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HomeMy WebLinkAboutReso 152-2024 (24-937) CAPER 1 OMB Control No: 2506-0117 (exp. 09/30/2021) City of South San Francisco 2023 Consolidated Annual Performance Evaluation Report (CAPER) Community Development Block Grant City of South San Francisco Department of Economic and Community Development PO Box 711 South San Francisco, CA 94083-0711 CAPER 2 OMB Control No: 2506-0117 (exp. 09/30/2021) Table of Contents CR-05 - Goals and Outcomes .................................................................................................................... 3 CR-10 - Racial and Ethnic composition of families assisted ...................................................................... 7 CR-15 - Resources and Investments 91.520(a) ......................................................................................... 9 CR-20 - Affordable Housing 91.520(b) .................................................................................................... 11 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ................................ 14 CR-30 - Public Housing 91.220(h); 91.320(j) ........................................................................................... 16 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) .................................................................................... 17 CR-40 - Monitoring 91.220 and 91.230 ................................................................................................... 21 CR-58 – Section 3 .................................................................................................................................... 23 CAPER 3 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The U.S. Department of Housing and Urban Development (HUD) provides Community Development Block Grant (CDBG) funds to "Entitlement Communities" and HOME Investment Partnerships Program (HOME) funds to "Participating Jurisdictions" across the country. The City of South San Francisco is eligible for the CDBG program and received a direct allocation of $457,048 in CDBG funds for the 2023-2024 program year (PY2023). This allocation is based on a formula that considers factors such as community population, pre-1940s housing stock, economic distress, and neighborhood blight. In addition, the City is part of the San Mateo County HOME Consortium and was allocated $14,971 in HOME funds from the County. These funds were directed toward fair housing activities, with accomplishments to be reported by San Mateo County. The Consolidated Annual Performance and Evaluation Report (CAPER) is a key review and reporting tool required by HUD. The CAPER serves to document how communities use CDBG funds during a program year and assesses the impact of these funds in achieving both local and federal goals. For the City of South San Francisco, producing the CAPER represents more than fulfilling a federal requirement—it reflects the City's commitment to transparency, accountability, and continuous improvement. The report highlights both achievements and challenges in deploying CDBG funds and provides a narrative of the City’s resilience, innovation, and community-focused efforts. The CAPER for Program Year 2023 aims to: • Document Activities and Outcomes: Provide a detailed record of the projects and initiatives funded by CDBG during the year. • Evaluate Performance: Assess the success of these projects in meeting local objectives and federal requirements. • Promote Transparency: Offer a clear and comprehensive view of how funds were allocated and their impacts on residents and the community. • Solicit Feedback: Create an informed platform for stakeholders to evaluate and offer insights into the City's performance, fostering a collaborative approach to development. • Direct Future Actions: Use the findings from this report to refine strategies and guide future efforts for continued community development. CAPER 4 OMB Control No: 2506-0117 (exp. 09/30/2021) In response to a high rate of staff turnover, the City prioritized updating its Policies and Procedures Manual over the past year. New procedures were introduced and implemented to ensure compliance with both CDBG and environmental monitoring requirements, streamlining processes and improving overall efficiency. These updates reflect the City's ongoing commitment to maintaining effective and compliant operations in the administration of federal funds. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Goal Category Source / Amount Indicator Unit of Measure Expected – Strategic Plan Actual – Strategic Plan Percent Complete Expected – Program Year Actual – Program Year Percent Complete Economic Development Non-Housing Community Development CDBG: $ Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 300 21 7.00% 30 21 70.00% Increase, Maintain, & Improve Affordable Housing Affordable Housing CDBG: $ Homeowner Housing Rehabilitated Household Housing Unit 100 13 13.00% 17 13 76.00% Planning and Administration Non-Housing Community Development CDBG: $ Other Other 1 1 100.00% 1 1 100.00% Preserve & Improve Public Facilities Non-Housing Community Development CDBG: $ Other Other 5 0 0.00% 1 0 0.00% CAPER 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Provide Public Services to Improve Quality of Life Non-Housing Community Development CDBG: $ Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 3000 0 0.00% 600 0 0.00% Provide Public Services to Improve Quality of Life Non-Housing Community Development CDBG: $ Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 420 420.00% 0 420 420.00% Support Services, Shelters, & Transitional Housing Homeless CDBG: $ Homeless Person Overnight Shelter Persons Assisted 200 0 0.00% 0 0 0.00% Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. All funds were used to support programs and activities that met HUD national objectives. The greatest need was to support public service grantees and improve administrative practices, consistent with the City’s highest priority for the use of funds. Some examples of accomplishments in the prior year include: • Peninsula Family Service supported families at Leo J. Ryan Child Development Center and Club Leo Afterschool Program. They served 151 persons, which is unduplicated counts of students enrolled to Club and LJR CD, including those living outside of SSF. They served children from diverse backgrounds, many of whom do not speak or know any English and have individual or special needs. • Rape Trauma Services: A Center for Healing and Violence Prevention (RTS) provided services to 10 children who identified being victimized by commercial sexual exploitation while residing in the City. RTS provided training for community leaders and parents on culturally sensitive support for child sexual abuse throughout the community. Training topics focused on healing from childhood trauma CAPER 6 OMB Control No: 2506-0117 (exp. 09/30/2021) and the prevention of child abuse. RTS provided advocacy during Forensic Interviews, counseling, at-risk youth services, and trained 3 Youth Ambassadors. • Rebuilding Together Peninsula: Safe at Home completed a few larger projects for South San Francisco residents, including an electrical panel replacement which eliminates a major hazard, gutter repairs, window replacement this fiscal year. Additionally, there were many other smaller safety repairs like handrails, grab bars, fire safety, lighting, and more. The clients can use their homes more safely due to these repairs. The City funded emergency shelters with local housing trust fund dollars, serving 52 persons with emergency overnight shelter. Two shelters received $47,750 from the local fund in PY2023. CAPER 7 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White 329 Black or African American 10 Asian 50 American Indian or American Native 12 Native Hawaiian or Other Pacific Islander 6 Total 407 Hispanic 289 Not Hispanic 118 Table 2 – Table of assistance to racial and ethnic populations by source of funds Table 3 - REVISED Table of assistance to racial and ethnic populations by source of funds CDBG White 329 Black or African American 10 Asian 50 American Indian or American Native 0 Native Hawaiian or Other Pacific Islander 6 Asian/White 6 Other – Multi-Racial 12 Total 435 Hispanic 296 Not Hispanic 139 Narrative Table 2 above shows the race and ethnic distribution of services across households and persons. The above table does not include mixed race or those who categorize themselves as others. The total number of individuals assisted this program year is 435 and are noted in Table 3. The numbers provided in this table were tracked using the City's tracking system for accomplishments in the current year. According to the 2020 Census, 43% percent of South San Francisco is Asian, 29% percent is Hispanic, and 22% is White. The percent of those served by programs were: 11% identifying as Asian and 75% CAPER 8 OMB Control No: 2506-0117 (exp. 09/30/2021) identifying as White. Persons identifying as Hispanic could also identify as White or another race resulting with 68% of those served identifying as Hispanic. CAPER 9 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Available Amount Expended During Program Year CDBG public - federal $541,048 Table 4 - Resources Made Available Narrative At the time of the publication of this document, the City of South San Francisco had not completed reimbursement of its PY2023 Expenditures. The final draft will include final dollar amounts. Identify the geographic distribution and location of investments Target Area Planned Percentage of Allocation Actual Percentage of Allocation Narrative Description CDBG Target Area 40 0% Low-Income Census block groups as identified in MA-50 of the Consolidated Plan. Includes all or parts of tracts 601901.1, 601901-2, 601902-2, 601902-3, 602000-5, 602100-1, 602100-2, 602100-3, 602200-1, 602200-2, 602200-3, 602200-4, 602300-1, and 602400-1. Citywide 60 100% Citywide – the entire City of South San Francisco SSF Downtown Tracts 6021, 6022 0 0% The Local Target Area encompasses census tracts 602100 and 602200. Table 5 – Identify the geographic distribution and location of investments Narrative For most programs, South San Francisco does not have a specific target area; funds were used city-wide. The City provided programs and services identified in its Consolidated Plan and other local plans to households with the greatest need. Therefore, most activities served eligible low-income households on a citywide basis and these applicants applied for assistance on a program-by-program basis. Physical activities, including housing and neighborhood improvements, are generally provided within Census Block Group Areas that have the greatest concentrations of low-income households. CAPER 10 OMB Control No: 2506-0117 (exp. 09/30/2021) Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. The nonprofit organizations that received CDBG funding leveraged their CDBG grants with their own funding from foundations, state and county grants, private donors, corporations, in kind donors, and/or fees for service. The City also leveraged CDBG funds with local funds in the public infrastructure projects. The City utilized other local funding to address the programs in PY2023 including: a. Housing Trust Fund grants to public service grantees i. General Fund Programs 1. CORA - $21,500 2. Human Investment Project (HIP Housing) - $12,000 3. Legal Aid Society of San Mateo - $12,300 4. LifeMoves - $26,250 5. StarVista - $11,000 ii. HOME Programs 1. Project Sentinel - $14,971 iii. LMIHAF Programs 1. Samaritan House - $18,000 b. In addition to CORA’s Housing Trust Fund grant, SSFPD also provides them with an annual grant of $13,600. c. SSFPD offers LifeMoves office space and the employee is frequently there assisting PD’s Community Outreach Officers. CAPER 11 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of homeless households to be provided affordable housing units 0 0 Number of non-homeless households to be provided affordable housing units 16 11 Number of special-needs households to be provided affordable housing units 4 2 Total 20 13 Table 6 – Number of Households One-Year Goal Actual Number of households supported through rental assistance 0 0 Number of households supported through the production of new units 0 0 Number of households supported through the rehab of existing units 20 13 Number of households supported through the acquisition of existing units 0 0 Total 20 13 Table 7 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The nationwide employment challenges coming out of the pandemic have not spared the City’s nonprofit partners. In recent years these organizations have experienced high turnover and vacancy rates, especially common nationally among nonprofit organizations that tend to pay less than private or public entities. The City funded several minor home repair programs in 2023. Due to significant staff turnover and rising costs related to home repairs, several of the minor home repair programs did not CAPER 12 OMB Control No: 2506-0117 (exp. 09/30/2021) meet their intended goals. The City is in conversation with CDBG cohorts that are our neighboring cities and other subrecipients to potentially revamp the housing rehabilitation program to improve resident participation, including adding marketing and revising program guidelines. The City is also looking at ways to partner with other agencies, both in the City and in neighboring jurisdictions to find more effective ways to operate ongoing rehabilitation programs. The City, like many communities nationwide, has seen its nonprofit partners face significant employment challenges in the wake of the pandemic. High turnover and vacancy rates, particularly prevalent in the nonprofit sector, have affected the capacity of these organizations, which often struggle to offer competitive wages compared to private or public entities. This has impacted the delivery of several City-funded minor home repair programs in 2023, with rising costs and staffing shortages leading to the programs not fully meeting their intended goals. Recognizing these challenges, the City is actively collaborating with its Community Development Block Grant (CDBG) cohorts, including neighboring cities and subrecipients, to explore options for revamping the housing rehabilitation program. This includes revising program guidelines and increasing outreach efforts through improved marketing strategies to boost resident participation. Additionally, the City is seeking partnerships with other local agencies and jurisdictions to enhance the efficiency and sustainability of these programs, aiming to better address the growing need for affordable housing rehabilitation and to ensure the long-term success of future initiatives. These efforts align with CR-20 (Affordable Housing) 91.520(b), demonstrating the City’s commitment to adapting its strategies to overcome obstacles and enhance the effectiveness of housing assistance programs for low- and moderate-income residents. Discuss how these outcomes will impact future annual action plans. Each of the programs are evaluated yearly during the annual action plan process. The City has met with organizations who have not meet their goals and have established ways to improve operations or establish realistic goals for the future. In order to help organizations increase the number of households they are able to serve, the City works with each service provider to determine a fair administrative and project delivery cost for implementing theirprogram’s scope of work. The City will continue to monitor the organizations throughout the year. Moving forward, the City plans to prioritize larger grants for fewer subrecipients in support of public infrastructure projects. Additionally, we aim to streamline public improvement projects, reducing the complexity of environmental reviews and labor compliance to accelerate implementation. A key focus will also be revising the process and guidelines for the minor home repair program. CAPER 13 OMB Control No: 2506-0117 (exp. 09/30/2021) Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG Actual HOME Actual Extremely Low-income 5 0 Low-income 4 0 Moderate-income 4 0 Total 13 0 Table 8 – Number of Households Served Narrative Information Rebuilding Together Peninsula’s Safe at Home Program served 10 clients this year. Rebuilding Together Peninsula provided critical health and safety related home repair needs for low-income homeowners, including home safety modifications. CAPER 14 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The Homeless Outreach Team (HOT) is a multi-disciplinary, bilingual program that consists of shelter service providers, South San Francisco Police Department, City staff, and elected officials. The HOT Program has a full-time case manager on staff with the City’s Police Department who works to identify and serve the most challenging long-term homeless individuals. That case manager assists police in responding to calls that may be better served by a social service or mental health professional than a traditional police officer. The response by this trained professional helps to engage homeless individuals and connect them with services and housing options. Every quarter, the HOT Program holds a Case Managers Meeting that brings together homeless providers, other social service providers, County staff, City staff, City Police and the HOT case manager to discuss current issues with HOT clients and to identify potential solutions. Additionally, there is a HOT Steering Committee comprised of elected officials, program managers, and City staff who work to make larger program wide and policy level changes to improve the homeless outreach, services and prevention efforts in South San Francisco and Countywide. The City works closely with LifeMoves, a regional non-profit that plays a pivotal role in the HOT team through outreach to the homeless. LifeMoves’ HOT team for the South San Francisco region reported these statistics for PY2023-2024: • Unsheltered clients served in South San Francisco: 271 (unduplicated)* This does not include individuals who were outreached and declined services. • Individuals linked to Coordinated Entry System (CES): 102 • Temporary shelter placements: 103 • Permanent housing placements: 15 Addressing the emergency shelter and transitional housing needs of homeless persons The Working Together to End Homelessness (WTEH) initiative is being led by the County Executive’s Office that brings together City representatives, service provider agencies, partner agencies, business representatives, community members, and other partners to craft a high-level framework for ending homelessness as a community. CAPER 15 OMB Control No: 2506-0117 (exp. 09/30/2021) The City's HOT team with the County completed a one-day homeless count report in February 2022 and reported that a total of 42 unhoused individuals reside in South San Francisco. This count is completed every other year and will be done again in PY2024. The City provides this information to the County as part of the collaboration efforts. The City uses this information to inform and direct policies and programs in collaboration with the COC to address regional housing needs. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City partners with StarVista, a dedicated organization that provides critical support to emancipated foster youth by helping them stabilize their housing and transition into independent living. Additionally, the City remains committed to collaborating with the Continuum of Care (CoC) Program, a community-wide initiative that addresses the broader needs of individuals experiencing homelessness. Through these partnerships, we aim to provide comprehensive services that range from housing assistance to supportive programs that promote long-term stability and self-sufficiency for vulnerable populations. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The Homeless Outreach Team (HOT) and the County of San Mateo are actively working on an encampment resolution strategy by placing chronically homeless individuals into shelters and Permanent Supportive Housing (PSH). South San Francisco has been identified as one of the key target jurisdictions for a state-funded Encampment Resolution Grant, awarded to San Mateo County. The County and South San Francisco are collaborating closely to effectively utilize these grant funds, with the goal of transitioning individuals from encampments into stable housing. This partnership also includes providing wraparound services such as mental health support, case management, and job assistance to ensure long-term housing stability and improve the overall well-being of those affected by homelessness. CAPER 16 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of the City of South San Francisco (HASSF) operates independently from the City government and submits its own action plans and performance reports directly to the U.S. Department of Housing and Urban Development (HUD). HASSF oversees 80 units of affordable public housing, providing essential housing options for low-income individuals and families. In addition to managing these units, HASSF plays a critical role in addressing housing needs through initiatives designed to support residents' stability and improve living conditions. Further details on HASSF’s goals, strategies, and ongoing efforts can be found in its annual action plan, which outlines both short-term priorities and long-term objectives for public housing in South San Francisco. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership The following affordable housing projects under development are: • 201 Baden, Pre-development, Eden Housing (60+ senior units, 100% affordable) • 500 & 522 Linden, Pre-development, Rotary Club & Beacon Development (80+ senior units and 60+ family units, 100% affordable) • 1051 Mission Road, Pre-development, BRIDGE Housing (158 units, 100% affordable) • 428-432 Baden, Construction, For the Future Housing (36 units, half set aside for I/DD households, 100% affordable) Actions taken to provide assistance to troubled PHAs Not applicable CAPER 17 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) In 2022 the City adopted a comprehensive update to its General Plan and amended its Zoning Ordinance to implement the new General Plan. The policies included in this General Plan and Zoning Ordinance led to the City being designated a Pro-housing Jurisdiction by the State of California. This is due to the breadth of policies adopted by the City designed to make housing production more streamlined. In compliance with State law, the City adopted a 2023-2031 Housing Element, which has been certified by the State. The City was the second jurisdiction in the County of San Mateo to receive State certification of its Housing Element – another indication of the City’s commitment to planning for housing production and adopting policies that support this effort. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) Given the limited funds available, the City prioritized activities to provide maximum benefits to the community. Many local service providers are also experiencing declines in both private and public funding, which further hinder their capability to meet needs. The City addressed this obstacle by continuing to look for new funding sources and find creative ways to leverage and utilize existing funding. Additionally, the City encouraged collaboration amongst itself, other jurisdictions, and non- profits. The majority of the City’s CDBG funds were allocated to supporting housing rehabilitation and public right of way improvement projects because they are not restricted by spending limitations and are highly impactful. A major funding obstacle continued to be sufficiently supporting the wide variety of crucial public services needed in the City due to federal spending limits specific to public services. While this need far exceeded the funds available to provide those services, this year, the City selected those activities which would be most effective. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City complies with lead-based paint hazards for rehabilitation projects. Prior to the use of federal funds, all existing units are screened for lead-based paint, if applicable. Housing units identified as having lead-based paint hazards are treated so the lead-based paint hazards are abated in accordance with federal requirements. The use of lead-based paint is prohibited in newly constructed units. The City continues to provide lead-based paint information available on its website, to all the local non- profit agencies, to homeowners and renters. CAPER 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) City staff fielded numerous phone calls and in person inquiries regarding information on affordable housing. Resource packets, along with the City’s website, are updated on a regular basis with affordable housing information. Public Services The City supports a variety of non-profit organizations that provide housing assistance, food, childcare, health services, legal services, and other emergency services to low-income residents. The City also promotes communication and collaboration among the nonprofits to avoid duplication of efforts and to be able to provide more comprehensive/”wrap around” services for low-income residents. Additionally, the City has in-house programs that also help residents improve their economic opportunities. For example, the City’s Community Learning Center offered classes in English, computers, native language literacy, job training, and citizenship along with providing activities for children. Economic Development The City also takes on various economic development efforts to attract and retain businesses and jobs in South San Francisco. The City continues to operate the Business Cooperation Program (BCP) which seeks to lower the cost of doing business in the City. This program consists of three elements: 1. Contacting the major businesses and developers to assess how the City’s economic development efforts can be altered to meet their needs, and let them know the City is supportive of their business efforts; 2. Providing information on the City’s commercial (Property Assessed Clean Energy) PACE program to assist in financing improvements that will save energy for the businesses and achieve the City’s Climate Action Goals, and providing information on other business support programs such as Employment Training Panel (ETP) assistance, and the Governor’s Office of Business and Economic Development (Go Biz) financial programs; and 3. Ask for participation in the City’s proposed Sales and Use Tax Program that will retain these taxes locally instead of them being allocated to the County sales Tax pool. The City has also partnered with several regional agencies and organizations that focus on job growth. For example, City staff works closely with Skyline College’s Science, Technology, Engineering, and Mathematics (STEM) program that assists high school students, the Bay Area Entrepreneur Center (BAEC), a business incubator/accelerator and resource center for startup companies, and early-stage companies, Joint Venture Silicon Valley, and ChinaSF. CAPER 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City has taken several key actions to strengthen its institutional structure and improve the efficiency of its CDBG program. One of the primary steps was enhancing collaboration across departments and standardizing administrative and monitoring processes. For instance, the CDBG Work Group transitioned the environmental review and project approval process for the minor home repair programs into an online format. This shift to a digital platform has streamlined operations, reduced paperwork, and improved overall program efficiency. Additionally, the City has played a role on the Continuum of Care (CoC) Steering Committee as a voting member. This committee guides the implementation of San Mateo County's homeless services system, ensuring that homeless individuals and those at risk of homelessness receive the support they need. By participating in CoC decision-making, the City helps shape a broad range of efforts designed to address homelessness and strengthen local services. The City has also worked to build and improve relationships with local service providers, enhancing collaboration and ensuring that programs are responsive to community needs. In partnership with HUD, and through the monitoring process, the City has updated its Policies and Procedures Manual, which now serves as an internal guideline for all City staff and departments involved in CDBG programs. These updates have helped clarify roles, streamline operations, and improve program outcomes. Despite facing challenges with timely spending, particularly due to unpredictable program income receipts and changes in project subscription rates, the City is actively addressing these issues. Efforts include reviewing and improving underperforming programs and reallocating funds from projects that have met their goals or are no longer in high demand. The pandemic has also contributed to delays, but the City is working closely with HUD to meet program criteria and ensure the long-term success of its initiatives. Through these actions, South San Francisco is strengthening its institutional framework, improving efficiency, and enhancing its ability to meet the needs of underserved populations. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The City’s CDBG funds has continued to support a housing rehab program through working with Rebuilding Together Peninsula (RTP) and Center for Independence of Individuals with Disabilities (CID) to coordinate housing repair and rehabilitation needs throughout the community. The County plans to acquire the Ramada Inn South San Francisco with the goal of transforming it into permanant supportive housing using State of California HomeKey funds. CAPER 20 OMB Control No: 2506-0117 (exp. 09/30/2021) Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City has implemented several actions to address impediments identified in its Analysis of Impediments to Fair Housing Choice, as outlined in section 91.520(a). A key partner in these efforts is Project Sentinel, which the City funds to provide fair housing counseling, conduct investigations, and offer resources to residents. Project Sentinel plays a crucial role in addressing housing discrimination complaints, investigating potential violations, and ensuring that residents are aware of their rights under fair housing laws. Additionally, Project Sentinel provides education and outreach to housing providers, focusing on the requirements for reasonable accommodations and modifications for people with disabilities. These efforts help reduce barriers to housing for vulnerable populations by fostering compliance with fair housing regulations and promoting a better understanding of tenant and landlord responsibilities. Beyond this partnership, the City continues to support external organizations and initiatives aimed at educating prospective homebuyers, particularly those from low- and moderate-income households. This includes providing resources for credit counseling and homebuyer education programs, which help individuals navigate the homebuying process, improve credit scores, and understand mortgage financing. By empowering residents with the knowledge and tools needed to make informed housing choices, the City works to expand access to homeownership and reduce disparities in housing opportunities. The City remains committed to addressing both individual and systemic barriers to fair housing, actively seeking opportunities to partner with local agencies, community organizations, and housing advocates to create an equitable housing environment for all residents. CAPER 21 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City uses the Consolidated Subrecipient Monitoring Plan (Monitoring Plan) that was developed by the entitlement jurisdictions in San Mateo County to review performance over a period of time and to evaluate compliance of subrecipients funded with CDBG funding. South San Francisco conducted seven monitoring visits with our subrecipients: • May 20, 2024 – Rebuilding Together • May 22. 2024 – StarVista • June 4, 2024 – Project Sentinel • June 13, 2024 – LifeMoves • June 17, 2024 – Samaritan House • June 27, 2024 – Center for Independence of Individuals with Disabilities • August 29, 2024 – Renaissance Entrepreneurship Center Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The City published a notice for the 15-day public comment period and a public hearing for the CAPER. The document was made available for public review from September 10, 2024 through September 25, 2024. The notice informed citizens about the purpose of the CAPER and invited them to review the document and to either submit comments or provide them at the public hearing. Notices included the phone number and address of the Economic and Community Development (ECD) office in order to address any community inquiries.This notification was written in English and Spanish in an effort to reach the City’s Spanish language community. Draft copies of this report were made available at all public libraries, at the City’s Economic & Community Development office, and on the City’s main website on September 10,, 2024. Additionally, an email notification was sent out to local non-profits and CDBG subrecipients. Subsequently, a public hearing was held on September 25, 2024. CAPER 22 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. In its 2023-2028 Consolidated Plan, the City identified five CDBG program goals, one of which is to preserve and improve public facilities that serve a higher percentage of low-income or special needs residents. This goal meets a high priority need of public facility improvements. Through the community engagement process, improvements to community and senior centers were articulated as a significant need in South San Francisco. Many public facilities are aging and dilapidated buildings and as such, the City has identified a need for improvements and accessibility modifications to public facilities. On June 8, 2024, the City received a First Time Community Development Block Grant Untimely Notification from HUD. This is the result of having an excess of CDBG funding over 1.5 times the CDBG entitlement amount in our line of credit. The City responded on August 1, 2024 with a plan to utilize unspent CDBG dollars towards public facility improvements, and improving accessibility needs in the community during PY2024. The City is actively pursuing two large projects that result in the spending of CDBG funds. The City will make every effort to accelerate the project, and expects substantial progress to be achieved, spending as much funding by the program year end as possible. The next CAPER will reflect a high use of funding towards the public facility goal, resulting from this change in allocations. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year. CAPER 23 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-58 – Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF Total Number of Activities 0 0 0 0 0 Total Labor Hours Total Section 3 Worker Hours Total Section 3 Worker Hours Table 9 – Total Labor Hours Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers Outreach efforts to generate job applicants who are Other Funding Targeted Workers. Direct, on-the job training (including apprenticeships). Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 business concerns. Technical assistance to help Section 3 business concerns understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs. Provided or connected residents with supportive services that can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. Assisted residents with finding child care. Assisted residents to apply for, or attend community college or a four year educational institution. Assisted residents to apply for, or attend vocational/technical training. Assisted residents to obtain financial literacy training and/or coaching. Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. Provided or connected residents with training on computer use or online technologies. Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. CAPER 24 OMB Control No: 2506-0117 (exp. 09/30/2021) Other. Table 10 – Qualitative Efforts - Number of Activities by Program Narrative This section is not applicable to the South San Francisco as no project funded in PY2023 was subject to Section 3.