HomeMy WebLinkAboutReso 68-2025 (25-95) Annual Action Plan
2025
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City of South San Francisco
Program Year 2025-2026 Action Plan
Draft Document
4/25/25
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2025
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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) ...................................................................................... 8
AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................................................................... 9
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) ................................................................................ 39
AP-75 Barriers to affordable housing -91.420, 91.220(j) ........................................................................ 41
AP-85 Other Actions - 91.420, 91.220(k) ................................................................................................ 43
Program Specific Requirements ........................................................ 48
Appendices to be included in Final Draft
Appendix A – Public Notifications
Appendix B – Public Comments
Appendix C – CDBG Map
Appendix D – SF 424s and Certifications
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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 PY2025 Action Plan, the second annual
update to the PY2023-2027 Consolidated Plan. Projects funded under this Action Plan will begin
on July 1, 2025, and end on June 30, 2026.
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 expects to receive an allocation similar to the previous year,
$403,568. The allocation is dependent on the U.S. Congress passing a federal budget. HUD has
60 days to provide each participating jurisdiction with the final allocation amounts, which is
estimated for May 8, 2025. In order to keep the Action Plan process moving forward in a timely
manner, HUD allows the City to publish a draft with funding estimates and a contingency plan if
the actual amounts differ from those estimates.
2. Summarize the objectives and outcomes identified in the Plan
The following section summarizes the needs, goals and activities outline in the PY2025 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
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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 aims to provide flexibility by using different
funding sources that will continue to meet the affordable housing goals.
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 utilize different funding sources for 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;
• Community improvement services; and
• Housing-related services.
In Program Year 2025, the City will use $50,000 CDBG Public Service funding for Renaissance
Entrepreneurship Center to offers small business training and technical assistance to low-and
moderate-income entrepreneurs in South San Francisco.
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.
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2. Evaluation of past performance
The outcomes for the goals identified in the 2023-2027 Consolidated Plan and reported in the
2023-2024 CAPER are discussed below.
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. As reported in the 2023 CAPER, Rebuilding
Together Peninsula completed a few larger projects for South San Francisco residents to
address health and safety issues, 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. A
total of five housing units benefited from CDBG funded programs in 2023.
Public improvements. The City has funded public improvement projects that enhanced
pedestrian safety and accessibility in the CBDG target areas. In PY2024, the City has reallocated
a large amount of funding to increase accessibility of infrastructure and parks in low to
moderate income neighborhoods. The City will be improving curb ramps around the City to
more accessible and building an accessible path at Cypress & Pine park. At the time of
publication of this document, those projects were in the procurement process with a plan for
construction in summer 2025.
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. CDBG funded projects have assisted 319 individuals through various programs,
including:
• Rape Trauma Services: A Center for Healing and Violence Prevention (RTS) provided 99
children living in SSF with services. They are all sexual abuse survivors. 10 of those 99
were victims of sex trafficking. RTS provided services to 10 children who identified being
victimized by commercial sexual exploitation while residing in SSF.
• Friends for Youth supports youth development and community engagement, and
successfully matched 77 youth with mentors, leading to substantial personal growth in
participants.
• Ombudsman Services for San Mateo County advocate for residents in long term care
facilities in San Mateo County and investigate complaints made on behalf of residents
and work with facility staff to change the way care is delivered to residents. They served
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32 clients this year through these services and did community events to bring awareness
to the program and provide elder abuse education.
• Peninsula Family Service supported families at Leo J. Ryan Child Development Center
and Club Leo Afterschool Program. They served 111 persons, students enrolled to Club
and LJR CD. They served children from diverse backgrounds, many of whom do not
speak or know any English and have individual or special needs.
4. Summary of Citizen Participation Process and consultation process
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 PY2025 Action Plan:
• 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 PY2025 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 PR-10 section provides a full
list of organizations. Other consultations with these agencies are also noted in that
table.
• The City held a public hearing on February 26, 2025, 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 San Mateo County
Times
• Pending: The City will publish a draft of the PY2025 Action Plan for a 30-day comment
period from April 25, 2025, to May 28, 2025, to provide South San Francisco residents
the opportunity to review and comment on the City’s 2023-27 Consolidated Plan and
2025-26 Annual Action Plan. A public notice for the 30-day comment period and public
hearing will be posted on the City’s website, an email will be sent to agencies providing
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services to low-income residents and the City’s interested stakeholder/organization
listserv, and a notice will be published in the San Mateo County Times.
• The City will host a public hearing on May 28, 2025, at the City Council meeting for
South San Francisco residents to provide comments on the PY2024 Action Plan.
5. Summary of public comments
A summary of public comments received by the City will be included in Appendix B of this plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
A summary of public comments received by the City will be included in Appendix B of this plan.
7. Summary
As part of the PY2025 Action Plan, the City of South San Francisco will use its CDBG resources,
in combination with other local, state, and federal funding, to preserve and improve public
facilities and infrastructure in areas that serve a high percentage of low-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
CDBG Administrator SOUTH SAN FRANCISCO Housing Division
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, Redwood City, and Daly City.
Consolidated Plan Public Contact Information
City of South San Francisco
Economic & Community Development - Housing Division
400 Grand Avenue
South San Francisco, CA 94080
(650) 829-6620
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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
As part of the Consolidated Plan process in 2023, 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;
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• Work with non-profit organizations and private developers to build and maintain
affordable housing;
• 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: The Veterans Commission addresses the needs of Veterans and their families. In the
most recent Veterans Needs Assessment from 2021, the San Mateo County CoC provides
supports through various services, which include emergency shelters, housing with services,
permanent supportive housing, rapid re-housing, housing locator, street outreach, and
transitional housing. 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
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veterans. The 2022 CoC plan has incorporated the input from stakeholders serving local
veterans experiencing homelessness.
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
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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 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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1 Agency/Group/Organization HABITAT FOR HUMANITY GREATER SAN
FRANCISCO
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
2 Agency/Group/Organization HOUSING AUTHORITY OF SAN MATEO
COUNTY
Agency/Group/Organization Type PHA
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative assisted the City with
the public housing response/narrative of
the Action Plan.
3 Agency/Group/Organization StarVista/Daybreak Center
Agency/Group/Organization Type Housing
Services-homeless
Services - children
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
4 Agency/Group/Organization Rape Trauma Services
Agency/Group/Organization Type Services-Victims of Domestic Violence
Services-homeless
Services – Victims
Services - Children
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Families with children
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
5 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Services - Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
6 Agency/Group/Organization BAY AREA LEGAL AID
Agency/Group/Organization Type Housing
Services - Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
7 Agency/Group/Organization Samaritan House
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
8 Agency/Group/Organization LifeMoves
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
9 Agency/Group/Organization Bay Area Medical Academy
Agency/Group/Organization Type Services – education
Services - health
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What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
10 Agency/Group/Organization Futuro
Agency/Group/Organization Type Services – education
Services - health
What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
11 Agency/Group/Organization Renaissance Entrepreneurship Center
Agency/Group/Organization Type Services-Employment
Business Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
Organization provided input through the
Landscape Analysis.
12 Agency/Group/Organization COMMUNITY OVERCOMING
RELATIONSHIP ABUSE (CORA)
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
Homelessness Strategy
Homeless Needs - Families with children
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Organization provided input through the
Landscape Analysis.
13 Agency/Group/Organization HIP Housing
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
14 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
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
15 Agency/Group/Organization ASSOCIATION OF BAY AREA
GOVERNMENTS
Agency/Group/Organization Type Regional organization
Planning organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year.
16 Agency/Group/Organization Friends for Youth
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Organization provided input through the
Landscape Analysis.
17 Agency/Group/Organization SAN MATEO COUNTY HEALTH
DEPARTMENT
Agency/Group/Organization Type Services-Health
Health Agency
Publicly Funded Institution/System of
Care
Other government - County
Services - Mental Health
Services – Persons with HIV/AIDS
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Provided input through the Landscape
Analysis.
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18 Agency/Group/Organization Build Up San Mateo County (The 4C’s)
Agency/Group/Organization Type Child Welfare Agency
Other - Childcare Advocacy
What section of the Plan was addressed by
Consultation?
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Provided input through the Landscape
Analysis.
19 Agency/Group/Organization City of San Mateo
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
20 Agency/Group/Organization City of Redwood City
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
21 Agency/Group/Organization City of Daly City
Agency/Group/Organization Type Other government - Local
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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
22 Agency/Group/Organization City of Fremont
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
23 Agency/Group/Organization San Mateo County – Department of
Housing
Agency/Group/Organization Type Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
24 Agency/Group/Organization City of San Jose
Agency/Group/Organization Type Other government - Local
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
25 Agency/Group/Organization US Department of Housing and Urban
Development
Agency/Group/Organization Type Other government - Federal
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the department
on various compliance issues and
strategies for spend down of funding.
26 Agency/Group/Organization City of Redwood City
Agency/Group/Organization Type Agency - Managing Flood Prone Areas
Agency – Emergency Management
Agency – Management of Public Land or
Water Resources
What section of the Plan was addressed by
Consultation?
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consulted with its Engineering
Department regarding hazard mitigation
and other emergency management
needs in the community.
27 Agency/Group/Organization San Mateo County
Agency/Group/Organization Type Services – Narrowing the Digital Divide
Services – Broadband Internet Service
Providers
What section of the Plan was addressed by
Consultation?
Anti-Poverty Strategy
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consults with the organization
regularly on the needs of the community
throughout the program year as well as
coordinating efforts to fund community
based organizations.
Table 2 – Agencies, groups, organizations who participated
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.
Monthly Cohort meetings with peer community to discuss the needs of the community and
coordinate efforts for the submission of the Action Plan.
Other local/regional/state/federal planning efforts considered when preparing the Plan
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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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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 through
CDBG and HOME programs.
Table 3 - Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
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. The County of San Mateo,
Redwood City, City of San Mateo, 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.
Narrative (optional):
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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 PY2025 Action Plan in compliance with the CCP:
• February 17, 2025 — Community meeting to gather housing and community development needs of South San Francisco
residents. The CDBG Subcommittee hosted this meeting.
• February 26, 2025 — Community Needs Assessment hearing with the CDBG Subcommittee
• April 25 to May 28, 2025 —30-day public comment period on the City’s Con Plan and FY24-25 One Year Action Plan
• Pending— Final funding allocations and Public Hearing on the adoption of the City’s PY2025 Action Plan
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Citizen Participation Outreach
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Sort
Order
Mode of O
utreach
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
1 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 as well
as review
applications for
funding on
02/17/2025. 6
people attended
this meeting. This
meeting was in-
person.
No comments received.
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Sort
Order
Mode of O
utreach
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments received
Summary of
comments
not accepted
and reasons
URL (If applicable)
2 Public
Hearing
Non-targeted/
broad
community
The City Council
hosted a public
hearing regarding
the CDBG
Community Needs
Assessment on
2/26/2025. 30
people attended
this meeting. This
meeting was in-
person.
City staff collected input
from the entire group.
All comments from this
comment period will be
included in final draft.
One
comment
was received;
however, it
was not
included as it
was
unrelated to
the Action
Plan.
3 Public
Hearing
Non-
targeted/broad
community
Upcoming City
Council Mtg:
5/28/2025
Comments will be
included in the final
draft.
4 30-Day
Public
Comment
Period
Non-
targeted/broad
community
April 25 to May 28,
2025. Public
Comment Period
Public comments will be
included in the final
draft.
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, 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; HUD has 60 days to announce
allocations. The City of South San Francisco is publishing this document based on estimated funding with a contingency plan to
submit the Action Plan and begin its program year on schedule. The contingency plan is included in the discussion section below.
The City estimates it will receive $403,568 of CDBG funding in PY2025. The City does not anticipate it will collect any program
income in PY2025.
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Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 3 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG
public
-
federal
Admin and
Planning
Public
Improvements
Public Services
403,568 0 0 403,568 807,136
Funding will be used for
public services,
infrastructure
development, 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 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
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eligible programs and projects and is considering utilizing California Housing and Community Development programs for minor
home repairs.
The City does not 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 $272,855 towards public facility improvements. Details on that project
will be included in the project section of this PY2025 Action Plan.
Discussion
As noted above, the following is a contingency 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.
• The Public Service Project will be adjusted by the percent of increase or decrease in the grant award; but any increase in total
award will not exceed the required 15% public service cap.
• The remaining award after funding the Administration Project and Public Service Project will go towards the Public Facility
Improvement Project.
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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 Preserve & Improve
Public Facilities
2023 2027 Non-Housing
Community
Development
CDBG
Services Area
Public Facilities and
Infrastructure
Improvements
CDBG:
$272,855
Other: 1
Other
2 Planning and
Administration
2023 2027 Non-Housing
Community
Development
CDBG
Services Area
Public Services
Affordable Housing
Homeless Services and
Housing
Public Facilities and
Infrastructure
Improvements
CDBG:
$80,713
Other: 1
Other
3 Public Services 2023 2027 Non-Housing
Community
Development
CDBG
Services Area
Public Services CDBG:
$50,000
60 Persons
Assisted
Table 6 – Goals Summary
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Goal Descriptions
1 Goal Name Preserve & Improve Public Facilities
Goal
Description
Preserve and improve public facilities that serve a higher percentage of low-income or special needs
residents.
2 Goal Name Planning and Administration
Goal
Description
Planning and administration funding to support CDBG subrecipients and respond to HUD requirements.
3 Goal Name Public Services
Goal
Description
Provide public services benefiting low to moderate income households/clients, entrepreneurship programs and
businesses.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
For Program Year 2025, the City has updated its approach to project funding by offering the
following projects: Public Facility Improvement Projects, Planning and Administration and
Public Service. The City aims to provide flexibility and to continue supporting community
service and housing priorities with these alternative funds. In PY2024, the City utilized a large
amount of funding to support ADA improvements to public facilities and infrastructure. Building
on these community initiatives, the City will build on that progress by investing in more ADA
improvements.
# Project Name
1 Public Facility Improvement Projects
2 Planning and Administration
3 Public Services
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 exceed the amount of available funding. To address these needs the City is
utilizing other local funding sources with fewer regulatory requirements to fund these types of
projects.
The City's PY2025 CDBG funding allocations were based on the priorities heard through the
community engagement process and the capacity of organizations to meet
performance/compliance standards. The City also works with other jurisdictions within San
Mateo County to avoid duplication of services and maximize all available resources.
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AP-38 Project Summary
Project Summary Information
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1 Project Name Public Facility Improvement Projects
Target Area CDBG Target Area
Goals Supported Preserve & Improve Public Facilities
Needs Addressed Public Facilities and Infrastructure Improvements
Funding CDBG: $272,855
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 in low mod
areas.
2 Project Name Planning and Administration
Target Area Citywide
Goals Supported Planning and Administration
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Needs Addressed Public Services
Affordable Housing
Homeless Services and Housing
Public Facilities and Infrastructure Improvements
Funding CDBG: $80,713
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 6/30/2026
Estimate the number and
type of families that will
benefit from the proposed
activities
NA
Location Description The program will be operated from the City offices located at 400 Grand Avenue, South San
Francisco, CA 94080.
Planned Activities The City will use approximately 20 percent of its entitlement to administer the CDBG
program.
3 Project Name Public Services
Target Area Citywide
Goals Supported Provide Public Services to Improve Quality of Life
Needs Addressed Public Services
Funding $50,000
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Description The City will fund public services benefiting low to moderate income households/clients in the South
San Franscisco area. This project is eligible under 24 CFR 570.201 (e) the CDBG regulations and will
meet a LMC National Objective.
Target Date 06/30/2026
Estimate the number and type of
families that will benefit from
the proposed activities
60 low- to moderate-income small business owners
Location Description Economic Advancement Center (EAC) - South San Francisco, 366 Grand Ave, South San
Francisco, CA 94080
Planned Activities Renaissance Entrepreneurship Center: 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.
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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 C). 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
CDBG Target Area 68
Citywide 32
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City’s primary strategy for the PY2025 Action is to reduce the housing cost burden and
create suitable living environments. In making funding decisions, the City prioritizes activities
that align with the goals of the 2023-2037 Consolidated Plan. Efforts are focused on serving
eligible areas within South San Francisco, especially those with high concentrations of racial and
ethnic minorities or poverty. Priority is also given to projects or programs eligible under HUD
rules and those that result in visible community improvements, particularly infrastructure
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projects. Expanding on the foundation for continued improvement from PY 2024, the City is
dedicating larger portions of funding to advance ADA improvements in parks and infrastructure.
These targeted investments not only address accessibility issues but also enhance equality
across neighborhoods most in need.
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
South San Francisco is actively taking steps to address housing affordability and eliminate
barriers to development through our Housing Element Plan. The City is focused on expanding
affordable housing opportunities, preventing displacement, and streamlining development
processes to meet the growing needs of its residents.
Key actions include rezoning for higher-density housing, strengthening inclusionary housing
requirements, and expanding rental assistance programs to protect vulnerable households. The
City is also working to remove regulatory barriers, incentivize affordable housing development,
and promote equitable growth through small and mid-rise buildings in well-resourced areas.
Additionally, support for Accessory Dwelling Units (ADUs) and increased regional collaboration
will further enhance housing stability.
Through these initiatives, South San Francisco aims to create a more inclusive, sustainable, and
resilient housing market that prioritizes affordability and accessibility for all.
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
South San Francisco remains committed to evaluating and enhancing public policies to support
and expand affordable housing while eliminating barriers to development. The South San
Francisco Housing Element Plan outlines key strategies to achieve these goals:
• Implement Strategic Zoning Policies: The City will rezone areas to accommodate higher-
density housing, allowing up to 120 dwelling units per acre in certain locations. This
effort aligns with the Association of Bay Area Governments (ABAG) regional housing
needs allocation and supports the production of affordable housing for extremely low
and very low-income households.
• Enforce and Enhance Inclusionary Housing Requirements: The City will continue
implementing its Inclusionary Housing Ordinance, ensuring that a percentage of new
for-sale residential units are designated as Below Market Rate (BMR) homes for low-
income residents. Additionally, it will support and preserve existing BMR housing.
• Expand Rental Assistance and Anti-Displacement Initiatives: Through the development
of an Anti-Displacement Roadmap, the City will measure displacement benchmarks and
implement policies to mitigate the impact of rising housing costs on vulnerable
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communities. This includes expanding rental assistance programs and strengthening
tenant protections.
• Explore and Secure New Affordable Housing Funding Sources: The City will seek
additional funding opportunities and collaborate with nonprofit developers to create
more affordable housing options for lower-income households.
• Provide Incentives for Affordable Housing Development: Fee reductions, waivers, or
deferrals for planning, building, and impact fees will be considered to encourage the
construction of affordable housing.
• Address Regulatory and Infrastructure Barriers: The City will streamline permitting
processes, foster public-private partnerships, and coordinate with regional and state
agencies to remove constraints that hinder affordable housing development.
• Promote Equitable Growth Through Small and Mid-Rise Development: The City will
increase development capacity in well-resourced areas along transit corridors and
within low-density neighborhoods to encourage multi-family housing. Additionally, it
will streamline approvals for developments that provide community benefits, such as
middle-income housing and ground-floor public amenities.
• Support Accessory Dwelling Units (ADUs): The City will encourage the development of
ADUs by providing technical assistance, expedited permitting, and financial support
programs, particularly for low-income homeowners.
• Strengthen Regional Collaboration: The City will continue working with other
governmental agencies to develop comprehensive solutions for housing challenges and
ensure long-term affordability and sustainability.
By implementing these strategies, South San Francisco aims to create a more inclusive and
sustainable housing market that meets the needs of all residents, particularly those most
vulnerable to housing instability and displacement.
Discussion
The City is dedicated to identifying and pursuing opportunities to address the community’s
housing needs, with a particular focus on lower-income residents and actively seeks new
partnerships to expand affordable housing solutions.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
South San Francisco is committed to addressing underserved housing needs, expanding
affordable housing opportunities, and mitigating lead-based paint hazards through strategic,
collaborative efforts. Given limited funding, the City will focus on maximizing resources by
leveraging available funds and fostering partnerships with other jurisdictions, local service
providers, and the private sector. Key actions include increasing affordable housing
development, enhancing rental assistance programs, and ensuring housing safety through lead
hazard reduction initiatives. By prioritizing coordination and innovation, the City aims to
strengthen housing stability, protect vulnerable residents, and create sustainable, long-term
solutions to meet the evolving needs of the community.
Actions planned to address obstacles to meeting underserved needs
South San Francisco recognizes that underserved communities—those systematically denied
full participation in economic, social, and civic life—face significant barriers to accessing critical
resources. The primary challenge in addressing these needs is limited funding availability for
programs that support these populations. The City prioritizes funding decisions based on
activities that:
• Align with the goals of the 2023-2027 Consolidated Plan
• Address a demonstrated and significant community need
• Comply with HUD eligibility requirements
The loss of California Redevelopment Agency (RDA) funds and declining Community
Development Block Grant (CDBG) entitlements have further constrained the City's ability to
meet all diverse community needs. Additionally, local service providers face reductions in both
private and public funding, limiting their capacity to serve vulnerable residents effectively.
To overcome these obstacles, the City will:
• Seek new funding sources to expand available resources for underserved populations
• Leverage existing funds strategically to maximize their impact
• Foster collaboration among jurisdictions, nonprofit organizations, and private-sector
partners to develop innovative solutions
• Support local service providers in securing additional funding and improving service
delivery
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By focusing on resource development and strategic partnerships, South San Francisco aims to
strengthen its ability to support underserved communities and enhance housing stability,
economic opportunity, and overall quality of life.
Actions planned to foster and maintain affordable housing
To prevent the loss of affordable housing units and maintain long-term affordability, South San
Francisco will undertake the following actions over the next year:
• Encourage the Development of Affordable Units: The City will promote the construction
of lower-cost housing by providing incentives to developers, supporting mixed-use
projects, and encouraging density bonuses, second units, loft-style units, and
manufactured housing.
• Preserve and Rehabilitate Existing Affordable Housing: The City will maximize the use of
state and local funds to support the rehabilitation of aging affordable housing stock.
Special attention will be given to preserving housing for seniors, individuals with
disabilities, and those experiencing homelessness.
• Enforce and Strengthen Inclusionary Housing Requirements: The City will continue
implementing its Inclusionary Housing Ordinance, ensuring that a percentage of newly
constructed for-sale residential units are designated as Below Market Rate (BMR)
homes for low-income households. The City will also support and monitor existing BMR
units to maintain affordability over time.
• Enhance Developer Guidance and Compliance: The City will encourage the use of the
Procedures and Guidelines for Inclusionary Housing Units, which provides guidance for
eligibility requirements for buyers, outline procedures and requirements for resales and
transfers, define owner obligation of these units, and provide guidelines for rental units,
applicants and tenants of rental units, and for continued monitoring and recertification
requirements.
By taking these proactive measures, South San Francisco aims to preserve existing affordable
housing, prevent displacement, and expand housing opportunities for low-income and
vulnerable residents.
Actions planned to reduce lead-based paint hazards
The City will continue to address lead-based paint hazards in accordance with federal housing
rehabilitation regulations. This includes inspections, risk assessments, abatement, cleanup,
proper disposal, and clearance testing to ensure housing safety. All assessments will be
conducted by a certified risk assessor and will comply with 24 CFR 35 regulations to protect
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residents from lead exposure.
Actions planned to reduce the number of poverty-level families
South San Francisco is committed to reducing poverty through a multi-faceted approach that
expands affordable housing, supports community services, and leverages strategic funding
sources.
A key strategy is the development and preservation of affordable housing. The City’s
Inclusionary Housing Ordinance ensures the creation of Below Market Rate (BMR) housing units
for low- and moderate-income households. Additionally, the Affordable Housing Trust Fund
(AHTF) provides financial support for projects such as:
• New affordable housing development
• Preservation and rehabilitation of existing affordable units
• Conversion of market-rate units to affordable housing
• Accessory Dwelling Unit (ADU) development
Beyond housing efforts, the City collaborates with nonprofit organizations to provide essential
services such as food assistance, childcare, emergency services, and financial support for low-
income families. Some of these organizations receive funding through CDBG to provide their
services.
While these efforts play a crucial role in alleviating poverty, limited state, county, and federal
funding remains a significant challenge. Despite these barriers, South San Francisco continues
to seek new funding opportunities, partnerships, and innovative strategies to improve
economic stability and housing security for its most vulnerable residents.
Actions planned to develop institutional structure
South San Francisco will continue enhancing its institutional framework through the following
initiatives:
• Support for Homeless Services: Partnering with nonprofit organizations that provide
critical services to individuals experiencing or at risk of homelessness.
• Collaboration with the Homeless Outreach Team (HOT): Working closely with HOT to
connect vulnerable populations with housing, healthcare, and supportive services.
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• Regional Coordination: Engaging with other local jurisdictions as part of the CDBG
Cohort to enhance collaboration, streamline administrative processes, and ensure
compliance with funding regulations.
• Strengthening Partnerships with Service Providers: Expanding relationships with local
agencies and organizations to improve service delivery and resource accessibility.
• Participation in the Continuum of Care though the County: Coordinating efforts with
regional partners to develop comprehensive strategies for preventing and addressing
homelessness.
Through these actions, the City aims to create a more effective, efficient, and collaborative
system for addressing housing and social service needs.
Actions planned to enhance coordination between public and private housing and social
service agencies
South San Francisco is committed to strengthening partnerships and enhancing coordination
among housing providers, service agencies, and economic development stakeholders to
effectively implement the Consolidated Plan. Key actions include:
• Expanding Affordable Housing Efforts: Collaborating with San Mateo County, private
developers, lenders, and nonprofit organizations to increase the supply of affordable
housing.
• Improving CDBG Administration: Actively participating in the CDBG Cohort to streamline
funding processes and enhance efficiency for sub-recipients and City staff.
• Supporting Nonprofit Service Providers: Continuing to fund and partner with nonprofit
agencies that serve low-income residents, ensuring vital social services remain
accessible.
• Strengthening Regional Collaboration: Engaging in the Continuum of Care (CoC) Steering
Committee, the San Mateo County HOME Consortium, and the Housing & Community
Development Committee (HCDC) to align local strategies with broader regional housing
and service initiatives.
• Enhancing Workforce Development: Supporting partnerships that provide job training,
career development, and employment resources for South San Francisco residents.
• Promoting Economic Growth: Partnering with regional economic development groups,
businesses, and the Chamber of Commerce to drive economic collaboration and
implement projects such as downtown beautification.
• Advancing Homeless Services: Continuing coordination with the Homeless Outreach
Team (HOT), including participation in the bi-monthly committee meetings, to better
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assist individuals experiencing homelessness.
By fostering cross-sector collaboration, South San Francisco aims to strengthen housing
stability, economic opportunity, and community well-being for its residents.
Discussion
The City of South San Francisco remains dedicated to advancing policies and programs that
promote housing stability, affordability, and fair housing access. Key initiatives include:
• Inclusionary Zoning requiring 15% of units in new residential developments to be
affordable.
• Affordable Housing Impact & Commercial Linkage Fees to generate funding for
affordable housing development.
• Streamlined Accessory Dwelling Unit (ADU) Processing to encourage the creation of
additional housing options.
• Funding & Referrals for Fair Housing and Legal Services to support tenants facing
discrimination or housing instability.
• Funding & Referrals for Home-Sharing Programs to maximize available housing
resources.
• Development of an Anti-Displacement Roadmap, consolidating existing policies and
programs to prevent commercial and residential displacement, enhance data-driven
decision-making, conduct extensive community outreach, and recommend stronger
anti-displacement measures. Additionally, the City has established a Residential and
Commercial Anti-Displacement Community Advisory Committee (CAC) that brings
together business owners, residents, landlords, and housing experts to identify those
most at risk of displacement, evaluate policy recommendations, and advise the City
Council on strategies to mitigate housing and business displacement pressures.
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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.
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APPENDIX A – Public Notifications
To be included in final document.
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Appendix B – Public Comments
To be included in final document.
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Appendix C – CDBG Map
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Appendix D – SF 424s and Certifications
To be included in final document.