternative travel modes. Goal SA-20: The creativity of the district is harnessed to create collaborative solutions to complex district challenges, such as sea level rise and traffic congestion. Goal SA-21: Continue to promote the expansion of an innovation district with R&D uses in the northern 357 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 186 SA-21.3: Allow building heights in the East of 101 area to the maximum limits permitted under Federal Aviation regulations. Planning *Complete Completed with adoption of Zoning Ordinance Update. Lindenville Sub-Area 29 2 8 2 187 SA-22.1: Introduce a mix of affordable and market rate housing in Lindenville. SA-22.1.1: Develop Lindenville master or specific plan. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 188 SA-22.1.2: Designate residential priority sites.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 189 SA-22.1.3: Require context-sensitive design.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 190 SA-22.2: Encourage lot assembly to facilitate housing and mixed use development in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 191 SA-22.3: Golden Gate Produce Terminal and Park ‘N Fly sites. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 192 SA-22.4: Placemaking and infrastructure improvements in areas to be developed with residential uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 193 SA-22.5: Require buffering of residential uses in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 194 SA-22.6: Require small block sizes for new residential neighborhoods.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 195 SA-22.7: Adequate public services in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 196 SA-23.1: Create active mixed use corridor along South Spruce Avenue. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 197 SA-23.2: Encourage active ground floor uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 198 SA-23.3: Improve the South Spruce Avenue streetscape.Eng/PW *3-5 years Initiating South Spruce right-of-way plan. 199 SA-23.4: Encourage South Spruce Avenue building continuity.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 200 SA-23.5: Support retail and dining opportunities in Lindenville.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. R&D uses in the northern portion of the East of 101 area. Goal SA-22: A new residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for different income levels and housing types. Goal SA-23: Living, working, and shopping options are expanded in new mixed use neighborhoods in Lindenville. 358 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 201 SA-23.6: Provide convenient connections to amenities and services. Eng/PW *3-5 years 202 SA-24.1: Transform Colma Creek into a walkable amenity.Planning *6-10 years Lindenville Specific Plan includes policy to transform Colma Creek. 203 SA-24.2: Create development standards for construction adjacent to Colma Creeks. Planning *Ongoing Lindenville Specific Plan includes development standards. Future South Airport Specific Plan and other planning efforts to further such standards. 204 SA-24.3: Promote high-quality building design.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 205 SA-25.1: Minimize land use compatibility conflicts.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 206 SA-25.2: Continue to recognize the Golden Gate Produce Terminal as a legacy use. Planning *Complete 207 SA-25.3: Buffer residential neighborhoods from industrial uses.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 208 SA-25.4: Preserve the existing “core” of industrial land uses.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 209 SA-25.5: Retain industrial uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 210 SA-25.6: Adjust parking requirements for industrial uses. Adjust zoning and parking requirements as necessary to ensure reinvestment can occur in buildings while maintaining industrial uses. Planning *Complete Completed with adoption of Zoning Ordinance Update. 211 SA-26.1: Create an arts and cultural district.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 212 SA-26.2: Incentivize makers and artists.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 213 SA-26.3: Encourage affordable art spaces. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 214 SA-26.4: Encourage live/work industrial uses. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. Goal SA-25: A core area of light industrial and service uses that provide jobs for South San Francisco residents are preserved. Goal SA-26: Industries, artists, institutions, and programs that spur the creative economy are Goal SA-24: Colma Creek is transformed and new open spaces are created to provide opportunities for social interaction, recreation, flood protection, and urban ecology. 359 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 215 SA-26.5: Encourage lot assembly. Encourage lot assembly to allow businesses to grow and expand in Lindenville. Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 216 SA-27.1: Provide connections to and across Colma Creek. SA-27.1.1: Develop a park near Colma Creek.Cap Proj *6-10 years 217 SA-27.2: Incorporate street trees, lighting, and landscaping.Planning *1-2 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 218 SA-27.3: Improve sidewalk conditions and amenities. SA-27.3.1: Establish design and development standards for frontage. Planning *1-2 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 219 SA-27.3.2: Prepare and implement streetscape improvement plan.Planning *3-5 years Lindenville Specific Plan sets basic standards. Initiating study to create more specific standards. 220 SA-27.4: Develop new roadway connections to better connect people to and within Lindenville. SA-27.4.1: Study potential roadway connections.Planning *Complete Completed with adoption of Lindenville Specific Plan in 2023. 221 SA-27.4.2: Support implementation of the new east-west roadway connection. Planning *Ongoing Utah Ave Overcrossing studies ongoing. 222 SA-28.1: Establish transit-oriented commercial campus. SA-28.1.1: Create publicly accessibly open spaces. Cap Proj *3-5 years Centennial Way improvements under construction near San Bruno BART Station. 223 SA-28.2: Provide pedestrian network connecting campus to surrounding areas and San Bruno BART Station. SA-28.2.1: Provide campus pedestrian network. Planning *3-5 years Southline Campus will implement portions of pedestrian network; Active South City Plan identifies future project. 224 SA-28.2.2: Create convenient and safe pedestrian and bike access. Eng/PW *1-2 years 225 SA-28.3: Redevelop underutilized parcels. Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022 and Lindenville Specific Plan in 2023. 226 SA-28.4: Require transition from adjacent residential neighborhood. Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022. 227 SA-28.5: Require sustainable and environmentally sensitive design.Planning *Complete Completed with adoption of Southline Campus Specific Plan in 2022 and Lindenville Specific Plan in 2023. Avalon Brentwood Sub-Area 0 0 1 2 supported. Goal SA-27: There are safe, comfortable, and accessible pedestrian and bicycle facilities that connect people to Downtown, El Camino, and East of 101. Goal SA-28: High-quality, transit-oriented employment uses adjacent to the San Bruno BART Station. 360 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 228 SA-29.1: Provide connections to El Camino Real and South Spruce Avenue. SA-29.1.1: Minimize El Camino Real parking overflow. Maint *6-10 years 229 SA-29.1.2: Coordinate with the County of San Mateo on infrastructure. Eng/PW *6-10 years 230 SA-29.2: Allow annexation on a case- by-case basis. SA-29.2.1: Conduct annexation planning study. CM *1-2 years Annexation process study underway. Orange Park Sub-Area 1 0 2 2 231 Goal SA-30: There are context-sensitive transitions from El Camino Real and South Spruce Avenue to residential uses in Orange Park. SA-30.1: Require context-sensitive design. Planning *Complete Completed with adoption of Zoning Ordinance Update. 232 SA-31.1: Implement Orange Memorial Park Master Plan. SA-31.1.1: Coordinate with Cal Water to purchase or lease land. CM *3-5 years 233 SA-31.2: Improve Centennial Way Trail Connections to Orange Park.Cap Proj *3-5 years Centennial Way Master Plan identifies potential improvements. 234 SA-31.3: Improve South San Francisco High School connections.Cap Proj *3-5 years Centennial Way Master Plan identifies potential improvements. 235 SA-31.4: Provide connections to El Camino Real and South Spruce Avenue. Eng/PW *3-5 years Paradise Valley / Terrabay Sub-Area 3 0 0 5 236 SA-32.1: Expand parks and open space.Parks *3-5 years P&R Master Plan update to study in more detail. Look to acquire additional properties for open space preservation. 237 SA-32.2: Improve pedestrian connections to mixed use area.Eng/PW *3-5 years 238 SA-32.3: Regulate development on steep hillside areas. Planning *Complete Completed with adoption of Zoning Ordinance Update. 239 SA-32.4: Improve pedestrian access to the San Bruno Mountains. SA-32.4.1: Coordinate with local and regional open space agencies.Eng/PW *6-10 years 240 SA-32.5: Create buffering from US- 101. Eng/PW *6-10 years 241 SA-32.6: Beautify Peck’s subdivision. Eng/PW *3-5 years Goal SA-29: Avalon- Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure. Goal SA-31: Pedestrian connections, recreational amenities, and streetscapes are improved in Orange Park. Goal SA-32: Paradise Valley/Terrabay is a safe and walkable neighborhood with convenient access to amenities. 361 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 242 SA-32.7: Preserve the north side of Sign Hill.Planning *Complete Completed with adoption of Zoning Ordinance Update. 243 SA-32.8: Limit development and excessive grading on the north side of Sign Hill. Planning *Complete Completed with adoption of Zoning Ordinance Update. Sign Hill Sub-Area 0 2 1 0 244 SA-33.1: Preserve and protect open space on Sign Hill and protect from fire hazard risk. SA-33.1.1: Brush management. Parks *Ongoing On-going funding for maintenance of fire breaks not currently funded. 245 SA-33.2: Improve pedestrian connections to Sign Hill. Eng/PW *3-5 years 246 SA-33.3: Preserve the federally- designated Sign Hill historic site. Parks *Ongoing Additional funding needed to sustain and grow programs and staffing. Sunshine Gardens Sub-Area 0 2 2 3 247 Goal SA-34: There is new residential infill development in proximity to the South San Francisco BART Station, Mission Road, and El Camino Real. SA-34.1: Expand housing opportunity. Housing *6-10 years Redevelopment of BART-owned land in SSF will be longer term, as SSF is not reliant on such redevelopment to meet Regional Housing Needs Allocation goals. 248 SA-35.1: Improve connections to Civic Center Campus.Cap Proj *1-2 years Centennial Way Master Plan identifies potential improvements. 249 SA-35.2: Identify streetscape improvement opportunities. SA-35.2.1: Implement designated bicycle lane on Mission Road.Eng/PW *3-5 years Active South City Plan identifies desired bicycle lane improvements. 250 SA-35.3: Improve crossings near the South San Francisco BART station. Eng/PW *3-5 years 251 SA-35.4: Collaborate with SSFUSD to provide access to SSFUSD sites recreational facilities. Recrea *Ongoing Joint Use Agreement with SSFUSD, activating SSFUSD sites for events, desire to bring park to Sunshine Gardens, partnership in SSFUSD bond measure projects. 252 SA-35.5: Support commercial building upkeep.Econ Dev *1-2 years 253 SA-35.6: Monitor vacant and underutilized site conversion.Econ Dev *Ongoing Westborough Sub-Area 1 0 1 4 254 SA-36.1: Allow mixed use shopping centers.Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal SA-33: Sign Hill is a walkable and attractive neighborhood that maintains a variety of housing options. Goal SA-35: Streetscapes are improved and connections are made to the wider South San Francisco community and create more public open spaces and gathering spaces for the benefit of the community. 362 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action SUB-AREAS ELEMENT 58 21 42 47 Status 255 SA-36.2: Provide childcare in Westborough.Recrea *3-5 years 256 SA-36.3: Encourage infill housing development in Westborough. Planning *3-5 years Zoning Ordinance permits multi-family mixed-use development. 257 SA-36.4: Expand parks and walking trails in Westborough. SA-36.4.1: Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. Parks *6-10 years Will start to be addressed by Common Greens Master Plan. 258 SA-37.1: Create Gateway signage in Westborough. CM *3-5 years 259 SA-37.2: Improve connections to public services. CM *3-5 years Winston Serra Sub-Area 1 0 0 4 260 Goal SA-38: New residential infill development is encouraged in Winston Serra. SA-38.1: Explore housing development and open space on Serra Vista school site. CM *3-5 years 261 SA-39.1: Develop new parks in Winston Serra. SA-39.1.1: Implement linear parks in Winston Serra. Parks *6-10 years 262 SA-39.1.2: Develop new park at SFPUC site.Cap Proj *3-5 years 263 SA-39.1.3: Maintain “Button Property” as Open Space.Planning *6-10 years 264 SA-39.2: Collaborate with SSFUSD to provide access to Buri Buri Elementary recreational facilities. Recrea *Complete Delivery of Buri Buri School ballfield complete, open for public and sports group use. Goal SA-39: Access to local and city-wide services and park spaces in Winston Serra is improved. Goal SA-36: There is new residential infill development and recreational and childcare amenities in Westborough. Goal SA-37: Access to services, recreational opportunities, commercial development, and housing is improved in Westborough. 363 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 265 PE-1.1: Ensure long-term viability of biotechnology. PE-1.1.1: Monitor constraints to biotechnology and related businesses. Econ Dev *Ongoing 266 PE-1.2: Diversify the biotechnology and life science cluster to include related businesses. PE-1.2.2: Biotechnology outreach. Econ Dev *Ongoing Incorporated into regular biotech outreach and annual BIO conference 267 PE-2.1: Reinvest in industrial property. PE-2.1.1: Conduct outreach to industrial property owners. Econ Dev *Ongoing 268 PE-2.1.2: Support infrastructure improvements.Planning *6-10 years 269 PE-2.2: Facilitate redevelopment of industrial property. PE-2.2.1: Identify obstacles to redevelopment.Econ Dev *Ongoing 270 PE-2.3: Encourage multi-level logistics/distribution buildings.Planning *Complete Completed with adoption of Zoning Ordinance Update. 271 PE-2.4: Encourage construction and occupancy of office space. PE-2.4.1: Attract tenants to ground floor spaces that support day-to-day services in the neighborhood. Econ Dev *3-5 years 272 PE-2.5: Target industry diversification opportunities. PE-2.5.1: Monitor regional business and employment trends and analyze linkages to workforce development opportunites for residents. Econ Dev *Ongoing Part of Economic Advancement Center 273 PE-2.5.2: Focus efforts on emerging technology industries.Econ Dev *Ongoing 274 PE-2.5.3: Focus efforts on emerging industrial technologies.Econ Dev *Ongoing 275 PE-2.5.4: Focus efforts on advanced food industries.Econ Dev *Ongoing 276 PE-2.6: Maintain a strong hotel Transient Occupancy Tax base by supporting the city’s hospitality industry. PE-2.6.1: Facilitate hotel investment and development. Econ Dev *Ongoing 277 PE-2.6.2: Promote the city as a hotel destination. Econ Dev *Ongoing City joined the newly established Marketing Improvement District to support hotel industry Status Goal PE-1: South San Francisco remains a premier location for biotechnology and related industries. Goal PE-2: A resilient and diverse South San Francisco economy supports existing industries while accommodating emerging growth opportunities. 364 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 278 PE-2.6.3: Engage in marketing efforts to attract events to the South San Francisco Conference Center. Comm *Ongoing 279 PE-2.6.4: Implement public realm improvements along South Airport Blvd. Eng/PW *6-10 years 280 PE-3.1: Collaborate with the local business community to identify and implement improvements in business districts. PE-3.1.1: Establish business districts. Econ Dev *3-5 years Started work for Property Based Improvement District formation in 2024 281 PE-3.1.2: Conduct regular outreach with the business community. CM *Ongoing 282 PE-3.2: Monitor economic conditions. PE-3.2.1: Monitor business license data. Finance *Ongoing 283 PE-3.2.2: Engage businesses. Econ Dev *3-5 years Engagement with Downtown businesses as part of PBID formation. 284 PE-3.2.3: Ensure City staff have access to appropriate data sources. Econ Dev *Ongoing 285 PE-3.2.4: Identify vulnerable businesses. Econ Dev *Ongoing 286 PE-3.3: Publicize and periodically review economic development strategies based on economic conditions. PE-3.3.1: Maintain an accessible public database of economic development projects, goals, and city demographics. Info Tech *Ongoing 287 PE-3.3.2: Prepare/update economic development strategic plans. Econ Dev *3-5 years 288 PE-3.4: Engage in promotional and support activities for the citywide business community. PE-3.4.1: Communicate trends and news to the business community. Econ Dev *Ongoing 289 PE-3.4.2: Conduct regular outreach. Econ Dev *Ongoing 290 PE-3.4.3: Provide siting assistance. Econ Dev *Ongoing Goal PE-3: The City of South San Francisco’s economic development efforts sustain a healthy business climate through public-private collaborations, data tracking, and promotional activities. 365 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 291 PE-3.4.4: Establish local business procurement opportunities, with a focus on businesses owned by people of color and historically disenfranchised community members. Econ Dev *Ongoing This is part of Renaissance Entrepreneurship Center's scope of work within the Economic Advancement Center 292 PE-3.4.5: Promote the city’s “business friendly” reputation in all promotional materials. Comm *Ongoing 293 PE-3.4.6: Increase and improve communication with the public about new business developments. Comm *3-5 years 294 PE-3.5: Engage in promotional activities of citywide shopping and recreational opportunities. PE-3.5.1: Create a Downtown marketing program.Comm *3-5 years 295 PE-3.5.2: Develop and implement a “shop local” program.Econ Dev *1-2 years Working with SSF Chamber of Commerce on this effort 296 PE-3.5.3: Promote recreational opportunities. Recrea *3-5 years 297 PE-4.1: Improve regional access to quality jobs. Eng/PW *Ongoing 298 PE-4.2: Encourage growth near transit. Planning *Complete Completed with adoption of Zoning Ordinance Update. 299 PE-4.3: Provide enhanced multimodal commute options. PE-4.3.1: Expand transit and active transportation alternatives. Cap Proj *Ongoing 300 PE-4.4: Mitigate the risk of sea level rise. PE-4.4.1: Partner with impacted property owners. Sustain *Ongoing 301 PE-4.4.2: Regional collaboration. Sustain *Ongoing 302 PE-5.1: Provide functional retail space. PE-5.1.1: Create design and building standards for ground-floor space. Planning *Complete Completed with adoption of Zoning Ordinance Update. 303 PE-5.1.2: Identify reinvestment opportunities in retail properties. Econ Dev *Ongoing 304 PE-5.2: Encourage retail concentration. PE-5.2.1: Create ground floor requirements.Planning *Complete Completed with adoption of Zoning Ordinance Update. 305 PE-5.3: Encourage redevelopment of underperforming centers.PE-5.3.1: Ensure appropriate zoning. Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal PE-4: Infrastructure investments support job access, job growth, and address climate hazards impacting South San Francisco businesses. 366 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 306 PE-5.3.2: Monitor sales tax performance.Econ Dev *Ongoing 307 PE-5.3.3: Conduct outreach and enforcement for underperforming shopping centers. Econ Dev *Ongoing 308 PE-5.4: Enhance retail district environment. PE-5.4.1: Provide public investment for streetscapes and façades. Cap Proj *3-5 years 309 PE-5.5: Foster a vibrant Downtown South San Francisco. PE-5.5.1: Target growth of arts and culture uses to Downtown and Lindenville. Econ Dev *1-2 years Lindenville Specific Plan identifies location for Arts & Culture District 310 PE-5.5.2: Collaborate with Downtown community to support events. CM *1-2 years 311 PE-5.5.3: Ensure zoning accommodates arts and culture uses.Planning *Complete Lindenville Specific Plan identifies location for Arts & Culture District 312 PE-5.5.4: Support retention and attraction of resident-serving businesses. Econ Dev *Ongoing 313 PE-5.5.5: Expand use of public facilities. CM *Ongoing 314 PE-5.6: Support development of complete neighborhoods. PE-5.6.1: Maintain goods and services inventory.Planning *3-5 years 315 PE-5.6.2: Coordinate with real estate community on space needs of goods and services businesses. Econ Dev *Ongoing 316 PE-5.6.3: Identify existing shopping destinations and services.Econ Dev *Ongoing 317 PE-5.6.4: Attract retail and services to emerging residential areas. Econ Dev *Ongoing 318 PE-5.7: Support retail businesses and restaurants in adapting to e- commerce needs. PE-5.7.1: Provide resources and training in online marketing. Econ Dev *Ongoing 319 PE-5.8: Engage in business recruitment and retention. PE-5.8.1: Develop a neighborhood retail business attraction and retention program. Econ Dev *Ongoing Goal PE-5: The city has vibrant and healthy commercial districts and shopping centers that include amenities serving residents and outside shoppers. 367 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 320 PE-5.8.2: Prioritize recruitment and retention of anchor businesses.Econ Dev *Ongoing 321 PE-5.9: Encourage housing and job growth near shopping districts.Planning *Complete Completed with adoption of Zoning Ordinance Update. 322 PE-6.1: Collaborate on workforce development programs. PE-6.1.1: Determine skills needs of South San Francisco residents. Econ Dev *Ongoing 323 PE-6.1.2: Seek funding and partnerships for workforce development programs. Econ Dev *Ongoing 324 PE-6.1.3: Coordinate with workforce development agencies.Econ Dev *Ongoing 325 PE-6.1.4: Provide customized local workforce training. Econ Dev *Ongoing 326 PE-6.1.5: Expand partnerships with major local employers. Econ Dev *Ongoing 327 PE-6.1.6: Support community wide efforts to provide English as a Second Language education. CM *Ongoing 328 PE-6.2: Coordinate South San Francisco’s employment and job training efforts with local youth educational institutions. PE-6.2.1: Develop shared work program with SSFUSD. CM *Ongoing 329 PE-6.2.2: Establish youth job training with local employers.CM *Ongoing 330 PE-6.2.3: Continue City practice of providing internships and mentoring.CM *Ongoing 331 PE-6.3: Encourage affordable housing and access to jobs.Planning *Complete Completed with adoption of Zoning Ordinance Update. 332 PE-7.1: Provide technical assistance information to small businesses. PE-7.1.1: Disseminate resources. Econ Dev *Ongoing 333 PE-7.1.2: Provide targeted resources to home-based businesses. Econ Dev *Ongoing 334 PE-7.2: Explore opportunities to enhance access to capital. PE-7.2.1: Consider creation of a program that provides low-cost business loans. Econ Dev *3-5 years Goal PE-6: South San Francisco residents achieve upward mobility and equitably shared prosperity. Goal PE-7: South San Francisco provides a business climate that 368 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action PROSPEROUS ECONOMY FOR ALL ELEMENT 8 51 6 12 Status 335 PE-7.3: Augment channels of communication with the business community. PE-7.3.1: Increase coordination with business organizations. Econ Dev *Ongoing 336 PE-7.3.2: Ensure informational materials for businesses are published in multiple languages. Econ Dev *Ongoing 337 PE-7.4: Support the retention and formation of local businesses owned by people of color and historically disenfranchised community members. PE-7.4.1: Conduct targeted engagement. Econ Dev *Ongoing 338 PE-8.1: Maintain and implement new funding mechanisms to address the impacts of development and support infrastructure needs. PE-8.1.1: Periodically update impact fees. Finance *Ongoing 339 PE-8.1.2: Establish district-based financing tools. Econ Dev *3-5 years Downtown Property-Based Improvement District, East of 101 Community Facilities District, and Tourism Improvement District efforts all underway. 340 PE-8.2: Explore equitable services spending.CM *3-5 years 341 PE-8.3: Establish community benefits contributions. PE-8.3.1: Maintain and expand density bonus incentive program. Housing *Ongoing supports the success of local entrepreneurs and existing small, local, minority-owned, and culturally diverse businesses. Goal PE-8: Business growth and investment provide financial and other contributions that meet the needs of South San Francisco residents. 369 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action MOBILITY AND ACCESS ELEMENT 1 10 6 12 342 MOB-1.1: Use a systemic safety approach to proactively identify and address safety risks. MOB-1.1.1: Develop a Vision Zero Plan. Eng/PW *1-2 years 343 MOB-1.2: Strive to reduce vehicle speeds throughout the city to reduce the frequency and severity of collisions. MOB-1.2.1: Incorporate street calming. Eng/PW *Ongoing 344 MOB-1.2.2: Evaluate reducing speed limits.Eng/PW *1-2 years Implementing 15 MPH School Zone 345 MOB-2.1: Incorporate complete streets improvements into all roadway and development projects. MOB-2.1.1: Complete multimodal design and impact analysis.Eng/PW *1-2 years 346 MOB-2.1.2: Create multimodal prioritization process.Eng/PW *1-2 years 347 MOB-2.1.3: Implement Active South City Pedestrian and Bicycle Plan.Eng/PW *Ongoing 348 MOB-2.1.4: Implement transit speed, reliability, and access improvements. Eng/PW *3-5 years 349 MOB-2.1.5: Address ADA accessibility. Eng/PW *Ongoing 350 MOB-2.1.6: Pilot an open streets program. Eng/PW *3-5 years 351 MOB-2.2: Advance more equitable transportation within South San Francisco. MOB-2.2.1: Implement Safe Routes to Schools program. Eng/PW *Ongoing 352 MOB-2.2.2: Develop free bus and shuttle services for residents.CM *6-10 years Shuttle service expanded to second route in 2023. 353 MOB-2.2.3: Incorporate equitable prioritization process.Eng/PW *1-2 years 354 MOB-2.3: Interaction between truck routes and bicycle/pedestrian priority streets. Eng/PW *3-5 years 355 MOB-3.1: Promote mode shift among employers. MOB-3.1.1: Update and implement TDM Ordinance.Planning *Ongoing Zoning Ordinance updated TDM ordinance; implementation is ongoing. 356 MOB-3.1.2: Implement East of 101 Trip Cap.Planning *3-5 years Contracting with traffic consultant to begin this work in 2024. Status Goal MOB-1: South San Francisco prioritizes safety in all aspects of transportation planning and engineering. Goal MOB-2: South San Francisco provides a multimodal network with convenient choices for everyone. 370 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action MOBILITY AND ACCESS ELEMENT 1 10 6 12 Status 357 MOB-3.2: Optimize traffic operations on City streets. MOB-3.2.1: Update traffic operations metrics.Eng/PW *Ongoing 358 MOB-3.2.2: Incorporate new street connections.Eng/PW *6-10 years 359 MOB-3.3: Right-size parking supply and maximize the efficiency of curb space. MOB-3.3.1: Incorporate parking maximums. Planning *Complete Completed with adoption of Zoning Ordinance Update. 360 MOB-3.3.2: Evaulate curb management practice. Eng/PW *3-5 years 361 MOB-3.4: Use parking management tools to manage limited street space in residential neighborhoods. MOB-3.4.1: Create funding and staffing plan for the Residential Parking Permit Program.CM *3-5 years 362 MOB-4.1: Increase substantially the proportion of travel using modes other than driving alone. MOB-4.1.1: Use site plan review to improve connectivity. Planning *Ongoing 363 MOB-4.1.2: Expand transit service. CM *Ongoing 364 MOB-4.1.3: Leverage employee transit subsidies. CM *Ongoing 365 MOB-4.1.4: Incorporate first/last- mile connections.Planning *Ongoing 366 MOB-4.2: Embrace innovation. Eng/PW *3-5 years 367 MOB-5.1: Expand the low-stress bike and pedestrian network. MOB-5.1.1: Complete Rails to Trails project. Eng/PW *6-10 years Initial Rails to Trails projects have been constructed in East of 101, need to be linked to broader network. 368 MOB-5.1.2: Develop Bikeways and slow streets.Eng/PW *6-10 years 369 MOB-5.1.3: Expand bicycle parking at activity centers. Eng/PW *1-2 years 370 MOB-5.2: Enhance access to the trail network. Cap Proj *3-5 years Goal MOB-5: South San Francisco residents have easy access to play, fitness, and active transportation networks. Goal MOB-3: South San Francisco proactively manages traffic and parking demand. Goal MOB-4: South San Francisco’s land use and transportation actions reduce vehicle miles traveled (VMT) and greenhouse gas emissions. 371 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 371 PR-1.1: Prioritize disadvantaged community park and recreation. Recrea *Ongoing Expanded Learning Opportunities Program (ELOP), expansion of senior and youth services, scholarships for low income communitys, support for Big Lift, subsidy for P&R programs, free programs like Jr. Giants, etc. 372 PR-1.2: Strive to have all residents within a 10-minute walk access to parks. Recrea *6-10 years Centennial Way Trail improvements underway, Linden Park to be completed in 2025. 373 PR-1.3: Design parks and facilities to meet universal access standards.Parks *Ongoing 374 PR-1.4: Ensure equitable distribution of park and recreation opportunities. PR-1.4.1: Provide targeted recreational services. Recrea *3-5 years P&R Master Plan update to begin in 2024. 375 PR-1.5: Use underutilized spaces for recreational services.Recrea *3-5 years Oyster Point Marina Park, a new park on Linden Ave, Centennial Way Park South. 376 PR-1.6: Translate information for park and recreational programs. Recrea *Ongoing Continuing to expand. 377 PR-1.7: Identify needs of underserved groups.Recrea *Ongoing Age Friendly, Child Care Master Plan, P&R Master Plan, Orange Memorial Park Master Plan, Centennial Way Master Plan, Puble Art Master Plan all inform this. 378 PR-1.8: Match resident needs with services.Recrea *Ongoing P&R Master Plan and supplemental plans. 379 PR-1.9: Support community events. Recrea *Ongoing Festa, Earth Day new for 2023/24, Festas Patrias and others to continue. 380 PR-2.1: Meet improved parkland standard. PR-2.1.1: Adopt and implement Parks and Recreation Master Plan.Parks *1-2 years 381 PR-2.1.2: Complete update of the Orange Memorial Park Master Plan. Parks *Complete Adopted early 2023. 382 PR-2.2: Use underutilized sites for improved parks.Parks *Ongoing 383 PR-2.3: Foster innovative park types. Parks *Ongoing 384 PR-2.4: Determine alternative temporary park locations.Parks *1-2 years Status Goal PR-1: South San Francisco equitably provides improved parkland, recreational facilities, and services for all residents. Goal PR-2: The city has an expanded network of improved parkland to accommodate the physical and social needs of users of all ages and abilities. 372 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 385 PR-2.5: Develop community gardens. Parks *3-5 years Unfunded, exploring grant opportunities with non- profit partners. 386 PR-2.6: Plan for new parks in East of 101 and Lindenville.Planning *1-2 years Lindenville Specific Plan identified potential park locations within Lindenville. 387 PR-3.1: Meet open space standard: Parks *Ongoing Attemps are on-going to acquire open spaces. 388 PR-3.2: Minimize environmental impact of support facilities.Parks *Ongoing 389 PR-3.3: Create new public access points to open spaces. Parks *3-5 years Unfunded, but adopted Sign Hill Master Plan explores adding additional trails. Contingent upon additional open space acquisition. 390 PR-4.1: Maintain joint use facilities standard. Parks *Ongoing 391 PR-4.2: Coordinate with South San Francisco Unified School District on facility access. PR-4.2.1: Establish Sunshine Gardens Shared use agreement. CM *1-2 years P&R has hired a landscape architect to prepare a concept plan; will share with neighborhood activists. City continues to raise the issue at SSFUSD/City liaison committee meetings. 392 PR-4.2.2: Provide recreational programming in joint use facilities. Recrea *Ongoing 393 PR-4.2.3: Expand afterschool and summer childcare.Recrea *Ongoing Partnered with SSFUSD to deliver free after school programs as part of the Expanded Learning Opportunities Program (ELOP). 394 PR-4.3: Partner with South San Francisco Unified School District to transform former school sites.CM *3-5 years 395 PR-4.4: Maintain Caltrain plaza joint use agreement. CM *Ongoing 396 PR-4.5: Maintain Bay Area Rapid Transit (BART) joint use agreement. CM *Ongoing 397 PR-4.6: Convert public easements. CM *3-5 years 398 PR-4.7: Provide publicly accessible, private open space. Planning *Complete Zoning ordinance allows for development of publicly accessible private open space. 399 PR-4.8: Support non-profit partnerships for park maintenance and programing. Parks *1-2 years Goal PR-3: South San Francisco maintains a network of open spaces that provide recreational opportunities and are managed to encourage healthy ecosystems, improve air and water quality, and adapt to a changing climate. Goal PR-4: The City collaborates with a strong network of partners to improve and expand park and recreational opportunities across South San Francisco. 373 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 400 PR-5.1: Create downtown network of parks. PR-5.1.1: Fund Downtown pop-up parks. Parks *1-2 years Design of new park on Linden Ave is kicking off in 2024, to be completed in 2025. 401 PR-5.1.2: Designate new Downtown/Lindenville park site. Parks *1-2 years Downtown park site has been designated. 402 PR-5.1.3: Study City Hall park space opportunities. Cap Proj *3-5 years 403 PR-5.2: Expand Downtown park acquisition opportunities.CM *1-2 years 404 PR-5.3: Partner with private developers to facilitate community gathering spaces in Downtown. CM *3-5 years 405 PR-5.4: Develop Downtown pedestrian corridors.CM *3-5 years 406 PR-5.5: Upgrade park amenities and playgrounds. Parks *1-2 years Cypress and Pine Park needs funding to be improved. 407 PR-6.1: Maintain and expand trail connectivity. PR-6.1.1: Create Colma Creek trail. Parks *6-10 years Lindenville Specific Plan and other Colma Creek studies identify potential trail alignments. 408 PR-6.1.2: Implement active transportation improvements to parks and open space. Planning *6-10 years Active South City and Lindenville Specific Plan identify potential locations of active transportation improvements. 409 PR-6.1.3: Implement Centennial Trail Vision Plan.Parks *Ongoing Centennial Trail Vision Plan adopted. 410 PR-6.1.4: Develop Pacific Gas and Electric and Union Pacific trails.Parks *6-10 years 411 PR-6.1.5: Require new development to link to trails.Planning *3-5 years Zoning Ordinance and Lindenville Specific Plan include public open space requirements. 412 PR-6.2: Connect parks to trails.Parks *Ongoing 413 PR-6.3: Improve access to San Bruno Mountain State and County Park. Parks *6-10 years 414 PR-6.4: Provide sidewalk, trail, and transit links to parks. Eng/PW *Ongoing 415 PR-6.5: Improve trail amenities and safety. Parks *Ongoing Centennial Trail improvements and Sign Hill Master Plan adopted. 416 PR-6.6: Ensure visibility along Centennial Way Trail. Parks *Ongoing City responsibility for all BART property to keep this maintained properly. 417 PR-6.7: Ensure visibility along the Bay Trail. Parks *Ongoing Goal PR-5: Downtown has improved access to parks, gathering spaces, and public amenities. Goal PR-6: The City provides convenient and safe trails and other pedestrian connections throughout the community. 374 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 418 PR-6.8: Provide educational signage about biological resources. Parks *1-2 years 419 PR-7.1: Meet park and facility maintenance staffing targets. Parks *3-5 years Requires additional budget to sustain. 420 Policy: PR-7.2: Maintain park and recreation facilities. Parks *Ongoing 421 PR-7.3: Maintain park amenities. Parks *Ongoing 422 PR-7.4: Upgrade playgrounds. Parks *Ongoing As funding is made available 423 PR-7.5: Redesign underused parks. Parks *6-10 years Starting with Dundee Park. Dedicated funding is needed to do this citywide. 424 PR-7.6: Modernize aquatics facilities. PR-7.6.1: Complete pool design and financing studies. Cap Proj *1-2 years Construction to commence in April 2024, expected opening early Fall 2025. 425 PR-7.7: Incorporate public art in parks and open spaces. PR-7.7.1: Adopt Public Art Master Plan. Recrea *Complete Adopted 2023. 426 PR-7.7.2: Facilitate community engagement on public art selection. Recrea *Ongoing 427 PR-7.7.3: Educate community on public art. Recrea *Ongoing 428 PR-7.7.4: Support community-based creation of public art. Recrea *3-5 years Library | Parks and Rec Center includes Creator Studio. 429 PR-7.8: Integrate sustainable landscape strategies. Parks *Ongoing 430 PR-7.9: Ensure lighting and visibility in parks. Parks *Ongoing Many park electrical systems are aging out and need full redesign for new technologies like LED. 431 PR-7.10: Provide historical education in parks. Parks *3-5 years 432 PR-7.11: Install electric vehicle charging infrastructure at City- owned parks and facilities. Eng/PW *3-5 years 433 PR-7.12: Consider health-related outcomes of park interventions. Parks *1-2 years 434 PR-8.1: Meet Recreational Services Program staffing target. Recrea *Ongoing 435 PR-8.2: Provide varied recreational programming. Recrea *Ongoing 436 PR-8.3: Maximize class offerings. Recrea *1-2 years Goal PR-7: South San Francisco provides well- maintained and sustainable parks and recreational facilities to meet the needs of current and future residents. 375 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 437 PR-8.4: Provide cultural diversity in program offerings.Recrea *3-5 years 438 PR-8.5: Provide multigenerational spaces. Recrea *Ongoing 439 PR-8.6: Expand performing arts programs and facilities.Recrea *1-2 years 440 PR-8.7: Expand environmental stewardship programs.Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 441 PR-8.8: Connect services through shuttles. CM *3-5 years 442 PR-8.9: Provide youth skill-building opportunities. Parks *Ongoing Annually host six to eight D-Tech High School interns, one YSIP intern, and work with SFCC on Sign Hill to engage youth looking to enter the work pipeline. 443 PR-8.10: Involve youth in enrichment programs. PR-8.10.1: Identify and pilot enrichment programs.Recrea *3-5 years 444 PR-8.10.2: Target locations for enrichment programs. Recrea *1-2 years 445 PR-8.11: Explore park stewardship. Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 446 PR-8.12: Explore an adopt a park program. Parks *Ongoing Beginning this through Improving Public Places, Sign Hill Stewards and other volunteer groups. 447 PR-9.1: Enhance Childcare Program. PR-9.1.1: Implement Child Care Master Plan.Recrea *Ongoing 448 PR-9.2: Expand early childhood education for families of color and low-income families. PR-9.2.1: Expand funding for universal preschool. Recrea *6-10 years 449 PR-9.3 Expand childcare options. PR-9.3.1: Update Zoning code for childcare.Planning *Complete Completed with adoption of Zoning Ordinance Update. 450 PR-9.3.2: Maintain land inventory for childcare.Planning *3-5 years 451 PR-9.3.3: Explore parking reductions for childcare facilities. Planning *1-2 years 452 PR-9.3.4: Provide incentives for new development to create childcare facilities. Econ Dev *3-5 years 453 PR-9.3.5: Coordinate citywide childcare programs.Recrea *3-5 years Goal PR-8: Parks and recreational facilities have the appropriate staffing to offer high-quality recreational programs and offerings for residents of all ages. Goal PR-9: South San Francisco maintains quality childcare and preschool programs citywide. 376 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ABUNDANT AND ACCESSIBLE PARKS AND RECREATION ELEMENT 5 47 13 37 Status 454 PR-9.4: Support business development for childcare. PR-9.4.1: Explore grant funding for childcare.Recrea *3-5 years 455 PR-9.4.2: Maintain online portal for childcare.Recrea *3-5 years 456 PR-9.5: Advocate for childcare. Recrea *Ongoing 457 PR-9.6: Partner with San Mateo County and other organizations to provide quality childcare and preschool services. Recrea *Ongoing 458 PR-10.1: Expand Senior Services Program.Recrea *Ongoing New Congregate Nutrition program for seniors offerec, expansion of services at Library | Parks and Rec Center and Teglia Center. 459 PR-10.2: Maintain Adult Day Care Program. Recrea *Ongoing 460 PR-10.3: Partner with San Mateo County to extend senior services.Recrea *1-2 years 461 PR-10.4: Provide shuttle and van service to senior services.CM *3-5 years 462 PR-10.5: Publish Senior Connections Newsletter. Comm *Ongoing 463 PR-11.1: Diversify park funding. Parks *Ongoing 464 PR-11.2: Reduce long term operations and maintenance costs. Parks *6-10 years 465 PR-11.3: Regularly review developer impact fees. CM *Ongoing 466 PR-11.4: Seek grant funding to help fund capital projects. CM *Ongoing 467 PR-11.5: Explore bond funding. CM *Ongoing 468 PR-11.6: Provide publicly accessible private open space.Planning *Complete Zoning ordinance allows for development of publicly accessible private open space. 469 PR-11.7: Explore alternative funding sources.Finance *3-5 years 470 PR-11.8: Explore allowing limited economic activity in public spaces.CM *3-5 years 471 PR-11.9: Combined State, local, and federal childcare funds.CM *Ongoing 472 PR-11.10: Explore maintenance funding opportunities.Parks *Ongoing Goal PR-11: South San Francisco maintains an equitable, flexible, and sustainable funding approach to maintain park and recreational standards for existing and future residents. Goal PR-10: South San Francisco provides engaging and convenient programming and services for older adults. 377 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 473 ECS-1.1: Enhance language accessibility for City processes. ECS-1.1.1: Hire multilingual staff. Hum Res *Ongoing 474 ECS-1.1.2: Create multilingual hub. CM *1-2 years With hire of Communications Manager, in progress. 475 ECS-1.2: Provide live multilingual interpretation. CM *1-2 years 476 ECS-1.3: Establish equitable engagement practices. ECS-1.3.1: Provide navigation of City services. Econ Dev *Ongoing 477 ECS-1.3.2: Create partnerships to improve outreach. CM *Ongoing Capital Projects doing this for Linden Park, model can be expanded to other projects. Staff attend monthly meetings with nonprofit and community organizations, quarterly with county collaborative and other local organizations. 478 ECS-1.3.3: Develop ongoing feedback portal. CM *3-5 years With hire of Communications Manager, in progress. 479 ECS-1.4: Engage Youth Commission. CM *Ongoing 480 ECS-1.5: Maintain diversity in boards and commissions. CM *Ongoing 481 ECS-1.6: Continue ongoing community meetings. CM *Ongoing 482 ECS-2.1: Increase internal capacity for equity. ECS-2.1.1: Maintain dedicated staff for equity and inclusion. CM *Complete Completed with creation of Diversity, Equity and Inclusion Officer staff position. 483 ECS-2.1.2: Join national race / equity network membership.CM *1-2 years Member of National League of Cities, looking into Government Alliance on Race and Equity. 484 ECS-2.1.3: Partner regionally to support equity priorities. CM *Ongoing Meet with County quarterly on this item. 485 ECS-2.1.4: Create equity trainings for City staff. CM *Ongoing 486 ECS-2.2: Implement programs and procedures to advance racial and social equity. ECS-2.2.1: Implement Racial and Social Equity Plan. CM *1-2 years Currently being implemented, most goals and suggestions have been accomplished. 487 ECS-2.2.2: Develop standardized reporting. CM *3-5 years 488 ECS-2.3: Conduct equity assessment for policies and ordinances. CM *Ongoing 489 ECS-2.4: Institutionalize equity in departmental operations. CM *Ongoing Status Goal ECS-1. All residents are engaged in decisions that impact their lives. Goal ECS-2. South San Francisco is a leader in incorporating equity considerations into policies, programs, and procedures. 378 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 490 ECS-2.5: Provide inclusive communications. Reflect the languages, cultures, and ethnicities found in the South San Francisco community in promotional materials and library collections. Library *Ongoing 491 ECS-2.6: Reduce documentation for services. CM *1-2 years 492 ECS-3.1: Ensure equitable distribution of opportunities. ECS-3.1.1: Expand placement of events. CM *Ongoing 2023 events included Santa Comes to Town at LPR, Movie Night @ Martin, Public Safety Town Hall at Alice Bulos, etc. National Night Out spread across town (was just in Paradise Valley in prior years). 493 ECS-3.1.2: Expand internet connectivity. Info Tech *6-10 years 494 ECS-3.1.3: Explore Downtown Resource Center. Cap Proj *3-5 years 495 ECS-3.2: Meet community needs for programing and services. ECS-3.2.1: Conduct ongoing evaluation of services. CM *Ongoing Completed biannual community survey at the end of 2023. Will continue every other year. 496 ECS-3.2.2: Pilot equitable involvement in services.CM *1-2 years Completed a FlashVote survey; P&R will follow-up on results (i.e. more 20-something programming). 497 ECS-3.2.3: Target locations of services. Recrea *Ongoing 498 ECS-3.3: Consider expanding Universal Basic Income Pilot. CM *1-2 years 499 ECS-3.4: Develop community benefits agreements program. Planning *Complete Completed with adoption of Zoning Ordinance Update. 500 ECS-3.5: Develop and promote small businesses. Econ Dev *Ongoing 501 ECS-3.6: Enhance language accessibility for City programs and services. CM *1-2 years 502 ECS-3.7: Support age-friendly initiatives. ECS-3.7.1: Pursue age-friendly community designation.CM *3-5 years 503 ECS-4.1: Sustain facility maintenance staffing targets. Facilities *3-5 years 504 Policy: ECS-4.2: Maintain existing and future city facilities.Facilities *3-5 years Goal ECS-3. South San Francisco equitably provides public services for all residents. Goal ECS-4. South San Francisco provides well- maintained and 379 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 505 ECS-4.3: Identify reductions to long term operations and maintenance costs. Facilities *3-5 years 506 ECS-4.4: Integrate sustainable landscape strategies.Parks *Ongoing 507 ECS-4.5: Activate City facilities. Recrea *Ongoing 508 ECS-5.1: Develop partnerships for education. ECS-5.1.1: Collaborate with life sciences industry. Econ Dev *Ongoing 509 ECS-5.1.2: Identify special education opportunities. Econ Dev *3-5 years 510 ECS-5.1.3: Expand arts education. Recrea *3-5 years 511 ECS-5.1.4: Mitigate summer learning slide. Library *Ongoing 512 ECS-5.2: Provide a variety of youth programming. ECS-5.2.1: Target placement of programming. Recrea *Ongoing 513 ECS-5.2.2: Create summer internship pilot. CM *Ongoing 514 ECS-5.2.3: Create youth pilot programs to address resource gaps. CM *1-2 years 515 ECS-5.3: Maintain a data sharing agreement with South San Francisco Unified School District. CM *Ongoing 516 ECS-6.1: Improve public safety.ECS-6.1.1: Maintain community fire stations. Fire *Ongoing FY 2023-34 received $175k dollars in grant funding to add to IT security funding to upgrade electronic security access at all stations and improved fencing and security as Stations 61 and 64 517 ECS-6.1.2: Establish Community Safety and Equity Advisory Board. Police *Complete 518 ECS-6.1.3: Strengthen community cohesion through engagement with Police and Fire. Police *Ongoing 519 ECS-6.2 Develop and expand diversion programs. CM *3-5 years 520 ECS-6.3: Develop partnerships for referrals. Housing *Ongoing Promotores program provides an intake point for residents in need of social service connections including for housing resources, homelessness prevention, foodbank referrals and healthcare needs Goal ECS-6. South San Francisco promotes community safety and a sense of belonging for all residents. maintained and sustainable facilities to meet the needs of current and future residents. Goal ECS-5. The City provides high-quality educational opportunities for all children and youth by maintaining a positive relationship with the South San Francisco Unified School District. 380 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action EQUITABLE COMMUNITY SERVICES ELEMENT 3 34 9 14 Status 521 ECS-6.4: Support reentry and restorative justice programs.CM *3-5 years 522 ECS-6.5: Enhance programs for unhoused population. Housing *1-2 years 523 ECS-6.6: Minimize surveillance.CM *3-5 years 524 ECS-6.7: Coordinate public safety programs.Police *Ongoing 525 ECS-6.8: Report public safety data.Police *Ongoing 526 ECS-7.1: Ensure adequate library services, staffing, and facilities.Library *Ongoing LPR opened in 2023. 527 ECS-7.2: Promote libraries as community hubs. Library *Ongoing 528 ECS-7.3: Promote literacy programs. Library *Ongoing 529 ECS-7.4: Sustain diversity in library collections. Library *Ongoing 530 ECS-7.5: Expand outreach about diverse authors. Library *Ongoing 531 ECS-7.6: Provide navigation of City programs. Library *Ongoing 532 ECS-7.7: Conduct regular evaluation of library services. Library *Ongoing Goal ECS-7. South San Francisco public libraries serve as centralized hubs for educational and social services. 381 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 533 CHEJ-1.1: Increase access to healthcare. CHEJ-1.1.1: Assist in navigation of health and social services Econ Dev *Ongoing 534 CHEJ-1.1.2: County health partnerships. Econ Dev *Ongoing 535 CHEJ-1.1.3: Offer health literacy programs. Recrea *Ongoing 536 CHEJ-1.1.4: Partner with SSFUSD to provide school-based health centers. CM *Ongoing San Mateo County Department of Health is lead partner with SSFUSD on health services. 537 CHEJ-1.1.5: Explore healthcare public private partnerships. Econ Dev *Ongoing 538 CHEJ-1.1.6: Assist in the provision of nonprofit and community health centers. CM *3-5 years Determine if opioid settlement funds can be used to pay for mental health clinician. 539 CHEJ-1.1.7: Establish community paramedicine program.Fire *6-10 years 540 CHEJ-1.1.8: Reduce documentation for healthcare access. CM *1-2 years 541 CHEJ-1.2. Improve crisis response. CHEJ-1.2.1: Continue to participate in mental health crisis response pilot. CM *Ongoing Pilot program funded through June 2024. 542 CHEJ-1.2.2: Connect health and homeless services.CM *Ongoing Via the HOT team. 543 CHEJ-1.2.3: Develop pandemic preparedness plan. CM *1-2 years Restoration of Operations (ROOP) was in place in early COVID. Communications Manager to collaborate with Emergency Services Captain on the pandemic preparedness plan. 544 CHEJ-1.3: Collaborate with San Mateo County Health to share health-related data. CHEJ-1.3.1: Maintain and report health data. CM *3-5 years DEI Officer to discus with County Health, who compiles such data. 545 CHEJ-1.4: Integrate Health in All Policies approach. CHEJ-1.4.1: Require health impact assessment.Planning *3-5 years 546 CHEJ-1.4.2: Develop healthy development guidelines.Planning *3-5 years 547 CHEJ-1.5: Facilitate community input on health-focused programs and priorities. Planning *3-5 years 548 CHEJ-2.1: Ensure healthy food access. CHEJ-2.1.1: Explore economic incentives for food access.Housing *1-2 years Status Goal CHEJ-1. South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education. 382 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 549 CHEJ-2.1.2: Provide healthy food education.CM *Ongoing Recreation Division and Pre-school offers the Science of Habits class; Congregate Nutrition program with seniors. 550 CHEJ-2.1.3: Work with developers to provide a grocery store.Econ Dev *6-10 years 551 CHEJ-2.1.4: Expand farmers’ markets.Econ Dev *1-2 years 552 CHEJ-2.2: Encourage urban agriculture.Parks *1-2 years Partnering with non-profits to expand community gardens. Seeking funding to redevelop existing community gardens to make them more accessible to more people. 553 CHEJ-2.3: Allow food microenterprises. Planning *1-2 years 554 CHEJ-2.4: Encourage acceptance of food affordability programs. Econ Dev *Ongoing 555 CHEJ-2.5: Promote good nutrition. CHEJ-2.5.1: Adopt an ordinance that requires City-funded events offer healthy food choices to participants. CM *Ongoing Pre-school program has policy; need to expand to all city events. 556 CHEJ-2.5.2: Partner with SSFUSD to implement school nutrition education programs. CM *Ongoing Afterschool programs are currently providing nutrition education programs. Encouraging SSFUSD to provide similar programs. 557 CHEJ-2.6: Limit fast food and alcohol outlet concentration. Planning *Ongoing 558 CHEJ-3.1: Support regional efforts to improve air quality and protect human health. CHEJ-3.1.1: Monitor air quality in Lindenville, East of 101, and Downtown. Planning *3-5 years 559 CHEJ-3.2: Reduce mobile source pollution. CHEJ-3.2.1: Maintain truck route maps to minimize exposure. Eng/PW *Ongoing 560 CHEJ-3.2.2: Adopt an ordinance establishing vehicle idling restrictions. Planning *3-5 years 561 CHEJ-3.2.3: Transition the City's vehicle fleet to lower-emission fuel technologies. Maint *6-10 years Goal CHEJ-2. All low- income residents in the city have access to healthy food options. 383 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 562 CHEJ-3.3: Support businesses in transitioning their operations to emit fewer air pollutants. CHEJ-3.3.1: Explore incentives for pollution reduction. Sustain *6-10 years Passed residential reach codes and working with County's Office of Sustainability to explore a more legally defensible pathway for electrification of commerical buildings. Public Works and other Departments have ongoing efforts to electrify its fleet. Participation in the County's RICAPS meetings to collaborate and explore ways to reduce polluction. 563 CHEJ-3.3.2: Reduce indoor air pollution.Building *Ongoing Accomplished with changes within the California Green Code which regulates more healthy standards for materials and lower VOC's. 564 CHEJ-3.4: Encourage participation in the Green Business Program.Econ Dev *Ongoing 565 CHEJ-3.5: Discourage development of sensitive uses near sources of pollution. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 566 CHEJ-3.6: Incentivize air filtration in multifamily residential buildings. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 567 CHEJ-3.7: Expand tree canopy. Parks *Ongoing 568 CHEJ-4.1: Support Brownfield remediation. CHEJ-4.1.1: Maintain map of hazardous sites.Planning *1-2 years 569 CHEJ-4.1.2: Precautions for Oyster Point Landfill. Eng/PW *3-5 years 570 CHEJ-4.2: Require remediation before development. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 571 CHEJ-4.3: Reduce exposure from hazardous materials. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 572 CHEJ-4.4: Maintain map of hazardous materials transport route. Eng/PW *Ongoing 573 CHEJ-4.5: Establish land use restrictions on new toxic wastes. Planning *Complete Completed with adoption of Zoning Ordinance Update in 2022 and Lindenville Specific Plan in 2023. 574 CHEJ-4.6: Expand community engagement on remediation. Planning 3-5 years Goal CHEJ-3. South San Francisco neighborhoods near highways and industrial uses have improved air quality. Goal CHEJ-4. South San Francisco generates less solid waste, cleans up hazardous sites, and ensures safe storage and transportation of hazardous materials in Lindenville and East of 101. 384 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 575 CHEJ-5.1: Provide recreational programming to increase physical activity. Recrea *Ongoing 576 CHEJ-5.2: Develop partnerships to promote physical activity. Recrea *3-5 years 577 CHEJ-5.3: Promote active transportation.Planning *Ongoing 578 CHEJ-5.4: Access to clean drinking water. CM *Ongoing 579 CHEJ-6.1: Strengthen programs to maintain a safe and sanitary supply of affordable housing. CHEJ-6.1.1: Continue working with San Mateo Fall Prevention Task Force. Building *Ongoing 580 CHEJ-6.1.2: Establish lead and asbestos removal program.Building *6-10 years San Mateo County leads this effort for initial evaluations. 581 CHEJ-6.2: Enforce housing maintenance and building codes safety. Housing *Ongoing The City has developed a standing cross- departmental bi-weekly meeting to discuss properties with code violations or building code violations and ensure that safety is addressed and tenants are aware of their rights. 582 CHEJ-6.3: Track HUD inspections. Housing *Ongoing 583 CHEJ-6.4: Strengthen programs to provide housing and services for unhoused residents. CHEJ-6.4.1: Provide safe restroom facilities. CM *1-2 years SSFPD offers needle drop off, but not exchange. Need to work with San Mateo County in providing such facilities. 584 CHEJ-6.4.2: Implement permanent supportive housing.Housing *3-5 years 585 CHEJ-6.4.3: Provide services for unhoused families.Housing *3-5 years 586 CHEJ-6.4.4: Provide services for unhoused families. Housing *Ongoing 587 CHEJ-6.5: Partner with the local shelters. CM *Ongoing 588 CHEJ-7.1: Support residents who are at-risk of being displaced. CHEJ-7.1.1: Provide renter education and assistance.Housing *Ongoing 589 CHEJ-7.1.2: Develop anti- displacement plan.Housing *3-5 years Council approved a consultant contract to develop an Anti-Displacement Roadmap in January 2024. 590 CHEJ-7.1.3: Create a rental and eviction registry. Housing *1-2 years Will be discussed as part of Anti-Displacement Roadmap conversations. 591 CHEJ-7.1.4: Provide housing for people with disabilities.Planning *3-5 years Goal CHEJ-6. Low-income residents have access to safe housing and shelter throughout South San Francisco. Goal CHEJ-7. Low-income Goal CHEJ-5. Residents of all incomes, ages and abilities have opportunities to lead active lifestyles. 385 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY HEALTH AND ENVIRONMENTAL JUSTIC ELEMENT 5 26 6 26 Status 592 CHEJ-7.2: Create pathways for homeownership. CHEJ-7.2.1: Connect residents to mortgage assistance resources.Housing *1-2 years 593 CHEJ-7.3: Encourage resident controlled limited-equity housing.Cap Proj *1-2 years 594 CHEJ-7.4: Expand housing funds and programs.Recrea *1-2 years 595 CHEJ-7.5: Enforce fair housing laws. CHEJ-7.5.1: Provide resident housing rights education.Housing *1-2 years 596 CHEJ-7.5.2: Provide landlord housing rights education.Housing *1-2 years households are protected from displacement. 386 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 597 CR-1.1: Prioritize the needs of vulnerable populations. Sustain *Ongoing 598 CR-1.2: Participate in regional hazard planning initiatives. CR-1.2.1: Continue to fund and contribute to the San Mateo County Flood and Sea Level Rise Resiliency District. CM *Ongoing City submitted annual letter of intent seeking funding to address sea level rise. City is facilitating sea level rise efforts between SFO, Samtrans, One Shoreline, including WQCP. 599 CR-1.2.2. Coordinate utility redundancy. CM *6-10 years New Library | Parks and Rec Center includes photovoltaics, backup batteries and microgrids. 600 CR-1.3: Mainstream municipal climate preparedness planning and assessment. CR-1.3.1: Participate in the countywide Hazard Mitigation Plan. Fire *Ongoing 2023 Countywide hazard mitigation plan and SSF Annex to the plan were approved by Council. Continuous five year review and approval of this plan. 601 CR-1.3.2: Conduct municipal building and facility sea level rise studies. Water Qu *Ongoing 602 CR-1.3.3: Require multi-hazard real estate disclosure. Planning *3-5 years 603 CR-1.4: Develop and maintain resilient infrastructure standards. Eng/PW *1-2 years 604 CR-1.5: Require capital projects in high hazard areas to adhere to risk assessment guidance. Eng/PW *Ongoing 605 CR-1.6: Continually strengthen emergency management and operations. CR-1.6.1: Develop a resiliency hub program. Fire *3-5 years 606 CR-1.6.2: Upgrade the Emergency Operations Center. Fire *Ongoing Audio visual equipment was upgraded and several computers replaced. 607 CR-1.6.3: Establish a resilience education program. Econ Dev *Ongoing City partners with regional entities on resiience education programs through the Silicon Valley Econ Development Alliance, San Mateo County and through the City's Economic Advancement Center. 608 CR-1.6.4: Identify locations for post- disaster emergency housing. Planning *3-5 years 609 CR-1.6.5: Maintain evaluation route plans. Fire *Ongoing Status Goal CR-1: The City proactively advances community resilience and is prepared for all hazards, including climate disruption. 387 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 610 CR-1.7: Expand Community Emergency Response Team. CR-1.7.1: Foster Community Emergency Response Team – Promotores collaboration. Fire *1-2 years Workplan for 2024 611 CR-1.7.2: Increase Community Emergency Response Team outreach in community. Fire *Ongoing 2024 CERT Academy planned 612 CR-1.7.3: Expand Community Emergency Response Team outreach at the library. Fire *1-2 years Workplan for 2024 613 CR-1.8: Enhance post-disaster recovery planning. CR-1.8.1: Prepare a post-disaster recovery plan. Fire *1-2 years Grant funds requested to hire a consultant, have not gained funding yet 614 CR-1.8.2: Adopt post-disaster repair standards for existing buildings. Building *Ongoing SSF has a Back to Business (B2B) program that allows commercial buildings to establish a contract with the City to appoint private, qualified personel (engineers) to evaluate their buildings post disaster to expedite their opening back up. 615 CR-1.9: Assess needs and resources for future pandemic response. CM *3-5 years 616 CR-2.1: Use best available sea level rise projections. Sustain *Ongoing 617 CR-2.2: Implement a variety of adaptation solutions. CR-2.2.1: Pursue shoreline protection for existing and future development. Sustain *Ongoing 618 CR-2.2.2: Use nature-based solutions for ecosystem resilience. Eng/PW *Ongoing 619 CR-2.3: Use green infrastructure to reduce flooding. Eng/PW *3-5 years 620 CR-2.4: Site municipal buildings and facilities at higher elevations. CR-2.4.1: Conduct Fire Station 61 and 62 relocation feasibility study. Fire *1-2 years 621 CR-2.5: Require floodproofing for new development in sea level rise inundation zones. Planning *Complete Completed with adoption of Zoning Ordinance Update. 622 CR-2.6: Require redevelopment in sea level rise inundation zones to adhere to sea level rise policies.Planning *Complete Completed with adoption of Zoning Ordinance Update. 623 CR-2.7: Require rebuilding of flood- damaged properties to meet sea level rise policies. Planning *Complete Completed with adoption of Zoning Ordinance Update. Goal CR-2: A resilient community that protects existing and future development and people from sea level rise and flooding. 388 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 624 CR-2.8: Partner with public and quasi-public agencies to minimize the impacts of sea level rise. Sustain *1-2 years 625 CR-2.9: Prioritize landward relocation of the Bay Trail realignment after flooding. Planning *Complete Completed with adoption of Zoning Ordinance Update. 626 CR-2.10: Explore sea level rise adaptation financing options. Sustain *1-2 years 627 Goal CR-3: A transformed Colma Creek. CR-3.1: Develop Colma Creek adaptation solutions.Planning *3-5 years Colma Creek studies by Hassell Studios is identifying potential adaptation solutions for specific locations. 628 CR-4.1: Protect buildings, infrastructure, and other assets from seismic hazards. CR-4.1.1: Conduct seismic assessments for municipal assets. Building *Ongoing Municipal buildings were last seismically assessed in 1990s and had retrofit work completed if necessary. 629 CR-4.1.2: Continually update the Building Code for seismic and other hazard safety. Building *Ongoing Completed every three years with the updated Title 24 California State Codes. 630 CR-4.1.3: Maintain a soft-story buildings inventory. Building *6-10 years 631 CR-4.1.4: Expand seismic retrofit incentive program expansion. Building *Ongoing Done through State and federal programs. 632 CR-4.2: Maintain emergency response capabilities. Fire *Ongoing 633 CR-4.3: Discourage hillside area development on slopes more than 30 percent. Planning *Complete Completed with adoption of Zoning Ordinance Update. 634 CR-4.4: Protect buildings, infrastructure, and other assets from other geologic hazards. Planning *Complete Completed with adoption of Zoning Ordinance Update. 635 CR-5.1: Implement Sign Hill wildfire mitigation measures. Fire *Ongoing Cooperating with Parks & Recreation to identify and remove fuels and reduce fire danger 636 CR-5.2: Maintain a comprehensive fire management program. Fire *Ongoing 637 CR-5.3: Expand access to evacuation and early warning technology for wildfire. Fire *Ongoing Evacuation software and plans exist. Currently working on a continuous campaign to educate the community. 638 CR-5.4: Maintain adequate emergency response resources. Fire *Ongoing Goal CR-4: The City minimizes the risk to life and property from seismic activity and geologic hazards in South San Francisco. Goal CR-5: The City minimizes the risk to life and property from wildfire in South San Francisco. 389 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action COMMUNITY RESILIENCE ELEMENT 6 26 3 18 Status 639 CR-6.1: Support resilient building design. CR-6.1.1: Review and update funding programs for resilient building design. Sustain *1-2 years 640 CR-6.1.2: Create a community engagement for weatherization programs. Housing *3-5 years 641 CR-6.2: Maintain clear and high- quality hazard communications. CR-6.2.1: Develop an early warning systems for heat and air quality. Fire *6-10 years 642 CR-6.2.2: Work with utilities to prevent shutoff during extreme events. CM *1-2 years 643 CR-6.3: Reduce heat island impacts through adaption strategies. CR-6.3.1: Identify heat island priority areas. Planning *3-5 years 644 CR-6.4: Maintain adequate cooling and warming centers. CR-6.4.1: Prepare a cooling and warming centers distribution plan. Fire *Ongoing Working with Parks & Recreation to identify locations, personnel and policy to open cooling and warming centers. 645 CR-6.5: Coordinate transportation system with air quality improvements. Eng/PW *3-5 years 646 CR-7.1: Minimize risk from hazardous materials. Fire *Ongoing 647 CR-7.2: Coordinate hazardous material regulation and management. Fire *Ongoing Annual inspection of all occupancies identified as having high hazardous material quantities. 648 CR-7.3: Assess hazardous materials management during development review. Fire *Ongoing 649 CR-7.4: Maintain awareness of hazardous waste handling and awareness. CR-7.4.1: Offer educational programing on hazardous materials disposal and pesticides. Maint *Ongoing Goal CR-7: Strong coordination with regulatory agencies to ensure safe and effective remediation of hazardous and toxic materials. Goal CR-6: A City prepared for the combined impacts of extreme heat and poor air quality. 390 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 650 CP-1.1: Maintain and update the Climate Plan. CP-1.1.1: Update greenhouse gas reduction measures. Sustain *Ongoing Continuing to track GHG inventory and explore methods to reduce carbon emissions. Energy usage will be tracked monthly via an energy dashboard. 651 CP-1.1.2: Establish greenhouse gas emission thresholds.Planning *Ongoing 652 CP-1.2: Monitor progress towards carbon neutrality goal. CP-1.2.1: Update the community greenhouse gas inventory every five years.Sustain *Ongoing Continuing to track GHG inventory and explore methods to reduce carbon emissions. Energy usage will be tracked monthly via an energy dashboard. 653 CP-1.2.2: Prepare Municipal Greenhouse Gas inventory.Sustain *1-2 years Started work to prepare a municipal GHG inventory, need a commuter analysis to complete this benchmarking. 654 CP-1.3: Utilize innovative technologies to reduce emissions. Sustain *Ongoing 655 CP-1.4: Explore innovative pilot programs. Sustain *Ongoing 656 CP-1.5: Seek funding to support greenhouse emission reductions.Sustain *Ongoing 657 CP-1.6: Community education about greenhouse gas reduction incentives. Sustain *Ongoing 658 CP-2.1: Maintain Peninsula Clean Energy membership.Sustain *Ongoing 659 CP-2.2: Reduce emissions associated with natural gas infrastructure. Sustain *3-5 years 660 CP-2.3: Develop community solar projects. Sustain *3-5 years 661 CP-2.4: Install energy resilience infrastructure. Sustain *6-10 years 662 CP-2.5: Coordinate with Pacific Gas and Electric Public Safety Power Shutoffs. Sustain *1-2 years 663 CP-3.1: Building code maintenance for new and major renovations (energy efficiency). CP-3.1.1: Incentivize energy efficient new construction. Building *Ongoing Via California Energy Code and via Reachcodes adopted by the City Status Goal CP-1: A carbon neutral community by 2045. Goal CP-2: A resilient and fossil fuel free energy system. 391 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 Status 664 CP-3.1.2: Require non-residential all- electric new construction. Building *6-10 years 665 CP-3.1.3: Retrofit all-electric in existing buildings during major renovations. Building *6-10 years 666 CP-3.1.4: Require installation of photovoltaic panels.Building *Complete Required for new construction via California Energy Code. 667 CP-3.2: Building code maintenance for new and major renovations (water efficiency). CP-3.2.1: Require high-efficiency indoor water fixture.Building *Complete California Senate Bill 407 requires all existing fixtures to meet maximum usage standards. Compliance is verified during permit inspection. 668 CP-3.2.2: Update landscaping water requirements.Building *1-2 years 669 CP-3.3: Encourage the addition of battery storage.Sustain *1-2 years 670 CP-3.4: Adopt Electric Vehicle charging reach code. Adopt higher electric vehicle charging requirements than CALGreen for multifamily and nonresidential new construction. Sustain *1-2 years 671 CP-4.1: Establish efficiency upgrade programs. CP-4.1.1: Energy audits for homes and businesses.Sustain *3-5 years Track energy audits for homes and businesses by pushing out rebate programs with PCE and San Mateo County Energy upgrade. 672 PR-4.2: Coordinate with South San Francisco Unified School District on facility access. CP-4.1.2: Adopt Commercial Benchmarking ordinance.Building *3-5 years 673 CP-4.1.3: Retrocommissioning partnership.Sustain *3-5 years Working with the County's Office of Sustainability to explore incentives for property owners to understake retrocommissioning. 674 CP-4.2: Prepare a Building Electrification Plan. CP-4.2.1: Require electric panel upgrade at point of sale.Building *3-5 years 675 CP-4.2.2: Adopt Burnout Ordinance. Sustain *1-2 years Exploring this burnout ordinance with the County's Office of Sustainability. 676 CP-4.3: Establish Graywater permitting. Sustain *3-5 years 677 CP-4.4: Community education about energy and water incentives. Sustain *Ongoing Goal CP-3: Green buildings are the standard in South San Francisco for new construction and major renovations. Goal CP-4: The performance of existing buildings in South San Francisco is improved. 392 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 Status 678 CP-5.1: Require minimum of LEED silver rating or equivalent for new buildings. Cap Proj *Ongoing 679 CP-5.2: Benchmark environmental performance of municipal buildings and facilities.Sustain *1-2 years 680 CP-5.3: Municipal building retrofits and operational changes.Sustain *3-5 years 681 CP-5.4: Require 75% waste diversion for municipal construction and demolition projects.Cap Proj *Ongoing 682 CP-5.5: Energy resilience of municipal buildings.Cap Proj *Ongoing New LPR building completed in 2023 is all electric. 683 CP-5.6: Electric vehicle chargers at municipal facilities.Cap Proj *Ongoing 684 CP-6.1: Maintain and update Waste Reduction Plan. CP-6.1.1: Adopt a Zero-waste plan. Maint *1-2 years 685 CP-6.1.2: SSF Scavenger partnership. Maint *Ongoing 686 CP-6.1.3: Establish waste reduction compliance pathways.Maint *1-2 years 687 CP-6.2: Educational outreach about waste diversion. Sustain *1-2 years 688 CP-6.3: Modify waste rate structures. Sustain *3-5 years 689 CP-6.4: Establish City green purchasing program. Establish a green purchasing program for City of South San Francisco. Sustain *1-2 years 690 CP-7.1: Protect and expand wetland habitat. Sustain *3-5 years 691 CP-7.2: Expand tree canopy cover. Parks *Ongoing 692 CP-7.3: Enhance Colma Creek ecological corridor.Sustain *3-5 years 693 CP-7.4: Explore carbon farming. Explore compost application on available acres of appropriate open space. Sustain *3-5 years Goal CP-6: The City continues to divert organics from landfill in accordance with State targets. Goal CP-7: The City increases carbon sequestration in public lands, in open spaces, and in the urban forest through marsh enhancement and tree planting. Goal CP-5: Improve the environmental efficiencies and performance of municipal buildings, facilities, landscaping, and parks in South San Francisco. 393 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action CLIMATE PROTECTION ELEMENT 2 17 6 22 Status 694 CP-8.1: Evaluate system efficiency. Water Qu *Ongoing 695 CP-8.2: Explore renewable biogas production.Water Qu *1-2 years Studying feasibility 696 CP-8.3: Explore recycled water supply.Water Qu *1-2 years Studying feasibility Goal CP-8: The South San Francisco – San Bruno Water Quality Control Plant is a model for sustainable, resilient operations. 394 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 697 ES-1.1: Develop a connected open space network. Parks *6-10 years 698 ES-1.2: Strive for habitat diversity across the city. Parks *Ongoing 699 ES-1.3: Create a connected network of wildlife corridors. Parks *6-10 years 700 ES-1.4: Plant for biodiversity. ES-1.4.1: Manage vegetation at parks and open space for biodiversity. Parks *Ongoing 701 ES-1.5: Conduct equity assessments for conservation efforts. CM *3-5 years 702 ES-2.1: Protect marsh and wetland habitat. Sustain *3-5 years 703 ES-2.2: Maintain development standards adjacent to the San Francisco Bay to support habitat. ES-2.2.1: Require bird safe design East of 101. Planning *Complete Completed with adoption of Zoning Ordinance Update. 704 ES-3.1: Enhance Colma Creek as an ecological corridor. ES-3.1.1: Implement Colma Creek interpretive signage. Parks *6-10 years 705 ES-3.2: Co-locate park and open space patches along Colma Creek. Parks *6-10 years 706 ES-3.3: Maintain development standards along Colma Creek to support habitat. Planning *Complete Zoning Ordinance and Lindenville Specific Plan include development standards adjacent to Colma Creek. 707 ES-3.4: Implement stormwater management throughout the Colma Creek watershed. Eng/PW *3-5 years 708 ES-3.5: Maintain stormwater management partnerships. Water Qu *Ongoing 709 ES-4.1: Expand tree canopy cover. ES-4.1.1: Implement the City’s Urban Forest Plan.Parks *Ongoing 710 ES-4.2: Avoid tree removal. Parks *Ongoing 711 ES-4.3: Support the staged succession of tree planting. Parks *Ongoing 712 ES-4.4: Plan for tree planting to promote tree health. Parks *Complete 713 ES-4.5: Promote good tree maintenance. Parks *Ongoing Status Goal ES-1: The City supports nature in South San Francisco to encourage healthy ecosystems, improve air and water quality, improve public health, and adapt to a changing climate. Goal ES-2: South San Francisco is a steward of the San Francisco Bay and its habitat. Goal ES-3: Colma Creek is an ecological corridor that supports community resilience and livability. Goal ES-4: An abundant, robust urban forest that 395 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 714 ES-4.6: Support education and engagement about the urban forest. Parks *Ongoing 715 ES-4.7: Enforce the Tree Preservation Ordinance. Maint *Ongoing 716 ES-4.8: Maintain and update the tree inventory. Parks *Ongoing Inventory completed; maintenance is ongoing. 717 ES-4.9: Choose native, climate- adaptive trees. Parks *Ongoing 718 ES-4.10: Require tree survey with project applications. Planning *1-2 years Will add requirement to Planning Application 719 ES-5.1: Remove invasive species. Planning *3-5 years 720 ES-5.2: Control and manage invasive plants found on site. Planning *3-5 years 721 ES-5.3: Use a waterwise planting palette during new construction. ES-5.3.1: Update the planting guidelines.Planning *3-5 years 722 ES-5.4: Preserve native plants during construction. Planning *3-5 years 723 ES-5.5: Plant using a multi-layered cluster to support wildlife.Planning *3-5 years 724 ES-5.6: Create pollinator habitats in medians and landscapes.Parks *Ongoing 725 ES-5.7: Discourage herbicide and pesticide use. Parks *Ongoing 726 ES-5.8: Design irrigation systems for water conservation. Planning *3-5 years 727 ES-5.9: Encourage alternative irrigation water sources. Parks *Ongoing 728 ES-5.10: Use regenerative design practices. Planning *3-5 years 729 ES-6.1: Catalog wildlife and plant inventories. Planning *3-5 years 730 ES-6.2: Conduct wildlife and plant assessments for new development. Planning *1-2 years Will add requirement to Planning Application, applicable to projects located within environmentally sensitive areas as identified in GP. contributes to South San Francisco’s quality of life as it combats the effects of climate change. Goal ES-5: Landscape design standards for new development enhance habitat quality, reduce water use, and support a diverse ecosystem. Goal ES-6: Threatened and endangered wildlife 396 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 731 ES-6.3: Conduct site-specific assessments for new development in ecologically sensitive habitat areas. Planning *Complete Completed with adoption of Zoning Ordinance Update. 732 ES-6.4: Manage and conserve natural areas at risk. Parks *Ongoing 733 ES-7.1: Develop and implement comprehensive watershed management strategy. Eng/PW *3-5 years 734 ES-7.2: Integrate green infrastructure in City projects. ES-7.2.1: Implement the Green Infrastructure Plan.Eng/PW *Ongoing 735 ES-7.2.2: Identify opportunities to implement green Infrastructure in parks and open space. Parks *Ongoing All new projects require green infrastructure and minimize impervious surfaces. 736 ES-7.3: Require stormwater management practices for new and redevelopment projects. Planning *Complete Completed with adoption of Zoning Ordinance Update. 737 ES-7.4: Encourage pervious surfaces in new developments.Planning *Complete Completed with adoption of Zoning Ordinance Update. 738 ES-8.1: Optimize groundwater recharge in new development. Planning *3-5 years 739 ES-8.2: Implement potable water demand reduction measures. Sustain *3-5 years 740 ES-9.1: Maintain a Historic Resources Inventory. ES-9.1.1: Explore the feasibility of a Downtown Historic Commercial District development. Planning *3-5 years 741 ES-9.1.2: Prepare Downtown urban design guidelines. Planning *3-5 years Will release a Request for Proposals for this work in 2024. 742 ES-9.1.3: Expand historic markers and maps to promote and celebrate history. Planning *3-5 years 743 ES-9.1.4: Expand historic resources education through partnerships. Planning *3-5 years 744 ES-9.1.5: Preservation resources. Planning *3-5 years 745 ES-9.2: Identify historic resources. Planning *3-5 years 746 ES-9.3: Encourage adaptive reuse of historic resources. Planning *3-5 years and plant species thrive in South San Francisco. Goal ES-7: The City increases stormwater infiltration and reduces the amount of pollutants entering the stormwater system. Goal ES-8: Clean and sustainable groundwater. Goal ES-9: Protect important historic architectural resources for the aesthetic, educational, economic, and scientific contribution they make to South San Francisco’s identity and quality of life. 397 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action ENVIRONMENTAL AND CULTURAL STEWARDSHIP ELEMENT 7 18 7 28 Status 747 ES-9.4: Protect hardscape and cultural landscape elements. Planning *3-5 years 748 ES-9.5: Require historic surveys as part of development project requirements. ES-9.5.1: Historic evaluation. Planning *Complete Completed with adoption of Zoning Ordinance Update. 749 ES-10.1: Maintain archaeological procedures for new development. Planning *1-2 years 750 ES-10.2: Support archaeological education. Planning *3-5 years 751 ES-10.3: Require that development proposals be referred to appropriate archaeological resources. Planning *1-2 years Will include requirement to refer projects to NAHC and local Native Americal tribes on Planning Application form. 752 ES-10.4: Ensure the protection of known archaeological resources through records review. Planning *1-2 years Will include requirement to refer projects to NAHC and local Native Americal tribes on Planning Application form. 753 ES-10.5: Discovery of significant historic or prehistoric archaeological artifacts. Planning *1-2 years Standard mitigation measure. 754 ES-11.1: Identification of tribal cultural resources. Planning *1-2 years Standard mitigation measure. 755 ES-11.2: Include history of Native American peoples in Colma Creek transformation. Planning *6-10 years 756 ES-11.3: Conduct tribal consultation during development review. Planning *Ongoing Goal ES-11: South San Francisco protects sites, features, places, or objects that are of cultural value to one or more California Native American Tribes. Goal ES-10: South San Francisco’s archaeological resources provide a link to the city’s prehistoric and historic past and strengthen the city’s sense of place. 398 No.GP Goal GP Policy GP Action Dept Timeframe Notes Complete Ongoing Underway No Action NOISE ELEMENT 4 2 1 1 757 NOI-1-1: Ensure new development complies with Noise Compatibility guidelines. NOI-1.1.1: Enforce Exterior and Interior noise limits.Building *Ongoing Via SSF municipal code requirements and requirements for interior noise level maximums from California Building Code and California Residential Code. 758 NOI-1.1.2: Incorporate noise compatibility conditions of approval. Planning *1-2 years 759 NOI-1.1.3: Require noise study in applicable areas.Planning *1-2 years Will add requirement to Planning Application. 760 NOI-1.1.4: Enforce Noise Insulation Standards.Building *Ongoing Via SSF municipal code requirements and requirements for interior noise level maximums from California Building Code and California Residential Code. 761 NOI-1.1.5: Require noise control for new developments.Planning *Complete Completed with adoption of Zoning Ordinance Update. 762 NOI-2.1: Require vibration analysis for sensitive receptors.Planning *Complete Completed with adoption of Zoning Ordinance Update. 763 NOI-2.2: Require vibration analysis for rail lines.Planning *Complete Completed with adoption of Zoning Ordinance Update. 764 Goal NOI-3: Historic structures are not exposed to unacceptable vibration levels. NOI-3.1: Require vibration analysis for historic structure protection. Planning *Complete Completed with adoption of Zoning Ordinance Update. Status Goal NOI-1: Residents and employees of South San Francisco are exposed to acceptable noise levels. Goal NOI-2: Prevent the exposure of residents and employees of South San Francisco unacceptable vibration levels. 399 Timeframe Ongoing 1-2 years 3-5 years 6-10 years Complete City Departments CM Comm Cap Proj Sustain Econ Dev Housing Building Planning Parks Facilities Recrea Eng/PW Maint Water Qu Finance Hum Res Info Tech Fire Police Library Status Ongoing No Action In Progress Complete 400 Jurisidiction Name Reporting Calendar Year First Name Last Name Title Click here to download APR Instructions Email Phone Street Address City Zipcode v_2_15_24 Click here to add rows to a table. If you add too many rows, you may select a cell in the row you wish to remove and type ctrl + d. 315 MAPLE AVENUE SOUTH SAN FRANCISCO 94080 STEPHANIE SKANGOS SENIOR PLANNER STEPHANIE.SKANGOS@SSF.NET 6508778535 Mailing Address Please Start Here General Information 2023 South San Francisco Contact Information Optional: Click here to import last year's data. This is best used when the workbook is new and empty. You will be prompted to pick an old workbook to import from. Project and program data will be copied exactly how it was entered in last year's form and must be updated. If a project is no longer has any reportable activity, you may delete the project by selecting a cell in the row and typing ctrl + d. Annual Progress Report January 2020 401 Optional: This runs a macro which checks to ensure all required fields are filled out. The macro will create two files saved in the same directory this APR file is saved in. One file will be a copy of the APR with highlighted cells which require information. The other file will be list of the problematic cells, along with a description of the nature of the error. Optional: Save before running. This copies data on Table A2, and creates another workbook with the table split across 4 tabs, each of which can fit onto a single page for easier printing. Running this macro will remove the comments on the column headers, which contain the instructions. Do not save the APR file after running in order to preserve comments once it is reopened. Optional: This macro identifies dates entered that occurred outside of the reporting year. RHNA credit is only given for building permits issued during the reporting year. Link to the online system:https://apr.hcd.ca.gov/APR/login.do Toggles formatting that turns cells green/yellow/red based on data validation rules. Submittal Instructions Please save your file as Jurisdictionname2023 (no spaces). Example: the city of San Luis Obispo would save their file as SanLuisObispo2023 Housing Element Annual Progress Reports (APRs) forms and tables must be submitted to HCD and the Governor's Office of Planning and Research (OPR) on or before April 1 of each year for the prior calendar year; submit separate reports directly to both HCD and OPR pursuant to Government Code section 65400. There are two options for submitting APRs: 1. Online Annual Progress Reporting System - Please see the link to the online system to the left. This allows you to upload the completed APR form into directly into HCD’s database limiting the risk of errors. If you would like to use the online system, email APR@hcd.ca.gov and HCD will send you the login information for your jurisdiction. Please note: Using the online system only provides the information to HCD. The APR must still be submitted to OPR. Their email address is opr.apr@opr.ca.gov. 2. Email - If you prefer to submit via email, you can complete the excel Annual Progress Report forms and submit to HCD at APR@hcd.ca.gov and to OPR at opr.apr@opr.ca.gov. Please send the Excel workbook, not a scanned or PDF copy of the tables. 402 Jurisdiction South San Francisco Reporting Year 2023 Housing Element Planning Period 6th Cycle Current Year Deed Restricted 0 Non-Deed Restricted 13 Deed Restricted 35 Non-Deed Restricted 13 Deed Restricted 0 Non-Deed Restricted 14 14 89 Units by Structure Type Entitled Permitted Completed Single-family Attached 0 0 0 Single-family Detached 3 4 2 2 to 4 units per structure 2 4 0 5+ units per structure 805 36 178 Accessory Dwelling Unit 0 45 36 Mobile/Manufactured Home 0 0 0 Total 810 89 216 Infill Housing Developments and Infill Units Permitted # of Projects Units 49 89 0 0 2 5 5 0 0 0 Income Rental Ownership Total Very Low 0 0 0 (Jan. 1 - Dec. 31) 01/31/2023 - 01/31/2031 Units Constructed - SB 35 Streamlining Permits Number of SB 35 Streamlining Applications Approved Very Low Low Moderate Total Housing Applications Submitted: Number of Proposed Units in All Applications Received: Total Housing Units Approved: Total Housing Units Disapproved: Total Units Housing Applications Summary Use of SB 35 Streamlining Provisions - Applications Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of SB 35 Streamlining Applications Above Moderate Indicated as Infill Not Indicated as Infill Building Permits Issued by Affordability Summary Income Level 403 Low 0 0 0 Moderate 0 0 0 Above Moderate 0 0 0 Total 0 0 0 Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 1 1 SB 9 (2021) - Residential Lot Split 0 0 AB 2011 (2022)0 0 SB 6 (2022)0 0 SB 35 (2017)0 0 Ministerial and Discretionary Applications # of Applications Units Ministerial 0 0 Discretionary 2 5 Density Bonus Applications and Units Permitted Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0 Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 114 0 Programs Implemented Sites Rezoned to Accommodate the RHNA 404 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Date Application Submitted Total Approved Units by Project Total Disapproved Units by Project Streamlining 2 3 4 6 7 8 9 Prior APN+Current APN Street Address Project Name+Local Jurisdiction Tracking ID Unit Category (SFA,SFD,2 to 4,5+,ADU,MH) Tenure R=Renter O=Owner Date Application Submitted (see instructions) Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low-Income Deed Restricted Low-Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Total PROPOSED Units by Project Total APPROVED Units by project Total DISAPPROVED Units by Project Please select streamlining provision/s the application was submitted pursuant to. Did the housing development application seek incentives or concessions pursuant to Government Code section 65915? Summary Row: Start Data Entry Below 0 0 0 0 0 3 2 5 5 0 012135010 012135170 723 Olive Ave P22-0134 SFD O 3/23/2023 2 1 3 3 0 NONE No 012231370 012231370 648 Railroad Ave P23-0033 2 to 4 O 4/14/2023 1 1 2 2 0 NONE No 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Table A Cells in grey contain auto-calculation formulas 51 Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bo Applica 10 Housing Development Applications Submitted 405 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Table A2 Streamlining Infill Housing without Financial Assistance or Deed Restrictions Term of Affordability or Deed Restriction Notes 2 3 5 6 8 9 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Prior APN+Current APN Street Address Project Name+Local Jurisdiction Tracking ID Unit Category (SFA,SFD,2 to 4,5+,ADU,MH) Tenure R=Renter O=Owner Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Entitlement Date Approved # of Units issued Entitlements Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Building Permits Date Issued # of Units Issued Building Permits Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Certificates of Occupancy or other forms of readiness (see instructions) Date Issued # of Units issued Certificates of Occupancy or other forms of readiness How many of the units were Extremely Low Income? Please select the streamlining provision the project was APPROVED pursuant to. (may select multiple) Infill Units? Y/N+ Assistance Programs for Each Development (may select multiple - see instructions) Deed Restriction Type (may select multiple - see instructions) For units affordable without financial assistance or deed restrictions, explain how the locality determined the units were affordable (see instructions) Term of Affordability or Deed Restriction (years) (if affordable in perpetuity enter 1000)+ Number of Demolished/Destroyed Units Demolished or Destroyed Units Demolished/Des troyed Units Owner or Renter Total Density Bonus Applied to the Project (Percentage Increase in Total Allowable Units or Total Maximum Allowable Residential Gross Floor Area) Number of Other Incentives, Concessions, Waivers, or Other Modifications Given to the Project (Excluding Parking Waivers or Parking Reductions) List the incentives, concessions, waivers, and modifications (Excluding Parking Waivers or Parking Modifications) Did the project receive a reduction or waiver of parking standards? (Y/N) Notes+ Summary Row: Start Data Entry Below 40 0 81 0 0 3 686 810 0 13 35 13 0 14 14 89 43 7 39 8 9 13 97 216 11 0 13223030 13223030 109 ROCKWOOD DR B21-1038 ADU R 0 1 1/3/2022 1 1 5/8/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 10323100 10323100 213 LOMITAS AVE B21-1334 ADU R 0 1 1/31/2022 1 1 5/5/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12080330 12080330 104 PECKS LN B21-1906 ADU R 0 1 2/10/2022 1 1 4/11/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12023060 12023060 741 HEMLOCK AVE B21-1050 ADU R 0 1 2/15/2022 1 1 8/11/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 91033060 91033060 2350 ERIN PL B22-0049 ADU R 0 1 4/18/2022 1 1 11/20/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 10125230 10125230 53 CALVERT AVE B21-2151 ADU R 0 1 5/20/2022 1 1 8/1/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 13171240 13171240 113 ROSEWOOD WAY B22-0289 ADU R 0 1 6/8/2022 1 1 6/13/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12134400 12134400 856 MAPLE AVE B22-0288 ADU R 0 1 6/14/2022 1 1 2/8/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12211180 12211180 792 GRAND AVE B21-2167 ADU R 0 1 6/17/2022 1 1 2/24/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 10125080 10125080 83 CALVERT AVE B22-0655 ADU R 0 1 6/24/2022 1 1 4/25/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12201130 12201130 743 BADEN AVE B22-0802 ADU R 0 1 8/3/2022 1 1 4/20/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 10194040 10194040 863 BYRON DR B22-0848 ADU R 0 1 8/10/2022 1 1 2/9/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12086090 12086090 111 GREEN AVE B21-1708 ADU R 0 1 8/30/2022 1 1 5/23/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 91014240 91014240 2545 TARA LN B21-0797 ADU R 0 1 9/6/2022 1 1 9/13/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12321190 12321190 421 3RD LANE B22-0130 ADU R 0 1 9/21/2022 1 1 4/25/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 91023220 91023220 2411 BANTRY LN B22-1590 ADU R 0 1 9/30/2022 1 1 4/25/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 13215160 13215160 219 ROCKWOOD DR B22-1083 ADU R 0 1 10/12/2022 1 1 4/21/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 11201330 11201330 1212 BAYWOOD AVE B22-1328 ADU R 0 1 11/3/2022 1 1 11/15/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 13031120 13031120 616 LASSEN ST B22-1735 ADU R 0 1 11/14/2022 1 1 7/24/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 13075240 13075240 436 ZAMORA DR B22-1535 ADU R 0 1 11/29/2022 1 1 8/9/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 12314010 12314010 418 LINDEN AVE ROEM B18-1007 5+R 0 19 17 1 1/1/2022 37 19 17 1 8/15/2023 37 5 NONE Y Other 55 Building permit issued in 2021 but not included in 2021 APR 012316080 012316090 012316100 012316110 012316080 012316090 012316100 012316110 217-219 GRAND AVE ROEM B18-1005 5+R 0 24 22 1 1/1/2022 47 24 22 1 10/27/2023 47 6 NONE Y Other 55 Building permit issued in 2021 but not included in 2021 APR 10083280 10083280 139 ADRIAN AVE B21-1746 ADU R 0 1 4/5/2022 1 1 8/4/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012135170 723 Olive Ave P22-0134 SFD O 2 1 9/19/2023 3 0 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012231370 648 Railroad Ave P23-0033 2 to 4 O 1 1 5/16/2023 2 0 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013092080 443 ZAMORA DR B22-1093 ADU 0 1 1/3/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010113170 237 MANSFIELD DR B22-2138 ADU 0 1 2/1/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012261220 563 MAGNOLIA AVE B22-0129 SFD 0 1 1 3/30/2023 2 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 1 new SFD and 1 new detached ADU 013095100 419 GRANADA DR B22-2107 ADU 0 1 1 3/30/2023 2 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 1 new attached ADU and new JADU conversion 012262160 574 MAGNOLIA AVE B22-2435 ADU 0 1 3/31/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012321170 428 BADEN AVE Baden Station B20-1912 5+0 35 1 4/10/2023 36 0 NONE Y LIHTC, Other Other 55 Loan agreement with the City 013113780 369 PONDEROSA RD B22-1097 ADU 0 1 4/19/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012231410 660 RAILROAD AVE B21-0686 SFD 0 1 4/25/2023 1 0 NONE Y 010204080 752 ALTA LOMA DR B22-0972 ADU 0 1 5/5/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013221110 108 MANOR DR B22-1237 ADU 0 1 5/17/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012254310 509 POPLAR AVE B22-2440 ADU 0 1 5/17/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012313210 317-319 GRAND AVE B22-0514 2 to 4 0 4 5/19/2023 4 0 NONE Y 014134060 143 FIR AVE B23-0007 ADU 0 1 5/24/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012026100 608 LARCH AVE B22-1274 SFD 0 1 5/31/2023 1 0 SB 9 (2021) - Duplex in SF Zone Y 012024170 703 LARCH AVE B23-0422 ADU 0 1 6/13/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012133270 660 SPRUCE AVE B23-0692 ADU 0 1 6/13/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013230360 406 ALTA VISTA DR B21-1704 ADU 0 1 6/16/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014171040 125 FRANCISCO DR B22-2338 ADU 0 1 6/20/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014171580 360 EL CORTEZ AVE B22-2410 ADU 0 1 6/20/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014014230 117 A ST B22-1921 ADU 0 1 6/29/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013102140 369 GRANADA DR B23-0685 ADU 0 1 7/24/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010384120 206 CARMELO LN B22-2359 ADU 0 1 8/23/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012333090 327 COMMERCIAL AVE B19-1462 ADU 0 1 9/5/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010370100 229 ARROYO DR B22-0220 ADU 0 1 9/6/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014142060 121 MULBERRY AVE B23-1667 ADU 0 1 9/14/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012181140 835 BADEN AVE B22-0693 ADU 0 1 9/25/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013092260 448 GRANADA DR B23-1772 ADU 0 1 10/6/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012134440 42 SCHOOL ST B21-1750 ADU 0 1 10/13/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010333380 112 CUESTA DR B23-1318 ADU 0 1 10/26/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014142150 103 MULBERRY AVE B22-2003 ADU 0 1 11/3/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012245070 624 MILLER AVE B22-2255 ADU 0 1 11/7/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 007670010 63 VIOLA ST B23-1657 ADU 0 1 11/14/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 014171600 372 EL CORTEZ AVE B23-1405 ADU 0 1 11/17/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010274050 517 DEL MONTE AVE B23-1219 ADU 0 1 11/29/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 091022140 2504 BANTRY LN B23-1313 ADU 0 1 12/14/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010411010 100 EL CAMPO DR B23-1500 ADU 0 1 12/26/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010304320 31 SAN FELIPE AVE B22-1727 ADU 0 1 4/24/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 011203320 255 HOLLY AVE B22-2318 ADU 0 1 5/10/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012333080 329 COMMERCIAL AVE B23-0573 ADU 0 1 5/11/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012037010 88 HIGHLAND AVE B22-2295 ADU 0 1 6/14/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012241020 673 GRAND AVE B23-0378 ADU 0 1 6/27/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012172300 516 MAPLE AVE B23-0189 ADU 0 1 12/20/2023 1 0 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013042290 711 W ORANGE AVE B22-1814 ADU 0 1 1/26/2023 1 1 6/22/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012124180 604 TELFORD AVE B22-1337 ADU 0 1 2/10/2023 1 1 8/23/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012141250 821 HICKORY B22-1508 ADU 0 1 2/13/2023 1 1 9/27/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 091013060 2450 TARA LN B22-1427 ADU 0 1 4/4/2023 1 1 12/20/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 013181220 106 ROSEWOOD WAY B22-2394 ADU 0 1 4/11/2023 1 1 12/26/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012082100 100 RANDOLPH AVE B22-2102 ADU 0 1 4/13/2023 1 1 10/13/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010413280 220 DEL MONTE AVE B23-0525 ADU 0 1 7/24/2023 1 1 10/27/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012323480 458 RAILROAD AVE B19-1306 ADU 0 0 1 1 3/21/2023 2 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 1 new multi-family unit and 1 new ADU 012211160 768 GRAND AVE B20-0892 ADU 0 0 1 4/21/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012201080 759 BADEN AVE B20-1108 ADU 0 0 1 5/12/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012262240 526 PALM AVE B20-1825 ADU 0 0 1 5/26/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012033100 110 GROVE AVE B21-0440 ADU 0 0 1 7/24/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012181380 841 SECOND LANE B20-0928 SFD 0 0 1 9/7/2023 1 NONE Y 012154100 620 WALNUT AVE B10-1749 SFD 0 0 1 10/23/2023 1 NONE Y 012201480 734 COMMERCIAL AVE B17-1740 ADU 0 0 1 11/7/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 010363090 3 JACINTO LN B18-1176 ADU 0 0 1 11/7/2023 1 NONE Y UC Berkeley Survey/ABAG Affordability Analysis 012338050 200 Airport Blvd B19-1733 5+0 0 9 85 10/30/2023 94 NONE Y Other 55 014184120 1477 Huntington Ave P20-0079 5+R 13 26 223 4/20/2023 262 0 0 NONE Y DB 55 014074010 7 South Linden Ave P22-0024 5+R 27 55 461 3/16/2023 543 0 0 NONE Y DB 55 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Density Bonus 1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10 Note: "+" indicates an optional field Housing with Financial Assistance and/or Deed Restrictions Demolished/Destroyed UnitsProject Identifier Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units 406 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Planning Period 6th Cycle 01/31/2023 - 01/31/2031 1 Projection Period 3 4 RHNA Allocation by Income Level Projection Period - 06/30/2022- 01/30/2023 2023 2024 2025 2026 2027 2028 2029 2030 2031 Total Units to Date (all years) Total Remaining RHNA by Income Level Deed Restricted 1 - - - - - - - - - Non-Deed Restricted 1 12 - - - - - - - - Deed Restricted - 35 - - - - - - - - Non-Deed Restricted 6 13 - - - - - - - - Deed Restricted - - - - - - - - - - Non-Deed Restricted 15 13 - - - - - - - - Above Moderate 1,863 6 14 - - - - - - - - 20 1,843 3,956 29 87 - - - - - - - - 116 3,840 5 6 7 Extremely low-Income Need 2023 2024 2025 2026 2027 2028 2029 2030 2031 Total Units to Date Total Units Remaining 436 - - - - - - - - - - 436 VLI Deed Restricted VLI Non Deed Restricted Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at apr@hcd.ca.gov. 692 14 This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs. 28 Moderate 871 502 720 Please contact HCD if your data is different than the material supplied here 54 2 Table B Regional Housing Needs Allocation Progress Permitted Units Issued by Affordability 857 448 Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column. Total RHNA Total Units Income Level Very Low Low Extremely Low-Income Units* Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1). *Extremely low-income houisng need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten. Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1). Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data. 407 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Date of Rezone Rezone Type 2 4 5 6 7 9 10 11 APN Street Address Project Name+ Local Jurisdiction Tracking ID+ Date of Rezone Very Low-Income Low-Income Moderate-Income Above Moderate- Income Rezone Type Parcel Size (Acres) General Plan Designation Zoning Minimum Density Allowed Maximum Density Allowed Realistic Capacity Vacant/Nonvacant Description of Existing Uses Note: "+" indicates an optional field Cells in grey contain auto-calculation formulas Summary Row: Start Data Entry Below 83 Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C 408 Jurisdiction South San Francisco Reporting Year 2023 (Jan. 1 - Dec. 31) 1 2 3 4 Name of Program Objective Timeframe in H.E Status of Program Implementation EQ-1.1 - Enforce equal housing opportunity laws. The City shall require that all recipients of locally administered housing assistance funds and other means of support from the City acknowledge their understanding of fair housing law and affirm their commitment to the law. The City shall proactively provide materials to help with the understanding of and compliance with fair housing law by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar to property owners. Annual The City provides an annual grant to a fair housing service provider using its HOME Administrative funds. Project Sentinel, provides comprehensive fair housing services including complaint investigation, community outreach and education to San Mateo County residents. ONGOING. EQ-1.2- Regional cooperation The City shall participate with other jurisdictions in San Mateo County to bi- annually update the Analysis of Impediments to Fair Housing in San Mateo County, a report that helps jurisdictions identify impediments to fair housing and develop solutions. Bi-annual The City is a member of the 21 Elements Technical Advisory Committee, which is working to address housing shortage and displacement concerns. ONGOING. ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation Housing Programs Progress Report Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element. Table D Program Implementation Status pursuant to GC Section 65583 409 EQ-2.1 - Legal counsel and advocacy assistance. The City shall support non-profits providing legal counseling and advocacy assistance concerning fair housing laws, rights, and remedies to those who believe they have been discriminated against. Persons requesting information or assistance related to housing discrimination are referred to one or more fair housing groups for legal services. Consistent with existing practice, brochures providing information on fair housing and tenants’ rights are proactively available at City Hall, public libraries and on the City’s website. The brochures are also available at nonprofit organizations serving low income residents. The brochures are available and translated into multiple languages. As funding allows, the City shall provide annual funding assistance to organizations that provide fair housing, tenant/landlord, and habitability counseling and other general housing assistance. Annual The City provides an annual grant to a fair housing service provider using its HOME Administrative funds. The Legal Aid Society of San Mateo County provides free civil legal advice, counsel, and representation to low-income San Mateo County residents. ONGOING. 410 EQ-3.1 - Provide renter education and assistance. Continue to connect low-income residents to city, county, state, and non- profit resources that provide technical, legal, and financial assistance for renters facing eviction in multiple languages. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to tenants. 2031 Information on renter assistance, including financial and legal services, is provided on the City's Housing Division webpage. ONGOING. EQ-3.2 - Conduct a public hearing to consider an anti- displacement plan. Conduct a public hearing to understand options for an anti-displacement plan to halt displacement in the city, particularly in Downtown, Sign Hill, El Camino, and Sunshine Gardens, and establish policies and objectives, as appropriate, which may include a rent stabilization policy, just cause-eviction and harassment protections, tenant and landlord mediation programs, right of first refusal, rental assistance, tenant legal counseling, and a rent board to implement the program. As policies are developed and /adopted, develop objectives by which to measure the success of each program area based on best practices and professional guidance 2025 The City has entered into a consulting contract with HR&A to lead a two-year anti- displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. 411 EQ-3.3 - Create a rental task force. The task force will bring together South San Francisco renters, housing advocates, landlords, and property owners’ representatives to discuss renter protection alternatives and recommend specific measures to the South San Francisco City Council. These measures shall be designed to reduce displacement of residents and create additional certainty for both landlords and tenants. The Task Force will discuss, examine, and make recommendations to the City Council regarding the following renter protection policies:  Rental Registry operational guidelines and implementation details.  Rental Housing Mediation Program guidelines.  Rental Assistance programs, especially to households unserved by current programs. 2025 The City has entered into a consulting contract with HR&A to lead a two-year anti- displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. 412 EQ-3.4 - Evaluate and, if directed under EQ-3.2, develop a local just cause for eviction ordinance to go above California's Tenant Protection Act (TPA), the state's just cause for eviction law adopted in 2019. The State law explicitly authorizes cities to pass stronger local ordinances, because the state legislature intended the state law to be a floor, not a ceiling, on tenant protections. As part of developing the local ordinance, the City will:  Evaluate exclusions to the state law;  Seek to regulate existing loopholes related to substantial remodels, bad faith Ellis Act evictions, and owner move- in evictions;  Evaluate relocation payment requirements;  Provide transparency in local procedures; and  Provide tenants with recourse for violations of the law. 2024 Pending the results of the anti-displacement road map prepared by HR&A (see EQ-3.2 above). Any ordinance action is likely to proceed in 2025. PENDING. 413 EQ-4.1 - Provide resident housing rights education. Provide education, outreach, and referral services for residents regarding their rights as tenants and buyers. The City utilizes CDBG funds to support Project Sentinel, a local fair housing nonprofit, to provide counseling, dispute resolution, and other services to residents. Project Sentinel assists both renters and homeowners with issues related to discrimination, landlord issues, housing privacy, reverse mortgages, eviction, foreclosure, and numerous other housing issues. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to tenants. Annual Information for tenant and owner assistance programs and services is provided on the City's Housing Division website. ONGOING. EQ-4.2 - Provide landlord housing rights education. Provide education and outreach to landlords, property managers, real estate agents, and others on their obligations as they make or manage properties available for housing. Annual Information on landlord assistance programs and services is provided on the City's Housing Division website. ONGOING. EQ-5.1 - Conduct a robust evaluation of the inclusionary housing program. Evaluate the effectiveness of delivering units for residents with the greatest housing needs (e.g., single parent families, child-friendly housing, accessible/visitable units for persons with disabilities) and make modifications as appropriate. Bi-annual This process will commence in 2025. PENDING. 414 EQ-5.2 - Participate in a regional down payment assistance program to support Missing Middle housing demand. Include affirmative marketing to households with disproportionate housing needs including Hispanic households, persons with disabilities, and single parents (e.g., Spanish and English, targeted to neighborhoods west of Highway 101). 2029 The City currently participates in the San Mateo County HEART program, which is a pursuing a first-time homebuyer down payment program. ONGOING. EQ-5.3 - Increase employment rate for all populations with focus on persons with disabilities. Work with area employers and interested jurisdictions to develop a coordinated apprenticeship program to increase the employment rate of all underemployed persons with a focus on persons with disabilities. This program will expand upon existing programs provided at the City’s Economic Advancement Center (EAC) which is a collaboration between the City, San Mateo County, and local nonprofits JobTrain and the Renaissance Entrepreneurship Center. JobTrain assists clients with career training, connections to employers, and preparation to join growing fields and industries. Renaissance works with new and wouldbe entrepreneurs to translate their skills and vision into a successful business. 2025 The City continues to support the Economic Advancement Center (EAC) and maintain a working partnership with JobTrain and Renaissance Entrepreneurship Center to assist clients with their career goals. ONGOING. 415 EQ-6.1 - Increase affordable units. Increase the number of affordable rental and homeownership units in moderate and higher resource areas of South San Francisco through targeted redevelopment and gentle infill. Prioritize the development of jurisdiction owned assets for 100% affordable housing development partnership or jurisdiction-led project and following the Surplus Lands Act. The City shall proactively provide promotional materials on development opportunities by referring to these posted documents on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list to potential development partners. 2031 All new residential development projects are subject to the City's Inclusionary Housing Ordinance, which sets a requirement for affordable housing units within each development. Incentives such as development waivers through the State Density Bonus Law are promoted by staff to increase the number of affordable units in a project. ] The Planning Division is currently reviewing a handful of residential projects that will include affordable units to comply with the City's Inclusionary Housing Ordinance and State Density Bonus Law. Two of those projects are 100% affordable. EQ-6.2 - Incentivize accessibility development. Incentivize developers through direct subsidies from commercial linkage fees to increase accessibility unit requirements beyond the federal requirement of 5% for subsidized developments. This program links to EQ- 6.3, which requires the City to develop an affordable housing fund policy. Annual No action has been taken at this time. PENDING. EQ-6.3 - Affordable housing fund policy. The City anticipates significant income from its Commercial Linkage Fee over the next five years. City staff will conduct a hearing with the City Council to prioritize these funds and their potential use for the development of new affordable housing once enough funds are received. 2024 Projections were optimistic at the time of this program writing - with commercial development on pause in the City, far less impact fee revenue has been paid. Council will likely consider an affordable housing trust fund strategy in 2025. PENDING. 416 EQ-7.1 - Prioritize Capital Improvement Program for vulnerable populations. Prioritize City capital improvement investments to address the challenges of Orange Park neighborhood, which is disproportionately occupied by Hispanic residents, persons with disabilities, and single female parent households. Improve landscaping and tree cover and parks, reduce pollutants, and create more walkability and pedestrian safety. Work with City’s CDBG fund recipients, Rebuilding Together Peninsula and Center for Independence of Individuals with Disabilities, to advertise programs to homeowners in the Orange Park neighborhood, including Spanish- language outreach. Additionally, prioritize an AFFH analysis or similar equity analysis for each capital improvement project to ensure vulnerable populations are supported. Annual The Engineering Division continues to manage and administer the Capital Improvement Program (CIP) budget to upgrade essential infrastructure throughout the City. CIP funds have recently been used for several projects at Orange Memorial Park, including a sports field with lighting, aquatic center, and stormwater retention. ONGOING. EQ-7.2 - Fund home repair for low-income property owners and tenants. Continue to fund minor home repairs and implement a preference for projects in low opportunity census tracts identified in the AFFH analysis. Expand the program to assist renters. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners and tenants. Annual Minor Home Repair Programs Center for Independence of Individuals with Disabilities (CID): The City used CDBG funds to support CID Housing Accessibility Modification (HAM) Program which provides accessibility modifications. Rebuilding Together Peninsula (RTP): The City used CDBG funds to support two RTP programs, National Rebuilding Day and Safe at Home. ONGOING. 417 EQ-8.1 - Create Preservation Plan. Begin a plan to preserve the City's deed restricted affordable units with restrictions that will expire in the next 5- 10 years and develop a plan for preservation of the units to keep them affordable long term. Prevent low- income residents from displacement or housing-cost burden due to expiration of covenants. This will include proposing the use of Commercial Linkage Fees to work with affordable housing developers to acquire properties and keep deed restrictions for the long-term. 2025 The City has partnered with The Partnership for the Bay's Future Fellowship, who is leading adoption of an ordinance to preserve SROs and mobile home parks. Separately, the Housing Division is working on an acquisition strategy for at-risk affordable units. Additionally, the City has entered into a consulting contract with HR&A to lead a two-year anti-displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. EQ-8.2 - Provide fair housing training. Partner with local fair housing organizations to perform fair housing training for landlords and tenants, in addition to enforcing fair housing laws, with a focus on disability violations. Bi-annual This process will commence in 2025. PENDING. 418 EQ-8.3 - Ensure accessibility requirements. When residential buildings are inspected for occupancy, check for posters that explain the right to request reasonable accommodations for persons with disabilities. Make this information available and clearly transparent on the City's website and fund landlord training and outreach on reasonable accommodations. Additionally, Chapter 20.510 provides the Waiver and Modifications process to establish an alternate means of granting relief from the requirements of the Zoning Ordinance when so doing would be consistent with the purposes of the Zoning Ordinance and it is not possible or practical to approve a variance. This procedure is intended, but is not limited to facilitating compliance with the Federal Fair Housing Act, the Americans with Disabilities Act, and the California Fair Employment and Housing Act by providing reasonable accommodation to persons with disabilities seeking fair access to housing through modification of the application of the City’s zoning regulations. Update Chapter 20.510 with the HCD model ordinance provided at t.ly/dYdaJ to ensure compliance with Reasonable Accommodation requirements. 2026 Proposed Zoning Text Amendment currently underway that will update Chapter 20.510 with the HCD model ordinance. PENDING. EQ-8.4 - Continue the Guaranteed Basic Income Pilot Program. As grant funding or City funds permit, continue the operation of the Guaranteed Basic Income Pilot Program to support South San Francisco families in poverty to secure housing and economic stability. Annual This program is currently complete, and a future expansion would be pending available funds. Current economic conditions suggest this would not restart before 2025. PENDING 419 EQ-8.5 - Continue the Rental Assistance Pilot Program. As grant funding or City funds permit, continue the operation of the Rental Assistance Pilot Program to provide short-term and mid-term support for South San Francisco families in poverty to prevent displacement. Annual This program is currently complete, and a future expansion would be pending available funds. Current economic conditions suggest this would not restart before 2025. PENDING CRT-1.1 - Vacant land inventory. The City shall periodically update its inventory of vacant parcels identified in this Housing Element. The City shall also conduct a periodic review of the composition of the housing stock, the types of dwelling units under construction or expected to be constructed during the following year, and the anticipated mix, based on development proposals approved or under review by the City, of the housing to be developed during the remainder of the period covered by the Housing Element. This analysis will be compared to the City’s remaining 2023-2031 Regional Housing Needs Allocation (RHNA) to determine if any changes in land use policy are warranted. Annual The Planning Division has not yet completed a Vacant Land Inventory, as we've been focused on adopting the Housing Element and guiding residential development to opportunity sites. PENDING. CRT-2.1 - Implement Inclusionary Housing Ordinance. The City shall continue to implement the Inclusionary Housing Ordinance, in accordance with State law, requiring new rental and for sale residential development over four units to provide a minimum of 15% low- and moderate- income housing. 2031 All new residential development projects are reviewed for compliance with the Inclusionary Housing Ordiance during the entitlement process. Affordable Housing Agreements are executed and recorded with the County Assessor after entitlement approval and prior to issuance of any building permits. ONGOING. 420 CRT-2.2 - Regularly review Inclusionary Housing Ordinance. The City shall review the success of the Inclusionary Housing Ordinance, not more frequently than bi-annually, to determine if the objectives of the ordinance are being met. Consideration shall be made to revising provisions of the ordinance to ensure that a range of housing opportunities for all identifiable economic segments of the population, including households of low and moderate incomes, and those persons with developmental disabilities, are provided. Bi-annual This process will commence in 2025. Current market conditions suggest the Inclusionary Housing Ordinance is market feasible. PENDING. CRT-3.1 - Review Commercial and Housing Linkage fee. The City shall continue to implement the Commercial and Housing Linkage Fee, reviewing not more frequently than bi- annually, to determine if the fee is appropriate and keeping pace with affordable housing production needs. Annual The City has partnered with Strategic Economics to evaluate the commercial linkage fee. The process should be completed by the end of 2024. PENDING. CRT-4.1 - Site acquisition for affordable housing. The City shall work with for-profit and nonprofit housing developers to acquire sites that are either vacant or developed with underutilized, blighted, and/or nonconforming uses for the development of affordable housing. Annually, the City will meet with developers to discuss and identify development opportunities, and potential funding sources, potential impact fee waiver or funding contributions by the City, and attend residential and commercial broker conferences to identify opportunities. Annual During these uncertain economic times, the City is actively discussion acquisition opportunities with long time property owners seeking a sale. This includes multiple buildings with existing residential units that could be preserved, shared with a non profit operator, or land banked for future housing construction. The City Council is actively considering this opportunities with staff through the closed session process on real estate transactions. ONGOING. 421 CRT-4.2 - Support and pursue funding applications for affordable housing. Consistent with existing practice, the City shall continue to support funding applications for federal and state funds to promote the development of affordable housing. Annual The City is partnering with Bridge Housing to secure State and Regional financing to develop 160 fully-affordable units at the former PUC property on Mission Street. ONGOING. CRT-4.3 - Allow waivers or deferrals of planning, building and impact fees for affordable housing under State Density Bonus Law. The City shall continue to consider the waiver of application and development fees for affordable housing development in order to support the financial viability of affordable housing development, as applicable. Waiver of such fees will be on a case-by-case basis at the City Council’s discretion and will only be considered if a project meeting the City’s inclusionary housing ordinance shows that without fee waivers the project is infeasible. This program must balance the goal of affordable housing production with the need to collect fee revenues to support impacts on local infrastructure. City shall conduct a public hearing to discuss fee waiver policy related to affordable housing development and render a decision consistent with State Density Bonus Law. 2025 The City continues to review incentive/concession requests under the State Density Bonus Law for residential projects on an individual basis. An evaluation of a more universal policy/process will commence in 2025. PENDING. CRT-4.4 - Review new development requirements for condominiums, SSFMC 19.36. The City shall review SSFMC 19.36, which requires a minimum of five units to construct new condominiums, to look at the possibility of reducing unit requirements with the intent of promoting home ownership. 2031 No action has been taken at this time. PENDING. 422 CRT-4.5 - Implement the State Density Bonus Law. The City shall continue to implement the State Density Bonus Law and its applicability to qualifying projects requesting a concession and/or waiver of development standards. The City commits to reviewing and amending the City’s current density bonus ordinance for compliance with current state law and monitor compliance and update as necessary per HCD request. 2031 All new residential development projects are reviewed against the State Density Bonus Law to determine qualification. Qualifying projects are processed in accordance with both the City's ordinance and State requirements. ONGOING. 423 CRT-4.6 - City led development of new mixed- income affordable housing. The City shall pursue site acquisition and/or development of parcels to construct a goal of at least 300 units of mixed-income affordable housing for very-low, low-, and moderate-income housing. The City has traditionally undertaken this work via providing land and/or loan funds to affordable housing developers when land or funds are available. With the implementation of the City’s Commercial Linkage Fee in 2019 this RHNA Cycle provides the City a dedicated income stream to proactively develop new affordable units. Staff are committed to spending some of the anticipated fees on both land acquisition and financial support to nonprofit affordable housing developers. Additionally, South San Francisco approved a November 2022 ballot to authorize the City to acquire/develop, own, and operate the equivalent of 1% of the existing housing stock per year for the next 10 years. This allows the City to produce approximately 225 units in the first year, with modest increases in following years based on the current total number of housing units. Staff will work with Council to determine if and how they would like to utilize the authority. While Commercial Linkage 2025 No action has been taken at this time. PENDING. CRT-4.7 - Encourage local labor. Encourage developers and contractors to evaluate hiring local labor, hiring from or contributing to apprenticeship programs, increasing resources for labor compliance, and providing living wages. Annual The City is currently working on a Wage Theft Ordinance that will be considered by Council no later than the end of 2024. PENDING. 424 CRT-5.1 - Implement Grand Boulevard Initiative policies. Continue to support the guiding principles of the Grand Boulevard Initiative, which encourages the provision of medium- and high-density housing along El Camino Real in Peninsula communities, to create an environment that is supportive of transit, walkable, and mixed-use. The City shall reference this policy direction when considering future land use and zoning changes along El Camino Real and assess the opportunity for housing development along this key corridor as development proposals arise. 2031 The City continues to support the Grand Boulevard Initiative by providing senior level planning staff at all meetings. The adopted El Camino Real/Chestnut Area Plan, as well as the zoning update adopted in 2010, implement the guiding principles of the Grand Boulevard Initiative. The City has completed master planning for a new community civic center within the El Camino Real/Chestnut Area Plan that will foster new private housing development in the surrounding plan area. Additionally, the City has entitled 800 units adjacent to SSF BART, ECR and the Centennial Trail as a multi-modal mixed used development that will conform to the Grand Boulevard Initiative policies. Finally, the Engineering Divison is managing a Grand Boulevard Improvement Project for a portion of El Camino Real between Chestnut Avenue and Hickey Boulevard that will implement the vision of the initiative. COMPLETE CRT-5.2 - Compliance with AB-2339 to allow by-right Emergency Shelters. In addition to the Mixed Industrial zone, the City will add a zoning district where residential uses are permitted to permit emergency shelters by-right (without discretionary action) (e.g.,T5 Corridor Zoning District (T5L) or similar). Zoning and permit procedures will be amended to meet all requirements pursuant to AB 2339, including amending the definition of emergency shelters, establishing or revising development standards if necessary and ensuring sufficient and suitable capacity to meet the need for emergency shelters, including proximity to services. 2024 Proposed Zoning Text Amendment currently underway that will incorporate an amended definition of "emergency shelter" and update the zoning districts where such use shall be permitted by-right. PENDING. 425 CRT-6.1 - Continue to support the development of secondary dwelling units consistent with State Law and educate the community about these standards. City will continue to allow permissive design standards for ADUs with no parking required in most instances, reduced setbacks, larger units and ADUs allowed on both single- and multi- family zoned parcels. Actively promote participation in the City’s two-year pilot program Hello ADU for comprehensive project management support for ADU construction. City shall track compliance with ADU construction through the Annual Progress Report to reconcile trends with actual ADU permits issued and commit to new ADU promotion programs if ADU construction falls more than 30% off- trend. Annual Handouts are provided at the Permit Center Counter and information is available on the City's ADU webpage. In addition, staff explores ADU options during counter discussions and during building permit plan checks. Additionally, changes at the State level to encourage the production of ADUs led the City to modify the current zoning regulations to be more permissive. No parking, reduced setbacks, larger units, and units with multiple bedrooms are now permitted with approval of a Building Division permit only. ADU permits issued for 2023 are not more than 30% off-trend. ONGOING. CRT-6.2 - Continue to implement SB 9 units and subdivision allowances. SB 9 requires cities and counties to ministerially allow, in singlefamily zoning districts, either or both of the following: A housing development of no more than two units at least up to 800 square feet each; and/or The subdivision of a parcel to create two approximately equal parcels (i.e., 40/60 or 50/50 split) with a minimum lot size of 1,200 sf for each new lot. 2031 Handouts for SB9 are provided at the Permit Center Counter and available online on the City's Planning Division webpage. SB9 units are permitted with approval of a Building Division permit only, and SB9 lot splits are handled administratively by the Engineering Division. ONGOING. 426 CRT-7.1 - Coordinate with SSFUSD regarding housing on closed school sites. Work with the South San Francisco Unified School District (SSFUSD) to evaluate the potential of developing housing and community services, such as childcare, on closed school sites, including the former Foxridge school site. These sites are at discretion of SSFUSD only, but City will assist if requested and support the effort. None of these sites are included in the inventory of opportunity sites identified to meet and surpass RHNA requirements for South San Francisco. Annual The City continues to engage on unused school sites during quarterly engagements with SSFUSD. ONGOING. CRT-7.2 - Allow housing on sites with institutional uses. Revise the Zoning Ordinance to allow housing development on sites used for institutional purposes, such as educational facilities and churches. Allow a minimum density of 30 du/ac to meet HCD guidelines for low-income housing feasibility. 2025 This process will commence in 2025. PENDING. CRT-7.3 - Develop workforce housing program. Link employment growth with residential development through partnerships with large employers by using density bonuses, height bonuses, transfer of development rights, and other similar incentives to create workforce housing. 2025 This process will commence in 2025. PENDING. CRT-8.1 - Facilitate live/work housing in Lindenville. Provide opportunities for live/work options to support a creative economy and meet the changing needs of workspaces. Focus on the Lindenville Area in particular as a location for live/work opportunities. 2023 The Lindenville Specific Plan was adopted by the City in September 2023 and incorporated live/work as a permitted use and allowed building type. COMPLETED. CRT-8.2 - Adopt updated Zoning Ordinance as companion to General Plan 2040. Adopt companion zoning to implement the General Plan 2040 Update and implement up zoning to create and facilitate new housing and opportunity sites. 2023 A new Zoning Code to accompany the General Plan 2040 Update was adopted in October 2022. New housing sites were created in the Lindenville and South of Airport areas by allowing residential use as a permitted use. COMPLETED. 427 CRT-8.3 - Explore feasibility of veterans housing. Study the need for a veterans housing and veterans’ services development. If sufficient population density exists to warrant a standalone project, explore financial feasibility of development. 2027 No action has been taken at this time. PENDING. CRT-9.1 - Create affordable housing overlay zone. Implement an affordable housing overlay zone consistent with AB 2011 and SB 6 that permits 100% affordable housing developments in as many appropriate zoning districts as possible. Additionally, and separately, explore provisions for a City-led affordable housing overlay zone that requires less than 100% of units at affordable income levels to ensure feasible opportunities. 2024 Proposed Zoning Text Amendment currently underway that will incorporate AB2011 and SB6 units as allowed by-right in appropriate zoning districts. Affordable housing overlay zone to be evaluated in the future. PENDING. CRT-9.2 - Preserve naturally-occurring affordable housing. Study and implement programming and regulations to encourage preservation and upkeep of existing naturally- occurring affordable housing (NOAH), such as rental protections for residents in NOAH units. 2024 The City has entered into a consulting contract with HR&A to lead a two-year anti- displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. CRT-9.3 - Explore shared equity homeownership models. Explore expanded use of shared equity homeownership models, including a community land trust, to increase home ownership and how to implement these models. 2031 No action has been taken at this time. PENDING. 428 CRT-9.4 - Explore adoption of a Community Opportunity to Purchase Act Policy. Explore feasibility of a Community Opportunity to Purchase Act (COPA) in the city, including study of existing rental housing stock, coordination with nonprofit partners who may be interested in acquisitions, study of best practices, and development of policy. A COPA policy could provide a requirement that multi-family residential property owners who are looking to sell be required to notify the City and/or qualified nonprofits of their intention to sell and provide a timeframe for either to make a purchase offer. Acquired units would become deed restricted affordable housing in perpetuity. 2023 The City has entered into a consulting contract with HR&A to lead a two-year anti- displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. CRT-10.1 - Maintain and update preapproved accessory dwelling unit (ADU) plans. Preapprove additional ADU plans from ADU vendors to expedite ADU permit processing if State law changes and current plan designs need adjustment. The City shall proactively provide educational materials by referring to these posted documents on the Planning Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. 2031 The City has partnered with San Mateo County HEART and pre-approved four plans for green, all-electric detached ADUs. The City's ADU webpage includes information on the pre-approved designs, as well as a direct link to the HEART website to download the designs. The City will continue to work with HEART and other ADU vendors to encourage the pre-approval of more ADU plan options. ONGOING. 429 CRT-10.2 - Continue ADU construction management program with Hello Housing or similar, to promote privately funded ADU construction. Continue operation of construction management program for ADU design, permitting and construction through Genentech grant of One Million dollars. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. 2031 The City's HelloADU Program offers support with designing, constructing, and renting out an ADU at no cost to SSF homeowners. Information on the program is available on the City's ADU webpage, including handouts, application forms, and direct contacts to the HelloADU Team. ONGOING. CRT-11.1 - Connect residents to mortgage assistance resources. Provide mortgage assistance to help low- income homeowners at risk of foreclosure with financial or counseling support. Provide residents with resources and connections to HEART of San Mateo County, a countywide homeowner assistance program, and other non-profit homeowner assistance programs. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. 2031 Information on the Homeownership Preservation Foundation, which provides free foreclosure assistance and housing counseling services, is provided on the City's Housing Division webpage. CRT-12.1 - Encourage resident controlled limited- equity housing. Conduct a consultant led analysis of limited-equity tools that can be considered for adoption into the inclusionary housing regulations of the Zoning Ordinance. 2025 No action has been taken at this time. PENDING. 430 CST-1.1 - Expedite permit review. To support affordable and market rate housing construction, the City shall work with property owners, project sponsors, and developers to expedite the permit review process; promote housing design and projects that meet the goals, objectives and policies of this Housing Element; provide timely assistance and advice on permits, fees, environmental review requirements, and affordable housing agreements to avoid costly delays in project approval. The updated General Plan and companion zoning allow most multi-family projects to be reviewed against objective standards only and approved by Planning Commission only. Reviews will be consistent with adopted AB 2234, effective January 1, 2023. 2031 The City continues to provide prompt customer service, and use project planner liaisons for large developments, to facilitate expedited entitlement review and processing. The One Stop Permit center provides accessible services by Planning, Building and Public Works in one building. The One Stop Permit Center hours are from 8am-4pm. Permit processing is efficient and timely, with accessible staff. The City's Planning Commission meets twice a month and the Design Review Board meets once a month to ensure the timely processing of applications. ONGOING. CST-2.1 - Ensure development review coordination among departments. Early in the development application process, the Planning Division shall work with the applicant and consult with other departments and divisions to ensure that necessary infrastructure is planned or is in place to support the proposed project. 2031 The Community Development Department relies on a Technical Advisory Group and pre-submittal meetings with potential applicants to ensure a smooth application process. Representatives from Public Works, Fire Safety, Police, Water Quality and Building ensure that adequate infrastructure is planned or available to support the proposed project. Additionally, applicants of large development projects are invited to attend the Technical Advisory Group meetings to present their pre-development projects and discuss any questions or concerns with City staff. ONGOING. CST-3.1 - Ensure zoning consistency with all State laws. Update the Zoning Ordinance to reflect recent State Law changes to permit Accessory Dwelling Unit (ADU) creation and SB 9 units, for instance. Annual City staff consult with the City Attorney's Office regarding new housing legislation enacted by the State to implement new requirements and update the Zoning Code to reflect recent changes, as necessary. While Zoning Text Amendments can be timely, staff ensures that handouts for the public, as well as internal procedure, are updated as soon as State law becomes effective. ONGOING. 431 CST-3.2 - Reduce parking requirement for new housing construction. Update the Zoning Ordinance to eliminate minimums for residential and non-residential development adjacent to transit corridors and create parking maximums consistent with the General Plan Update. Annual A new Zoning Code to accompany the General Plan 2040 Update was adopted in October 2022. Parking minimums for all development types adjacent to transit corridors were eliminated and parking maximums for such developments were implemented. COMPLETED. CST-3.3 - Revise Zoning Definition for Domestic Violence Shelter. Revise Zoning Definition for Domestic Violence Shelter to match the requirements of a Low Barrier Navigation Center under CA Government Code Section 65660 and 65662, including by-right zoning (without discretionary action) provisions, as applicable, in mixed use and non-residential zones permitting multifamily uses and meeting specific requirements pursuant to Government Code section 65652. 2024 Proposed Zoning Text Amendment currently underway that will incorporate "low barrier navigation center" as a new use classification, allowed by-right in mixed use and non-residential zones permitting multifamily uses. PENDING. CST-4.1 - Implement adopted objective design standards. Implement the updated Zoning Ordinance with objective standards for single-family and multi-family residential development as projects are submitted. Implementation shall include review of each project under Section 20.480.006. 2031 All residential development projects are reviewed against the objective design standards for single-family and multi-family developments, as applicable, when submitted as a preliminary review application and/or official application for a Planning entitlement and/or Building Division permit, as applicable. ONGOING. CST-4.2 - Update Design Review Criteria to reflect objective design standards. With the recent updated Zoning Ordinance with objective standards for single-family and multi-family residential development, additional reference updates are necessary to ensure residential projects are reviewed under objective design standards only. Section 20.480.006 shall be updated to refer to adopted objective design standards only. 2024 Proposed Zoning Text Amendment currently underway that will update Section 20.480.006 to refer to adopted objective design standards only. PENDING. 432 CST-5.1 - Permanent Supportive Housing. Group home housing is currently permitted in multiple residential only zoning districts with approval of a minor use permit to support the availability of housing choices for persons with special needs. Under HCD best practice guidance, however, requiring these housing types to obtain a special use or CUP could potentially subject housing for special needs populations to higher discretionary exceptions processes and standards where an applicant must, for example, demonstrate compatibility with the neighborhood, unlike other residential uses. Update Zoning Ordinance to allow by-right in residential zoning districts. 2023 Proposed Zoning Text Amendment currently underway that will allow group home housing by-right in residential zoning districts. PENDING. CST-5.2 - Compliance with AB-2339 to allow by-right Emergency Shelters. Previously, the City identified the Mixed Industrial (MI) district as a zone in the city where an emergency shelter would be permitted as an allowed use, subject only to the same development standards applicable to other uses in the zone. Zoning development standards in the General Plan Update and companion zoning, however, seem to have failed to properly transfer Emergency Shelter as a permitted use in any of the zoning districts, particularly the Mixed Industrial Zoning District where it was previously a permitted by-right use. This was an oversight. Consistent with SB- 2339, the City is also adding an additional zoning district where residential uses are permitted by-right and has identified the T5 Corridor Zoning District (T5L). 2026 Proposed Zoning Text Amendment underway to amend the zoning districts where emergency shelters are permitted by-right. PENDING. 433 PRSV-1.1 - Minor home repair. The City will provide a portion of CDBG funds to non-profit organizations providing free minor home repairs to assist extremely low- to low-income homeowners to bring houses into a good state of repair and maintain them as viable units in the local housing stock. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. Annual Minor Home Repair Programs Center for Independence of Individuals with Disabilities (CID): The City used CDBG funds to support CID Housing Accessibility Modification (HAM) Program which provides accessibility modifications. Rebuilding Together Peninsula (RTP): The City used CDBG funds to support two RTP programs, National Rebuilding Day and Safe at Home. ONGOING. PRSV-1.2 - Prioritize funding for housing rehabilitation. The City shall continue to give housing rehabilitation efforts high priority in the use of Community Development Block Grant (CDBG) funds. Funds shall be targeted towards older housing stock and to families earning less than 80% of AMI. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. Annual Minor Home Repair Programs Center for Independence of Individuals with Disabilities (CID): The City used CDBG funds to support CID Housing Accessibility Modification (HAM) Program which provides accessibility modifications. Rebuilding Together Peninsula (RTP): The City used CDBG funds to support two RTP programs, National Rebuilding Day and Safe at Home. ONGOING. 434 PRSV-1.3 - Provide low interest loans for housing rehabilitation. The City shall provide low-interest loans for rehabilitation of single-family and multi-family housing by supporting the City’s Housing Rehabilitation Program with continued CDBG funding. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. Annual No action has been taken at this time. PENDING. PRSV-2.1 - Enforce housing, building and safety codes. The City shall continue to aggressively enforce uniform housing, building, and safety codes as well as eliminate incompatible uses or blighting influences from residential neighborhoods through targeted code enforcement and other available regulatory measures. 2031 The City operates a Code Enforcement Division through the Public Works Department. For 2023, there were up to three enforcement officers on staff that enforce housing, building and safety codes. Additionally, Building Division staff enforces these codes when they are out on inspections. Incompatible uses are addressed in zoning code section 20.320. ONGOING. PRSV-3.1 - Direct CIP funding for infrastructure equitably. City shall maintain its capital improvement program to upgrade infrastructure in residential neighborhoods and ensure targeted investment in census tracts identified as disadvantaged communities. 2031 The Engineering Division continues to manage and administer the Capital Improvement Program budget to upgrade essential infrastructure throughout the City. ONGOING. PRSV-4.1 - Support the South San Francisco Housing Authority (PHA) with staff expertise and planning to pursue state and federal grant programs. The City shall support the South San Francisco PHA by assisting in finding and applying for state and federal grants to update and modernize their public housing units. Annual The SSF PHA continues to receive HUD funding support and operates independently of the City; however, the City is coordinating to pursue federal funding sources to improve the public housing. ONGOING 435 PRSV-5.1 - Monitor at-risk units. The City shall monitor annually its supply of subsidized affordable housing to know of possible conversions to market rate, including taking the following actions:  Post on City website all existing State and federal notice requirements to nonprofit developers and property owners of at-risk housing.  Respond to any federal and/or State notices including Notice of Intent to Pre- Pay, owner Plans of Action, or Opt-Out Notices filed on local projects.  The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners of at-risk units and existing tenants. Annual No subsidized units monitored by the City of SSF were at-risk of conversion to market rate in 2023. ONGOING. PRSV-5.2 - Assist tenants at risk of displacement. The City shall assist tenants displaced by the conversion of at-risk units by providing information about tenants’ rights, providing referrals to relevant social service providers, endeavoring to establish a funding source to assist nonprofit organizations that support tenants, and facilitating other support as appropriate. Annual The City has entered into a consulting contract with HR&A to lead a two-year anti- displacement planning process. It will include a community advisory committee and multiple community engagement sessions, culminating in a public hearing for consideration by the City Council. PENDING. PRSV-6.1 - Update Zoning Code to require no net loss. The City shall update the Zoning Ordinance to require that there is no net loss in the number of residential units during reconstruction or renovation. 2023 Proposed Zoning Text Amendment currently underway that will require no net loss in the number of residential units during reconstruction or renovation. PENDING. 436 PRSV-7.1 - Continue working with San Mateo Fall Prevention Task Force. Continue working with San Mateo Fall Prevention Task Force in creating safer homes for older adults. 2031 Ongoing through the Building Division. ONGOING. PRSV-7.2 - Establish lead and asbestos removal program. In cooperation with San Mateo County and other regional agencies, establish a lead-based paint and asbestos removal program for affordable housing units built before 1980. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. 2031 No action has been taken at this time. PENDING. PRSV-7.3 - Expand maintenance and abatement assistance programs for single (including mobile homes) and multi-family properties of low-income households. Support programs designed to rehabilitate deteriorated units through weatherization, modernization, and elimination of common home pollutants. The City shall proactively provide educational materials by including these on the Housing Division website, distributing at all hosted housing events, and an annual communication via distribution mailing list, water bill, or similar, to property owners. 2031 The City has recently adopted a Green Building Implementation Fee on Building Permits that may be allocated for minor home repair for environmental abatement. The fee needs some time to accumulate, and then a programming plan can be put in place. PENDING. QOL-1.1 - Administer Minimum Building Security Standards. The City shall continue to administer Chapter 15.48, Minimum Building Security Standards, of the Municipal Code by continuing to route all new development applications and additions to both the Police and Fire Departments to ensure compliance with the code and to ensure that security measures are considered during the design process. 2031 The Economic and Community Development Department's project review, entitlement, and building permit processes ensure that Chapter 15.48 is administered and applied to all new development applications and additions. ONGOING. 437 QOL-2.1 - Ensure that applications for new residential land uses proposed within the 65 to 69 or 70 db+ CNEL aircraft noise contour include an acoustical study. The City shall require that the acoustical study be prepared by a professional acoustic engineer and specify the appropriate noise mitigation features to be included in the design and construction of the new units, to achieve an interior noise level of not more than 45 dB, based on measured aircraft noise events at the land use location. Any project proposed within a 70 dB+ CNEL aircraft noise contour shall also require an override of the SFO Airport Land Use Compatibility Plan. 2031 All new applications for residential development are reviewed for consistency with the SFO Airport Land Use Compatibility Plan (ALUCP) and adopted Municipal Code regulations. New residential projects within the 70+ dB CNEL areas are not currently permitted without an override process by the local agency, and new residential projects within the 65 to 69 dB CNEL noise contours require acoustic studies. ONGOING. QOL-3.1 - Implement the Active South City Pedestrian and Bicycle Plan. Require all new development to conform with the recommendations and requirements of the Active South City Pedestrian and Bicycle Plan at time of entitlement or building permit issuance. 2031 All new applications for residential development are reviewed with conformance with the Active South City Bicycle and Pedestrian Plan. ONGOING. QOL-4.1 - Implement the Active South City Pedestrian and Bicycle Plan. Require all new development to conform with the recommendations and requirements of the Active South City Pedestrian and Bicycle Plan at time of entitlement or building permit issuance. 2031 All new applications for residential development are reviewed with conformance with the Active South City Bicycle and Pedestrian Plan. ONGOING. QOL-5.1 - Implement the Zoning Ordinance to require amenity, active, outdoor and flex working spaces in new development. Require all new development to conform with the requirements of the Zoning Ordinance and objective standards at time of entitlement or building permit issuance. 2031 All new applications for residential development are reviewed for compliance with applicable zoning regulations and standards. ONGOING. QOL-6.1 - Implement the Zoning Ordinance to require neighborhood Amenity uses in new development. Require all new development to conform with the requirements of the Zoning Ordinance and objective standards at time of entitlement or building permit issuance. 2031 All new applications for residential development are reviewed for compliance with applicable zoning regulations and standards. ONGOING. 438 SNP-1.1 - Density bonus for senior housing. The City shall continue to implement the codified density bonus incentives specifically targeted for senior housing projects and permit reduced parking standards for these projects. 2031 All new residential development projects are reviewed against the State Density Bonus Law to determine qualification. Qualifying projects are processed in accordance with both the City's ordinance and State requirements. The City is currently reviewing two projects that will be 100% affordable senior housing. ONGOING. SNP-1.2 - Reduced parking requirement for board and care facilities. Encourage development of residential board and care facilities for seniors by continuing to allow reduced parking requirements consistent with State law for these types of facilities. 2031 The City's parking requirements have been updated to require a parking management and monitoring study for residential care facilities, which helps determine the number of required parking spaces based on actual parking demand for the project. This helps to reduce the number of overall parking spaces by focusing on actual use versus implementing a random ratio. ONGOING SNP-1.3 - Facilitate multi- generational housing.Encourage development of housing types that support multi-generational households and opportunities to age in place such as multi-bedroom units, and attached ADUs or Junior ADUs. New housing should include bedrooms at ground level and rehabilitated housing should prioritize low-conflict access to all essential amenities such as bathroom, kitchen and sleeping quarters. 2031 The City issued a total of 44 building permits for ADUs, many of which are intended for use by the property owner to house family members. Additionally, the City processed a few applications for a new single-family residence with a new ADU/JADU to support multi-generational households. ONGOING. SNP-2.1 - Facilitate housing for all needs.Encourage development of housing types that support senior, special need or nontraditional households by recommending ADA compliant and flexible floor plans. New housing should include bedrooms at ground level and rehabilitated housing should prioritize low-conflict access to all essential amenities such as bathroom, kitchen and sleeping quarters. 2031 Construction for two senior housing developments was completed in 2023, and the Planning Division is reviewing two new applications for 100% affordable senior housing. ONGOING. 439 SNP-3.1 - Ensure consistency with State accessibility laws. The City shall review development plans to ensure consistency with state handicap and accessibility laws and require modifications for accessibility as needed. 2031 During the review of all new development projects and applications for modifications to existing buildings, the Building Division staff plan checks projects to ensure that all State Accessibly Laws are met in accordance with California Building Code Section 1134B. ONGOING. SNP-3.2 - Promote disabled housing resources and programs. The City shall ensure that its website and handout materials regarding housing resources, requirements, and services for the disabled are updated/revised annually after each Annual Progress Report filing period (April 1st or beyond) and made available to the public. 2031 The City maintains online resources and materials regarding housing and services for the disabled and has staff in the Economic and Community Development Department who are trained to assist with housing issues. ONGOING. SNP-4.1 - Accessibility Modification Programs.The City shall continue to provide annual grant funding to the Center of Independent of Individual with Disabilities (CID). The CID has a Housing Accessibly Modification (HAM) Program that provides financial assistance to people that need to make modifications to their home to allow for disabled access. In addition, in accordance with the Zoning Ordinance, the Chief Planner will continue to grant reasonable accommodations to zoning requirements to allow for accessible residential units or alternative designs to promote accessibility. Annual The City provides annual grant funding to the Center of Independent of Individual with Disabilities (CID) who has a Housing Accessibly Modification (HAM) Program that provides financial assistance to people that need to made modifications to their home to allow for disabled access. Additionally, the zoning ordinance includes SSFMC Chapter 20.510, Waivers and Modifications, that provides provisions for reasonable accommodations to ensure equal access to housing by allowing the Chief Planner authority to grant relief from zoning requirements. ONGOING. SNP-4.2 - Resources for the developmentally disabled. The City shall annually support the Golden Gate Regional Center with CDBG funding, as available, in its mission to serve those with developmental disabilities, disseminate information about the Center and its services, and make referrals as appropriate. Annual The City's Zoning regulations permit Adult Day Care uses in many areas of the City by-right. These uses are typically funded in some part by the Golden Gate Regional Center to serve developmentally disabled infants, children, youth and adults. ONGOING. 440 SNP-5.1 - Prioritize extremely low-income unit production, when possible. In publishing requests for competitive proposals for any Cityowned land, land dedicated to affordable housing under the City’s inclusionary ordinance or City housing funds, the City of South San Francisco shall grant additional points to proposals that address the City’s most difficult to achieve housing priorities, by, for example, providing a greater number of extremely low-income units or committing to make a percentage of the units subject to a preference for people with special needs who will benefit from coordinated onsite services, such as people with developmental disabilities who receive services from the Golden Gate Regional Center. 2031 The City has not led any competitive proposals in 2023. ONGOING. SNP-5.2 - Codify flexibility into the Inclusionary Ordinance. The City shall revise its Inclusionary Housing Ordinance to be more responsive to local needs by offering, for example only, developers a menu of options for including affordable units, for example, by setting a higher percentage of units if priced for moderate income and a lower percentage of units if priced for extremely low-income, an income group not currently served by the existing ordinance. Such flexibility would address a broader range of South San Francisco housing needs, while giving developers more options for meeting the inclusionary requirement. Bi-annual This process will commence in 2025. PENDING. 441 SNP-5.3 - Local density bonus priorities.In addition to implementing the California density bonus statute, the City may provide additional local density bonus, incentives, or concessions for housing projects that include a percentage of the units for people at the extremely low-income affordability level and/or target special needs populations, such as people with disabilities who will benefit from coordinated onsite services provided by the Golden Gate Regional Center. Bi-annual This process will commence in 2025. PENDING. SNP-5.4 - Reduce or abolish parking requirements for developmentally disabled populations. The City of South San Francisco shall encourage the inclusion of people with developmental and other disabilities in affordable housing by recognizing their transit dependence and establishing lower parking ratios for units targeted to people with developmental and other disabilities than would otherwise be required for affordable housing. South San Francisco should revise its ordinances to provide Chief Planner flexibility to limit parking required for affordable units for people with developmental disabilities to 0 spaces for each affordable studio or 1-bedroom unit and 0.5 spaces for an affordable 2- bedroom unit or larger. A similar reduction is recommended for affordable, physically accessible units. Additionally, any residential unit located within ½ mile of a transit station or transit corridor is exempt from minimum parking requirements under current zoning and Assembly Bill 2097. 2023 This process will commence in 2025. PENDING. 442 SNP-5.5 - Create ADU rent restriction incentives.Subject to funding availability, the City shall devise a program of financing for Accessory Dwelling Units subject to rent restrictions for at least 15 years at extremely low-income rent levels and/or target special needs populations, such as people with disabilities who will benefit from coordinated onsite services provided by the Golden Gate Regional Center. 2026 No action has been taken at this time. PENDING. SNP-5.6 - Marketing Plan for accessible units. As a condition of the disposition of any City-owned land, land dedicated to affordable housing under the City’s inclusionary ordinance, the award of City financing, any density bonus concessions, or land use exceptions or waivers for any affordable housing project, the City shall require that the housing developer implement an affirmative marketing plan for physically accessible units which, among other measures, provides disability-serving organizations adequate prior notice of the availability of the accessible units and a process for supporting people with qualifying disabilities to apply. 2031 The City has not led disposition of any City-owned land in 2023. ONGOING. 443 SNP-6.1 - Support a variety of housing unit designs, including larger housing units that can accommodate large families. The City shall seek to broaden the diversity of its housing stock that is affordable to extremely low-, very-low-, and low-income households to include more units that are suitable to large families. Currently, much of South San Francisco’s affordable housing consists of single-room occupancy units and one- and two-bedroom units. The City shall work with housing developers during the entitlement process and encourage them to provide a unit mix with at least 10% of units having three or more bedrooms. 2031 At pre-application meetings staff discusses providing a range of housing sizes with developers during the planning stages of residential development projects prior to the submittal of a formal application. ONGOING. SNP-7.1 - Support Continuum of Care planning. The City shall continue to be an active participant in the Continuum of Care planning process and support its efforts to address the needs of South San Francisco residents in need of emergency shelter or temporary housing by attending at least ¾ of all meetings during a calendar year. Annual The City continues to provide referrals to families and individuals for social services including case management and referrals for housing and homeless prevention, as appropriate. ONGOING. SNP-7.2 - Support non- profits that offer housing solutions and services for homeless. The City shall continue to support with staff expertise and funding, as available, for non-profit organizations that offer solutions to solving homelessness and/or provide housing related services for the homeless or at-risk homeless. Annual There is a County run homeless shelter located in the City on North Access Road. The former Redevelopment Agency regularly provided funding to the County for the operation of the shelter. ONGOING. SNP-7.3 - Facilitate the ongoing operation of 90- bed emergency shelter in South San Francisco. The City shall continue to support the operation of a 90-bed year-round homeless shelter within the city limits. Support includes providing funding to the Samaritan House and CORA (Communities Overcoming Relationship Abuse), as funds are available. 2031 Funding for homeless services and housing was provided to Samaritan House and CORA (Communities Overcoming Relationship Abuse). ONGOING. 444 SNP-7.4 - Social services for housing and homeless prevention. The City shall continue to provide referrals to the YMCA Community Resource Center (San Mateo County Core Services Agency) helping families with social services for housing and homeless prevention. Annual The City's Housing Division maintains online and handout resources for residents with housing challenges. ONGOING. SNP-8.1 - Provide safe restroom facilities. Provide mobile shower, bathroom, and needle exchange sites and facilities for unhoused residents. 2031 No action has been taken at this time. PENDING. SNP-8.2 - Implement permanent supportive housing. Implement the U.S. Department of Housing and Urban Development’s Housing First program for permanent supportive housing constructed within the city. California Assembly Bill No. 2162 (AB-2162) was signed by Governor Jerry Brown on September 26, 2018 and will be effective January 1, 2019. AB- 2162 applies statewide and requires that supportive housing be a use that is permitted by right in zones where multifamily and mixed-use development is permitted. AB-2162 amends Government Code Section 65583 and adds Code Section 65650 to require local entities to streamline the approval of housing projects containing a minimum amount of Supportive Housing by providing a ministerial approval process, removing the requirement for CEQA analysis and removing the requirement for Conditional Use Authorization or other similar discretionary entitlements granted by the jurisdiction. 2023 Proposed Zoning Text Amendment underway to include "permanent supportive housing" as a new use and amend the zoning districts where such uses are permitted by-right. PENDING. 445 SNP-8.3 - Provide services for unhoused families. Work with homeless service providers to prioritize legal help, housing assistance, and other social services for unhoused families in South San Francisco. 2031 The City's Housing Division maintains online and handout resources for residents with housing challenges. ONGOING. SNP-8.4 - Provide referrals to Veterans who are homeless or at risk of homelessness. The City shall provide referrals to Veterans and their immediate families that are homeless or at risk of homelessness. Resources for referrals include the Veteran’s Administration (VA) National Call Center of Homeless Veterans at 1-877-4AID-VET and to the HUD-VASH program that is a joint effort between the Department of Housing and Urban Development and the VA Supportive Housing (HUD-VASH) Program to move Veterans and their families out of homelessness and into permanent housing through a voucher program that allows homeless Veterans to rent privately owned housing. 2031 Many of these resources are shared with applicable residents through the funded Samaritan House and CORA shelter systems. The City provides an annual grant to a fair housing service provider using its HOME Administrative funds. Project Sentinel, provides comprehensive fair housing services including complaint investigation, community outreach and education to San Mateo County residents. ONGOING. SNP-8.5 - Partner with the local shelters. Continue to partner with the local shelter to provide cots for emergency shelter situations, including extreme heat and cold days. 2031 The City has enacted our own emergency operation center (EOC) several times in 2023 for climate-related events, and has provided heating, cooling, and charging centers for residents affected by weather and power outages. ONGOING. 446 SNP-9.1 - Continue to promote Home Sharing. The City shall publicize efforts and services of the HIP Home Sharing Program to provide an alternative housing solution for extremely low- and very-low-income individuals and families; female-headed households; those at risk of homelessness; and others in need. The Housing Division will provide proactive information online and in person at hosted events about the HIP program, provide referrals, and support residents of South San Francisco who are interested in participating. Partnership with the Economic Advancement Center (EAC) and core services provider YMCA with resources will further disseminate the Home Sharing program. Annual The City's Housing Division maintains online and handout resources for residents with housing challenges. ONGOING. CLMT-1.1 - Continue to implement energy-efficient standards for residential buildings. The City shall require the preparation for passive and active solar systems in new and substantially remodeled existing residential buildings. 2031 All new applications for residential development are reviewed for compliance with the Building Code, along with locally adopted ordinances and State and Federal mandates. ONGOING. CLMT-2.1 - Require non- residential all-electric new construction. Implement ordinance requiring all new nonresidential buildings to be all- electric and prohibit new gas infrastructure for new buildings. Exempt occupancies must install electric building systems (e.g., space and water heating equipment) where feasible. 2030 No action has been taken at this time. PENDING. CLMT-2.2 - Retrofit all- electric in existing non- residential buildings during major renovations. Require residential major renovations to retrofit to all-electric at a certain threshold to be determined by Building Division and City Council adopted ordinance. 2030 No action has been taken at this time. PENDING. 447 CLMT-2.3 - Require installation of photovoltaic panels. Require installation of photovoltaic panels on multi-family and nonresidential new construction at a certain threshold to be determined by Building Division and City Council adopted ordinance. 2030 No action has been taken at this time. PENDING. CLMT-2.4 - Regularly update the City's building codes to improve the water efficiency of new construction and major renovation. Regularly update the City’s building codes to improve the water efficiency of new construction and major renovation. 2031 All new applications for development are reviewed for compliance with the Building Code, along with locally adopted ordinances and State and Federal mandates. ONGOING. CLMT-2.5 - Require high- efficiency indoor water fixture. Require high-efficiency fixtures in all new construction, like CALGreen Tier 1 or 2. 2030 All new applications for development are reviewed for compliance with the Building Code, along with locally adopted ordinances and State and Federal mandates. ONGOING. CLMT-2.6 - Continue to implement Water Efficient Landscaping Ordinance requirements. Require all new landscaping to use low- water plants and efficient irrigation, planting native and non-native species that provide valuable resources for native wildlife. 2031 All development projects are reviewed against the City's Landscape and WELO Ordinances for compliance during the Planning entitlement and/or Building Division permit process, as applicable. ONGOING. CLMT-3.1 - Establish a streamlined approval process for battery storage systems and reduce or eliminate permitting fees to encourage the addition of battery storage Establish a streamlined approval process for battery storage systems and reduce or eliminate permitting fees to encourage the addition of battery storage. 2030 No action has been taken at this time. PENDING. CLMT-4.1 - Adopt higher electric vehicle charging requirements than CALGreen for multi-family and nonresidential new construction. Adopt higher electric vehicle charging requirements than CALGreen for multi- family and nonresidential new construction. 2030 No action has been taken at this time. PENDING. 448 CLMT-5.1 - Require electric panel upgrade at point of sale. Adopt an ordinance that requires electric panel upgrades upon sale and/or rental turnover, to be determined by City Council adopted ordinance. 2030 No action has been taken at this time. PENDING. CLMT-5.2 - Adopt Burnout Ordinance. Adopt a Burnout Ordinance that requires a gas appliance (e.g., stove or furnace) be replaced with an electric version when it stops working. 2030 No action has been taken at this time. PENDING. General Comments 449 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Description of Commercial Development Bonus Commercial Development Bonus Date Approved 3 4 APN Street Address Project Name+Local Jurisdiction Tracking ID+ Very Low Income Low Income Moderate Income Above Moderate Income Description of Commercial Development Bonus Commercial Development Bonus Date Approved Summary Row: Start Data Entry Below Units Constructed as Part of Agreement Commercial Development Bonus Approved pursuant to GC Section 65915.7 Table E Note: "+" indicates an optional field Project Identifier 1 2 Cells in grey contain auto-calculation formulas (CCR Title 25 §6202) Annual Progress Report January 2020 450 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 01/31/2023 - 01/31/2031 The description should adequately document how each unit complies with subsection (c) of Government Code Section 65583.1+. For detailed reporting requirements, see the chcklist here: Extremely Low- Income+Very Low-Income+Low-Income+TOTAL UNITS+ Extremely Low- Income+ Very Low- Income+Low-Income+TOTAL UNITS+ https://www.hcd.ca.gov/community- development/docs/adequate-sites-checklist.pdf Rehabilitation Activity Preservation of Units At-Risk Acquisition of Units Mobilehome Park Preservation Total Units by Income Table F Please note this table is optional: The jurisdiction can use this table to report units that have been substantially rehabilitated, converted from non-affordable to affordable by acquisition, and preserved, including mobilehome park preservation, consistent with the standards set forth in Government Code section 65583.1, subdivision (c). Please note, motel, hotel, hostel rooms or other structures that are converted from non-residential to residential units pursuant to Government Code section 65583.1(c)(1)(D) are considered net-new housing units and must be reported in Table A2 and not reported in Table F. Activity Type Units that Do Not Count Towards RHNA+ Listed for Informational Purposes Only Units that Count Towards RHNA + Note - Because the statutory requirements severely limit what can be counted, please contact HCD at apr@hcd.ca.gov and we will unlock the form which enable you to populate these fields. Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code section 65583.1(c) Annual Progress Report January 2020 451 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Notes 2 3 6 Prior APN+Current APN Street Address Project Name+ Local Jurisdiction Tracking ID Unit Category (2 to 4,5+) Tenure R=Renter Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Total Moderate Income Units Converted from Above Moderate Date Converted Notes Summary Row: Start Data Entry Below 0 0 0 0 0 0 0 0 Table F2 Above Moderate Income Units Converted to Moderate Income Pursuant to Government Code section 65400.2 For up to 25 percent of a jurisdiction’s moderate-income regional housing need allocation, the planning agency may include the number of units in an existing multifamily building that were converted to deed-restricted rental housing for moderate-income households by the imposition of affordability covenants and restrictions for the unit. Before adding information to this table, please ensure housing developments meet the requirements described in Government Code 65400.2(b). 5 Project Identifier Unit Types 1 4 Affordability by Household Incomes After Conversion Units credited toward Moderate Income RHNA 452 Jurisdiction South San Francisco Reporting Period 2023 (Jan. 1 - Dec. 31) Planning Period 6th Cycle 01/31/2023 - 01/31/2031 ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation 2 3 4 APN Street Address Project Name+Local Jurisdiction Tracking ID+ Realistic Capacity Identified in the Housing Element Entity to whom the site transferred Intended Use for Site 1 Summary Row: Start Data Entry Below Note: "+" indicates an optional field Cells in grey contain auto-calculation formulas Table G Locally Owned Lands Included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of Project Identifier NOTE: This table must only be filled out if the housing element sites inventory contains a site which is or was owned by the reporting jurisdiction, and has been sold, leased, or otherwise disposed of during the reporting year. 453 Jurisdiction South San Francisco Note: "+" indicates an optional field Reporting Period 2023 (Jan. 1 - Dec. 31) Cells in grey contain auto-calculation formulas Designation Size Notes 1 2 3 4 5 6 7 APN Street Address/Intersection Existing Use Number of Units Surplus Designation Parcel Size (in acres)Notes NOTE: This table must contain an invenory of ALL surplus/excess lands the reporting jurisdiction owns Summary Row: Start Data Entry Below Parcel Identifier ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation Table H Locally Owned Surplus Sites For San Mateo County jurisdictions, please format the APN's as follows:999-999-999 454 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31)Housing Element Implementation Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Project Type Date 2 3 APN Street Address Project Name+Local Jurisdiction Tracking ID+ Unit Category (SH - Student Housing)Date Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Summary Row: Start Data Entry Below Not Cells in g Table J Student housing development for lower income students for which was granted a density bonus pursuant to subparagraph (F) of paragraph (1) of subdivision (b) of Section 65915 Project Identifier Units (Beds/Student Capacity) Approved 1 4 NOTE: STUDENT HOUSING WITH DENSITY BONUS ONLY. This table only needs to be completed if there were student housing projects WITH a density bonus approved pursuant to Government Code65915(b)(1)(F) Annual Progress Report January 2020 455 Jurisdiction South San Francisco ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31) Planning Period 6th Cycle 01/31/2023 - 01/31/2031 Table K Tenent Preference Policy Local governments are required to inform HCD about any local tenant preference ordinance the local government maintains when the jurisdiction submits their annual progress report on housing approvals and production, per Government Code 7061 (SB 649, 2022, Cortese). Effective January 1, 2023, local governments adopting a tenant preference are required to create a webpage on their internet website containing authorizing local ordinance and supporting materials, no more than 90 days after the ordinance becomes operational. Does the Jurisdiction have a local tenant preference policy? If the jurisdiction has a local tenant preference policy, provide a link to the jurisdiction's webpage on their internet website containing authorizing local ordinance and supporting materials. Notes 456 Jurisdiction South San Francisco Reporting Year 2023 (Jan. 1 - Dec. 31) Total Award Amount Total award amount is auto-populated based on amounts entered in rows 15-26. Task $ Amount Awarded $ Cumulative Reimbursement Requested Other Funding Notes Summary of entitlements, building permits, and certificates of occupancy (auto-populated from Table A2) Current Year Deed Restricted 40 Non-Deed Restricted 0 Deed Restricted 81 Non-Deed Restricted 0 Deed Restricted 0 Non-Deed Restricted 3 686 810 Current Year Deed Restricted 0 Non-Deed Restricted 13 Deed Restricted 35 Non-Deed Restricted 13 Deed Restricted 0 Non-Deed Restricted 14 14 89 Current Year Deed Restricted 43 Non-Deed Restricted 7 Deed Restricted 39 Non-Deed Restricted 8 Deed Restricted 9 Non-Deed Restricted 13 97 216 ANNUAL ELEMENT PROGRESS REPORT Local Early Action Planning (LEAP) Reporting (CCR Title 25 §6202) Please update the status of the proposed uses listed in the entity’s application for funding and the corresponding impact on housing within the region or jurisdiction, as applicable, categorized based on the eligible uses specified in Section 50515.02 or 50515.03, as applicable. -$ Task Status Total Units Certificate of Occupancy Issued by Affordability Summary Income Level Very Low Low Moderate Above Moderate Moderate Above Moderate Total Units Completed Entitlement Issued by Affordability Summary Income Level Very Low Low Moderate Above Moderate Total Units Building Permits Issued by Affordability Summary Income Level Very Low Low 457 2023 Annual Progress Reports for General Plan and Housing Element City Council Hearing March 27, 2024 1 458 Annual Progress Reports for 2023 General Plan APR Consistency with State statutory requirements Policies/Actions Implementation Update New GP Data Dashboard Housing Element APR 2023-2031, RHNA Cycle 6 Housing Production to date Program Implementation Updates 2 459 GP Annual Progress Report Shape SSF 2040 General Plan adopted in Oct 2022 Consistent with all State statutory requirements 460 State Required Element Shape SSF 2040 Chapter Last Updated Land Use Land Use and Community Design 2023 Sub-Areas 2023 Housing Housing 2023 Circulation Mobility and Access 2023 Open Space Abundant Parks & Rec 2023 Safety Community Resilience 2022 Climate Protection 2022 Noise Noise 2022 Environmental Justice Community Health and Environmental Justice 2023 Others (not required)Prosperous Economy 2022 Equitable Community Services 2022 Enviro and Cultural Steward 2022 GP Adopted Elements Status 461 GP Amendments 5 462 GP Implementation Status 463 0%10%20%30%40%50%60%70%80%90%100% 1 Land Use 2 Sub-Areas 3 Economy 4 Mobility 5 Parks & Rec 6 Comm Srvcs 7 Health and EJ 8 Comm Res 9 Climate 10 Env & Cul 11 Noise Subtotals Shape SSF 2040 Implementation by Element Complete Ongoing Underway No Action GP Implementation Status 464 GP Data Dashboard 465 What is the Housing Element? Analyzes current & future housing needs. Considers constraints to housing production. Inventories housing resources & programs. Conducts a capacity analysis to identify zoning to meet RHNA. Establishes a plan with programs to satisfy State, local & advocate requests. 9 State required element for the General Plan Housing Element adopted in January 2023 HE certified by HCD in November 2023 Planning cycle: Jan 31, 2023 – Jan 31, 2031 466 What is RHNA? Regional Housing Needs Allocation State estimated # of housing units over 8- year cycle (2023-2031). Share of state’s housing needs assigned to every local jurisdiction . 3,956 units assigned to SSF. City must show zoning capacity to comply. City receives credit for Building Permits ISSUED during a reporting year. 467 *Income limits based on household size of 1 Very Low ($65,250 max) 871 Units Low ($104,400 max) 502 Units Moderate ($147,000 max) 720 Units Above Moderate <$147,000 1,863 Units RHNA Cycle 6 SSF RHNA Allocation for 2023-2031: 3,956 Units Total 468 Annual Progress Report 2023 4 2 340 2 36 178 805 43 36 00 100 200 300 400 500 600 700 800 900 New Units Issued BP Units Issued CoC New Units Approved by Planning Single-family Small Multifamily (2-4 units)Large Multifamily (5+ units)ADUs 469 As of December 31, 2023 Remaining RHNA Units 97.1% (3,840 Units) 2.9% (116 Units) Housing Production to Date 470 Housing Production to Date 14 54 28 20 871 502 701 1863 0 200 400 600 800 1000 1200 1400 1600 1800 2000 Very Low (<50% AMI) Low (50-80% AMI) Moderate (80-120% AMI) Above Moderate (>120% AMI) Units Issued BP to Date RHNA Allocation 471 Affordable Housing Displacement protections Energy Efficiency Accessibility Social Services Program Implementation HE includes various supporting programs Most program updates are on a yearly basis 472 Recommendation Request that City Council, by motion: ➢Accept the 2023 General Plan and Housing Element Annual Progress Report; and ➢Direct staff to transmit to State agencies for reporting by April 1, 2024. 473 As I understand, the General Plan and Housing Element is a work in progress in fulfillment of what has been approved and adopted when making decisions on land-uses, based on zoning designations and many other criteria of the approved documents. On behalf of our community of Old Town, an extension of what we consider Downtown, to be primarily Grand (Spruce to Airport), Baden (Maple to Airport), Linden (Railroad to Lux), we are very much concerned about the further extension of what has been historically considered our "Downtown” and overburdening Old Town with fulfilling every housing designation (i.e. affordable, low income, middle class, homeless, high income, etc); and also, concerned about preservation of the historical significance and value of Old Town area of SSF. I believe SSF in its entirety has much to gain in preserving Old Town’s historical significance and value to our city and high rise buildings should be kept on outskirts of neighborhoods and in our case, at entrance and exits of freeways. On other side of town, we would not expect to see high rise buildings in middle of Buri Buri, Avalon, Westborough neighborhoods, etc. We expect the same consideration and respect for residents and neighborhoods of these neighborhoods of developing in appropriate areas along El Camino Real, here in Old Town, a historical neighborhood. During the many ShapeSSF meetings that I attended on behalf of our community, we also expressed a serious concern of further high rise buildings being overburdening our historical Old Town, especially with building complexes completely blocking natural sunlight from single family home residents, without the benefit of what was once considered respectful and considerate setback requirements for neighbors from the adjacent structures. Now, residents open their window to concrete walls. Example, senior complex on Miller Avenue. Furthermore, our Old Town community has not seen any benefits from impact fees collected from developers. As equal contributors of SSF’s history and economy, our children are very much deserving of a respectful playground at Pine. Our senior citizens are also deserving of a park designated for socializing, to help with serious issue of loneliness that was shared with Age Friendly consultant. Playgrounds, parks and programs for Old Town residents, particularly children, teens and seniors, would never serve as justification for developing high density housing. We appreciate the difficult decision in making new community park possible; however with all respect, it was long overdue in this part of town, especially since our residents face transportation challenges and barriers in visiting parks across town. There was an outcry from the community after hearing the lot on Lux/Linden (former Big Bite) was under construction. Now, learning of the purchase of the former Liberty Bank and the loss of the parking lot will be a huge loss to our community, especially since our community has a dire need of a community center and recreational center for teens. We faced a huge loss after closing of the Neighborhood Services Center and the many benefits Public Comment Item #8 REG CC 3.27.2024 it provided to our Spanish speaking, immigrant community. In comparison to SF and south SM county cities, we do not receive nearly the same services that are needed, nor do we receive funding/grants for community benefits, in comparison to other cities for much needed programs for youth having adequate and appropriate playgrounds and services for seniors. We appreciate and understand the need for affordable housing and respect the agency's will and commitment ; however, this housing will most likely not benefit our Old Town community, as our cultural houses multi-generations in one home. Most likely, this housing will not prioritize SSF residents either. We have not only taken the brunt of high rise buildings, but have been insulted and disrespected with County's decision to house a sex-offender housing on Lux, even after community opposition out of concern for proximity to families with young children living next door; and most recently, with the purchase of hotel on Airport Blvd. We did not hear about vetting individuals or any expression of concern during the County Board of Supervisors meeting during the approval, except for my voice. Prior to this, I was getting the runaround from the County and in doing so, it was a reminder of how our disadvantaged community continues to be taken advantage of, without any consideration for equitable outreach to voice any of our concerns or in providing residents an opportunity to raise concerns. There should have been more than just one speaker other than myself, which signifies that there is a huge need for a center where residents are informed of decisions that affect them and their families. We respectfully request consideration and respect for our Old Town community and neighborhood. We are a marginalized and disadvantaged community seeking equal opportunities and expect equality in having a fair voice at all decision-making tables. On behalf of our community, please make outreach a priority, in equitable fashion. We would gladly assist in your efforts. Our voice does and should matter too. Old Town cannot continue to be overburdened not only of SSF’s entire housing quota mandates (except for only one site across town, PUC), but County’s disrespectful and insulting placement of sex offender housing and now with a concerning single men housing, in a neighborhood where there are many families with young children, in which we are expected to accept placing our children at risk. Thank you. Olga Perez Comunidad Inmigrante del Pueblo Viejo City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-240 Agenda Date:3/27/2024 Version:1 Item #:9. Motion to receive and file the City’s Housing Successor Agency Annual Report for Fiscal Year 2022-23.(Nell Selander, Economic & Community Development Director) RECOMMENDATION Staff recommends that the City Council approve a motion to receive and file the City’s Housing Successor Agency Annual Report for Fiscal Year 2022-23. BACKGROUND The City of South San Francisco (City)is the Housing Successor Agency (Housing Successor)to the former South San Francisco Redevelopment Agency (Agency),which was dissolved on February 1,2012.Each housing successor agency is required to prepare an annual report on how it is meeting requirements imposed by Health and Safety Code (HSC) Section 34176.1. The report is due to the California Department of Housing and Community Development (HCD)by April 1st each year and must be posted on the City’s website.The report for Fiscal Year 2022-23 will be submitted to HCD by April 1, 2024, and is being presented to the City Council to receive and file. DISCUSSION The Housing Successor is meeting all compliance requirements of HSC Section 34176.1 for Fiscal Year 2022- 23. Progress on major requirements is summarized below. Housing Asset Fund Activity As of June 30,2023,the Housing Asset Fund (Fund 241)balance was approximately $4.2 million ($2.5 million of which was cash).The Housing Asset Fund received $248,937 in revenue.The largest revenue source was rents from Housing Successor affordable rental properties ($159,684).Other revenue sources included interest income and loan repayments. The Housing Successor spent $335,765 in Housing Asset Funds in Fiscal Year 2022-23.The expenditures consisted of administrative items ($123,033)and rapid rehousing expenses ($212,732)in the form of Emergency Rental Assistance.There were no expenditures for housing development projects during the fiscal year. Real Property Assets and Loans Receivable As the Housing Successor, the City owns four properties with a statutory value of approximately $6.8 million: ·339-341 Commercial contains two duplexes operated as affordable housing.The properties were City of South San Francisco Printed on 3/22/2024Page 1 of 3 powered by Legistar™474 File #:24-240 Agenda Date:3/27/2024 Version:1 Item #:9. ·339-341 Commercial contains two duplexes operated as affordable housing.The properties were originally purchased by the former Agency to mitigate a blighted property and create affordable housing. ·714-718 Linden contains a triplex operated as affordable housing.The former Agency purchased the property in 2005 to preserve the affordability of the units after the original affordability covenants expired. ·630 Baden contains the Magnolia Senior Apartments,a 125-unit affordable multifamily development. The Housing Successor owns 95,309-square feet of land under the building. ·636 El Camino contains an affordable multifamily housing complex developed by MidPen Housing. The Housing Successor owns 87,121-square feet of land under the building. All properties transferred from the former Agency to the Housing Successor were required to be developed for affordable housing or sold by August 31,2017.The City meets this requirement because all properties transferred from the former Agency are operated as affordable housing or have been sold. The Housing Successor also oversees approximately $23.2 million in loans receivable from First-Time Homebuyer Loans (5)and Developer Loans (11).However,it is important to note that the majority of the loans receivable have been recorded as uncollectible in the Housing Asset Fund balance sheet.This is because many of the loans are not payable unless a property is sold or other conditions are met.Any loan repayments would be deposited into the Housing Asset Fund. No new loans were added in FY 2022-23. Expenditure Proportionality Requirements Expenditures from the Housing Asset Fund must meet specific proportionality requirements by income level and age. In general: ·Administrative and monitoring expenses are capped at five percent of the value of Housing Successor properties and loans receivable on an annual basis.The cap was $364,603 million in Fiscal Year 2022- 23. ·Up to $250,000 may be spent annually on rapid rehousing solutions for homelessness. ·If Housing Asset Funds are spent on housing projects and programs,within each five-year compliance period: o At least 30%must be spent on extremely low-income households (earning up to 30%of the Area Median Income); o No more than 20%may be spent on low-income households (earning 60-80%of the Area Median Income); and o No monies may be spent on moderate or above moderate-income households (earning more than 80% of the Area Median Income). o No more than 50%of rental housing units assisted by the City or the former Redevelopment City of South San Francisco Printed on 3/22/2024Page 2 of 3 powered by Legistar™475 File #:24-240 Agenda Date:3/27/2024 Version:1 Item #:9. Agency in the prior 10 years may be restricted to seniors. The Housing Successor meets the expenditure requirements because administrative and rapid rehousing expenses were below the annual limits,and there were no expenditures on housing development projects.The Housing Successor also meets the senior housing requirement.Of the 441 rental units assisted by the Redevelopment Agency or City within the last 10 years,163 (37%)are restricted to seniors.These include the units at 310 Miller and 201 Baden.Staff will ensure these requirements continue to be met with future expenditures. Excess Surplus Housing successors are subject to the same excess surplus requirement as former redevelopment agencies.An agency has an excess surplus if its unencumbered cash balance exceeds $1 million or the sum of deposits in the prior four years,whichever is greater.Housing successors must spend or encumber excess surplus within three fiscal years or transfer its excess surplus to HCD to spend on statewide housing programs. South San Francisco's Housing Successor had an excess surplus of $1,076,383 for FY 2021-22.In December of 2023,the City adopted a resolution committing the entire surplus towards a predevelopment loan for 500 and 522 Linden.The two-phase project will include 148 affordable units which are being proposed by the local Rotary Club and Beacon Development.This commitment eliminated the past excess surplus bringing the Housing Successor into compliance with that requirement. The Excess Surplus limit test for the current year,FY 2022-23,shows that the Housing Asset Fund unencumbered cash balance of approximately $1.5 million exceeds the applicable $1 million limit by $468,518. This excess surplus for FY 2022-23 must be accounted for separately and encumbered or expended within three fiscal years.If the Housing Successor fails to comply,the remaining excess surplus must be transferred to HCD within 90 days of June 30, 2026. FISCAL IMPACT There are no implications of receiving and filing this annual report on the City’s activities as the housing successor agency to the former Agency. CONCLUSION Staff recommends that City Council approve a motion to receive and file the City’s Housing Successor Agency Annual Report for Fiscal Year 2022-23. Attachments: 1)Housing Successor Agency Annual Report for Fiscal Year 2022-23 City of South San Francisco Printed on 3/22/2024Page 3 of 3 powered by Legistar™476 HOUSING SUCCESSOR ANNUAL REPORT South San Francisco Housing Successor Fiscal Year 2022-23 477 TABLE OF CONTENTS INTRODUCTION ...................................................................................................................................................... 1 City as Housing Successor ................................................................................................................................... 1 Scope of This Housing Successor Annual Report ................................................................................................ 1 Assets Transferred to the Housing Successor ...................................................................................................... 1 BACKGROUND ........................................................................................................................................................ 2 Legal Requirements Pertaining to Housing Successors ....................................................................................... 2 Permitted Uses of Housing Asset Funds ............................................................................................................... 3 Limits on the Accumulation of Housing Funds (Excess Surplus) .......................................................................... 5 HOUSING ASSET FUND ACTIVITY ........................................................................................................................ 6 Deposits and Fund Balance .................................................................................................................................. 6 Expenditures ......................................................................................................................................................... 6 Ending Cash and Fund Balance ............................................................................................................................ 6 Housing Successor Portfolio ................................................................................................................................. 7 Real Properties and Disposition Status ............................................................................................................. 8 Loans Receivable .............................................................................................................................................. 9 COMPLIANCE WITH EXPENDITURE & PRODUCTION LIMITS .......................................................................... 10 Proportionality Requirements .............................................................................................................................. 10 Senior Rental Housing Limit Compliance ............................................................................................................ 11 Excess Surplus .................................................................................................................................................... 12 OTHER INFORMATION ......................................................................................................................................... 14 Homeownership Unit Inventory ........................................................................................................................... 14 Transfers to Other Housing Successors ............................................................................................................. 16 APPENDIX 1 - HOUSING SUCCESSOR ANNUAL REPORT REQUIREMENTS ................................................. 17 APPENDIX 2 – HOUSING ASSET FUND EXPENDITURE REQUIREMENTS ...................................................... 18 APPENDIX 3 – HOUSING ASSET TRANSFER FORM ......................................................................................... 20 478 South San Francisco Housing Successor Annual Report 2022-23 1 INTRODUCTION This Housing Successor Agency Annual Report (“Annual Report”) presents information on Fiscal Year (“FY”) 2022-23 expenditures and activities as required by Health and Safety Code (“HSC”) Section 34176.1(f), including but not limited to a housing successor’s compliance with certain expenditure activities over the year as well as a five-year planning period. This Annual Report is required of any housing successor to a former redevelopment agency. City as Housing Successor The City of South San Francisco (“City”) is the Housing Successor Agency (“Housing Successor”) to the former South San Francisco Redevelopment Agency (“Agency”) which was dissolved with all other redevelopment agencies statewide by the Legislature in 2012. At the time of dissolution, a housing successor was to be selected to transfer and be responsible for the remaining assets and liabilities of a former redevelopment agency. The City elected to be the Housing Successor to the Agency by adoption of Resolution No. 08-2012 on January 25, 2012. Scope of This Housing Successor Annual Report This Annual Report is limited to the Housing Successor’s activities as it relates to its role as a housing successor and is not necessarily comprehensive of all of the City's housing activities. This may include, but is not limited to, financial activities, property disposition, loan administration, monitoring of covenants, and affordable housing development. This Annual Report describes compliance with various annual, five- year, and ten-year housing expenditure and production requirements. FY 2022-23 is the fourth year of the current five-year compliance period for income proportionality, which began July 1, 2019, and ends June 30, 2024. This Annual Report is an addendum to the City’s Housing Element Annual Progress Report. Both are due to the California Department of Housing and Community Development (“HCD”) by April 1 annually. The Housing Successor’s audited financial statements will be posted on the City’s website when available and are incorporated herein by reference. Assets Transferred to the Housing Successor Upon the statewide dissolution of redevelopment in 2012, all rights, powers, committed assets, liabilities, duties, and obligations associated with the affordable housing activities of the Agency were transferred 479 South San Francisco Housing Successor Annual Report 2022-23 2 to the Housing Successor. As one of its first duties as a housing successor, the City prepared and submitted to the California Department of Finance (“DOF”) an inventory of housing assets to be transferred from the former Agency. The inventory was enumerated on a Housing Asset Transfer Form (“HAT”) which included: 1. Real properties; 2. Personal properties; 3. Loans receivable; and 4. Rents/operations All items on the HAT were reviewed and ultimately approved by the DOF on August 31, 2012. A copy of the HAT is provided as Appendix 3. Once approved by DOF and as directed by law, the City, acting as housing successor, transferred these assets to the Low and Moderate Income Housing Asset Fund (“Housing Asset Fund”, Fund 241). Approval of the HAT set in motion a series of obligations by the City as a housing successor, as described in the following section. BACKGROUND This Section summarizes the legal requirements for use of housing successor assets that are addressed in this Annual Report. Legal Requirements Pertaining to Housing Successors In general, housing successors must comply with three major requirements pursuant to HSC Section 34176.1: 1. Expenditures and housing production are subject to income and age targets. 2. Housing successors may not accumulate an “excess surplus,” or a high unencumbered Housing Asset Fund balance based on certain thresholds. 3. Properties must be developed with affordable housing within five to ten years of DOF’s approval of the HAT. 480 South San Francisco Housing Successor Annual Report 2022-23 3 Appendix 1 provides a detailed summary of the reporting requirements that are addressed in this Annual Report. Permitted Uses of Housing Asset Funds Pursuant to HSC Section 34176.1, Housing Asset Funds may be spent on: • Administrative costs for operation of the housing successor agency. The law allows a housing successor to spend the greater of: o $200,000 per year adjusted for inflation, or o 5 percent of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”). According to HCD, the $200,000 per year limit adjusted for inflation through FY 2022-23 was $254,500. The net value of the Housing Successor’s real property and loans receivable (after an allowance for uncollectible) is $7,292,066, 5 percent of which is $364,603, which is significantly higher than the HCD limit. Therefore, South San Francisco’s FY 2022-23 annual administrative cost limit is $364,603, the greater of these amounts. • Homeless prevention and rapid rehousing services up to $250,000 per year if the former redevelopment agency did not have any outstanding inclusionary housing or replacement housing production requirements as of 2012. South San Francisco is eligible for this expense because it did not have any outstanding inclusionary or replacement housing requirements upon dissolution. • Affordable housing development assisting households up to 80 percent of the Area Median Income (“AMI”), subject to specific income and age targets over a five-year period. Five-Year Income Proportionality on Development Expenditures: Housing Asset Funds may be spent on development of affordable housing projects affordable to low, very low, and extremely low-income households. “Development” is defined in HSC Section 33413 and includes “new construction, substantial rehabilitation, the acquisition of long-term affordability covenants, or the preservation of assisted housing development that is eligible for prepayment or termination or for which the expiration of rental restrictions is scheduled to occur within five years.” 481 South San Francisco Housing Successor Annual Report 2022-23 4 Over each successive five-year compliance period beginning in 2014, at least 30 percent of development expenditures must assist extremely low-income households (30 percent AMI), while no more than 20 percent may assist low-income households (between 60-80 percent AMI). The balance of the funds may be used on very low-income households (defined as households earning between 30-60 percent of AMI). The Housing Successor was compliant with Housing Asset Fund income proportionality expenditure requirements during the first five-year compliance period from January 1, 2014 through June 30, 2019. The current (second) five-year compliance period is July 1, 2019 to June 30, 2024. Note that housing successors must report expenditures by category each year, but compliance with income proportionality limits is measured every five years. For example, a housing successor could spend all its funds in a single year on households earning between 60-80 percent AMI, as long as it was 20 percent or less of the total expenditures during the five-year compliance period. Should a housing successor not spend at least 30 percent of its development expenditures for extremely low-income households, or exceeds the amount spent on low-income households, future expenditures are subject to greater restrictions until these proportionality targets are met. Specifically, if a housing successor is unable to spend at least 30 percent of its development expenditures on extremely low-income units, it is required to increase this spending to 50 percent until compliant with the 30 percent threshold; a housing successor that spends more than 20 percent of its development expenditures on low-income units cannot spend any further funds on low-income developments until it is at or below the 20 percent threshold. As such, tracking these expenditures and their progress over the corresponding five-year period is an important function of this Annual Report. Ten-Year Age Proportionality on Units Assisted: If more than 50 percent of the total aggregate number of rental units produced by the city, housing successor, or former redevelopment agency during the past 10 years are restricted to seniors, the housing successor may not spend more Housing Asset Funds on senior rental housing. 482 South San Francisco Housing Successor Annual Report 2022-23 5 It is important to stress that Housing Successor expenditure and production requirements are measured on different timeframes: • One-Year Limits: Administrative Allowance and Homeless Prevention Allowance. Compliance evaluated annually and resets every year. • Five-Year Limit: Expenditures by Income Level. Compliance evaluated over a fixed five-year period set by law, the current period being July 1, 2019 to June 30, 2024. • Ten-Year Limit: Number of Senior Deed-Restricted Units Assisted. Compliance evaluated based on a rolling ten-year period that is different every year, the current period being FY 2013-14 to FY 2022-23. Appendix 2 describes Housing Asset Fund expenditure requirements in more detail, including the types of costs eligible in each category. Limits on the Accumulation of Housing Funds (Excess Surplus) State law limits how much cash a housing successor may retain and, if it fails to commit or spend these dollars in a reasonable timeframe, ultimately penalizes the housing successor by requiring unspent funds to be transferred to HCD for use on State housing programs. HSC Section 34176.1(d) establishes a limit, known as an “excess surplus” on the amount of unencumbered Housing Asset Funds based on the greater of: • $1,000,000, or • The total amount of deposits made into the Housing Asset Fund over the preceding four years. Only amounts in excess of this threshold are considered an excess surplus. Once an excess surplus is determined, a housing successor must account for these funds separately and encumber said monies within three years. If after the third year the excess surplus has not been fully encumbered, the remaining balance of the excess surplus is to be transferred to HCD within 90 days. HCD is permitted to use these transferred excess surplus funds anywhere in the State under its Multifamily Housing Program or the Joe Serna, Jr. Farmworker Housing Grant Program. 483 South San Francisco Housing Successor Annual Report 2022-23 6 As part of the Annual Report, a housing successor must disclose any excess surplus and describe the housing successor’s plan for eliminating this excess surplus. HOUSING ASSET FUND ACTIVITY This section describes FY 2022-23 Housing Asset Fund activity and balances. Deposits and Fund Balance The Housing Successor had net deposits of $248,937 in the Housing Asset Fund during FY 2022-23 from a variety of sources, as shown in Table 1. Expenditures The Housing Successor expended a total of $335,765 during FY 2022-23. Of the total amount expended, $123,033 was spent on administrative costs and $212,732 was spent on homeless prevention and rapid rehousing (Emergency Rental Assistance). Both amunts were below their respective expenditure limits, with a maximum administrative cost limit for FY 2022-23 of $364,603 (based on 5 percent of the Housing Successor's Portfolio Balance) and a Homeless Prevention/Rapid Rehousing cost limit of $250,000. The City did not make any affordable housing development related expenditures and therefore remains in compliance with the proportionality requirement for the current five-year period. Ending Cash and Fund Balance The Housing Asset Fund had an ending asset balance $4,178,575 as of June 30, 2023, as summarized in Table 2. Source Amount Rent Revenue 159,684$ Interest Income - Investments 42,772 Interest Income - Loans/ Advances 26,326 Unrealized Gains/Losses (15,766) Interest Income - Lease GASB 87 35,920 Total 248,937$ Housing Asset Fund Deposits FY 2022-23 Table 1 Source: City of South San Francisco Finance Department 484 South San Francisco Housing Successor Annual Report 2022-23 7 Housing Successor Portfolio The Housing Successor Portfolio as of FY 2022-23 includes four properties and sixteen loans receivable. No new loans were added in FY 2022-23. The Portfolio had a net value of $7,292,066 as of FY 2022-23, as detailed in Table 3. Note that the Loans Receivable are mostly offset by an “Allowance for Uncollectible” indicating that the City does not anticipate repayment. This is because many of the loans do not become due and payable unless a property is sold or other conditions are met. Asset Amount Cash 2,547,930$ Unrealized Gains/Losses (74,278) Accounts Receivable - Other 5,596 Accrued Interest Receivable 13,034 Cash Premium/Discount Amortization (6,093) Loans Receivable 23,211,028 Allowance for Uncollectible (22,700,107) Lease Receivable GASB 87 1,181,466 Ending Balance 4,178,575$ Housing Asset Fund Assets Ending Balance FY 2022-23 Table 2 Source: City of South San Francisco Finance Department Asset Amount Real Properties 339 - 341 Commercial 804,086$ 714 - 718 Linden 558,816 630 Baden - Land 948,244 636 El Camino - Land 4,470,000 Subtotal 6,781,146$ Loans Receivable First-Time Homebuyer Loans (5)204,772$ Developer Loans (11)23,006,255 Allowance for Uncollectibles (22,700,107) Subtotal 510,920$ Total Portfolio Value $7,292,066 Source: City of South San Francisco Finance Department Portfolio Value of Real Properties and Loans Receivable FY 2022-23 Table 3 485 South San Francisco Housing Successor Annual Report 2022-23 8 REAL PROPERTIES AND DISPOSITION STATUS Pursuant to the approved HAT, the former Agency transferred eight properties to the Housing Successor, including four multifamily properties, two single family homes, and two parcels of land (land under existing buildings). HSC Section 34176.1(e) requires all real properties acquired by a redevelopment agency prior to February 1, 2012, and transferred to the housing successor to be developed pursuant to the requirements detailed in HSC Section 33334.16. All property that falls within these parameters must be developed for affordable housing purposes or sold by August 31, 2017. If the Housing Successor is unable to develop or dispose of these properties within the five-year period, the law allows for a five-year extension via adoption of a resolution. All Housing Successor properties transferred on the Housing Asset Transfer Form are subject to this provision. The City meets the property disposition requirement because all properties transferred from the former Agency to the Housing Successor are already operating as affordable housing or have been sold. Descriptions of the properties and their disposition status are below. Properties Disposed • 310 - 314 MILLER (APNs 012-311-230, 240, & 250) – Three properties consisting of 13,000 square feet total were donated in May 2016 to Rotary Plaza, Inc. for $1 for the purpose of developing affordable multifamily housing. The property has 81 affordable units, which are to remain affordable for no less than 55 years. • 380 ALTA VISTA (APN 013-232-170) - A single-family home sits on this 9,100-square foot lot. It was initially purchased by the Agency to remove blighting conditions and illegal bedrooms in the home. The property was sold in October 2016 and $1,016,276 in sales proceeds were deposited into the Housing Asset Fund. The funds will be used for affordable housing purposes as required by law. Properties Retained • 339 – 341 COMMERCIAL (APN 012-333-050) - This 2,500-square foot lot contains two duplexes. The City purchased the property in 1999 with funding from the former Agency, as well as HOME funds, to mitigate the blighted property and create affordable housing units. 486 South San Francisco Housing Successor Annual Report 2022-23 9 • 714 – 718 LINDEN (APN 012-145-430) - A triplex sits on this 3,500-square foot lot located near the City’s Downtown core. The City initially helped the owner rehabilitate the property in return for charging affordable rents. In 2005, when the affordability restriction expired and the owner intended to sell the property, the City purchased the property with funding from the former Agency to preserve the units’ affordability. • 630 BADEN (APN 012-241-230) - The Housing Successor owns 95,309-square feet of land under the Magnolia Plaza Senior Apartments, a 125-unit affordable senior apartment complex. The City purchased the Magnolia/Baden property from a local school district using funding from the former Agency and leases the land to Magnolia Plaza Associates as affordable housing. • 636 EL CAMINO (APN 014-160-040) - The Housing Successor owns 87,121-square feet of land under an affordable multifamily development operated by MidPen Housing. The former Agency entered into a $9,988,434 loan agreement and ground lease with MP South City II, L.P. in March 2011 for the development of affordable units. The project consists of 108 affordable units, which are to remain affordable for no less than 75 years. LOANS RECEIVABLE The former Agency initially transferred thirty-three loan agreements as part of the approved HAT. There are currently sixteen remaining loans receivable as of FY 2022-23. The outstanding loans are described below: • Five First-Time Homebuyer Loans are administered by the Housing Successor with an outstanding balance of $204,772 as of June 30, 2023. The loans were issued to assist low and moderate-income first-time home buyers. Since the former Agency’s dissolution, eighteen out of twenty-one loans that had been transferred were paid off, and 2 new loans have been issued. • Eleven Developer Loans are administered by the Housing Successor with an outstanding balance of $23,006,255 as of June 30, 2023. The loans were issued to develop affordable housing throughout the City. A total of twelve developer loans were transferred on the HAT, of which two have been paid off since dissolution. Additionally, a new loan to developer ROEM was added in FY 2020-21 to assist a scattered development project at two locations: 201-219 Grand Avenue and 418 Linden Avenue. The Grand Avenue development comprises 47 residential units and about 5,000 square feet of ground-floor commercial space located on 487 South San Francisco Housing Successor Annual Report 2022-23 10 former RDA property. The Linden Avenue development comprises 37 residential units on former City land. The project is governed by a Development Agreement as well as an Affordable Housing Regulatory Agreement. As of October 2023, both projects have received certificates of occupancy and are currently operational. It is important to note that $22.7 million of the loans receivable value is accounted for in the "Allowance for Uncollectibles", as shown in the asset balance in Table 2. This is because many of the loans are not due and payable unless a property is sold or other conditions are met. COMPLIANCE WITH EXPENDITURE & PRODUCTION LIMITS During the 2022-23 Fiscal Year, the Housing Successor was in compliance with all annual, five-, and ten- year planning period requirements as described in this section. Proportionality Requirements As summarized in Figure 1 below, the Housing Successor fully complied with all Housing Asset Fund spending restrictions: • During FY 2022-23, the Housing Successor expended $123,003 on allowable administrative expenses which is well under the current year maximum limit of $364,603. The annual limit on administrative expenses is the greater of $200,000 (plus inflation), or 5 percent of the Housing Successor Portfolio balance. As shown in Table 3, the Portfolio balance is $7,292,006, of which 5 percent is $364,603. • During FY 2022-23, the Housing Successor used $212,732 of Housing Asset Funds for homeless prevention or rapid rehousing expenses and was therefore in compliance with the $250,000 spending restriction. • The Housing Successor spent $0 on affordable housing development-related expenditures during FY 2022-23. To date, the only expenditure on housing developments made during the current five-year compliance consisted of $2.5 million issued in FY 2020-21, which was entirely allocated to extremely low-income households (30 percent AMI or below). Therefore, the Housing Successor currently meets the five-year income proportionality targets. 488 South San Francisco Housing Successor Annual Report 2022-23 11 Figure 1: FY 2022-23 Housing Asset Fund Expenditure Summary The Housing Successor will ensure it continues to meet all Housing Asset Fund expenditure requirements throughout this five-year compliance period of July 1, 2019, through June 30, 2024, and future five-year compliance periods. Failure to comply with the extremely low income requirement in any five-year compliance period would result in the Housing Successor having to ensure that 50 percent of remaining funds be spent on extremely low income rental units until in compliance. Exceeding the expenditure limit for low-income households earning between 60-80 percent AMI in any five-year reporting period will result in the Housing Successor not being able to expend any additional funds on these income categories until in compliance. Senior Rental Housing Limit Compliance Pursuant to HSC Section 34176(b), a maximum of 50 percent of deed-restricted rental housing units assisted by the former Agency, Housing Successor, or City in the previous 10 years may be restricted to seniors. The Housing Successor complies with the limit allowing no more than 50 percent of the total aggregate number of rental units produced within the preceding ten years to be restricted to seniors. The Housing Successor, City, and former Agency collectively assisted 441 deed-restricted rental units in the $123,033 /$364,603 $212,732 /$250,000 $2,450,000 $0 $0 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Administration/ Monitoring Homeless Prevention/ Rapid Rehousing Ext. Low <30% AMI (30% minimum) Very Low 31-59% AMI (no limit) Low 60-80% AMI (20% maximum) South San Francisco Expenditure Limit Compliance Limit Expenditure Annual Limits Five-Year Compliance 489 South San Francisco Housing Successor Annual Report 2022-23 12 last ten years, 163 of which are restricted to seniors. Within the last 10 years, 37 percent of the deed- restricted units assisted by the Housing Successor, City, and former Agency are restricted to seniors, well below the limit. Table 4 details units assisted by project. Excess Surplus The Housing Asset Fund may not accumulate an “excess surplus”, or an unencumbered cash balance that exceeds the greater of either $1 million or the sum of deposits in the prior four fiscal years. This requirement ensures that housing successors are actively spending available Housing Asset Funds on affordable housing. If the Housing Successor accumulates any surplus, these funds must be expended or encumbered within three fiscal years or transferred to HCD within 90 days of the end of the third fiscal year. In the previous year, FY 2021-22, the Housing Successor accumulated an excess surplus of $1,076,383. These funds are tracked separately to ensure they are spent or encumbered within the 3-year deadline. In 2023, the Housing Successor adopted a resolution committing the entire surplus to an upcoming project at 500 and 522 Linden as a predevelopment loan in the amount of $1,076,383. With this commitment the City has eliminated their prior year surplus as shown in Table 5 below. Property1,2 Senior Units %Non-Senior Units %Total Units 310 Miller 81 100%0 0%81 201-219 Grand Avenue (ROEM)0 0%47 100%47 418 Linden Avenue (ROEM)0 0%37 100%37 1051 Mission Road 0 0%158 100%158 432 Baden 0 0%36 100%36 201 Baden 82 100%0 0%82 Total 163 278 441 Total Deed-Restricted Senior Units:37% 1 This list only includes units identified as senior-restricted living in the Housing Element. 2 This list only includes units that had a ground lease executed within the last 10 years. Source: City of San Francisco Table 4 Deed-Restricted Senior Rental Units Assisted Prior Ten Years 490 South San Francisco Housing Successor Annual Report 2022-23 13 At the beginning of the FY 2022-23, the Housing Successor had an unencumbered cash balance of $1,468,519, net of the predevelopment loan commitment for 500-522 Linden. This amount exceeds the excess surplus limit of $1,000,000. Therefore, the Housing Successor has an excess surplus of $468,518 for FY 2022-23 as shown in Table 5a below. Excess surplus funds must be accounted for separately and expended or encumbered within three fiscal years. If a housing successor fails to comply, it must transfer any excess surplus to HCD within 90 days Remaining Excess Surplus from Prior Years as of 7/1/22 FY 2021-22 1,076,383$ Total Prior Excess Surplus 1,076,383$ Elimination of Prior Year Excess Surplus Expenditures FY 22-23 Admin Costs (335,765)$ Encumbrances FY 22-23 Predevelopment Commitment1 (1,076,383)$ Remaining Prior Year Excess Surplus None Table 5 Prior Year Excess Surplus Elimination 1The City adopted a resolution committing $1,076,383 in Housing Asset Funds to assist 65 affordable family units being built at 500 and 522 Linden. Step 1: Determine Unencumbered Cash Balance From Financials FY 22-23 Beginning Cash Balance 2,544,901 Less: Encumbered Funds 1 (1,076,383) Unencumbered Amount 1,468,518$ Step 2: Determine Greater of $1M or Last 4 Deposits $1 Million, or 1,000,000 Last 4 years' deposits 942,408 2021-22 148,275$ 2020-21 178,383$ 2019-20 310,800$ 2018-19 304,949$ Result: Larger Number 1,000,000$ Step 3: Excess Surplus is Amount Step 1 Exceeds Step 2, if Any (1) Unencumbered Amount 1,468,518 (2) Less: Larger Number From Step 2 1,000,000 Excess Surplus 468,518$ Source: City of South San Francisco Finance Department Table 5a FY 2022-23 Excess Surplus 491 South San Francisco Housing Successor Annual Report 2022-23 14 of the end of the third fiscal year. Accordingly, the Housing Successor will ensure that these funds are expended or encumbered by FY 2025-26 and will continue to monitor its deposits and expenditures to avoid any future excess surplus. OTHER INFORMATION Homeownership Unit Inventory Table 6 presents an inventory of homeownership units assisted by the Housing Successor that require restrictions, covenants, or an adopted program that protects Housing Asset Fund monies. 492 South San Francisco Housing Successor Annual Report 2022-23 15 Project Name / Address1 Unit No. Covenant Expiration Affordability Period (Yrs) 1 Manday Place # 802 1 3/21/35 25 1488 ECR #101 1 2/8/64 55 1488 ECR #104 1 3/24/64 55 1488 ECR #106 1 5/1/67 55 1488 ECR #115 1 8/21/64 55 1488 ECR #202 1 11/18/64 55 1488 ECR #205 1 6/16/64 55 1488 ECR #210 1 7/14/64 55 1488 ECR #214 1 7/21/64 55 1488 ECR #216 1 10/16/64 55 1488 ECR #217 1 6/30/64 55 1488 ECR #220 1 6/30/64 55 1488 ECR #223 1 3/16/65 55 1488 ECR #304 1 11/10/64 55 1488 ECR #313 1 12/9/64 55 1488 ECR #314 1 10/25/64 55 2 Farm Road 1 11/13/58 55 2200 Gellert Blvd #6103 1 7/21/39 30 2200 Gellert Blvd #6111 1 11/1/36 30 2200 Gellert Blvd #6203 1 3/2/37 30 2200 Gellert Blvd #6205 1 2/10/37 30 2200 Gellert Blvd #6207 1 11/3/36 30 2210 Gellert Blvd #5101 1 10/1/54 45 2210 Gellert Blvd #5103 1 1/30/37 30 2210 Gellert Blvd #5107 1 7/19/37 30 2210 Gellert Blvd #5203 1 1/30/38 30 2210 Gellert Blvd #5205 1 4/19/37 30 2210 Gellert Blvd #5209 1 1/30/37 30 2210 Gellert Blvd #5211 1 1/30/37 30 2210 Gellert Blvd #5309 1 1/30/37 30 2220 Gellert Blvd #4101 1 6/10/37 30 2220 Gellert Blvd #4103 1 10/3/37 30 2220 Gellert Blvd #4107 1 6/8/37 30 2220 Gellert Blvd #4111 1 6/14/37 30 Table 6 Homeownership Unit Inventory 493 South San Francisco Housing Successor Annual Report 2022-23 16 Transfers to Other Housing Successors There were no transfers to another housing successor entity for a joint project pursuant to HSC Section 34176.1(c)(2). Project Name / Address1 Unit No. Covenant Expiration Affordability Period (Yrs) 2220 Gellert Blvd #4205 1 7/29/05 30 2220 Gellert Blvd #4211 1 5/26/37 30 2220 Gellert Blvd #4309 1 7/17/37 30 2230 Gellert Blvd #3103 1 2/25/38 30 2230 Gellert Blvd #3105 1 12/31/37 30 2230 Gellert Blvd #3107 1 12/3/37 30 2230 Gellert Blvd #3109 1 12/10/37 30 2230 Gellert Blvd #3203 1 12/10/37 30 2230 Gellert Blvd #3205 1 6/10/37 30 2230 Gellert Blvd #3209 1 1/8/38 30 2230 Gellert Blvd #4109 1 12/3/37 30 2250 Gellert Blvd #2101 1 9/25/38 30 2250 Gellert Blvd #2103 1 10/6/38 30 2250 Gellert Blvd #2107 1 8/29/63 30 2250 Gellert Blvd #2111 1 3/6/39 30 2250 Gellert Blvd #2203 1 10/6/38 30 2250 Gellert Blvd #2303 1 10/6/38 30 2260 Gellert Blvd #1107 1 11/12/43 30 2260 Gellert Blvd #1111 1 7/31/05 30 2260 Gellert Blvd #1207 1 5/18/39 30 260 Hillside Blvd 1 1/24/58 55 3775 Radburn Drive 1 2/15/34 30 3855 Carter Drive #203 1 9/1/34 25 438 Commercial Ave 1 6/30/60 55 440 Commercial Ave 1 6/30/60 55 441 2nd Lane 1 6/30/60 55 443 2nd Lane 1 6/30/60 55 56 Farm Road 1 1/19/61 55 61 Farm Court 1 7/25/05 30 936 Commercial Ave 1 11/10/41 30 942 Mission Road 1 4/21/35 25 958 Commercial Ave 1 8/25/64 55 Source: City of South San Francisco 1 2200 Gellert Blvd #6109, #5105, #5111 and #5303 were released from their respective Restrictions 494 South San Francisco Housing Successor Annual Report 2022-23 17 APPENDIX 1 - HOUSING SUCCESSOR ANNUAL REPORT REQUIREMENTS Health and Safety Code Section 34176.1(f) Housing Asset Fund Revenues & Expenditures Total amount deposited in the Housing Asset Fund for the fiscal year. Amount of deposits funded by a Recognized Obligation Payment Schedule (“ROPS”). Statement of balance at the close of the fiscal year. Description of Expenditures for the fiscal year, broken out as follows: • Homeless prevention and rapid rehousing • Administrative and monitoring • Housing development expenses by income level assisted Description of any transfers to another housing successor for a joint project. Other Assets and Active Projects Description of any project(s) funded through the ROPS. Update on property disposition efforts (note that housing successors may only hold property for up to five years, unless it is already developed with affordable housing). Other “portfolio” balances, including: • Statutory value of any real property either transferred from the former Agency or purchased by the Housing Asset Fund • Value of loans and grants receivable Inventory of homeownership units assisted by the former Agency or the housing successor that are subject to covenants or restrictions or to an adopted program that protects the former Agency’s investment of monies from the Low and Moderate Income Housing Fund. Obligations & Proportionality Description of any outstanding production obligations of the former Agency that were inherited by the Housing Successor. Compliance with proportionality requirements (income group targets), which must be upheld on a five-year cycle. Percentage of deed-restricted rental housing restricted to seniors and assisted by the former Agency, the Housing Successor, or the City within the past ten years compared to the total number of units assisted by any of those three agencies. Amount of any excess surplus, and, if any, the plan for eliminating it. 495 South San Francisco Housing Successor Annual Report 2022-23 18 APPENDIX 2 – HOUSING ASSET FUND EXPENDITURE REQUIREMENTS Health and Safety Code Section 34176.1 Expense Category Limits Allowable Uses Administration and Compliance Monitoring Measured Annually $364,603 limit for FY 2022- 23 (limit varies each year) Administrative activities such as: • Professional services (consultant fees, auditor fees, etc.) • Staff salaries, benefits, and overhead for time spent on Housing Successor administration • Compliance monitoring to ensure compliance with affordable housing and loan agreements • Property maintenance at Housing Successor-owned properties Capped at $200,000 adjusted annually for inflation ($254,500 for FY 22-23) or 5 % of the statutory value of real property owned by the housing successor and the value of loans and grants receivable from the HAT (“Portfolio”) ($364,603 for FY 22-23), whichever is greater. Homeless Prevention and Rapid Rehousing Solutions Measured Annually $250,000 maximum per fiscal year Services for individuals and families who are homeless or would be homeless but for this assistance, including: • Contributions toward the construction of local or regional homeless shelters • Housing relocation and stabilization services including housing search, mediation, or outreach to property owners • Short-term or medium-term rental assistance • Security or utility deposits • Utility payments • Moving cost assistance • Credit repair • Case management • Other appropriate activities for homelessness prevention and rapid rehousing of persons who have become homeless. Affordable Housing Development No spending limit, but must comply with income and age targets “Development” includes: • New construction • Acquisition and rehabilitation • Substantial rehabilitation • Acquisition of long-term affordability covenants on multifamily units • Preservation of at-risk units whose affordable rent restrictions would otherwise expire over the next five years 496 South San Francisco Housing Successor Annual Report 2022-23 19 Health and Safety Code Section 34176.1 Expense Category Limits Allowable Uses Income Targets Fixed Five- Year Compliance Period (currently FY 2019-20 to FY 2023-24) Every five years (currently FYE 2020-2024), Housing Asset Funds must meet income targets: • At least 30% on extremely low-income rental households (up to 30% AMI or “Area Median Income”) • No more than 20% on low-income households (60-80% AMI) Moderate and above moderate-income households may not be assisted (above 80% AMI). Failure to comply with the extremely low-income requirement in any five-year compliance period will result in having to ensure that 50 percent of remaining funds be spent on extremely low income rental units until in compliance. Exceeding the expenditure limit for low households earning between 60-80% AMI in any five-year reporting period will result in not being able to expend any funds on these income categories until in compliance. Age Targets Rolling Ten- Year Period (looks back at prior ten years) For the prior ten years (resets every year), a maximum of 50% of deed-restricted rental housing units assisted by the Housing Successor or its host jurisdiction may be restricted to seniors. If a housing successor fails to comply, Housing Asset Funds may not be spent on deed-restricted rental housing restricted to seniors until in compliance. 497 South San Francisco Housing Successor Annual Report 2022-23 20 APPENDIX 3 – HOUSING ASSET TRANSFER FORM The Housing Asset Transfer Form is attached as a separate document. 498 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-325 Agenda Date:3/27/2024 Version:1 Item #:10. Conference with Labor Negotiators (Pursuant to Government Code Section 54957.6) Agency designated representatives: Christopher Boucher, Boucher Law, Sharon Ranals, City Manager, Rich Lee, Assistant City Manager, Karen Chang, Director of Finance Employee organizations: Teamsters Local 856-Confidential, Teamsters Local 856-Mid-Management, AFSCME Local 829 Unrepresented employees: Public Safety Managers, Executive Management City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™499 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-302 Agenda Date:3/27/2024 Version:1 Item #:11. Closed Session: Conference with Real Property Negotiators (Pursuant to Government Code Section 54956.8) Property: 366 Grand Avenue (APN 012-312-310) Agency negotiator:Nell Selander,Economic &Community Development Director,and Ernesto Lucero, Economic Development Manager Negotiating Party: Stacey S. Dobos Trust Under negotiation: Price and Terms City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™500 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-313 Agenda Date:3/27/2024 Version:1 Item #:12. Conference with real property negotiators Property: 226-230 Grand Ave., 232-238 Grand Ave., and 240-246 Grand Ave Agency negotiator: Nell Selander, ECD Director; Danielle Thoe, Housing Manager; Sky Woodruff, City Attorney Negotiating parties: Giffra Enterprises Under negotiation: Price and terms City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™501 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:24-324 Agenda Date:3/27/2024 Version:1 Item #:13. Conference with Real Property Negotiators (Pursuant to Government Code Section 54956.8) Properties:Parcels on Sign Hill,South San Francisco (APNs 012-351-020,012-351-030,012-024-060,012- 024-070, 012-024-080, 012-024-090, 012-024-100, 012-024-110, and 012-024-120) Agency Negotiators:Nell Selander,Economic &Community Development Director;Greg Mediati,Parks and Recreation Director; and Sky Woodruff, City Attorney Negotiating parties: Syme Venture Partners LP Under negotiation: Price and terms City of South San Francisco Printed on 3/22/2024Page 1 of 1 powered by Legistar™502 ID Start time Name / Nombre Would you like to speak during Public Comment on a matter NOT on the agenda? Desea hablar de un tema que no esta en la agenda de el concilio? If you would like to speak on an agenda item(s), Enter the Agenda Item Number(s) below. If adding more than one item, please add a comma between each number. Por favor ingrese el número de artíc... 1 3/27/24 16:40:08 Darlene Marsh Yes / Si NA 2 3/27/24 17:41:13 Stephanie A Yes / Si N/A 3 3/27/24 17:42:01 Key A Yes / Si N/A 4 3/27/24 17:42:31 Amber A Yes / Si N/A 5 3/27/24 17:42:14 Hibz Yes / Si N/A 6 3/27/24 17:43:29 Keliana Hui Yes / Si 0 7 3/27/24 17:45:01 César R Yes / Si Ceasefire now 8 3/27/24 17:52:56 Jay Katt Yes / Si N/A 9 3/27/24 17:53:32 Rami Asia Yes / Si N/A 10 3/27/24 17:53:39 DeVante Yes / Si N/A 11 3/27/24 17:55:35 Kam Yes / Si Public comment 12 3/27/24 17:54:12 Nicole Han Yes / Si Not on agenda 13 3/27/24 17:40:53 Sam Chetcuti Yes / Si Meeting 14 3/27/24 18:21:27 Charlene Rouspil Yes / Si Save msb 15 3/27/24 18:22:11 Laura fanucchi No Item 6 16 3/27/24 18:23:01 Dolores Piper Yes / Si Na 17 3/27/24 18:23:36 Cynthia Marcopulos Yes / Si Na 18 3/27/24 17:40:51 Russell Lee Yes / Si General Public Comment 19 3/27/24 18:25:08 Andi Otto No 6 20 3/27/24 18:41:10 Melissa Lukin No 6 21 3/27/24 18:47:07 Lina Yes / Si Public comment 22 3/27/24 18:36:55 Mandy Yes / Si Ceasefire resolution public comment 23 3/27/24 19:10:35 Nannette Cole Yes / Si Na 24 3/27/24 19:45:16 Valeria Yes / Si Ceasefire 25 Peggy 26 SSF resident 27 Alyssa Item 6 28 3/27/24 20:06:06 Cecilia Chu No 6 CDBG Agenda Item PUBLIC COMMENTS 12 Public Comments • Guest User at March 27, 2024 at 4:26pm PDT Support My name is chef ava marie a lifelong resident of host of chef ava marie happy hour podcast and culinary content creator for city of south san Francisco I want to help my neighbors especially in the senior community to save msb and why it would serve as a senior center for many of our seniors in our community that granddaughters and children can go with their moms and grandmas. I would purpose in my dad late Marty romero name is a first ever Marty's comedy club and singing lounge my dad loved singing had a beautiful voice like Dean Martin and his work as planning commissioner for 13 years was his place. He enjoyed going to Vegas with his dad theg his sons and me. I will never forget. His comedic idols were Jay leno and red Skelton and he was happy to meet one of them Jay leno and this will be a place for stand up comic to do 4pm shows for our community before they head off to cobbs or fox theater we thank you • Guest User at March 27, 2024 at 1:26pm PDT Support I support agendizing a ceasefire resolution. Resident of neighboring city San Bruno • Guest User at March 27, 2024 at 1:12pm PDT Good evening. My name is Mandy, homeowner in district 1. I am here tonight to urge you to agendize a ceasefire resolution. A ceasefire resolution is NECESSARY to stop what the International Court of Justice deemed a plausible cause of genocide. As a decent human being, it's excruciating to see women, children, and men endure such suffering. No one is doing anything about it, and are denying it for what it is. Over 14,000 innocent children have been killed, which surpasses the number of children in our city’s school district, and over 39,000 people in Gaza have been killed, which is more than half of our city’s population of 64,000 people. These numbers are increasing daily. When you remove the false narratives, when you remove this group against that group, it essentially comes down to innocent human lives being lost. This is a humanitarian crisis that deserves everyone’s attention. Please don’t say this dire situation falls outside the council's purview. This devastating issue should be within everyone's scope of concern. This concerns respecting human rights and prioritizing peace for all individuals. Let's do what's morally right and stand on the side of humanity and agendize a ceasefire resolution. Thank you. Mandy Rantisi • Guest User at March 27, 2024 at 11:50am PDT My name is Kehaulani and I am a resident of South City living in DISTRICT #3 . I’m a student and I am here to urge you agendize a resolution calling for an enduring ceasefire in Gaza. Over the last few decades, South City has become a home to thousands of people who fled wars and poverty. It is a safe haven for the displaced. We cannot stay silent in the face of a genocide. I am horrified with the images and videos coming out of Gaza. I stand with my Palestinian/Arab community members and neighbors. The safety and acknowledgement of our community members is necessary. This resolution will bring our community closer together and show that our city leaders listen to the voices of the people. In closing, as an ally, I urge our city leaders to stand with humanity and call for an enduring ceasefire in Gaza, free flow of humanitarian aid and the release of hostages on both sides. Stand on the side of peace! Thank you. • Guest User at March 27, 2024 at 11:09am PDT City Council of SSF I have been an employee of this city for over ten years. I am disappointed to see that a permanent ceasefire resolution has yet to be agendized. We cannot allow any more Palestinians to be killed. The situation grows more and more critical with each passing day and this council needs to act with urgency. The UN's recent passing of a two week pause is not sufficient. Palestinians need to get the help they need. They need to rebuild their homes and reunite with their families. The children need to rebuild and return to their schools. Please agendize and pass a ceasefire resolution now. Aristel • Guest User at March 27, 2024 at 8:00am PDT My name is Kharimah and I am a resident of South San Francisco living in DISTRICT #13. I’m a parent and I am here to urge you to agendize a resolution calling for an enduring ceasefire in Gaza. South City cannot stay silent in the face of a genocide. The number of civilians killed in Gaza has reached over 36,000 people, including 14,000 children. As an Arab South City resident, I am directly impacted, it is important for us to be seen, heard and protected by our city. I have survived war and I remember how hard it was because kids and adults were going through a crisis. As a parent of 7 I wouldn’t want to see any of my children suffering or having to deal with this type of trauma. In closing, we are looking to our elected officials to stand with humanity and call for an enduring ceasefire in Gaza, free flow of humanitarian aid and the release of hostages on both sides. Thank you. • Guest User at March 26, 2024 at 6:23pm PDT Hi my name is Keliana Hui lifelong resident of district 2. I would like you all to agendize and pass a permanent ceasefire resolution. Our federal officials have done everything to stop a ceasefire. Please agendize a long lasting ceasefire resolution to stop the destruction. • Guest User at March 26, 2024 at 4:15pm PDT Support I support SSF city council agendizing and passing a resolution calling for a permanent ceasefire in Gaza. The community has come to you, as the leaders of ssf, you are required to listen to our voices. • Guest User at March 26, 2024 at 1:01pm PDT My name is Alanoud and I am a resident of South San Francisco living in #3 I’m a student and I am here to urge you to agendize a resolution calling for an enduring ceasefire in Gaza. South City cannot stay silent in the face of a genocide. The number of civilians killed in Gaza has reached over 36,000 people, including 14,000 children. As an Arab South City resident, I am directly impacted, it is important for us to be seen, heard and protected by our city. I feel bad for the kids dying and not having a chance to live. In closing, we are looking to our elected officials to stand with humanity and call for an enduring ceasefire in Gaza, free flow of humanitarian aid and the release of hostages on both sides. Thank you. • Guest User at March 26, 2024 at 8:07am PDT My name is Mona and I am a resident of South San Francisco living in district 3 I’m a student and I am here to urge you to agendize a resolution calling for an enduring ceasefire in Gaza. South City cannot stay silent in the face of a genocide. The number of civilians killed in Gaza has reached over 36,000 people, including 14,000 children. As an Arab Muslim impacted, it is important for us to be seen, heard and protected by our city. I know many people personally that have been impacted by the war whether it’s their loved ones that are in Gaza suffering for the war, or they have come as refugees. People are dying, many innocent, vulnerable people are dying. War always ends in terror and there is never any true winner in a war. Please do not continue to support this. In closing, we are looking to our elected officials to stand with humanity and call for an enduring ceasefire in Gaza, free flow of humanitarian aid and the release of hostages on both sides. Thank you. • Guest User at March 25, 2024 at 9:24am PDT My name is Ansaf and I am a resident of South San Francisco living in San Mateo. I’m a Student and I am here to urge you to agendize a resolution calling for an enduring ceasefire in Gaza. South City cannot stay silent in the face of a genocide. The number of civilians killed in Gaza has reached over 36,000 people, including 14,000 children. As an Arab South City resident, I am directly impacted, it is important for us to be seen, heard and protected by our city. I have experienced war myself and I know how it feels to be in a unsafe environment and lived in fear and hopeless. I don’t want people to feel the safe way I felt. Humans have the right to live in this world. In closing, we are looking to our elected officials to stand with humanity and call for an enduring ceasefire in Gaza, free flow of humanitarian aid and the release of hostages on both sides. Thank you. • Guest User at March 25, 2024 at 9:23am PDT Palestinian kids are dying and we are helping that happen.In Israel people have free health plan and in Palestine they don’t have oxygen to help the kids live. Kids either die because of the bombing or starvation and we are watching that happen. We have proof of the Israelis treating Palestinian kids with violence on the other hand in Palestine they taught kid how to say arabic words and were not violent with them at all. Are you ok with kids dying?How would you feel if your kids died because of starvation or bombing. The US is supporting this genocide but we don’t have to. We can help stop this genocide.CEASEFIRE NOW.