HomeMy WebLinkAboutReso 180-2024 (24-1082) Annual Action Plan
2024
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City of South San Francisco
Program Year 2024-2025 Action Plan
REVISED First Amendment
November 1, 2024
All changes to the Original Action Plan are noted in red.
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Table of Contents
Executive Summary ..................................................................................................................................... 3
AP-05 Executive Summary - 91.200(c), 91.220(b) .................................................................................... 3
PR-05 Lead & Responsible Agencies - 91.200(b) ...................................................................................... 9
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................. 11
AP-12 Participation - 91.401, 91.105, 91.200(c) ..................................................................................... 25
Expected Resources ................................................................................................................................... 29
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) .......................................................................... 29
Annual Goals and Objectives ..................................................................................................................... 32
AP-35 Projects - 91.420, 91.220(d) ......................................................................................................... 34
AP-38 Project Summary ......................................................................................................................... 35
AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................ 41
AP-75 Barriers to affordable housing -91.420, 91.220(j) ........................................................................ 43
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 45
Program Specific Requirements ................................................................................................................ 49
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Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
The City of South San Francisco is a participating jurisdiction, receiving an annual allocation of
Community Development Block Grant funds, or CDBG. The City is required by the U.S. Department of
Housing and Urban Development (HUD) to develop and prepare a Consolidated Plan once every five
years and update that Consolidated Plan with an Annual Action Plan each year. Last year, the City
developed its PY2023-27 Consolidated Plan using a variety of data sources and input received by
residents and stakeholders through a robust community engagement process. The Action Plan lists the
individual projects that will be funded to address the needs and goals of the Consolidated Plan. This is
the PY2024 Action Plan, the second annual update to the PY2023-2027 Consolidated Plan. Projects
funded under this Action Plan will begin on July 1, 2024, and end on June 30, 2025.
In alignment with HUD, the City utilizes its CDBG resources to provide decent and affordable housing,
provide a suitable living environment, and expand economic opportunities for low- and moderate-
income households. The 2023-27 Consolidated Plan articulates a more specific set of goals and priorities
to address identified housing and community development needs and describes how the City’s CDBG
funds will be utilized to address those needs. The City is also a participating jurisdiction in the San Mateo
County HOME Consortium and submits its federal application for HOME funding as part of the HOME
Consortium.
The City of South San Francisco will receive an allocation of $443,482, a slight reduction from the
previous year when the City received $457,048. The draft version of this plan was released for public
comment using estimated allocations when the U.S. Congress passing a federal budget, delayed passing
a budget until March 8, 2024. HUD had 60 days to provide each participating jurisdiction with the final
allocation amounts, which came out on May 7, 2024. In order to keep the Action Plan process moving
forward in a timely manner, HUD allowed the City to publish a draft with funding estimates and a
contingency plan if the actual amounts differ from those estimates.
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2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The following section summarizes the needs, goals and activities outline in the PY2024 Action Plan.
Affordable Housing. With one of the most expensive housing markets in the country, there continues to
be a significant need for more affordable housing in South San Francisco, San Mateo County, and the
Bay Area. As such, the City will continue its goal of increasing, maintaining, and improving the supply of
affordable housing for extremely low- to moderate-income households in South San Francisco. The City
will use its CDBG funding and other local funding sources for affordable housing acquisition,
rehabilitation, minor home repair, and accessibility modification programs. The City will also continue to
administer its First Time Homebuyer loans and Below Market Rate housing unit program and provide
assistance through its multifamily rehabilitation program.
Public Facility and Infrastructure Improvements. Residents and stakeholders articulated the continued
need for investment in the City’s public facilities and infrastructure, particularly in the city's lower-
income areas. Specifically, South San Francisco residents wanted to see improvements made to
community centers, recreation centers, parks, and street and sidewalk improvements. As such, the City
will continue with its goal of preserving and improving public facilities in areas that serve high
percentages of low-income residents and special needs populations, as well as facilities used by non-
profit organizations that serve these populations. To address these articulated needs, the City will use its
CDBG funding, when available and feasible, to preserve, improve, and rehabilitate publicly owned
facilities and those utilized by non-profit organizations.
Public Services. Throughout the community engagement process, residents and stakeholders identified
a critical need for the continued provision of public services for South San Francisco residents. The
COVID-19 pandemic only amplified these needs. To meet the increasing needs of these households and
populations, the City will continue providing funding to nonprofit agencies and organizations that offer
one or more of the following services:
• Safety net services;
• Behavioral health services;
• Life skills training and education services;
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• Community improvement services; and
• Housing-related services.
Homeless Services. Rising housing costs and the cost of living in San Mateo County, as well as the
lingering impacts from the COVID-19 pandemic, have disproportionately impacted populations
experiencing homelessness. As such, the City will continue to work towards its goal of supporting
service-enriched shelter and transitional housing for homeless families and individuals by providing
funding, when feasible, to rehabilitate and implement accessibility modifications to emergency and
transitional housing.
Economic Development. Public input during the Consolidated Plan included supporting economic
development, job creation and training. In the current year, the City has identified possible partners for
the provision of economic development activities and will address some of the need for higher-paying
jobs and wages for South San Francisco residents.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
Housing rehabilitation program and minor home repair. The City continued its partnerships with the
Center for Independence of Individuals with Disabilities and Rebuilding Together Peninsula to run the
minor home repair programs, serving over 70 homeowners throughout the plan. El Concilio previously
ran a minor home repair program focused on energy efficiency and sustainability. This program
operated at low success rates, not just with the City but across jurisdictions in which El Concilio worked,
and the organization chose to shut down its minor home repair program completely.
Public improvements: The City has funded public improvement projects that enhanced pedestrian
safety and accessibility in the CBDG target areas, including the Breezeway project between 321 and 329
Grand Avenue, the Downtown Breezeway Improvement project at 356 Grand Avenue, and the Avalon
Park Pathways Improvement project. Additionally, the City used its CDBG funding for accessibility and
other improvements for the Gardiner Park renovation project. The City also used CDBG funding for the
Linden Ave Corridor Wi-Fi project, which provided free public Wi-Fi along Linden Avenue between
Railroad Avenue and Armour Boulevard.
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Public services. South San Francisco has continued its effort to support communities by funding non-
profit organizations and agencies that provide a range of public services, including senior services, youth
services, homeless services, general social services, and services for persons with disabilities. Through its
non-profit partners, the City allocated nearly $240,000 and assisted over 1,100 individuals during the
plan period.
Economic development. In response to the growing need for economic development assistance, the
City of South San Francisco developed the Economic Development Small Business Loan program to fund
small local businesses affected by mandatory shutdowns implemented statewide. Since the program
was implemented, the City has assisted nearly 50 businesses between 2019-2021, retaining nearly 60
full-time jobs in South San Francisco.
In addition to funding programs, South San Francisco has worked towards increasing coordination
among agencies and jurisdictions to streamline housing and service assistance processes. These efforts
include collaboration with other jurisdictions and San Mateo County in the HOME Consortium,
improving coordination with the Continuum of Care, and developing a homelessness response system
and team. The San Francisco Bay region has recently benefited from the State of California’s creation of
the Bay Area Housing Finance Authority (BAHFA), which, when fully funded and operational, will provide
regional coordination and funding for affordable housing. BAHFA has begun the rollout of Doorway, its
region-wide affordable housing application portal, in late 2023. For over two years, City staff have joined
coordination and planning meetings to provide input about Doorway’s features and operations. The City
also requires all new affordable housing developments to utilize Doorway to receive applications to
streamline and make more accessible affordable housing in the City. The City remains committed to
increasing and preserving housing and providing expanded social services. However, rising housing costs
and limited funding have made these efforts more challenging.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
In compliance with 24 CFR part 91.105, the City of South San Francisco’s Citizen Participation Plan (CPP)
encourages participation in the development of its Consolidated Plan, Annual Action Plan, and
Consolidated Annual Performance and Evaluation Report (CAPER), particularly from residents of
predominantly low- and moderate-income households. Using the CPP as guidance, the City conducted
the following actions to promote and encourage participation in the development of the PY2024 Action
Plan:
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• The size of South San Francisco is such that staff remain in contact with local stakeholders and
community partners throughout the program year. Over the past year, changes in needs of the
community have remained steady, and the City is utilizing the extensive input for the
development of the Consolidated Plan to guide the development of the PY2024 Action Plan. In
coordination with San Mateo County and other entitlement cities in the county, the City
consulted with over 40 stakeholders to identify housing, community development, and
economic development needs and which populations have the most significant needs. Table 2 of
the AP-10 section provides a full list of organizations. Other consultations with these agencies
are also noted in that table.
• 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 by 5:00 pm on January 18, 2024.
• The City hosted an in-person meeting on February 21, 2024, to gather feedback on housing,
community development, and economic development needs in the city from South San
Francisco residents. Spanish interpretation was available at the meeting which was promoted
through the City’s email listservs, website, and social media channels.
• The City held a public hearing on March 27, 2024, as another opportunity for South San
Francisco residents to provide feedback on housing and other needs in the city. A public hearing
notice was posted on the City’s website, an email was sent to agencies providing services to low-
income residents and the City’s interested stakeholder/organization listserv, and a notice was
published in the Daily Journal – Examiner on March 15, 2024.
• The City published a draft of the PY2024 Action Plan for a 30-day comment period from April 5,
2024, to May 8, 2024, to provide South San Francisco residents the opportunity to review and
comment on the City’s PY2024 Action Plan. A public notice for the 30-day comment period and
public hearing was posted on the City’s website, an email was sent to agencies providing
services to low-income residents and the City’s interested stakeholder/organization listserv, and
a notice was published in the San Mateo County Times on March 27, 2024.
• The City will host a second public hearing on May 8, 2024, at the City Council meeting for South
San Francisco residents to provide comments on the PY2024 Action Plan.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
A summary of public comments received by the City are included in Appendix B of this plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
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A summary of public comments received by the City are included in Appendix B of this plan.
7. Summary
As part of the PY2024 Action Plan, the City of South San Francisco will use its CDBG resources, in
combination with other local, state, and federal funding, to increase, maintain, and improve the supply
of affordable housing for extremely low- to moderate-income families, preserve and improve public
facilities in areas that serve a high percentage of low-income residents, support the increasing demand
for safety-net and public services, support shelters and housing programs that serve homeless and at-
risk households, as well as begin economic development initiatives to increase wages for low- to
moderate-income residents.
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PR-05 Lead & Responsible Agencies - 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of
each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency SOUTH SAN FRANCISCO
CDBG Administrator SOUTH SAN FRANCISCO Housing Division
HOPWA Administrator
HOME Administrator
HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative
The City of South San Francisco manages the CDBG funds received from HUD through its Economic and Community Development Department’s
Housing Division. In PY2023, the Department divided into two division workforces: 1) Economic Development and 2) Housing. The Housing
Division oversees the CDBG Grant.
The City partners with the San Mateo HOME Consortium to leverage resources, reduce administrative burdens for shared subrecipients, and
improve the economies of scale when developing affordable housing under the HOME program. The San Mateo HOME Consortium includes San
Mateo County, the City of San Mateo and all other communities that do not receive their own allocations of CDBG or HOME funding.
Consolidated Plan Public Contact Information
Alvina Condon, Management Analyst II
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City of South San Francisco
Economic and Community Development: Housing Division
400 Grand Avenue
South San Francisco, CA 94080
(650) 829-6621
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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
As part of the Consolidated Plan process last year, the City partnered with San Mateo County to conduct
its public input process. The effort was led by San Mateo County and included public input from multiple
participating jurisdictions, including Daly City, Redwood City, San Mateo, and South San Francisco.
Information and consultations conducted by the County have been included in this document. The City
also worked with the local Continuum of Care (CoC), including the San Mateo County Human Services
Agency, as the lead agency for the CoC, to coordinate priorities and goals for the homeless population
with this Consolidated Plan.
The City of South San Francisco built on that vast outreach to stakeholders last year by continuing
conversations with stakeholders to discuss the needs in the community, the continuing demand for
affordable housing, or to request data and information resources demonstrating community need.
Information and data resources include updates to strategies to address homelessness, public housing
initiatives, and other affordable housing projects within the community pipeline.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l)).
The City of South San Francisco regularly partners with other participating jurisdictions. The cohort of
entitlement jurisdictions located within San Mateo County meets monthly to coordinate efforts in the
community. Many fund the same public and social service agencies that serve the entire area, and
management and oversight efforts are combined to save valuable staff time across the jurisdictions.
Specific efforts will include:
• Work with the County of San Mateo and other entitlement jurisdictions to coordinate and
streamline CDBG processes;
• Participate in the San Mateo County HOME Consortium and provide representation on the
County Housing and Community Development Committee;
• Work closely with non-profit social service providers, the County, other entitlement
jurisdictions, the School District, and other community providers to coordinate the delivery of
services to residents;
• Fund non-profit organizations serving low-income residents;
• Work with non-profit organizations and private developers to build and maintain affordable
housing;
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• Continue engagement efforts with BAHFA to help build a more accessible one-stop-shop for
affordable housing applications in SSF and across the region;
• Work with the Continuum of Care (CoC) to better coordinate homeless services;
• Work with the Homeless Outreach Team (HOT) to move the most difficult, long-term homeless
individuals out of the Downtown area by placing them in shelters and connecting them with
County medical and rehabilitation services;
• Continue efforts by the downtown bike patrol to connect people experiencing homelessness to
public services that are available to them; and,
• Engage in local and state housing legislative updates.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City has a seat on the San Mateo County Continuum of Care (CoC) Steering Committee and is
involved in decision-making. The CoC Steering Committee guides the implementation of San Mateo
County's homeless services system and undertakes a wide range of efforts to meet the needs of
homeless persons and those at risk of homelessness.
Chronic homeless. The CoC has created a multi-disciplinary, bi-lingual, Homeless Outreach Team (HOT)
to conduct intensive outreach and engagement with unsheltered and chronically homeless people
located throughout the County, with specialized HOT teams in the cities of San Mateo, Redwood City,
South San Francisco, Half Moon Bay, Pacifica, and East Palo Alto.
Families with children: To reduce the number of unsheltered families, the CoC has developed a rapid
re-housing program (providing short-term rental assistance plus case management to homeless
families). The San Mateo County Human Services Agency has provided funding for a motel voucher
program to assist families with children who are waiting to access shelter.
Veterans:
In November of 2014, the County of San Mateo held a daylong conference to conduct a needs
assessment specifically for Veterans. Results demonstrated the need for housing and assistance for
Veterans experiencing homelessness, employment, and education services, and improved and increased
liaisons with the Veterans Benefits Administration. In 2022, the CoC hosted a focus group on the
subpopulations of persons experiencing homelessness as part of the Strategic Planning process,
including the needs of veterans. The City utilizes input from stakeholders serving local veterans
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experiencing homelessness via its participation on CoC steering committees and listening sessions to set
its 2023-2027 Consolidated Plan goals and prioritize funding under its CDBG program under the PY2024
Action Plan.
Youth: Currently, HUD CoC funds are provided to the San Mateo County Mental Health Association
(MHA) to operate its Support and Advocacy for Young Adults in Transition (SAYAT) Program, which
provides case management and housing search/stabilization services to homeless youth. The San Mateo
County Housing Authority has a supply of 25 Family Unification Program (FUP) vouchers for youth
leaving the foster care system to ensure they do not become homeless.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
South San Francisco does not receive Emergency Solutions Grant (ESG) funding, as the San Mateo
County Department of Housing (DOH) is the only ESG recipient in the County. However, the City does
participate in CoC Steering Committee meetings as part of its ongoing responsibility in receiving HUD
funding. The County DOH coordinates closely with the CoC regarding the County’s ESG, CoC, and CDBG
funding and is represented on the CoC Steering Committee. The DOH has also delegated responsibility
for management of all ESG funds, plus the portion of the County CDBG funds used for homeless
activities, to the CoC Lead Agency, the San Mateo County Human Services Agency (HSA). Management
responsibilities include issuing RFPs for ESG funding, awarding contracts, gathering community input,
data analysis, and contract monitoring. The CoC Lead Agency is also the Homeless Management
Information System (HMIS) Lead Agency and develops the policies and procedures for the operation and
administration of HMIS for ESG-funded projects.
On an annual basis, the CoC Lead Agency, the San Mateo County Center on Homelessness (COH)
compiles a report on how well the community meets the objectives set forth in the HOPE Plan. This
includes an analysis of housing development data to track the creation of new units of affordable
housing and an analysis of HMIS and Core Service Agency data to track the number of households
receiving assistance. Additionally, the CoC’s System Design Subcommittee is developing systemwide
performance measures that align with HEARTH and Opening Doors. This work includes developing a
recommended methodology for measuring the average length of homelessness that includes the time
before program intake. The CoCs System Design Subcommittee will be researching possible
methodologies for a more complete tracking of returns to homelessness, including any further HUD
guidance if available.
The COH regularly monitors all emergency shelter, transitional housing, outreach, supportive housing,
rapid re-housing, and prevention programs, which include site visits, analysis of spending rates, and a
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review of occupancy data. The monitoring process also includes a review of whether projects are
meeting the CoCs project performance standards. In addition, the Project Performance Subcommittee
works with the COH to conduct an annual assessment of project performance, identify underachieving
projects, and recommend whether projects should be offered technical assistance or should be
candidates for re-allocation of their CoC funds. Also, each project in the CoC receives an annual
performance report detailing their results in meeting both HUD and the CoC’s established performance
measures.
San Mateo County Human Services Agency, the designated HMIS Lead Agency, uses HMIS, which
incorporates the latest HUD-published data standards and improves the ease of data input and data
quality. Additionally, as described in the CoC Governance Charter, the CoC will annually review, revise,
and approve (as applicable) the privacy, security, and data quality plans for HMIS. The CoC will also
ensure consistent participation of subrecipients in the HMIS and ensure that HMIS is administered in
compliance with HMIS Data Standards.
2. Agencies, groups, organizations and others who participated in the process and
consultations
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization RAPE TRAUMA SERVICES CENTER
Agency/Group/Organization Type Services-Victims of Domestic Violence
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Rape Trauma Services provided comment during a public hearing on March 27,
2024.
2 Agency/Group/Organization Friends of Youth
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
A representative from Friends for Youth provided comment during a public
hearing on March 27, 2024.
3 Agency/Group/Organization Community Overcoming Relationship Abuse
Agency/Group/Organization Type Services-Victims of Domestic Violence
Services-homeless
Services - Victims
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Non-Homeless Special Needs
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
A representative from CORA provided comment during a public hearing on
March 27, 2024.
4 Agency/Group/Organization HIP HOUSING
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti-poverty Strategy
Lead-based Paint Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Several representatives from HIP Housing provided comment during a public
hearing on March 27, 2024.
5 Agency/Group/Organization REBUILDING TOGETHER PENINSULA
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Market Analysis
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
A representative from Rebuilding Together Peninsula provided comment during
a public hearing on March 27, 2024.
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6 Agency/Group/Organization HOUSING AUTHORITY OF SAN MATEO COUNTY
Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Email staff from agency to assist the writing of needs of public housing
residents.
7 Agency/Group/Organization SAN MATEO COUNTY
Agency/Group/Organization Type Housing
Services - Housing
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Anti-poverty Strategy
Coordination
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Monthly Cohort meetings with peer community to discuss the needs of the
community and coordinate efforts for the submission of the Action Plan.
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8 Agency/Group/Organization DALY CITY
Agency/Group/Organization Type Other government - Local
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Coordination
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Monthly Cohort meetings with peer community to discuss the needs of the
community and coordinate efforts for the submission of the Action Plan.
9 Agency/Group/Organization REDWOOD CITY
Agency/Group/Organization Type Other government - Local
Civic Leaders
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Anti-poverty Strategy
Coordination
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Monthly Cohort meetings with peer community to discuss the needs of the
community and coordinate efforts for the submission of the Action Plan.
10 Agency/Group/Organization City of San Mateo
Agency/Group/Organization Type Other government - Local
Civic Leaders
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Non-Homeless Special Needs
Market Analysis
Economic Development
Anti-poverty Strategy
Coordination
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Monthly Cohort meetings with peer community to discuss the needs of the
community and coordinate efforts for the submission of the Action Plan.
11 Agency/Group/Organization YMCA Community Resource Center
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
Services-Persons with HIV/AIDS
Services-Health
Services-Education
Services-Employment
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti-poverty Strategy
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Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Outreach related to each public hearing for the plan. City staff met with YMCA
leadership on March 12th to understand community needs. YMCA is the City's
Core Service Agency and as such the main intake point to all social and housing
services for City residents.
12 Agency/Group/Organization OMBUDSMAN PROGRAM OF SAN MATEO COUNTY
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Outreach related to each public hearing for the plan as well as meetings to
better understand the types of services Ombudsman Services provides and
resources needed.
13 Agency/Group/Organization City of South San Francisco IT Department
Agency/Group/Organization Type Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Other government - Local
What section of the Plan was addressed by
Consultation?
Economic Development
Anti-poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City consulted with the SSF Information Technology Department regarding
broadband services and narrowing the digital divide. The IT department has
identified projects and services to narrow the digital divide and provide
broadband services, citywide. The IT Department is currently working with the
Public Works Department to move forward internet access projects to add
connectivity to under-served neighborhoods in the City.
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14 Agency/Group/Organization SAN FRANCISCO FOUNDATION
Agency/Group/Organization Type Regional organization
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The SF Foundation is regularly in consultation with City staff as part of the ‘s
ongoing engagement in the Foundation’s Housing Policy Fellowship program, a
part of the larger Partnership for the Bay s Future initiative.
15 Agency/Group/Organization City of South San Francisco Public Works
Agency/Group/Organization Type Agency - Managing Flood Prone Areas
Agency - Management of Public Land or Water Resources
Agency - Emergency Management
Publicly Funded Institution/System of Care
What section of the Plan was addressed by
Consultation?
Hazards Mitigation, resilience measures, flooding
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City of South San Francisco Public Works department is consulted regularly
for all resilience measure, resilience the management of flood prone areas,
public land or water resources and emergency management.
16 Agency/Group/Organization Association of Bay Area Governments
Agency/Group/Organization Type Publicly Funded Institution/System of Care
Regional organization
Civic Leaders
Business and Civic Leaders
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti-poverty Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The City engages with ABAG on a large range of topics throughout the year. This
includes the City having a Council Member serving on the Executive Board of
ABAG, providing leadership and guidance of regional priorities as well as
representing the Citys concerns more broadly. Additionally, the Bay Area
Housing Finance Authority (BAHFA) is a new component entity of ABAG. The City
has engaged regularly with ABAG to identify housing funding.
Identify any Agency Types not consulted and provide rationale for not consulting
Multiple efforts were made to contact all agencies/organizations required for consultation on the Consolidated Plan. However, despite multiple
attempts, not all agencies contacted responded.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care
San Mateo
Human Services
Agency
The City has identified the need for homeless services and housing and has set a goal to provide
service enriched shelter and transitional housing for homeless individuals.
CoC Strategic Plan
to End
Homelessness
San Mateo
Human Services
Agency
The City has identified the need for homeless services and housing and has set a goal to provide
service enriched shelter and transitional housing for homeless individuals. This goal overlaps with
several goals in the County's updated plan to end homelessness.
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
South San Francisco
Housing Element
City of South San
Francisco
California State Law requires all jurisdictions to prepare Housing Elements for their General Plans.
The Housing Element is a document intended to help jurisdictions identify and plan for housing
need, including affordable and special needs housing. The Housing Elements are required to
obtain state approval and identify CDBG and other HUD funds as potential affordable housing
resources, as well as referencing housing preservation programs funded throughCDBG and HOME
programs.
Table 3 - Other local / regional / federal planning efforts
Narrative
As part of the San Mateo County HOME Consortium, the City has worked closely with the County of San Mateo and other HOME Consortium
partners in developing its PY2024 Action Plan, as these jurisdictions are on the same grant cycle as the City. Redwood City and Daly City
coordinate efforts to develop their PY2024 Action Plans via a joint application process in City Data Services (CDS). CDS allows funding applicants
to complete a single application to multiple jurisdictions, making for a simpler process for the applicants and the various jurisdictions. The
jurisdictions use the joint effort and monthly Cohort Meetings with these communities to coordinate their funding across the community. The
effort enables South San Francisco to fill the needs of the community and the gaps in funding to help the regional community.
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AP-12 Participation - 91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City of South San Francisco revised and formally adopted its updated Citizen Participation Plan (CCP) on January 27, 2021. The plan
incorporates all federal regulations, explicitly states its record-keeping protocol, and encourages citizen participation through a variety of
methods.
The following is a summary of the significant actions the City took to develop the PY2024 Action Plan in compliance with the CCP:
• January 4, 2024 — City hosted a Technical Assistance Workshop for applications to learn about City Data Services (CDS) and the
application process. CDS staff were in attendance to help with technology issues.
• February 21, 2024 — Community meeting to gather housing and community development needs of South San Francisco residents. The
CDBG Subcommittee hosted this meeting.
• March 27, 2024 — Community Needs Assessment hearing with the CDBG Subcommittee
• April 5 to May 8, 2024 —30-day public comment period on the City’s Con Plan and PY2024 One Year Action Plan
• May 8, 2024 — Final funding allocations and Public Hearing on the adoption of the City’s PY2024 Action Plan
The Revised Amendment to the Program Year 2024 Action Plan was posted for public comment on November 1, 2024.
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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Meeting
Non-
targeted/broad
community
The City hosted a
Technical Assistance
meeting for
applicants on
01/04/24. 48 people
attended this
meeting, not
including staff of the
CDBG entitlement
jurisdictions or our
consultants. This
meeting was virtual.
Questions and
comments were
based on the
application itself
and eligible
activities for
funding.
All comments were
Accepted.
2 Public Meeting
Non-
targeted/broad
community
The CDBG
Subcommittee
hosted a public
meeting to get
general feedback and
input on the needs of
the community on
02/21/24. 0 people
attended this
meeting. This
meeting was in-
person.
No persons
attended the
meeting. The
meeting became a
working session for
the group
members.
No comments were
received from the
public.
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Public Hearing
Non-
targeted/broad
community
The City Council
hosted a public
hearing to get
general feedback and
input on the needs of
the community as
well as review
applications for
funding on 03/27/24.
50 people attended
this meeting. This
meeting was
viewable both in-
person and virtually,
though public
comment was only
possible in-person.
Five in-person
comments were
made during the
public comment
period for the
public hearing. All
comments were
made by past
public service
grantees in support
of the City Council
approving
continued program
funding. Specific
comments are
listed in Appendix
B.
N/A
4 30-Day Comment
Period
Non-
targeted/broad
community
The City posted its
PY2024 Action Plan
from April 5, 2024
until May 8, 2024.
The City did not
receive any
comments from the
public during the
30-day comment
period.
The City did not receive
any comments. N/A
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Sort Order Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 30-Day Comment
period
Non-
targeted/broad
community
The City posted the
revised first
amendment to the
Action Plan on
November 1, 2024
until November 30,
2024.
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
At the time of the publication of this document for the 30 Day public comment period, the U.S. Department of Housing and Urban Development
(HUD) had yet to announce the annual funding allocations. U.S. Congress passed a budget on March 8, 2024 and announced final allocations
May 7, 2024. HUD allows City to publish draft documents utilizing estimates and a contingency plan for the 30 day comment period. The
contingency plan is included in the discussion section below.
As part of the final document, the City knows it will receive $443,482 of CDBG funding in PY2024. The City estimates it will collect and utilize
$7,000 of PY 2024 CDBG program income and $100,000 of unspent CDBG funding from prior years. The City will use funding from the following
prior year projects that did not move forward or utilize all their CDBG funding:
• El Concilio PY2022: $16,773.26
• El Concilio PY2023: $27,000
• Rebuilding Together NRD PY2022: $1,708.66
• Rebuilding Together SAH PY2022: $43,177.31
AMENDED: The City of South San Francisco, at the close of its PY2023, has determined a larger amount of funding available for prior year
projects that had not been expended and not been included in the prior year resources. An additional $566,695 of prior year funding will be
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reallocated from:
• $87,000 from the 2023 Minor Home Repair project
• $77,000 from the 2023 City Sponsored Minor Home Rehabilitation Program, Debris Box, and Emergency Repair
• $76,579 from other misc. projects that returned funding
• $326,100 from misc. projects that did not utilize all of their funding
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
443,482 7,000 656,695 1,107,177 1,330,446
Funding will be used for the public
services, infrastructure development,
affordable housing projects for low to
moderate income households, removal of
unsafe structures, and
administration/planning.
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
The City’s CDBG funding is not sufficient to leverage significant private, state, or local funds and can only be provided as a small match in
attempts to secure what other non-federal funding might be available. Cuts to CDBG entitlement amounts over the years has resulted in the City
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cutting funding to a significant amount of public service organizations that were once provided yearly operating funds. However, there are still
limited housing and commercial rehabilitation funds available through the City’s local programs, which do not require matches. The City plans on
allocating $100,000 from its local Housing Trust Fund to fill gaps for eligible programs and projects.
The City Council will occasionally require a small match of private funds for the loans/grants issued to Downtown businesses through the City’s
Commercial Rehabilitation Program.
The City does require match for the use of CDBG funds; however, projects with other funds are more likely to be funded.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan
CDBG funds have continued to help improve city-owned properties that provide services to low and moderate-income or special-needs
residents, such as parks, libraries, community facilities, and the City’s senior center. CDBG funds are used solely for accessibility and non-routine
maintenance improvements and occasionally provide minimal leverage to the majority of City funds needed to maintain the facilities. The City
plans to allocate $190,000 towards public facility improvements. Details on that project will be included in the project section of this PY2024
Action Plan.
Discussion
As noted above, the following is a consistency plan the City of South San Francisco will follow if the amount of CDBG funding allocated to the City
is different than the estimated amounts above:
• The Administration Project will remain at 20% of the annual allocation, and it will increase or decrease to meet that threshold.
• If the award is less than the City’s estimate, South San Francisco will decrease funding evenly for activities with 05 Matrix Codes to stay
under the Public Services Cap and decrease Public Facility Improvement projects by 65%.
• If the award exceeds the City’s estimate, 80% of the surplus will be added to Public Facility Improvement Projects.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Increase, Maintain,
& Improve
Affordable Housing
2023 2027 Affordable
Housing
Citywide Affordable Housing CDBG:
$90,000
Homeowner Housing
Rehabilitated: 13 Household
Housing Unit
2 Preserve & Improve
Public Facilities
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public Facilities and
Infrastructure
Improvements
CDBG:
$861,980.78
Other: 1 Other
3 Provide Public
Services to Improve
Quality of Life
2023 2027 Non-Housing
Community
Development
Citywide Public Services CDBG:
$66,500
Public service activities other
than Low/Moderate Income
Housing Benefit: 392
Persons Assisted
4 Planning and
Administration
2023 2027 Non-Housing
Community
Development
Citywide Public Services
Affordable Housing
Homeless Services
and Housing
Public Facilities and
Infrastructure
Improvements
CDBG:
$88,696
Other: 1 Other
5 Economic
Development
2024 2027 Non-Housing
Community
Development
Citywide Public Services CDBG: $0
Table 6 – Goals Summary
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Goal Descriptions
1 Goal Name Increase, Maintain, & Improve Affordable Housing
Goal
Description
Goal name: Increase, maintain, and improve the supply of affordable housing for extremely low- to moderate-income
individuals/families.
2 Goal Name Preserve & Improve Public Facilities
Goal
Description
Goal name: Preserve and improve public facilities that serve a higher percentage of low-income or special needs
residents.
3 Goal Name Provide Public Services to Improve Quality of Life
Goal
Description
Goal name: 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.
4 Goal Name Planning and Administration
Goal
Description
Planning and administration funding to support CDBG subrecipients and respond to HUD requirements.
5 Goal Name Economic Development
Goal
Description
Support entrepreneurship programs and businesses, targeting businesses owned by minority populations as well as
support low to moderate income households as they seek employment, by covering expenses such as childcare, after-
school youth services, etc.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
The City conducts a NOFA process for public service, fair housing, minor home repair, and
microenterprise assistance projects on a two-year cycle, renewable as funding is available. The public
service projects selected for this PY2024 Action Plan are in the first year of the two-year cycle of awards
and continue to meet the goals of the 2023-2027 Consolidated Plan.
# Project Name
1 Public Services
2 Minor Home Repair Program
3 Public Facility Improvement Projects
4 Economic Development Activities
5 Planning and Administration
Table 7 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The housing, community development, and social service needs of underserved populations in South
San Francisco far outweigh the amount of local, state, and federal resources, including CDBG, the City
has to administer. The City's PY2024 CDBG funding allocations were based on the priorities heard
through the community engagement process. The City works with other county jurisdictions and
community partners to avoid duplication of services and leverage all available resources.
AMENDED: The City of South San Francisco is reallocating funding to public facility projects to address a
backlog of unused funding.
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AP-38 Project Summary
Project Summary Information
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1 Project Name Public Services
Target Area Citywide
Goals Supported Provide Public Services to Improve Quality of Life
Needs Addressed Public Services
Funding CDBG: $66,500
Description The City partners with several organizations. During PY2024, the City will
fund a variety of public service programs in the community. This includes
homelessness services, legal services and public services benefiting low
to moderate income households/clients. This project is eligible under 24
CFR 570.201 (e) the CDBG regulations and will be LMC National
Objectives.
Target Date 6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates helping 392 persons through the proposed activities.
Location Description The City will assist persons and households throughout the City of South
San Francisco through the grantees. Grantee administrative addresses
are listed below except where noted are facility address within the City
when not kept private to ensure safety of clients like in the case of
domestic violence service providers. AMEDNDED: The City has updated
the various organizations to receive funding under the public service
project.
Friends for Youth
3460 W Bayshore Rd, Suite 203, Palo Alto, CA 94303
Magic Tooth Bus
1 Avenue of the Palms Avenue, Suite 206, San Francisco, CA 94130
Rape Trauma Services Center
1860 El Camino Real, Suite 406, Burlingame, CA 94010
Renaissance Entrepreneurship Center
366 Grand Ave., South San Francisco, CA 94080 (office and service
location)
1848 Bay Road, East Palo Alto, CA 94303 (office and service location)
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Planned Activities AMEDED: The City partners with several organizations. The City will fund:
• Friends for Youth, $12,500: will provide quality mentoring
relationships and support services to underserved youth as well
as wraparound holistic services for youth and their families.
• Magic Tooth Bus, $14,000: will provide oral health outreach and
dental screenings.
• Rape Trauma Services Center, $15,000: will provide 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.
• Renaissance Entrepreneurship Center $25,000:, will provide
customized English and Spanish language small business training
classes and workshops, one-on-one consulting, legal and tax
assistance, business incubation, and access to resources, markets
and networks to assist small business owners in achieving
economic mobility and building assets by starting and growing
their own sustainable small businesses.
2 Project Name Minor Home Repair Program
Target Area Citywide
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $90,000
Description The City will allocate funding to various non-profits that provide minor
home repairs and accessibility modifications to low-income homeowners.
This project is eligible under 24 CFR 570.202 (a) (1) the CDBG regulations
and will meet a LMH National Objective.
Target Date 6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates serving 13 low-income households.
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Location Description The City will assist households throughout the City of South San Francisco
through the grantees. Grantee administrative addresses are listed below
Rebuilding Together Peninsula
841 Kaynyne Street, Redwood City, CA 94063
Planned Activities • Rebuilding Together Peninsula, National Rebuilding
Day, $25,000. This funding will be put towards the National
Rebuilding Day program, which utilizes volunteers to rehabilitate
homes on National Rebuilding Day.
• Rebuilding Together Peninsula, Safe at Home, $65,000. This
funding goes towards RTP’s Safe at Home year-round program
which addresses minor repair needs.
3 Project Name Public Facility Improvement Projects
Target Area CDBG Services Area
Goals Supported Preserve & Improve Public Facilities
Needs Addressed Public Facilities and Infrastructure Improvements
Funding CDBG: $861,980.78
Description These funds will be used for public facility and infrastructure
improvements in low/mod areas. This project is eligible under 24 CFR
570.201 (c) the CDBG regulations and will meet a LMA National
Objective.
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates funds will be used on improvements for one public
facility.
Location Description These funds will be used for public facility and infrastructure
improvements in low mod areas.
Planned Activities These funds will be used for public facility and infrastructure
improvements that have yet to be determined.
4 Project Name Economic Development Activities
Target Area Citywide
Goals Supported Economic Development
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Needs Addressed Public Services
Funding CDBG: $0
Description Economic Development programs will support small business training
classes and workshops, business incubation, and access to resources,
markets and networks to assist small business owners, growing their own
sustainable small businesses. This project is eligible under 24 CFR
570.203 (b) the CDBG regulations and will meet a LMC National
Objective.
Target Date 6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed
activities
This project will serve 30 persons.
Location Description The City will assist households throughout the City of South San Francisco
via two different locations. The Renaissance Entrepreneurship Center
location for the services are below:
366 Grand Ave., South San Francisco, CA 94080 (office and service
location)
1848 Bay Road, East Palo Alto, CA 94303 (office and service location)
Planned Activities Renaissance Entrepreneurship Center - Microenterprise Assistance: will
provide customized English and Spanish language small business training
classes and workshops, one-on-one consulting, legal and tax assistance,
business incubation, and access to resources, markets and networks to
assist small business owners in achieving economic mobility and building
assets by starting and growing their own sustainable small businesses.
5 Project Name Planning and Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Public Services
Affordable Housing
Homeless Services and Housing
Public Facilities and Infrastructure Improvements
Funding CDBG: $88,696
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Description The City will use approximately 20 percent of its entitlement to
administer the CDBG program. This project is eligible under 24 CFR
570.206 (c) the CDBG regulations and is not required to meet a National
Objective.
Target Date 6/30/2025
Estimate the number
and type of families
that will benefit from
the proposed
activities
N/A
Location Description The program will be operated from the City offices located at 400 Grand
Avenue, South San Francisco, CA 94080.
Planned Activities N/A
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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City has identified the census blocks with more than 51% of residents with low- to moderate-income
households. Using the HUD CPD Maps website as a guide, as well as using the HUD GIS dataset, the City
has created a CDBG Service Areas map for South San Francisco (see Appendix D). These Service Areas
generally meet the CDBG Low to Moderate Area Benefit (LMA) requirements; however, the area known
as East 101 is predominantly industrial activities, and CDBG funding will not be spent in this region. The
below census blocks meet the CDBG Low to Moderate Area Benefit (LMA) requirements.
• 601901-2, 601902-3
• 602000-5
• 602100-1, 602100-3
• 602200-1, 602200-2, 602200-3, 602200-4
• 602300-1
• 602400-1
The city will directly assist these areas through public improvement projects.
Geographic Distribution
Target Area Percentage of Funds
SSF Downtown Tracts 6021, 6022 0
CDBG Target Area 0
CDBG Services Area 33
Citywide 67
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City’s primary strategy for the PY2024 Action is to reduce the housing cost burden and create
suitable living environments. In making funding decisions, the City gives priority to activities that:
• Meet goals of the 2023-2027 Consolidated Plan
• Demonstrate the significance of need
• Serve eligible areas within South San Francisco, especially targeting areas with high
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concentrations of racial and ethnic minorities or poverty
• Are eligible projects or programs under HUD rules
• Create visual impacts in the neighborhoods, particularly if an infrastructure project
Discussion
The City utilizes its CDBG resources to assist as many eligible households and neighborhoods as possible.
It will regularly check and monitor its designated low-income areas to ensure they remain eligible for
CDBG-funded projects.
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AP-75 Barriers to affordable housing -91.420, 91.220(j)
Introduction
According to the 2018 American Community Survey 5-Year Estimates, 53% of South San Francisco
renters pay more than 35% of their income towards rent. Additionally, 25% of homeowners in South San
Francisco with a mortgage are spending 35% or more of their household income on housing costs (2014-
2018) American Community Survey 5-Year Estimates). This data signifies that a large portion of South
San Francisco households are living in unaffordable housing, which in turn is putting them at risk of
becoming homeless.
While the City actively makes efforts to provide affordable housing to residents, the lack of resources
and market conditions pose formidable barriers. The combination of limited resources and the current
market conditions have created an unsustainable housing cost environment due to inflated rents and
expensive home/land prices. Therefore, the City continually seeks new and innovative ideas to
overcome these barriers.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City will continue to monitor and identify areas of improvement in its public policies to foster and
maintain the supply of affordable housing and to remove barriers to affordable housing development
by:
• Implementing zoning to ensure an adequate supply of land meets its Association of Bay Area
Governments (ABAG) regional housing needs allocation.
• Continuing to implement the City's Inclusionary Housing Ordinance requires that a percentage
of new “for sale” residential units be made available as Below Market Rate (BMR) units for low-
income residents. The City will also continue to support its existing BMR units.
• Investigating new funding sources for the City's affordable housing programs and working with
non-profit developers to promote affordable housing development for lower-income
households.
• Considering fee waivers or deferrals of planning, building, and impact fees for affordable
housing developments.
• Removing government and public infrastructure constraints to affordable housing development
through administrative support, intergovernmental cooperation, public-private partnerships,
and permit streamlining.
• Continuing to cooperate with other governmental agencies and actively seek solutions to area-
wide housing problems.
• Encouraging the construction of Accessory Dwelling Units by expedited permitting and providing
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architecture
The City’s 2022 Housing Element Plan ensures housing stability and eliminates community displacement
through policies and actions such as:
• Increasing production of housing for extremely low and very low-income households;
• Elevating rental assistance to prevent evictions and enhance eligibility for affordable housing;
• Measuring benchmarks for involuntary displacement resulting from public and private
investments and supporting investments that would offset displacement impacts; and,
• Expanding support for CBOs delivering tenant and eviction protection services, as well as
financial education and outreach for accessing affordable rental and homeownership
opportunities
The Housing Element directs the city to more strongly move towards equitable distribution of growth,
focusing on small and mid-rise multi-family buildings, through:
• Supporting small and midrise buildings by increased development capacity (heights or density)
within well-resourced neighborhoods along transit corridors or within low-density
neighborhoods
• Streamlining approval of small and mid-rise buildings where community benefits are in place,
such as serving middle-income households and community benefit uses on the ground floors.
Providing technical assistance and financing programs, especially for low-income homeowners, through
new programs
Discussion
The City is continuously looking for opportunities to help address housing needs in the community,
especially for lower-income residents. The City hopes to find additional opportunities for partnership in
meeting housing needs.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The following sections describe the actions and efforts the City will undertake to meet underserved
needs, support affordable housing development, and address lead-based paint hazards. Many of these
actions are based upon the importance of coordinating with other jurisdictions, local service providers,
and the private sector. With limited funding available, the City's focus will be strategic about leveraging
its funds where it can and seeking collaboration among partners to better meet the needs of the
community.
Actions planned to address obstacles to meeting underserved needs
Underserved communities are populations of the community who have been systematically denied a full
opportunity to participate in aspects of economic, social, and civic life. This section of the narrative
addresses the City’s plan to address the needs of these communities and populations. The main obstacle
the City faces in meeting underserved needs is limited resources for funding programs that benefit. In
making funding decisions, the City gives priority to activities that:
• Meet a goal of the 2023-2027 Consolidated Plan;
• Demonstrate a significance of need; and,
• The project or program is eligible under HUD rules.
With the loss of California Redevelopment Agency (RDA) funds and declining CDBG entitlements, the
City has limited capabilities in meeting all the diverse needs of the community. Additionally, many local
service providers are experiencing declines in private and public funding as COVID-19 funding dries up,
hindering their ability to meet needs. The City plans to address this obstacle by looking for new funding
sources and finding creative ways to leverage and utilize existing funding. Additionally, the City will
encourage collaboration amongst itself, other jurisdictions, and non-profits.
Actions planned to foster and maintain affordable housing
The City will take the following actions to foster and maintain affordable housing throughout the
community:
• Promote the construction of lower cost units by providing incentives to developers and
encouraging mixed-use projects, second units, density bonuses, loft-style units, and
manufactured housing.
• Strive to preserve and maintain existing affordable housing by using state and federal funds fully
to rehabilitate existing housing units. Additionally, the City will continue to support affordable
housing for groups with special needs, including seniors, people with disabilities, and people
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experiencing homelessness.
• Continue to implement its Inclusionary Housing Ordinance that requires a percentage of new
"for sale" residential units be made available as Below Market Rate (BMR) units for low-income
residents. The City will also continue to support its existing BMR units.
• Provide a “how-to guide” for developers introducing new BMR units to the market, which guides
resident selection, monitoring, etc.
Actions planned to reduce lead-based paint hazards
The City will continue to undertake lead-based paint hazard mitigation, when applicable, by the CDBG
housing rehabilitation regulations. This can include inspection for lead-based paint, risk assessment,
abatement, clean up, disposal work, and clearance testing. This assistance will be in accordance with 24
CFR 35, et al. (9/15/99). A certified risk assessor will inspect all such housing.
Actions planned to reduce the number of poverty-level families
The City of South San Francisco has a multi-faceted approach to reducing poverty in the community:
The City supports numerous efforts to construct and rehabilitate affordable housing. The City’s Housing
Rehabilitation Loan Program provides low-interest loans for housing rehabilitation to low-income
homeowners to bring their housing up to code. The City’s inclusionary housing ordinance aims to
develop Below Market Rate (BMR) housing units affordable to low- and moderate-income households
through the housing development process. The City will continue to seek out additional funding sources
and partnerships to provide affordable housing throughout the community.
Additionally, the City’s Affordable Housing Trust Fund (AHTF) is utilized to support the creation and
preservation of affordable housing in South San Francisco for the benefit of low- and moderate-income
households. The following projects and activities are eligible to be funded
through the City’s AHTF:
• Creation of new affordable units;
• Preservation of existing affordable housing;
• Assistance with multifamily rehabilitation programs;
• Conversion of market rate units to affordable housing;
• Construction of accessory dwelling units;
• Acquisition and rehabilitation of potential limited equity cooperatives;
• First time homebuyer loans; and
• Predevelopment loans/grants to assist nonprofit and for-profit developers with project
feasibility studies, site acquisition and design studies for potential affordable housing
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projects.
It is also important to note that non-profit organizations in South San Francisco play an important role in
providing affordable housing, food, childcare, clothing, and other emergency services to low-income
residents. The City partially funds and monitors these organizations through the CDBG Program.
Through this multitude of efforts, in collaboration with non-profit agencies, the City is continually
working to help reduce the number of families living in poverty. With that said, there are significant
challenges to accomplishing this long-term goal. The biggest barrier to the provision of services to lower
income families and those at risk of becoming homeless is the lack of adequate state, county, and
federal funds for social service activities. For example, CDBG funding for public services is limited to 15%
of the City’s entitlement amount and 15% of the prior year's program income. Since program income
varies from year to year and is often received after the Action Plan has been drafted and the budgets
have been set, it can be difficult to incorporate program income into services funding fully. The City
strives for efforts that work creatively and efficiently within these constraints.
Actions planned to develop institutional structure
The City will continue to make the following efforts to improve institutional structure:
• Assist populations experiencing homelessness and populations at risk of experiencing
homelessness by supporting non-profits that provide services to these populations;
• Work with the Homeless Outreach Team (HOT);
• Work with other local jurisdictions as part of the CDBG Work Group to increase collaboration
and make administrative and monitoring processes more standardized, compliant, and efficient;
• Build and improve relationships with local service providers; and
• Coordinate and participate in the Continuum of Care.
Actions planned to enhance coordination between public and private housing and social
service agencies
• Continue to collaborate with the County of San Mateo, private housing developers,
lenders, and non-profit housing developers to create more affordable housing;
• Continue to participate in the CDBG Work Group and to improve CDBG administrative
processes for both sub-recipients and City staff;
• Continue to fund non-profit agencies serving low-income residents;
• Encourage collaboration and cooperation among local service providers;
• Continue to participate in the CoC Steering Committee;
• Continue to participate in the San Mateo County HOME Consortium and serve on the San Mateo
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County's Housing & Community Development Committee (HCDC);
• Support workforce development partnerships that serve residents and employees in South San
Francisco;
• Continue working with regional economic development groups and promote economic
development collaboration;
• Work with businesses and the Chamber of Commerce on downtown beautification and other
projects to improve Downtown; and
• Continue to work with the Homeless Outreach Team; this includes the City’s participation on the
HOT’s Case Manager Group and Oversight Committee.
Discussion
The City of South San Francisco has adopted the 2023-2031 Housing Element, including several goals
and programs to further fair housing. Below are the actions the City will take to address fair housing
during the PY2024 Action Plan.
Existing policies and programs that are in place include:
• Inclusionary Zoning requiring 15% affordable units in new residential developments
• Affordable housing impact/linkage fee on new development
• Streamlined processing of ADUs
• Provide funding and referrals to fair housing and legal services
• Locally funded homebuyer assistance programs
• Provide funding and referrals to home-sharing programs
New actions the City is undertaking in PY2024 include:
• The City is working with a real estate broker to identify vacant land or existing buildings within
the City that would be a good candidate for affordable housing development.
• Develop an Anti-Displacement Roadmap. This 12-18 month process has kicked off in Spring 2024
and will do a deep dive into data and experiences of residents facing displacement pressures
and develop policy recommendations for City Council consideration.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 100.00%
Discussion
The 100 percent listed above in #2 Overall Benefit for CDBG is estimated over a three-year period,
including program years 2022, 2023 and 2024.