HomeMy WebLinkAboutReso 32-2017 (17-315) .01 sa.� City of South San Francisco
c y P.O. Box 711 (City Hall,
t 400 Grand Avenue)
South San Francisco,CA
City Council
L/FOR Resolution: RES 32-2017
File Number: 17-315 Enactment Number: RES 32-2017
RESOLUTION APPROVING THE CITY'S FISCAL YEAR 2017-2018
ONE-YEAR ACTION PLAN FOR THE COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM, AUTHORIZING
SUBMITTAL OF THE ONE-YEAR ACTION PLAN AND ALL OTHER
REQUIRED DOCUMENTS TO THE U.S. DEPARTMENT OF
HOUSING AND URBAN DEVELOPMENT, AUTHORIZING A
BUDGET TRANSFER TO INCORPORATE THE COMMUNITY
DEVELOPMENT BLOCK GRANT AND HOME ADMINISTRATIVE
FUNDS INTO THE FISCAL YEAR 17-18 OPERATING BUDGET;
AND AUTHORIZING THE CITY MANAGER TO EXECUTE ALL
DOCUMENTS AND CERTIFICATIONS NECESSARY TO SECURE
AND AWARD THE GRANTS.
WHEREAS, staff recommends approval and submittal, as presented to the City Council at its April 26,
2017 meeting,of the City's Fiscal Year 2017-2018 One-Year Action Plan and all other required documents
to the U.S. Department of Housing and Urban Development; and
WHEREAS, staff recommends that the City Council authorize a budget transfer to incorporate
Community Development Block Grant("CDBG") and HOME Administrative Funds into the Fiscal Year
2015-2016 operating budget; and
WHEREAS, staff recommends that the City Council authorize the City Manager to execute all documents
and certifications necessary to secure and award CDBG and HOME Administrative Funds for the City.
NOW,THEREFORE, BE IT RESOLVED by the City Council of the City of South San Francisco that the
City Council hereby:
Approves the City's Fiscal Year 2017-2018 One-Year Action Plan, attached to this Resolution as Exhibit
A;
Authorizes submittal of the City's Fiscal Year 2017-2018 One-Year Action Plan and all other required
documents to the U.S. Department of Housing and Urban Development;
Authorizes a budget transfer to incorporate the CDBG and HOME Administrative Funds into the Fiscal
Year 2017-2018 operating budget; and
Authorizes the City Manager to execute all documents necessary to secure and award CDBG and HOME
Administrative Funds for the City consistent with the direction provided by the City Council.
City of South San Francisco Page 1
File Number: 17-315 Enactment Number: RES 32-2017
At a meeting of the City Council on 4/26/2017, a motion was made by Karyl Matsumoto, seconded by
Richard Garbarino, that this Resolution be approved. The motion passed.
Yes: 5 Vice Mayor Normandy, Councilmember Garbarino, Councilmember
Matsumoto, Mayor Gupta, and Councilmember Addiego
Attest by
Gabriel odri•ue
City of South San Francisco Page 2
Draft Annual Action Plan
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Contents
Executive Summary ....................................................................................................................................... 2
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................................ 2
PR-05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 6
AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 7
AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 18
Expected Resources .................................................................................................................................... 21
AP-15 Expected Resources – 91.220(c) (1, 2) ......................................................................................... 21
Annual Goals and Objectives ...................................................................................................................... 24
AP-35 Projects – 91.220(d) ..................................................................................................................... 27
AP- 38 Project Summary ......................................................................................................................... 31
AP-50 Geographic Distribution – 91.220(f) ............................................................................................. 38
AP-75 Barriers to affordable housing – 91.220(j) ................................................................................... 39
AP- 85 Other Actions - 91.420, 91.220(k) ............................................................................................... 41
Program Specific Requirements .................................................................................................................. 44
AP- 90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) ......................................................... 44
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Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The U.S. Department of Housing and Urban Development (HUD) requires the City of South San
Francisco (City) to prepare an Annual Action Plan (Action Plan) in order to receive federal
Community Development Block Grant (CDBG) funds. HUD Programs have three basic goals to
assist extremely low, very-low, and low income persons by:
1. Providing decent and affordable housing;
2. Providing a suitable living environment; and
3. Expanding economic opportunities
The City's Action Plan for fiscal year 2017-2018, in conjunction with its Five Year Consolidated
Plan (2013-2018), furthers these goals by assessing the housing and community development
needs and resources of the City and outlines a strategy on how it plans to address those needs.
The City is also a participating jurisdiction in the San Mateo County HOME Consortium and
therefore submits its federal application for funding as part of the HOME Consortium. See
Attachment A for a summary of funds available and proposed activities.
2. Summarize the objectives and outcomes identified in the Plan
The City's Action Plan identifies the following needs and has developed goals and activities that
address both the City’s needs and further HUD's program goals:
Need: Affordable Housing
Goal: Increase, maintain, and improve the supply of affordable housing for extremely
low to low income individuals and families.
Activities: The City will use CDBG funds for housing rehabilitation and minor home
repair/accessibility modification programs. Additionally, the City will continue to
administer its existing first time homebuyer loan portfolio and below market rate
housing units.
Need: Public Services
Goal: 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.
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Activities: The City will allocate 15% of its current year entitlement grant and 15% of
prior year program income to the following public services: Community Overcoming
Relationship Abuse (CORA), Health Mobile, HIP Housing, John’s Closet, Legal Aid Society,
Rape Trauma Services Center, Samaritan House, and Star Vista.
Need: Public Facilities and Infrastructure Improvements
Goal: Sustain and/or increase the level of business and economic activity in areas that
serve or have a high percentage of low-income residents.
Activities: For FY 17-18, the City will use CDBG funding for public improvement projects
in the City’s CDBG Service Areas, see Attachment B. The public improvement projects
may include, but are not limited to, parks/playlot improvements, and projects related to
the City’s ADA Transition Plan.
Need: Homeless Services and Housing
Goal: Provide service-enriched shelter and housing for homeless families and
individuals.
Activities: The City will provide CDBG funding under the public service category to
Samaritan House and CORA. Samaritan House operates the Safe Harbor Shelter, which is
a 90 bed homeless shelter located in South San Francisco that provides both emergency
and transitional housing for homeless individuals. CORA provides emergency shelter for
those seeking refuge from domestic violence or abuse. The City will also continue to
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 emergency shelters
and connecting them with County medical and rehabilitation services. This includes the
City’s participation in the HOT’s Case Manager Group and Oversight Committee.
3. Evaluation of past performance
Last year, FY 16-17, the City made great strides in addressing the needs of the community. For
example, the City provided funding to Community Overcoming Relationship Abuse (CORA),
Health Mobile, HIP Housing, John’s Closet, Legal Aid Society, Ombudsman Services of San
Mateo County, Rape Trauma Services Center, Samaritan House, and Star Vista. Additionally,
CDBG funds were used for housing rehabilitation activities such as the Center for Independence
of Individuals with Disabilities (CID) Housing Accessibility Modification Program and Rebuilding
Together Peninsula’s Safe at Home and National Rebuilding Day Programs. The City also
provided assistance through its Housing Rehabilitation Program. Improvements identified in the
City’s ADA Transition Plan, were also addressed by using CDBG funding. These improvements
included upgrading 47 traffic intersections. In addition, CDBG funding was used to provide
rubber surfacing to the Brentwood Park playlot. The rubber surfacing is safer and more durable
than the original surfacing.
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The City performed a year-over year performance review of the service providers and home
repair programs that have been funded through the CDBG program for multiple years to
evaluate which programs were meeting goals and which programs may need assistance. During
this review, several high-performing programs were identified. The City evaluated available
funding and worked with high-performing providers to evaluate their budgets and goals to
identify opportunities to expand their services and programs. Durin g this review the City also
performed a cursory comparison of per unit costs in the City for service providers and program
operators versus per unit costs for those same providers in neighboring cities and the county.
The City discovered that per unit costs in the City were the lowest in the County – often by a
significant margin. While the City supports program efficiency, several of the service providers,
including high-performing providers, commented that the extraordinary low cost per unit ratio
in the City was a hindrance to meeting goals, and that most of the service providers, while
meeting goals, had also reduced goals year over year to compensate for inflation in costs
without an increase in funding. The City provided service providers an opportu nity to review
their cost per unit ratios, and better align those costs with San Mateo County in general along
with the review of annual goals and budgets.
The City is also updating their housing rehabilitation guidelines and is preparing a marketing
effort intended to provide housing rehabilitation loans for low -income home-owners. The
housing rehabilitation program should be ready for implementation at the end of the
2016/2017 program year.
While the City made strong efforts to increase and maintain the supply of affordable housing
and to improve the community, it faced many challenges, especially with the dissolution of
RDAs and declining CDBG funding. The City was forced to cut many programs that were
traditionally funded by the City and will continue to face funding challenges during the
implementation of the current Five Year Consolidated Plan and Action Plan.
4. Summary of Citizen Participation Process and consultation process
The citizen participation process for the FY 2017-18 Action Plan has been executed as follows:
(See Section AP-12 Participation and Attachments C and D for additional information)
Public Hearings: The City conducted a Community Development Needs Assessment Public
Hearing before the City Council on March 22, 2017, asking the public to comment on the
housing, community, and economic development needs of the City. Nine (9) public
comments were received. Additionally, the City held a second public hearing on April 26,
2017 to make final funding allocations and to adopt this Action Plan. xxxxx (x) public
comments were received.
A 30-day Public Review: The Action Plan was made available for public review from March
27, 2017 through April 26, 2017.
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Public Notices: Public Notices for the two hearings were published in the San Mateo County
Times on February 20, 2017, and March 27, 2017.
Online Outreach: The City noticed all of the CDBG related public hearings through the City’s
website and Facebook page. The City also sent email notifications to the current CDBG
subrecipients and the City’s CDBG and Economic & Community Development listservs .
Public Meetings: The City held public CDBG Subcommittee meetings on January 30, 2017,
March 13, 2017, and a date tbd.
5. Summary of public comments
The City received public comments from eleven (11) different people representing ten (10)
different non-profit organizations during the March 22, 2017 Needs Assessment Hearing and
seven (7) people representing seven (7) different non-profit organizations during the April 26,
2017 Public Hearing. These comments are provided as Attachment C to the plan.
6. Summary of comments or views not accepted and the reasons for not accepting th em
All public comments were accepted.
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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 City of South San
Francisco
Economic Development and Housing
(EDH) Division
CDBG Administrator City of South San
Francisco
Economic Development and Housing
(EDH) Division
HOME Administrator County of San Mateo Department of Housing
Table 1 – Responsible Agencies
Narrative
The City of South San Francisco’s Economic Development and Housing Division (EDH) under the
Department of Economic and Community Development (ECD) is the lead public agency
responsible for developing and implementing the City’s Consolidated Plan and Annual Action
Plans. EDH administers the City’s Community Development Block Grant and HOME
administrative funds. EDH is responsible for many of the activities and programs identified in
the Consolidated Plan and this Action Plan including the City’s Housing Reha bilitation Program,
program administration,, and public improvement projects.
Consolidated Plan Public Contact Information
City of South San Francisco
Economic Development and Housing Division
400 Grand Avenue
South San Francisco, CA 94080
Tel: (650) 829-6620
Fax: (650) 829-6623
Email: [email protected]
Website: www.ssf.net
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City of South San Francisco consulted with a wide variety of local non -profit organizations,
the Continuum of Care (CoC), the San Mateo County Housing Authority, the South San
Francisco Housing Authority, the San Mateo County Department of Health, other City
departments, the South San Francisco Downtown Task Force, and other community
stakeholders in order to develop its current Five Year Consolidated Plan. Further, many of the
local non-profit organizations also produce reports concerning the needs of the demographic
they serve; this information is also utilized in the plan development.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governme ntal health, mental health
and service agencies (91.215(l))
During this Action Plan period, the City will work on strengthening its relationships with
organizations that serve the public, especially low-income residents. 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’s 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/or maintain
affordable housing
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. This includes the City’s participation
on the HOT Case Manager Group and Oversight Committee
Work with local businesses and the Chamber of Commerce on downtown beautification and
other projects to improve the Downtown
Continued efforts by the downtown bike patrol to connect the homeless to public services
that are available to them
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.
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The City has a seat on the Continuum of Care (CoC) Steering Committee and is involved in all
CoC decision-making. The CoC Steering Committee is the organized group that guides the
implementation of San Mateo County's homeless services system. The CoC undertakes a wide
range of efforts to meet the needs of homeless persons and those at risk of homelessness:
Chronically Homeless
The CoC has created multi-disciplinary, bilingual, Homeless Outreach Teams (HOT) to
conduct intensive outreach with the chronically homeless people throughout the
County and to help them move into permanent housing. South San Francisco’s HOT
program was implemented in FY 13-14. City staff, police, and elected officials actively
participate in the HOT program.
Families with Children
The CoC has developed a rapid re-housing program which provides short-term rental
assistance plus case management to homeless families. The San Mateo County Human
Services Agency has also provided funding for a motel voucher program to assist
families that are waiting to access shelter.
Veterans
The CoC is working with the Veterans Task Force, convened in 2012 by the County Board
of Supervisors, to improve county-wide efforts to outreach to homeless and at-risk
veterans, to assess their service and housing needs, to and help them access needed
resources, including Veterans Affairs Supportive Housing vouchers and veterans’
benefits.
Youth
CoC funds are provided to the County Mental Health Association to operate its Support
and Advocacy for Youth in Transition Program, which provides case management and
housing search/stabilization services to homeless youth. The San Mateo County Housing
Authority also has Family Unification Program Vouchers for youth leaving the foster care
system.
Additionally, the CoC has established specific objectives for reducing homelessness at both the
system and project level.
System-Wide Objectives
The San Mateo County CoC 10 Year Plan (adopted in 2006) which laid out the community’s
overall strategy for reducing and ending homelessness. Key accomplishments have included the
creation and expansion of Homeless Outreach Teams (HOT), new funding sources for
homelessness prevention, Homeless Connect events, and various other initiatives. The
Department of Housing (DOH) has helped to create 994 new affordable housing units, of which
350 are targeted to serving people earning less than 30% of the Area Median Income (AMI).
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DOH has also supported the creation of 96 new units of permanent supportive housing,
including projects developed by the Mental Health A ssociation and units in projects developed
by Mid-Pen Housing. The Department has also incentivized the development of units for
homeless households through its Notice of Funding Availability (NOFA) processes.
The 10 year plan has been succeeded by the Ending Homelessness Plan (adopted in July 2016).
The plan aims to end homelessness in San Mateo County by 2020 through outreach, emergency
shelters, transitional housing, rapid rehousing, permanent supportive housing and
homelessness prevention programs.
Although these objectives have proven to be an effective way to set goals and evaluate
progress, they are not fully aligned with the objectives set forth in the Homeless Emergency
Assistance and Rapid Transition to Housing Act (HEARTH) and in the federal st rategic plan,
Opening Doors. The CoC has convened a System Design Subcommittee that is working on the
development of system-wide quantitative objectives for the following HEARTH outcomes:
Reductions in total numbers of homeless people (including specific goals for reducing
chronic, veterans, and family homelessness);
Reductions in the number of new entries into homelessness;
Reductions in the rate of returns to homelessness; and
Reductions in the length of time people are homeless.
Project-Level Objectives
The CoC has the following objective performance standards that are used on an ongoing basis
to evaluate the effectiveness of all projects within the homeless system:
Percentage of exits to permanent housing;
Housing retention rate;
Participants obtaining employment income during program participation;
Participants increasing total income during program participation;
Program occupancy levels;
CoC/ Emergency Solutions Grant (ESG) grant spending rates; and
Homeless Management Information System (HMIS) data quality
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, a nd develop funding, policies and
procedures for the operation and administration of HMIS
As previously mentioned, the City has a seat on the Coc Steering Committee and meets on a
quarterly basis to make decisions regarding the planning, funding, and operation of the CoC.
Additionally, the City sits on the COC Funding/Project Review Subcommittee which reviews
renewal and new projects seeking CoC funding. The City does not receive ESG funding as the
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County Department of Housing (DOH) is the only ESG recipient in the County. However, the City
does have a designated spot on the DOH's Housing & Community Development Committee
(HCDC) which advises the County Board of Supervisors on allocating County CDBG and HOME
funding. Further the City participates in the CoC’s development of performance and evaluation
standards along with the management of the Homeless Management Information System
(HMIS).
Performance Standards
In 2013 the CoC Steering Committee adopted Project Performance Standards and a Project
Review and Ranking Process, for new and renewal projects seeking funding. See the System -
Wide and Project-Level Objective sections above for more information.
Evaluation of Project Outcomes
System-Wide Performance Measurement
On an annual basis, the CoC Lead Agency, the San Mateo County Center on Homelessness
(COH) compiles a report on how well the community is meeting the objectives set forth i n
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 numbers of households receiving assistance. Additionally, the CoC’s System Design
Subcommittee is developing a set of system-wide performance measures that align with
HEARTH and Opening Doors. This work will include developing a recommended
methodology for measuring average length of homelessness that includes the ti me prior to
program intake. The CoC’s System Design Subcommittee will be researching possible
methodologies for a more complete tracking of returns to homelessness, including any
further HUD guidance if available.
Project-Level Performance Measurement
The COH regularly monitors all emergency shelter, transitional housing, outreach,
supportive housing, rapid re-housing, and prevention programs which includes 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 CoC’s project performance
standards. In addition, the Project Performance Subcommittee works with the COH to
conduct an annual assessment of how well projects are performing, identifies those
projects that are underachieving, and recommends 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’s and the CoC’s established performance measures.
Homeless Management Information System (HMIS)
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On July 1, 2014, the San Mateo County Human Services Agency, the designated HMIS Lead
Agency, launched a new version of the HMIS. The new system incorporates the latest HUD
published data standards and should improve the ease of data input and data quality.
Additionally, as described in the CoC’s Governance Charter, on an annual basis the CoC will
review, revise, and approve (as applicable) the privacy, security, and data quality plans for the
HMIS. The CoC will also ensure consistent participation of sub recipients in the HMIS, and
ensure that the HMIS is administered in compliance with HMIS Data Standards.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdiction’s consultations with housing, social service agencies and other
entities
1. Agency/Group/Organization Samaritan House
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Samaritan House provided input on homeless
needs through its participation in the City's
Homeless Outreach Team and during the
March 22, 2017 public hearing.
2. Agency/Group/Organization Life Moves
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Life Moves provided input on homeless needs
through its participation in the City's
Homeless Outreach Team.
3. Agency/Group/Organization The Salvation Army - South San Francisco
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-homeless
Services-Education
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What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The Salvation Army provided input on
homeless needs through its participation in
the City's Homeless Outreach Team.
4. Agency/Group/Organization San Mateo County Health System
Agency/Group/Organization Type Services-Health
Health Agency
Other government - County
Services - Mental Health
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The San Mateo County Health System
provided input on homeless needs through its
participation in the City's Homeless Outreach
Team.
5. Agency/Group/Organization County of San Mateo Center on
Homelessness
Agency/Group/Organization Type Housing
Services-homeless
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
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The San Mateo County Center on
Homelessness provided input on homeless
needs through its participation in the City's
Homeless Outreach Team.
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6. Agency/Group/Organization Youth Service Bureaus of the YMCA of San
Francisco
Agency/Group/Organization Type Services - Housing
Services-Children
Services-Elderly Persons
Services-Persons with Disabilities
Services-homeless
Services-Education
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
The YMCA Community Resource Center
(which is operated by the Youth Service
Bureaus) provided input on homeless needs
through its participation in the City's
Homeless Outreach Team.
7. Agency/Group/Organization John’s Closet
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Other – Public Services
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
John's Closet provided input on public service
needs during the March 22, 2017 CDBG needs
assessment public hearing and the April 26,
2017 public hearing.
8. Agency/Group/Organization Project 90
Agency/Group/Organization Type Services – Substance Abuse & Recovery
Services-Youth
Services-Persons with Disabilities
Services-homeless
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Project 90 provided input on homeless needs
through its participation in the City's
Homeless Outreach Team.
9. Agency/Group/Organization Rebuilding Together Peninsula
Agency/Group/Organization Type Housing
Services - Housing
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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?
Rebuilding Together Peninsula provided input
on housing needs during the March 22, 2017
CDBG needs assessment public hearing and
the April 26, 2017 public hearing.
10. Agency/Group/Organization CORA - Community Overcoming Relationship
Abuse
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?
CORA provided input on public service needs
during the March 22, 2017 CDBG needs
assessment public hearing and the April 26,
2017 public hearing.
11. Agency/Group/Organization HIP Housing
Agency/Group/Organization Type Services - Housing
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?
HIP Housing provided input on housing and
public service needs during the March 22,
2017 CDBG needs assessment public hearing
and the April 26, 2017 public hearing.
12. Agency/Group/Organization Center for Independence of Individuals with
Disabilities
Agency/Group/Organization Type Housing
Services - Housing
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?
CID provided input on housing needs during
the March 22, 2017 CDBG Needs Assessment
Public Hearing.
13. Agency/Group/Organization Legal Aid Society of San Mateo County
Agency/Group/Organization Type Services - Housing
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?
Legal Aid Society provided input on housing
and public service needs during the March
22, 2017 CDBG Needs Assessment Public
Hearing.
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14. Agency/Group/Organization El Concilio of San Mateo County
Agency/Group/Organization Type Housing
Services - Housing
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?
El Concilio provided input on housing needs
during the April 26, 2017 public hearing.
15. 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
Briefly describe how the
Agency/Group/Organization was consulted. What
are the anticipated outcomes of the consultation or
areas for improved coordination?
Project Sentinel provided input on public
service needs during the March 22, 2017
CDBG needs assessment public hearing.
16. Agency/Group/Organization Ombudsman Services of San Mateo County
Agency/Group/Organization Type Services-Elderly Persons
Services-Persons with Disabilities
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?
Ombudsman Services of San Mateo County
have not provided input.
17. Agency/Group/Organization Rape Trauma Services
Agency/Group/Organization Type Services- Abused Children
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 input on
public service needs during the March 22,
2017 CDBG needs assessment public hearing.
18. Agency/Group/Organization StarVista
Agency/Group/Organization Type Services- Homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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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?
StarVista provided input on public service
needs during the March 22, 2017 CDBG needs
assessment public hearing.
Table 2 – Agencies, groups, organizations who participated
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Identify any Agency Types not consulted and provide rationale for not consulting
N/A
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
County 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 the
goals of the CoC as the CoC seeks to prevent
homelessness, promote self-sufficiency of those
that are homeless, and provide diverse homeless
services.
Housing Our
People
Effectively
(HOPE) 10-year
Plan
San Mateo
County 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 the
goals of the HOPE Plan. Some of the HOPE Plan's
goals are to increase homeless housing
opportunities and to prevent and end homelessness
by delivering flexible services.
Table 3 – Other local / regional / federal planning efforts
Narrative
The City of South San Francisco, the County of San Mateo and the other entitlement
jurisdictions (Daly City, San Mateo, and Redwood City) have developed a "CDBG Working
Group" which meets regularly to enhance and streamline the CDBG process for both the
jurisdictions and subrecipients. The work group collectively organizes community forums,
requests for proposals, and joint monitoring of subrecipients.
Additionally, the work group has implemented the use of standardized applications, reportin g,
and reimbursement forms for subrecipients through a common online grant management
system. The work group shares information regarding subrecipients and how to handle issues
that may arise for the subrecipients such as reporting, invoicing, or actions needed to correct
and track performance.
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen
participation.
Pursuant to the City’s Citizen Participation Plan, the following is a summary of the significant
actions the City undertook in developing this Action Plan:
December 15, 2016 to January 27, 2017 – CDBG/HOME Administrative Funds Renewal
Application Available
January 27, 2017 – Application Deadline
January 30, 2017 – CDBG Subcommittee meeting
February 20, 2017 – Public Notice of Community Needs Assessment Hearing was
published in the San Mateo County Times
February 20, 2017 – The City publicly noticed the Community Needs Assessment
Hearing through the City’s website, Twitter, and Facebook page. The City also sent
individual email notifications to the CDBG FY 16-17 applicants and the City’s CDBG and
Economic & Community Development listservs.
March 1, 2017 –CDBG Subcommittee Meeting
March 22, 2017 – Community Needs Assessment Hearing
March 27, 2017 – Public Notice of Availability of the City's FY 17-18 One Year Action Plan
and Notice of Public Hearing published in the San Mateo County Times
March 27, 2017 – The City publicly noticed the Availability of the City's FY 17-18 One
Year Action Plan and Notice of Public Hearing the City’s website, Twitter, and Facebook
page. The City also sent individual email notifications to the CDBG FY 17-18 applicants
and the City’s CDBG and Economic & Community Development listservs.
March 27 to April 26, 2017 – 30 day public comment period on the City's FY 17-18 One
Year Action Plan
April 25, 2017 – CDBG Subcommittee Meeting
April 26, 2017 – Final funding allocations and Public Hearing on the adoption of the
City's FY 17-18 One Year Action Plan
May 15, 2017 – Submission of the City's FY 17-18 One Year Action Plan to HUD
The following are specific efforts made to broaden outreach and promote participation. These
efforts to increase citizen participation helped establish and/or reconfirm the City's housing and
community development needs and were used as a basis for setting priorities. See Attachments
B and C for additional information.
Public Hearing on Community Needs: On March 22, 2017, the City held a public hearing to
receive comments on the City's housing and community development needs. A notice for
the hearing was published in the San Mateo County Times on February 20, 2017. The City
received ten (10) public comments.
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Public Hearing on the Action Plan Adoption: On April 26, 2017, the City held a public
hearing to receive comments on and adopt the City's Action Plan. A notice for the hearing
was published in the San Mateo County Times on March 27, 2017.
Online Outreach: The City noticed all of the CDBG related public hearings through the City’s
website and Facebook page. The City also sent email notifications to the current CDBG
subrecipients and the City’s CDBG and Economic & Community Development listservs.
Public Meetings: The City held public CDBG Subcommittee meetings on January 30, 2017,
March 13, 2017, and xxxxxxx.
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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
1 Public
Outreach
Minorities
Non-English
Speakers- Specify
other Language:
Spanish
Non-targeted/
broad community
On March 22, 2017, the City held a
public hearing with the Mayor and
City Council to receive public
comments on the City’s Housing
and community development
needs. A public notice for the
hearing, written in English and
Spanish, was published in the San
Mateo County Times on February
20, 2017. The hearing was also
noticed through the City’s website
and Facebook page. The City also
sent email notifications to the
current CGBG subrecipients and
the City’s CDBG and Economic &
Community Development listservs
(See Attachments B & C)
The City received eleven (11)
public comments. All of the
comments received were in
support of different non-profits
seeking CDBG or HOME
Administrative funding. The
comments described the
nonprofits’ programs and their
impact on the community while
also thanking the City Council
for their support. Further
information regarding the
comments is provided in
Attachment C.
All comments were
accepted.
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3
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B
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-No
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i
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s
2 Public
Noticing via
Newspaper
Minorities
Persons with
Disabilities
Non-targeted/
broad community
Published notices for public
meetings/hearings were posted in
the San Mateo County Times on
Feb 20, 2017 and March 27, 2017.
No comments were received
from the noticing. Comments
were received at the noticed
public meetings and hearings
All comments were
accepted
Se
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At
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Expected Resources
AP-15 Expected Resources – 91.220(c) (1, 2)
Introduction
The City's FY 17-18 entitlement amount is expected to be about $415,000 based on prior year estimates. Delays in the budget
appropriations process in the U.S. Congress means that the City has not received it s final allocation of CDBG for the 2017-2018
program year. The City is also supporting several projects funded from 2016-2017 and prior year funds. The final costs for these
projects and the amounts expected to be available at the end of the year have not been finalized. To allow for the City to stay on
schedule in budgeting the 2017-2018 year, the City is using estimates of both the allocation and the prior year roll -over amounts. In
order to meet federal public participation requirements, the City will be representing budgeted amounts as percentages of eli gible
funds, and, absent any major deviations from prior year funding, will use these percentages to identify specific funding amounts
when the final allocations are made available. The City is budgeting for approximately $615,000 in prior years' uncommitted and roll-
over funds. In FY 16-17 the City initiated the set-up of a Revolving Loan Fund for housing rehabilitation projects, which means that all
program income received would no longer be applied to the total funds that must be spent in a funding cycle . Policy changes within
HUD have place the use of the Revolving Loan Fund in question, and the City will be making final decisions regarding the RLF as
appropriate in compliance with HUD regulations during the public comment period of this Annual Action Plan . This gives the City a
CDBG budget of approximately $1,030,000 for FY 17-18. In addition, the City’s the FY 17-18 HOME allocation is $11,437 which
provides the City with an overall budget of approximately $1,041,000. Additional budget information is provided in Exhibit A.
Priority Table
Program Source of
Funds
Uses
of Funds
Expected Amount Available Year 2 Expected Amount
Available
Remainder
of ConPlan
Narrative Description
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Annual
Allocation
Program
Income
(RLF)
Prior Year
Resources
Total
(does not
include RLF)
CDBG Public
Federal
-Acquisition
-Admin and Planning
-Economic Development
-Housing
-Public Improvements
-Public Services
415,000 30,000 615,000 1,030,000 0 The City of South San
Francisco is an entitlement
jurisdiction and therefore
receives an annual CDBG
grant allocation from HUD,
the City also receives a
variable amount of Program
Income. Additionally,
accumulated funds from prior
program years have resulted
in significant prior year
resources that the City is
required to budget and spend
down.
Home
Admin
Funds
Public
Federal
-Fair Housing 11,437 0 0 11,437 0 The City of South San
Francisco is part of the San
Mateo County HOME
Consortium. As a member of
this consortium, the City
receives 1% of the County’s
annual HOME allocation for
administrative purposes.
Table 4 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Leveraging CDBG funds continues to be a greater challenge with the dissolution of
Redevelopment Agencies (RDA) statewide. In the past, CDBG funds were able to leverage
significant amounts of RDA funding for housing and commercial projects. A reduction to CDBG
entitlement amounts over the last few years have also required the City to cut funding to nearly
half of the public service organizations. Overall, CDBG funding is insufficient to leverage
significant funds and now can only be provided as a small match in attempt to secure what
other non-federal funding might be available.
However, the City is exploring the possibility of utilizing CDBG funding for smaller public right of
way improvements that will ensure that the City is more competitive in future years for Cap and
Trade funding. These improvements may include upgrading intersections and making the
downtown more pedestrian friendly.
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Over the years, the City's RDA acquired several residential and commercial properties; however
with the dissolution of RDAs, the City is required to sell all its properties and return all proceeds
to the State. Therefore, the City is in the process of selling these commercial properties. In the
past few years the City has been selling the smaller residential properties which have been
occupied by low income households. The City’s Housing Investment Plan has stipulated,
however, that the proceeds received from the sale must be used to replace the unit
somewhere else in the City. The City has not sold all of the residential properties, and still has 6
residential units that are being leased to low income households.
CDBG funds have also helped improve city-owned properties that are used to provide services
to low and moderate income or special needs residents such as parks, libraries, the boys and
girls club, senior center and right of way improvements. CDBG funds do not subsidize, in any
way, the operations of those city-owned facilities but have provided accessibility and non-
routine maintenance improvements.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Funding estimates are based on estimates of potential entitlement allocations and of total
program income received. Per project funding will be represented as a percentage or an
approximate range. Funding estimates will be refined once HUD notices the City with its final
allocation. Final budgets are expected to fit within the percentages and ranges included in this
action plan.
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding
Estimate
Goal Outcome
Indicator
1 Increase,
Maintain,
& Improve
Affordable
Housing
2013 2017 Affordable
Housing
Citywide Affordable
Housing
CDBG:
$347,000
Homeowner
Housing
Rehabilitated:
48 Households
2 Provide
Public
Services to
Improve
Quality of
Life
2013 2017 Non-Housing
Community
Development
Citywide Public Services CDBG:
$83,000
(est.)
Public Service
Activities other
than Low/
Moderate Income
Housing Benefit:
517 Persons
Assisted
3 Provide
Service-
Enriched
Homeless
Shelters
2013 2017 Homeless Citywide Homeless
Services and
Housing
CDBG:
Included
in Goal 2
Public
Services
Funding
Homeless Person
Overnight
Shelter:
114 Persons
Assisted
4 Preserve
and
Improve
Public
Right of
Way or
Facilities
2013 2017 Public
Improvements
In eligible
service
areas
Public
Improvements
CDBG:
$500,000
Other:
Public Facilities
and
infrastructure
improvements in
CDBG target area
neighborhoods
Table 6 - Goals Summary
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Goal Descriptions
1 Goal Name Increase, Maintain, & Improve Affordable Housing
Goal
Description
For FY 17-18, the City will implement the following activities in order to meet this
goal: housing rehabilitation, minor home repair, emergency home repair grants,
debris box vouchers, and accessibility modification programs. Additionally, the City
will continue to administer its existing first time homebuyer loans and below market
rate housing units.
2 Goal Name Provide Public Services to Improve Quality of Life
Goal
Description
For FY 17-18, the City will allocate 15% of its annual entitlement and 15% of its prior
year program income to non-profit organizations that provide public services. The City
anticipates serving 517 low to moderate income residents in FY 17-18.
3 Goal Name Provide Service-Enriched Homeless Shelters
Goal
Description
There is a significant need for service-enriched shelters and transitional housing for
both homeless individuals and families as the City has experienced a significant
increase in chronically homeless and transients, especially in the Downtown. The City
will address this need by providing public service funds to Samaritan House and CORA.
Samaritan House operates the Safe Harbor Shelter located in South San Francisco,
which provides 90 beds to homeless individuals. CORA provides emergency shelter for
those seeking refuge from domestic violence or abuse. The City will also continue to
work with the Homeless Outreach Team (HOT) to move the most difficult, long term
homeless/transient individuals out of the Downtown area by placing them in
emergency shelters and connecting them with County medical and rehabilitation
services. This includes the City’s participation in the HOT’s Case Manager Group and
Oversight Committee.
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4 Goal Name Preserve and Improve Public Facilities
Goal
Description
The City of South San Francisco may use these funds to support investments in
predevelopment activities for infrastructure and public facilities. These
predevelopment activities may be used to assemble sites for affordable housing or
provide infrastructure that would benefit the community.
Additionally, it is likely that the City will these funds to improve public facilities, such
as improvements to Park facilities and funding ADA improvements, as identified in the
City’s ADA Transition Plan. In FY 16-17 the City spent $240,000 improving the ADA
ramps to public intersections in the CDBG Service Areas. In FY 17-18 the City
anticipates continuing to fund activities outlined in the ADA Transition Plan, as well as
providing the “last mile” of funding to several eligible projects within the City.
Table 7 – Goal Descriptions
In prior years the City has used funding for the Façade Improvement Program in the downtown.
This program provided grants for Downtown businesses undertaking façade improvements and
assists local business owners with improving the appearance of their store, as well as
eliminating blight. In the past 4 fiscal years, the City has provided 19 façade grants, far
exceeding the Consolidated Plan’s goal of 5. Given this and the large amount of private
investment slated for the downtown in the next 2 -3 years, the City has discontinued this
program.
Estimate the number of extremely low-income, low-income, and moderate-income families
to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):
The City does not receive HUD funds directly from HUD.
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AP-35 Projects – 91.220(d)
Introduction
The City plans to implement the following projects:
Public Services (15% of current year entitlement funds and prior year program income funds;
estimated at $83,000)
Health Mobile 10% of available public services funding:
Free onsite, comprehensive dental care for low-income children
HIP Housing: Home Sharing Program 12% of available public services funding:
Facilitates rent or service exchange home sharing arrangements through interviewing and
screening clients
John’s Closet 6% of available public services funding:
Provides new clothing for low income children
Legal Aid Society 12% of available public services funding:
Legal assistance and advocacy for people losing their homes or living in substandard
conditions
Rape Trauma Services Center 12% of available public services funding:
Mental health services to address the multiple healing needs of child survivors of sexual
trauma
Star Vista 10% of available public services funding:
Subsidized apartments and case management services for emancipated foster youth plus
essential life skills training
Ombudsman Services of San Mateo County, Inc. 9% of available public services funding:
Advocacy services to elderly and developmentally disabled individuals
Service-Enriched Homeless Shelters *
Community Overcoming Relationship Abuse (CORA) 9% of available public services funding:
Emergency shelter for victims and survivors of domestic violence and their children
Samaritan House 21% of available public services funding:
Operates the Safe Harbor Shelter, a 90 bed homeless shelter that provides emergency and
transitional housing for homeless adults
*Homeless shelters are a subcategory under the Public Services
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Minor Home Repair Programs (Funded from the 65% capital projects and programs funding in
current year entitlement – estimated at about $135,000)
Center for Independence of Individuals with Disabilities (CID) - Housing Accessibility
Modification Program 7% of Minor Home Repair funding:
Installs ramps, grab bars, and other modifications to make a home accessible
El Concilio - Peninsula Minor Home Repair 28% of Minor Home Repair funding:
Minor home repairs for low-income households to make their home eligible for
energy/weatherization improvements that would otherwise not be completed and increase
energy and water conservation
Rebuilding Together Peninsula (RTP) - National Rebuilding Day 12% of Minor Home Repair
funding:
Program that utilizes volunteers to rehabilitate homes on National Rebuilding Day
Rebuilding Together Peninsula (RTP) - Safe at Home 52% of Minor Home Repair funding:
A year round program that addresses minor repair needs
City Sponsored Housing Rehabilitation Program ($212,000 – estimated to be funded from
entitlement, and pending receipt of program income and year-end assessment of available
prior year resources)
Provides low interest loans and grants to low-income families for housing alterations and
repairs that correct code deficiencies and/or improve the health and safety of the home.
Public Improvement Projects ($500,000 pending entitlement allocation funding and year-end
assessment of available prior year resources)
These funds may be used towards Public Improvements to Ci ty Facilities as well as within the
Public Right of Way in low/mod areas. The funds may support investments in predevelopment
activities for infrastructure and public facilities. These predevelopment activities may be used
to assemble sites for affordable housing or provide infrastructure that would benefit the
community as a whole.
CDBG Administration (20% of current year entitlement, pending receipt of allocation, and
current year program income estimated at about $100,000)
The City will use 20% of its entitlement and current year program income to administer the
CDBG program.
Fair Housing ($11,437)*
Project Sentinel ($11,437)*
Provides comprehensive fair housing services of complaint investigation, community outreach,
and education
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*HOME Administrative Funds are not reported in HUD’s Integrated Disbursement & Information
System (IDIS)
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# Project Name
1 Public Services
2 Service-Enriched Homeless Shelter
3 Minor Home Repair/Modification Programs
4 City-Sponsored Housing Rehabilitation Program
5 Public Improvement Projects
6 CDBG Administration
Table 8 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
Given the limited funds available, the City prioritizes activities which provided maximum benefit
to the community. The majority of the City's CDBG funds are allocated to supporting housing
rehabilitation and public improvements because these types of activities are not restricted by
spending limitations and are highly impactful. Further, it is intended that CDBG money will be
utilized for the ‘last mile’ of funding for projects that may not otherwise be completed. A major
funding obstacle continues to be sufficiently supporting the wide variety of crucial public
services needed in the City due to federal spending limits specific to public services. While the
public service need far exceeds the funds available to provide those services, the City has
selected those activities which would be most effective.
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AP - 38 Project Summary
Project Summary Information
Project funding in this table is represented either as an approximate range or as a percentage of
funds received. These funding amounts will be revised to reflect final numbers once the City
receives its allocation announcement from HUD. Final budgets are expected to fit within the
percentages and ranges included in this action plan.
1 Project Name Public Services
Target Area Citywide
Goals Supported Provide Public Services to Improve Quality of Life
Needs Addressed Public Services
Funding CDBG: 15% of current year entitlement and prior year
program income estimated at about $83,000
Description For FY 17-18, the City will allocate 15% of its annual
entitlement to non-profit organizations that provide public
services.
Target Date 6/30/2018
Estimate the number and type
of families that will benefit
from the proposed activities
517 extremely low to low income individuals are estimated to
benefit from the proposed activities.
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Location Description Health Mobile
1659 Scott Blvd # 4
Santa Clara, CA 95050-4137
HIP Housing
364 South Railroad Avenue
San Mateo, CA 94401-4024
John’s Closet
444 E. Market St., Rm. 2
Daly City, CA 94014
Legal Aid Society
330 Twin Dolphin Drive, Suite 123
Redwood City, CA 94065-1455
Ombudsman Services of San Mateo County, Inc.
711 Nevada St.
Redwood City, CA 94061-1555
Rape Trauma Services Center
1860 El Camino Real, Suite 406
Burlingame, CA 94010-3117
StarVista
701 Grand Ave
South San Francisco, CA 94080-2553
Planned Activities
Health Mobile 10% of available public services funding:
Free onsite, comprehensive dental care for low-income
children.
HIP Housing: Home Sharing Program 12% of available
public services funding:
Facilitates rent or service exchange home sharing
arrangements
John’s Closet 6% of available public services funding:
Provides new clothing for low income children.
Legal Aid Society12% of available public services funding:
Legal assistance and advocacy for people losing their
homes or living in substandard conditions.
Ombudsman Services of San Mateo County, Inc. 9% of
available public services funding:
Advocacy services to elderly and developmentally disabled
individuals
Rape Trauma Services Center 12% of available public
services funding: Mental health services to address the
multiple healing needs of child survivors of sexual trauma.
StarVista 10% of available public services funding:
Subsidized apartments and case management services for
emancipated foster youth plus essential life skills training.
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2 Project Name Service-Enriched Homeless Shelters
Target Area Citywide
Goals Supported Provide Service-Enriched Homeless Shelters
Needs Addressed Homeless Services and Housing
Funding Included as part of Public Services funding in Project 1
Description The City will address the need for service-enriched shelters
and transitional housing by providing public service funds to
Samaritan House and CORA. Samaritan House operates the
Safe Harbor Shelter located in South San Francisco, which
provides 90 beds to homeless individuals. CORA provides
emergency shelter for those seeking refuge from domestic
violence or abuse.
Target Date 6/30/2018
Estimate the number and type
of families that will benefit
from the proposed activities
The City anticipates providing 114 homeless persons
overnight shelter
Location Description Community Overcoming Relationship Abuse (CORA)
Address Suppressed
Samaritan House: Safe Harbor Shelter
295 North Access Road
South San Francisco, CA 94080-690
Planned Activities Community Overcoming Relationship Abuse (CORA) 9%
of available public services funding:
Emergency shelter for victims and survivors of domestic
violence and their children
Samaritan House: Safe Harbor Shelter 21% of available
public services funding:
Operates the Safe Harbor Shelter, a 90 bed homeless
shelter that provides emergency and transitional housing
for homeless adults
3 Project Name Minor Home Repair/Modification Programs
Target Area Citywide
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $135,000 estimated from entitlement and prior year
resources
Description For FY 17-18 the City will allocate funding to various non-
profits that provide minor home repairs and accessibility
modifications to low income homeowners.
Target Date 6/30/2018
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Estimate the number and type
of families that will benefit
from the proposed activities
The City anticipates serving 44 low income households.
Location Description Center for Independence of Individuals with Disabilities
2001 Winward Way, Suite 103
San Mateo, CA 94404
El Concilio of San Mateo County
1419 Burlingame Avenue, Suite N
Burlingame, CA 94010-4123
Rebuilding Together Peninsula
841 Kaynyne Street
Redwood City, CA 94063-3000
Planned Activities CID - Housing Accessibility Modification Program 7% of
Minor Home Repair funding:
Installs ramps, grab bars, and other modifications to make
a home accessible.
El Concilio - Peninsula Minor Home Repair 28% of Minor
Home Repair funding:
Minor home repairs for low-income households to make
their home eligible for energy/weatherization
improvements Minor home repairs for low-income
households to make their home eligible for
energy/weatherization improvements.
Rebuilding Together - National Rebuilding Day 12% of
Minor Home Repair funding:
Program that utilizes volunteers to rehabilitate homes on
National Rebuilding Day.
Rebuilding Together - Safe at Home 52% of Minor Home
Repair funding:A year-round program that addresses
minor repair needs.
4 Project Name City-Sponsored Housing Rehabilitation Program
Target Area Citywide
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $212,000 estimated program income, entitlement, and
prior year resources
Description Provides low interest loans and grants to low-income families
for housing alterations and repairs that correct code
deficiencies and/or improve the health and safety of the
home.
Target Date 6/30/2018
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Estimate the number and type
of families that will benefit
from the proposed activities
This year the City anticipates serving four (4) households.
Location Description This program is available citywide for low/mod income
households.
Planned Activities Housing Rehabilitation Loans
Provides low interest loans to low-income families
for housing alterations and repairs that correct code
deficiencies and/or improve the health and safety of the
home.
Emergency Repair Vouchers
Provides low-income families grants of up to $5,000 to
make emergency safety and/or code violation repairs.
Debris Box Vouchers
Provides low-income families with a debris box to clear
code violations and clean up conditions that affect the
health, safety or appearance of properties.
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5 Project Name Public Improvement Projects
Target Area Service Areas: Downtown, Uptown, Westborough,
Camino/Sunshine & Orange/Lindenville, CDBG target area
Goals Supported Sustain and/or Increase Economic Activity
Needs Addressed Economic Development Services
Public Facilities Improvements
Funding CDBG: $500,000
Description The City will use CDBG funds to provide public right of way
and facility improvements in the City, with the Uptown and
Downtown areas as the priority areas.
Target Date 6/30/2018
Estimate the number and type
of families that will benefit
from the proposed activities
The City anticipates undertaking at least four (4) public facility
improvements projects next year
Location Description The Public Improvement projects will be implemented in the
Service Areas (See Attachment D: Service Area Map). The
Census tracts comprising these service areas are 6017, 6019,
6020, 6021, 6022, 6023, 6024 & 6026.
The City’s priorities are to invest in the Downtown and
Uptown areas, however it is sometimes difficult to identify
and implement Right of Way Improvement Projects in these
areas. Therefore, expanding the Services Areas to the greater
LMA areas will allow the City to utilize its CDBG entitlement
more effectively, whilst additionally benefitting a greater
population.
The City has identified these census tracts to be a local target
area as more than 50% of residents in this area are
considered low to moderate income (see Attachment D). This
local target area also meets the CDBG Low to Moderate Area
Benefit (LMA) requirements.
Planned Activities These funds may be used for Public Right of Way
improvement expenditures in low/mod areas. This may
include improved street lighting or street sewer laterals. The
City may consider a sidewalk improvement program. Or the
funds may support investments in predevelopment activities
for affordable housing, infrastructure and public facilities.
6 Project Name CDBG Administration
Target Area N/A
Goals Supported N/A
Needs Addressed N/A
Funding CDBG: 20% of current year entitlement and program income,
estimated at about $100,000.
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Description The City will use 20% of its entitlement to administer the
CDBG program.
Target Date 6/30/2018
Estimate the number and type
of families that will benefit
from the proposed activities
N/A
Location Description N/A
Planned Activities The City will use 20% of its entitlement and current year
program income to administer the CDBG program.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City has identified the census blocks with more than 50% of residents with low to moderate
household incomes. Using HUDs CPD Maps website as a guide, as well as using HUDs GIS
dataset, the City has created a CDBG Service Areas map for South San Francisco (see
Attachment 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 meets the CDBG Low to Moderate Area Benefit (LMA)
requirements:
601700-1
601901-2, 601902-1, 601902-3
602000-5
602100-1, 602100-3
602200-1, 602200-2, 602200-3, 602200-4, 602200-5
602300-1
602400-1
602600-1, 602600-2, 602600-4.
The City will direct assistance to these areas through public improvement projects and the
façade improvement program in the downtown. The City will also fund improvements to public
facilities located within the City, especially for ADA improvements.
Geographic Distribution
Target Areas Percentage of Funds
CDBG Target Area 33%
Downtown, Uptown, Orange/Lindenville, Camino/Sunshine &
Westborough
33%
Table 9 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City designates these areas as target areas for funding services because a majority of those
who reside and/or receive services in this area are low income. Therefore, improvements made
to this area, through activities like public right of way beautification projects, create a citywide
benefit.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction
A lack of resources and the current market conditions have presented barriers to affordable
housing. Currently, there is a lack of sufficient federal, state, and county funds to create new
affordable housing. Federal tax credits are very limited and extremely competitive.
Furthermore, the County resources, which consist only of HOME funds, have been drastically
reduced and remain extremely competitive.
Additionally, the dissolution of RDAs signifies a tremendous loss of resources available for
affordable housing. In prior years, RDA funds were used to develop numerous affordable
housing units while also bolstering the City's CDBG program. Due to the dissolution o f the RDA,
it is now necessary to piece together several years of funding allocations and grants, thus
requiring at least 5 to 7 sources of funds to be able to construct new housing on the Peninsula.
These sources have consequently reduced as well. As such , cities will not be able to meet their
state mandated housing production requirements, especially for affordable housing units.
In addition to limited resources, the current market conditions have created an unsustainable
housing cost environment due to inflated rents and expensive home/land prices. According to
the 2015 American Community Survey 1-Year Estimates, 65% of renters in South San Francisco
are paying more than 35% of their income towards rent and 23% of all renters are paying more
than 50% of their income towards rent. Additionally 30% of homeowners in South San Francisco
are spending 35% or more of their household income on housing costs (2009 -2013 American
Community Survey 5-Year Estimates). This data signifies that approximately one third (1/3) 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 as formidable barriers. Therefore, the City is continually
seeking new and innovative ideas to overcome these barriers.
Actions 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 in
order to foster and maintain the supply of affordable housing and to remove barriers to
affordable housing development. The City will also continue to maintain and encourage
affordable housing development by:
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Implementing zoning to ensure there is an adequate supply of land to meet its
Association of Bay Area Governments (ABAG) regional housing needs allocation.
Continuing to implement the City's Inclusionary Housing Ordinance; this requires
that a percentage of new “for sale” residential units are 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 sources of funding for the City's affordable housing programs and
working with non‐profit developers to promote the development of affordable
housing 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, inter‐governmental cooperation,
public‐private partnerships, and permit streamlining.
Continuing to cooperate with other governmental agencies and take an active
interest in seeking solutions to area‐wide housing problems.
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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 make to address things such
as meeting underserved needs, affordable housing, and 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. In a time with limited funding available, the City's
focus will be on creativity and collaboration in order to meet more needs of the community.
Actions planned to address obstacles to meeting underserved needs
The main obstacle the City faces in meeting underserved needs is a lack of funding. With the
loss of RDA funds and declining CDBG entitlements, the City has limited capabilities in meeting
the needs of the community. Additionally, many local service providers are also experiencing
declines in both private and public funding, which further hinder their capability to mee t needs.
The City plans to address this obstacle by continuing to look for new funding sources and find
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
Listed below are actions the City plans to take to foster and maintain affordable housing:
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
to the fullest extent to rehabilitate existing housing units. Additionally, the City will continue
to support affordable housing for groups with special needs, including seniors, the disabled,
and the homeless.
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 who are introducing new BMR units to the market
which provides guidance regarding resident selection, monitoring etc.
Actions planned to reduce lead-based paint hazards
The City will continue to incorporate lead testing and lead safe work practices into all
rehabilitation projects it funds. Additionally, the City makes lead-based paint information
available on its website, to all the local non-profit agencies, to homeowners and renters. The
City also provides loans and grants to homeowners and public facilities to abate lead -based
paint hazards.
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City webpage for lead-based paint information:
http://www.ssf.net/1338/Homeowner-Information
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:
First, the City has acquired housing units over the years and converted them into affordable
rental units. The City manages the units and rents them at affordable rates to assist low income
families whose incomes do not support market rate housing costs. These efforts help reduce
the number of families living in poverty by providing them with affordable housing costs.
Additionally, the City has provided some of these units to the County’s Emancip ated Foster
Youth Program to provide affordable housing for youth who have transitioned out of the foster
care system. Additionally, the City’s housing rehabilitation program offers low and moderate
income homeowners the opportunity to bring their homes to current building and safety
standards by providing low interest loans and grants. This improves living conditions in a
manner that doesn’t create an economic burden on the family.
It is also important to note that non-profit organizations in South San Francisco play an
important role in providing affordable housing, food, child care, 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 prior
year program income. Since the City does not know how much program income will be received
in a given year, and since program income is often received after the Action Plan has been
drafted and the budgets have been set, it can be difficult to fully incorporate program income
into services funding. . The City continues to strive for efforts that creatively and efficiently
work with these constraints.
Actions planned to develop institutional structure
City will make the following efforts to improve institutional structure:
Continue to assist the homeless and those at risk of becoming hom eless by supporting non-
profits that offer solutions and services to the homeless and continue working the with the
Homeless Outreach Team (HOT)
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Continue to work with the other local jurisdiction as part of the CDBG Work Group in order
to increase collaboration and make administrative and monitoring processes more
standardized, compliant, and efficient
Continue to build and improve relationships with local service providers
Continue to coordinate and participate in the Continuum of Care
Actions planned to enhance coordination between public and private housing and social
service agencies
The City plans to take the following actions to enhance coordination in the implementation of
the City's Action Plan:
Continue to collaborate with the County of San Mateo, private housing developers, lenders,
and non-profit housing developers in order 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 to serve on the San
Mateo 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 collaborations
Work with businesses and the Chamber of Commerce on downtown beautification and
other projects to improve the downtown
Continue to work with the Homeless Outreach Team; this includes the City’s participation
on the HOT’s Case Manager Group and Oversight Committee
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Program Specific Requirements
AP- 90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available f or 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%
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Attachment A
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Attachment B : Public Noticing
San Mateo County Times
Emails to subrecipients
Twitter
Facebook
Website
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Attachment C – Public Comments
Needs Assessment Hearing (March 22, 2017)
1.
Name: Ann Marquart
Organization: Project Sentinel
Comments: SSF woman resident needed assistance breaking her rental lease. She became disabled and
needed to vacate early, PS assisted her with this.
One development has 200 units and was only accepting social security cards as ID. PS worked with the
management company to not discriminate with people who do not have SS. PS provided education and
awareness regarding other forms of acceptable identification for their residents.
PS is hosting a symposium and have flyers/brochures for the event that provides counseling for fair
housing and resources for people.
Question from Council: How do people know about PS?
A: from our City Clerk or Housing Division’s referrals, posters on transit (busses etc.)/social media and
flyers in community centers etc.
2.
Name: Cari Pang Chen
Organization: Rebuilding Together Peninsula
Comments: Thank-you Council for continuing to fund their 2 programs in the City. On April 29, 3 homes
in SSF will be rehabilitated on NRB. The City’s own building division volunteers their assistance too. To
date, 15 of the projected 16 Safe at Home projects have been completed in SSF. RTP provides assistance
to residents that cant afford to do their home repairs. Deferred maintenance causes the lower income
homeowners with a great deal of stress. The costs of this also add up or cause homes to become
derelict. The program assists people with this.
In addition, there are some SSF businesses (such as Genentech) that assist and provide funding to their
program.
A note from a homeowner that they assisted was provided to council.
3.
Name: Laura Fanucchi
Organization: HIP Housing
Comments: Have helped 50 people with homesharing in SSF. This fiscal year they have helped 144
people with housing resources. In addition, HIP Housing has provided technical and policy support and
guidance to the newly formed Home Match SF and Home Share SLO programs. HIP Housing’s
publications and programs are featured on HUD’s website.
4.
Name: Melissa Lukin
Organization: CORA
Comments: CORA have provided 40 years of services for domestic violence in SSF. CORA work closely
with our law enforcement officers. They provide shelter and crisis intervention for victims of domestic
violence. CORA offer the “first step” services for those seeking a life free from abuse. This year CORA’s
team worked with Rape Trauma Services for outreach.
5.
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Name: Trevor Yan
Organization: Legal Aid Society of San Mateo
Comments: Trevor grew up in east SSF. He is now the housing staff attorney for Legal Aid. Thank Council
for their continued support. Legal Aid served 108 residents in SSF last year. They found that 30% of the
evictions notices and cases in the City are “no cause evictions” whereas 25% were for nonpayment rent.
Legal Aid handles and provides guidance tenant/landlord disputes for low income tenants. Legal Aid is
involved with advocating for those who experience housing discrimination.
6.
Name: Lisa Heath
Organization: CID
Comments: CID provide services for accessibility modifications to homes. For examples, they will install
ramps/grab bars etc to ensure that homes are more accessible to disabled or the elderly and allow them
to stay in their homes rather than having to move or be placed in care facilities.
Recently, CID helped a 52 year old male paraplegic with an access ramp to his backyard. The man enjoys
being outdoors and had no way of getting into his backyard without assistance. CID installed the ramp
so that he can be more self-sufficient.
Thanks Council for continued support.
7.
Name: Amanda Freeman
Organization: Rape Trauma Services
Comments: Thank Council for continued support. RTS work with Mike Brosnan frequently to provide
assistance to the sexually assaulted. Recently, they presented at a local high school and a teenage girl
approached them afterwards. Her and her family were living in an older man’s apartment and her mom
lost her job. The older man exploited the teenage girl, in exchange for a no rental agreement. RTS
worked with the family to resolve this situation.
8.
Name: Dianne Papan
Organization: Johns Closet
Comments: have been operating for 29 years without overhead. They provide new clothes to children
which gives them immediate self-esteem assurances. Thank you for your continued support.
9.
Name: Sofia Daniel & Duante Young
Organization: StarVista
Comments: Provide holistic services for former foster youth. 50% of youth are placed outside of the
county which means that they have to leave their community/schools/friends. The youth engaged in
their program participate in 30 hours of productive activity a week. Typically, 1:3 kids exiting the foster
home system will end up homeless in 24 months. StarVista assists them with the adjustment with 98%
of the youth participating in some form of vocational education.
Duante – a local youth in the program spoke about how this has benefitted him and thanked council for
their ongoing support.
10.
Name: Julia Palmer
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Organization: Safe Harbor
Comments: Thank Council for continued support. SH have served 153 SSF residents. They provide
intense case management and housing assistance to facilitate permanent housing placements in the
City.
A local man, Gil, had been renting a property for a long time and was evicted. Gil was living in his car but
was referred to SH by our downtown police. SH assisted him with an HRP voucher and with this voucher
he was able to secure housing. He is now renting a 1br apartment in the City. In addition, Measure A
funding was used for the security deposit on his apartment.
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Attachment D
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