HomeMy WebLinkAboutReso 69-2018 (17-1151)City of South San Francisco P.O. Box 711 (City Hall,
400 Grand Avenue)
South San Francisco, CA
City Council
Resolution: RES 69 -2018
File Number: 17 -1151 Enactment Number: RES 69 -2018
A RESOLUTION APPROVING THE CITY OF SOUTH SAN
FRANCISCO'S 2018 -23 FIVE -YEAR CONSOLIDATED PLAN AND
2018 -19 ONE YEAR ACTION PLAN FOR THE COMMUNITY
DEVELOPMENT BLOCK GRANT PROGRAM AND AUTHORIZING
1) SUBMITTAL OF THE CITY'S 2018 -23 FIVE -YEAR
CONSOLIDATED PLAN AND 2018 -19 ANNUAL ACTION PLAN
AND ALL OTHER REQUIRED DOCUMENTS TO THE U.S.
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT; 2) A
BUDGET TRANSFER TO INCORPORATE THE FEDERAL
ADMINISTRATIVE FUNDS INTO THE 2018 -19 OPERATING
BUDGET; AND 3) THE CITY MANAGER TO EXECUTE ALL
DOCUMENTS AND CERTIFICATIONS NECESSARY TO SECURE
AND AWARD THE ADMINISTRATIVE FUNDS FOR THE CITY.
WHEREAS, the 2018 -23 Five -Year Consolidated Plan ( "Con Plan ") is designed to assess affordable
housing and community development needs and market conditions, and to make data - driven,
place -based investment decisions for the Community Development Block Grant (CDBG) entitlement
jurisdictions; and
WHEREAS, the consolidated planning process serves as the framework for a community -wide dialogue
to identify housing and community development priorities that align and focus funding from block grant
programs; and
WHEREAS, The Con Plan is carried out through Annual Action Plans, which provides a more concise
summary of the actions, activities, and the specific federal and non - federal resources that will be used
each year to address the priority needs and specific goals identified by the Consolidated Plan; and
WHEREAS , based on the feedback received during public outreach, affordable housing, public services,
and improvements to public facilities for safety and accessibility continue to be of greatest concern to the
community; and
WHEREAS, the Con Plan and Action Plan establish goals and programs to address these concerns; and
WHEREAS, staff recommends approval and submittal, as presented to the City Council at its May 9,
2018 meeting, of the City's 2018 -23 Five -Year Consolidated Plan and 2018 -19 One Year Action Plan
and all other required documents to the U.S. Department of Housing and Urban Development (HUD);
and
City of South San Francisco Page 1
File Number. 17 -1151
Enactment Number: RES 69 -2018
WHEREAS, staff recommends approval and submittal, as presented to the City Council at its May 9,
2018 meeting, of the City's 2018 -23 Five -Year Consolidated Plan and 2018 -19 One Year Action Plan
and all other required documents to the U.S. Department of Housing and Urban Development (HUD);
and
WHEREAS, staff recommends that the City Council authorize a budget transfer to incorporate
Community Development Block Grant (CDBG) and Home Investment Partnerships Program ( "HOME ")
Administrative Funds into the 2018 -19 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 2018 -23 Five -Year Consolidated Plan and 2018 -19 Annual Action Plan.
Authorizes submittal of the City's 2018 -23 Five -Year Consolidated Plan and 2018 -19 Annual 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
2018 -19 operating budget.
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.
At a meeting of the City Council on 5/9/2018, a motion was made by Richard Garbarino, seconded by
Pradeep Gupta, that this Resolution be adopted. The motion passed.
Yes: 4 Mayor Pro Tem Matsumoto, Councilmember Garbarino, Councilmember Gupta,
and Councilmember Addiego
Absent: 1 May
Attest by
City of South San Francisco Page 2
City of South San Francisco
2018‐2023 CDBG
Consolidated Plan
In Partnership with the San Mateo County HOME Consortium
Public Review Draft
4‐9‐2018
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Executive Summary
ES‐05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
1. Introduction
The U.S. Department of Housing and Urban Development (HUD) requires all jurisdictions that receive
HUD funding to complete regular plans and reports to guide how they will use HUD funds to address
community challenges. These plans are divided up into three components; the 5 year Consolidated Plan
(Con Plan) is an overarching document intended to provide big‐picture goals and strategies for how the
jurisdiction will address community priorities, the Annual Action Plan (AAP) is a one year document that
tiers off the Consolidated Plan and identifies specific projects and activities for funding, and the
Consolidated Annual Performance Evaluation Report (CAPER) is an annual report on the progress made
against the goals identified in the Con Plan and AAP.
The City of South San Francisco (City) has been a recipient of entitlement HUD funds for several decades.
The 2018‐2022 Consolidated Plan identifies the community priorities and the City’s strategies to address
those priorities for the coming five years. The City must prepare and submit the Consolidated Plan to
HUD in order to receive federal Community Development Block Grant (CDBG) funds. The City’s Con Plan
covers fiscal years 2018‐2019 to 2022‐2023 and the City’s 2018‐2019 Action Plan is incorporated into the
Con Plan.
CDBG funding is specifically intended to assist low‐ and moderate‐income persons, households, and
neighborhoods. HUD funding has the three following goals:
1. Providing decent and affordable housing;
2. Providing a suitable living environment; and
3. Expanding economic opportunities
The City's Con Plan 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.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The City's Con Plan identifies the following needs and has developed goals and activities that further
HUD's program goals.
Need: Affordable Housing
Goal: Increase, preserve, and improve the supply of affordable housing for low‐ and moderate‐income
households.
Activities: The City will use CDBG funds for housing rehabilitation, minor home repairs, and accessibility
modifications. Additionally, the City will continue to administer its existing First Time Home Buyer Loans
and Below Market Rate Housing units.
Need: Public Facilities and Infrastructure Improvements
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Goal: Preserve and improve public facilities that serve a high percentage of low‐income or special needs
residents.
Activities: The City will use CDBG funds, when feasible, to make accessibility modifications to public
facilities and to rehabilitate facilities with urgent needs.
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.
Activities: The City will allocate 15% of its annual entitlement and 15% of prior year program income to
public services.
Need: Homeless services and housing
Goal: Provide service‐enriched shelter and transitional housing for homeless families and individuals.
Activities: There is a significant need for emergency and transitional housing as well as case
management however, the City lacks funding for operating costs of emergency and transitional housing.
The City plans to offset the loss of operating funds by providing funds, when feasible, for rehabilitation
and accessibility modifications to emergency and transitional housing. However, should additional funds
become available the City will support operating costs.
3. Evaluation of past performance
The City’s 2013‐2018 Consolidated Plan identified housing, public facilities, public services, economic
development, and homeless services and housing as priority needs. The 2013‐2018 Consolidated Plan
included strategies specifically intended to address those priorities, and was generally successful at
meeting both annual and five‐year goals. The City also faced staffing and timeliness expenditure
challenges in managing and maintaining consistent performance over the prior planning period.
However, the City has successfully met those challenges and is on target for a very productive Con Plan
cycle.
Over the prior five‐year period, the City used CDBG funds in collaboration with regional non‐profits
to support minor home repair and accessibility improvements intended to help low‐income families,
seniors, and persons with disabilities to remain in their homes. These rehabilitation‐type programs
helped maintain existing affordable housing and improved living conditions for residents.
The City also made efforts to improve the community by funding numerous non‐profit organizations
that provided a wide variety of public services which included senior services, youth services, homeless
services, general social services, and disabled services. Additionally, CDBG funds were used to improve
accessibility and/or rehabilitate various public facilities. For example, ADA modification projects were by
improving access at intersections throughout the City ADA ramp improvements; the playground
rubberized resurfacing at Alta Loma Park, Brentwood Park, and Francisco Terrace, and the City Hall Tot
lot; parking lot resurfacing and ADA compliance at the Magnolia Senior Center and Siebecker Childcare
facility. Finally, the City made efforts to improve the downtown area by providing improvements to
downtown businesses through its Commercial Rehabilitation Program.
Beyond funding programs, the City also made efforts to increase coordination with other agencies and
jurisdictions and to streamline processes. These efforts include collaboration with other jurisdictions and
San Mateo County in the HOME Consortium, participating in a region Assessment of Fair Housing,
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improving coordination with the Continuum of Care, and developing a response team to address
homelessness. While the City is committed to increasing and preserving affordable housing in the
community, it faced many challenges especially with rising housing costs and declining CDBG funding of
the past Con Plan period.
4. Summary of citizen participation process and consultation process
Pursuant to 24 CFR part 91.105, the City of South San Francisco is required to develop a Citizen
Participation Plan (CPP). The purpose of the CPP is to encourage citizen participation, particularly
residents of predominantly low‐ and moderate‐income neighborhoods, in the development of the City's
Con Plan and Annual Action Plans, substantial amendments to these plans, and the Consolidated Annual
Performance and Evaluation Report (CAPER). The City of South San Francisco revised its CPP in FY
2017/18 and formally adopted the revised plan on September 6, 2017 to update and include language
regarding the Assessment of Fair Housing. This revised plan clearly incorporates all federal regulations,
explicitly states its record keeping protocol, and encourages citizen participation. In accordance with its
CPP, the City made the following efforts to promote participation; supported the County’s needs
assessment survey, held a joint community input meeting and two public hearings, and had appropriate
public review/comment periods. For further information regarding the City's citizen participation and
consultation process, please see the PR‐10 Consultation and PR‐15 Citizen Participation sections of this
plan.
5. Summary of public comments
The City received written comments from its community needs assessment survey as well as verbal
comments at the joint community input meeting, needs assessment public hearing and public hearing
on the proposed Con Plan. These comments are provided as an Attachment to the plan.
6. Summary of comments or views not accepted and the reasons for not accepting them
This section will be completed at the close of the public comment period.
7. Summary
The City of South San Francisco was able to make significant progress toward addressing community
needs during the prior Con Plan period. However, more work is still needed. Rapidly rising housing
costs have put significant pressure on the existing housing stock and have adversely impacted the City’s
low‐ and moderate‐income households. Reduced CDBG entitlement funding and increasing political
uncertainty have increased the CDBG administrative burden without identifying additional
administrative funding. The City has also had challenges with timeliness, resulting from unforeseen
program income payments and lagging public infrastructure and facility projects. Staff have been
actively working to address these challenges and has made substantial progress in improving program
administration.
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The Process
PR‐05 Lead & Responsible Agencies ‐ 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency SOUTH SAN FRANCISCO
CDBG Administrator SOUTH SAN FRANCISCO Economic Development and
Housing (EDH) Division
Table 1– Responsible Agencies
Narrative
Consolidated Plan Public Contact Information
City of South San Francisco
Economic Development and Housing Division
400 Grand Ave.
South San Francisco, CA 94080
(650) 829‐6620
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PR‐10 Consultation ‐ 91.100, 91.200(b), 91.215(l)
1. Introduction
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(I)).
During this Con 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 continue 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
Continued efforts by the downtown bike patrol to connect the homeless to available homeless
services
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 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 and continues to be active in the City. 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
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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.
Additionally, the CoC has established specific objectives for reducing homelessness at both the system
and project level.
System‐Wide Objectives
The San Mateo County Department of Human Services Center of Homelessness prepared the “Strategic
Plan: Ending Homelessness in San Mateo County” which laid out the CoC’s overall strategy for ending
homelessness by 2020. The new Strategic Plan is intended to pick up where the previous “10‐Year Plan
to Prevent and End Homelessness” (the HOPE Plan), which adopted in 2006 and ran through 2016. Key
accomplishments from the HOPE Plan 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). DOH has also supported the creation of 96 new units of permanent supportive housing, including
projects developed by the Mental Health Association 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 new Strategic Plan aims to build on the successes of the HOPE plan with the goal to end
homelessness in San Mateo County by 2020 through outreach, emergency shelters, transitional housing,
rapid rehousing, permanent supportive housing and homelessness prevention programs.
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
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Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the 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 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 2015 San Mateo County prepared an Analysis of Homeless System Performance which was intended
to analyze available data on homelessness and assess the performance of existing programs and
projects. The performance report was used to inform on the new Strategic Plan by providing data
driven performance guidance.
Evaluation of Project Outcomes
System‐Wide Performance Measurement
Every two years, the CoC Lead Agency, the San Mateo County Center on Homelessness (COH)
compiles a report on the point in time homeless population count. This report tracks changes in
homeless and at risk population in the County and provides guidance on where to focus resources.
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.
Homeless Management Information System (HMIS)
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.
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2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions 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
14, 2018 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
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.
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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 and
through consultation questionnaire
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 and through the consultation questionnaire
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 and
meetings with City staff
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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 14, 2018 CDBG needs
assessment public meeting
8. 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
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 14, 2018 CDBG
needs assessment public meeting
9. 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 14, 2018 CDBG needs
assessment public meeting, as well as through the
written consultation questionairre
10. 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 14, 2018 CDBG
needs assessment public meeting
11. 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 14, 2018 CDBG Needs Assessment public
meeting
12. 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 14, 2018
CDBG Needs Assessment public meeting
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13. 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 and public
service needs during the March 14, 2018 CDBG
Needs Assessment public meeting
14. 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 24, 2018 CDBG needs
assessment public meeting
15. 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 provided input at the March 14,
2018 public meeting
16. 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 14, 2018 CDBG
needs assessment public meeting
17. Agency/Group/Organization StarVista
Agency/Group/Organization Type Services‐ Homeless
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?
StarVista provided input on public service needs
during the March 14, 2018 CDBG needs
assessment public meeting
Table 2– Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting
All agency types were contacted for consultation, however not all agencies provided feedback. The City
will continue to collect feedback throughout the public comment period.
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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.
Strategic Plan:
Ending
Homelessness in
San Mateo County
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 Strategic Plan. Some
of the Strategic Plan's goals are to increase homeless housing
opportunities and to prevent and end homelessness by
delivering flexible services.
County of San
Mateo’s
Assessment of Fair
Housing
San Mateo
County
The Assessment of Fair Housing (AFH) was a regional plan
that included both regional and jurisdiction specific goals
intended to address housing discrimination. The AFH was
required by HUD for all jurisdictions receiving federal
housing funds. The goals identified in the AFH will be used to
guide this Con Plan and future AAPs in addressing housing
discrimination.
City of 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))
The City has worked closely with the County of San Mateo and the other HOME Consortium partners in
the development of its Consolidated Plan as these jurisdictions are on the same grant cycle as the City.
Collaborative efforts included creating an online community needs assessment survey that was targeted
to residences, service providers, and other community stakeholders. In addition, the City and San Mateo
County held a joint community input meeting. This meeting focused on having community stakeholders
identify and prioritize needs in the region, and was held in South San Francisco.
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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 sub‐recipients. The work group
collectively organizes community forums, requests for proposals, and joint monitoring of sub‐recipients.
Additionally, the work group has implemented the use of standardized applications, reporting, and
reimbursement forms for sub‐recipients through a common online grant management system. The work
group shares information regarding sub‐recipients and how to handle issues that may arise for the
subrecipients such as reporting, invoicing, or actions needed to correct and track performance. Recently,
the work group has also developed a regional Assessment of Fair Housing (Attached).
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PR‐15 Citizen 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 its Citizen Participation Plan and formally adopted the revised
plan on September 9, 2017, to include language on citizen participation on the AFH. This revised plan
clearly incorporates all federal regulations, explicitly states its record keeping protocol, and encourages
citizen participation. The following is a summary of the significant actions the City undertook in
developing the plan.
December 10, 2018 to January 26, 2018 ‐ Community Needs Assessment Survey Issued
October 24, 2017 ‐ Joint Community Input Meeting
January 7 to January 25, 2013 ‐ CDBG Renewal Applications Available (for public service and fair
housing activities)
February 26, 2018 ‐ Public Notice of Community Needs Assessment Hearing published in the San Mateo
County Times
March 14, 2018 ‐ Community Needs Assessment Hearing
March 21, 2018 ‐ CDBG Subcommittee meeting
April 10, 2018 ‐ Public Notice of Availability of the City's Con Plan and FY 18‐19 One Year Action
Plan published in the San Mateo County Times
April 10 to May 9, 2018 ‐ 30 day public comment period on the City's Con Plan and FY 18‐19 One
Year Action Plan
May 9, 2018 ‐ Final funding allocations and Public Hearing on the adoption of the City's Con Plan
and FY 2018‐19 One Year Action Plan
May 15, 2018 (Pending Allocation Announcements) ‐ Submission of the City's Con Plan and FY 18‐19
One Year Action Plan to HUD
HUD has identified that the allocation announcements for 2018‐19 CDBG funding will be delayed and
have not been received prior to initiating the Public Comment period. The 2018‐2023 Consolidated Plan
cannot be submitted to HUD until allocations have been announced. The City has elected to prepare
and release the Consolidated Plan on the traditional schedule to help prevent project backlogs and gaps
in service that can result from delayed planning, as per HUD’s official guidance regarding the delayed
allocation announcements.
Additionally, the following are specific efforts made by the City 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:
Joint Input Meeting ‐ The City held a community input meeting in conjunction with San Mateo County.
This meeting provided residents, service providers and local officials a forum in which they could provide
their opinions about the needs in the community.
Community Needs Assessment Survey ‐ The City also participated with San Mateo County in an online
community needs assessment survey that was available in English and Spanish. The survey was made
available on the City's website and was announced through the City's CDBG ECD listservs and the South
San Francisco Chamber of Commerce newsletter and e‐bulletin. Further, HCD staff worked with the
Community Learning Center, to provide opportunities for residents that don't have access to computers
Consolidated Plan SOUTH SAN FRANCISCO 15
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to take the survey. This facilitation was done in English and Spanish. Additionally, the survey was
featured in an article in the South San Francisco Patch, a local newspaper.
Public Hearing on Community Needs ‐ On March 14, 2018, the City held a public hearing to receive
comments on the City's housing and community development needs. A public notice for the hearing was
published on February 28, 2018 in the San Mateo County Times. Notice of the hearing was also emailed
to the CDBG and ECD listservs.
Public Hearing on the Con Plan Adoption ‐ On May 9, 2018 the City will hold a public hearing to receive
comments on the City's Con Plan. A public notice for the hearing Will be published in the San Mateo
County Times. Notice of the hearing will also be emailed to the CDBG and ECD listservs.
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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 Internet
Outreach
Community
Needs Survey
Minorities
Non‐
English
Speaking ‐
Specify
other
language:
Spanish
Nontargeted/
broad
community
Local
Service Providers
The City created an online
community
needs assessment survey
that was
available in English and
Spanish from
The community needs
assessment survey
identified public
infrastructure needs in
the community
All
Comments
Accepted
http://ww
w.survey
monkey.c
om/s/SSFD
C‐
Survey
2 Public
Meeting
Minorities
Non‐
English
Speaking ‐
Specify
other
language:
Spanish
Nontargeted/
broad
community
Local
Service Providers
On October 23, 2017, The
City in partnership with San
Mateo County held a CDBG
Community Needs
Assessment meeting and
solicited information about
community needs from
residents, local service
providers and agency
partners
Comments regarding
improved housing
affordability and
coordination between
service providers were
received
All
Comments
Accepted
NA
3 Public
Hearing
Minorities
Non‐English Speakers‐
Specify other
Language: Spanish
Non‐targeted/ broad
community
On March 14, 2018, 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.
Comments regarding
improved housing
affordability and
coordination between
service providers were
received. See Attached
All
Comments
Accepted
ht
t
p
:
/
/
w
w
w
.
s
s
f
.
n
e
t
/
1
9
3
7
/
CD
B
G
‐No
t
i
c
e
s
4 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 28,
2018 and In April.
No comments were
received from the
noticing. Comments
were received at the
noticed public
meetings and hearings
All
comments
were
accepted
Se
e
At
t
a
c
h
m
e
n
t
Table 4– Citizen Participation Outreach
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Needs Assessment
NA‐05 Overview
Needs Assessment Overview
Through consultation and citizen participation efforts the City has determined that there is a wide
variety of need in the community. Below describes the City's housing and homeless needs and the
following section describes the public services and public facility improvement needs.
Housing Needs
As mentioned in the Executive Summary, the City is part of the San Mateo County HOME Consortium
therefore the City submits its Con Plan jointly with the County. For this reason, the housing and
homeless needs sections are defaulted to the County to provide. Although the City's plan doesn't have
designated housing or homeless needs sections, the City has examined HUD provided CHAS
(Comprehensive Housing Affordability Strategy) data about the City's current housing stock and needs.
Using this CHAS data along with the community input gathered through the Con Plan process the City
has determined that there is a significant need for new affordable housing and preservation of the
existing affordable units. Based on the 2010‐2014 CHAS data, over 11,000 low‐income households in
South San Francisco had a housing cost burden, where more than 30% of their income is going toward
housing. Median rent prices in the City have risen more than 23% between 2000 and 2016 (adjusted for
inflation), while median household incomes have only increased about .3% over the same period
according to the 2000 U.S. Census and the 2012‐2016 American Community Survey.
In addition to affordability, there is also a need to improve the conditions of the City's existing housing
stock. According to HUD’s 2010‐2014 CHAS data there are approximately 425 low to moderate income
households in the City that lack a complete kitchen or plumbing facilities. Another indication of pressure
on the existing housing stock is overcrowding. Approximately 1405 households report overcrowding or
severe overcrowding in the City (2010‐2014 CHAS). Additionally, approximately 80% of all housing units
in the City were built before 1980 signifying an aging housing stock with rising maintenance needs and
costs, and an increased risk of lead‐based paint hazards.
Homeless Needs
The City has also identified that there is a substantial need for emergency and transitional housing along
with comprehensive case management and services. Section AP‐65 Homeless and Other Special Needs
Activities describes this in further detail.
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NA‐50 Non‐Housing Community Development Needs ‐ 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
New Public Facilities
During the previous Con Plan the City identified the need for a day facility for homeless individuals that
provides food, bathroom/shower facilities, referrals, and resources. The City was unable to identify
resources to fund such a facility, and the need continues to exist.
Existing Public Facilities
There is a great need for disabled access modifications to city‐owned and non‐profit owned facilities to
enhance access for the disabled community. The City is taking active steps to address these accessibility
problems at city‐owned properties and has developed an ADA Transition Plan to help prioritize and
guide accessibility improvements to public facilities. This plan identifies the community facilities and
spaces that do not meet ADA standards, describes actions to address areas of inaccessibility, and sets a
schedule and priorities for completing the plan. The City will continue to reference the ADA Transition
Plan during the annual CDBG planning process to help address the necessary improvements.
Additionally, several social service providers have indicated a need for increased space for program
operations; however, funding is not readily available for such expansions since CDBG funds are
insufficient to assist with acquisitions or major renovations. However, CDBG funds can be used for
accessibility modifications or rehabilitation projects.
How were these needs determined?
New Public Facilities
In preparation for the prior Con Plan, the City’s Downtown Task Force addressed the homeless and
transient issues that continue to negatively affecting downtown businesses. The Task Force was
comprised of local business owners, a Chamber of Commerce Representative, homeless and social
service providers, a City Council Member, a County Supervisor, Police Department representatives, and
other City staff. The Task Force met for a series of meetings, during several months, to identify causes
for the concentration of the homeless population in the area and potential solutions to this issue. In
these meetings, multiple solutions were identified including the need for a day facility for homeless
individuals.
Existing Public Facilities
CDBG administrators regularly hold public improvement meetings with staff from the City's Public Works
and Parks and Recreation Departments to identify which existing public facilities need ADA
improvements or renovations. These departments oversee the city‐owned community facilities such as
the parks, senior center, and library branches. During the meetings the different departments discussed
needs and identified potential projects based on CDBG eligibility, usage type, and the frequency in which
residents use the facility. These meetings inform the improvement needs of city‐owned properties.
Several social service agencies have informed the City of their need for larger tenant spaces and have
requested funding to assist in the acquisition; however, there are not sufficient CDBG funds for that
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purpose. The City continues to encourage social service agencies to partner and leverage available
funding to meet their capital needs.
Describe the jurisdiction’s need for Public Improvements:
The City has identified that many of the City's parks' pathways, parking lots, and playgrounds do not
meet ADA accessibility standards. As mentioned above, the City’s ADA Transition Plan is used as a guide
for future ADA improvements at the City's parks. The City will use CDBG funds, when feasible, to address
actions listed in the ADA Transition Plan.
How were these needs determined?
As previously mentioned, CDBG administration staff hold public improvement meetings with staff from
the City's Public Works and Parks and Recreation Departments to identify which public infrastructure
and parks need ADA improvements. During these meetings the different departments discuss public
improvement needs and identified potential projects.
Describe the jurisdiction’s need for Public Services:
The City’s goal is to maintain a healthy and sustainable community and therefore has made it a priority
to undertake a variety of community development activities to help improve the lives of low‐income
residents. The City has identified the following public services as being needed in the community.
Safety Net Services
Safety Net Services are basic services such as food access, shelter, clothing, medical and/or dental
services, transportation, domestic violence services, etc. These types of service are essential in helping
the homeless and those at risk of homelessness.
Behavioral Health Services
There is a growing need for these services especially for the homeless and chemically dependent
populations. Services would include mental health services, counseling, and rehabilitation programs.
Life Skills Training/Education Services
The City has identified a need for services geared toward helping residents improve their lives. Services
include: employment skill and vocational training, financial literacy, family support services, literacy
services, English as a second language (ESL) services, and case management.
Community Improvement Services
There is an identified need to improve the community as a whole and to engage community members,
especially to support the youths and seniors. This especially pertains to the City’s downtown area. These
services would include crime awareness/prevention, youth services, senior services, and disabled
services.
Housing‐Related Services
Beyond the need for affordable, safe, and accessible housing, there is a need in the community for
housing‐related public services. Services would include rental assistance, legal assistance and mediation
(tenant/landlord), transitional housing services, and fair housing services.
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How were these needs determined?
The City determined its public services needs through multiple public outreach efforts. The City held a
joint public meeting with the County of San Mateo to evaluate public needs. Many local service
providers attended the meeting and provided input on the needs in South San Francisco and the County
as a whole. The City also held a public hearing on community needs in front of the South San Francisco
City Council. Additionally, the City supported San Mateo County’s online community needs assessment
survey that was sent to local service providers, community stakeholders, and residents. This survey
asked respondents to identify public service, housing, and economic development needs based on the
ranking of high, medium or low priority. This survey was made available from December 10, 2017 to
January 26, 2018.
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Housing Market Analysis
MA‐05 Overview
Housing Market Analysis Overview:
The housing market in the San Francisco Bay Area, including South San Francisco, has rebounded from
the housing crisis of the previous decade with some of the highest housing costs in the nation. Both
home sales prices and contract rents have increased dramatically, and the increased costs have put
substantial pressure on low‐income households, particularly seniors on fixed incomes, and larger
families with children. At the same time, new housing development state‐wide has lagged demand,
creating a serious supply shortage and contributing to problems like deferred maintenance and
overcrowding, which are common symptoms of an over‐burdened housing market.
Meanwhile, the general economy has improved over the last five years, with low unemployment and
gradual wage growth. Job growth has improved state‐wide, especially in the traditionally robust
metropolitan areas, such as the Bay Area. Economic opportunities have brought more employees to the
metro centers, but housing shortages and high housing costs have pushed many of those employees,
particularly lower‐wage employees, into housing that is either substandard or overcrowded, or located
farther from their employment. The result is a ripple of impacted housing flowing out from the Bay Area
and into other northern and central California communities. South San Francisco’s location as
immediately adjacent to one of the most robust economies in the state has amplified the City’s housing
challenges, and has made new housing development and housing preservation a community priority.
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MA‐45 Non‐Housing Community Development Assets ‐ 91.410, 91.210(f)
Introduction
This section describes South San Francisco’s economic development asset needs, whereas the Needs
Assessment section of this plan, specifically NA‐50 (Non‐Housing Community Development Needs),
described South San Francisco’s needs for public facilities, improvements, and services. The following
tables provide context for the market analysis.
Economic Development Market Analysis
Business Activity
Business by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
Share of
Jobs
Jobs less
workers
Agriculture, Mining, Oil & Gas Extraction 66 5 0.2% 0.0% ‐0.2%
Arts, Entertainment, Accommodations 4,193 4,525 11.9% 8.9% ‐3.0%
Construction 1,718 2,487 4.9% 4.9% 0.0%
Education and Health Care Services 7,135 6,793 20.2% 13.3% ‐6.9%
Finance, Insurance, and Real Estate 2,654 1,812 7.5% 3.6% ‐4.0%
Information 894 352 2.5% 0.7% ‐1.8%
Manufacturing 2,449 11,667 6.9% 22.9% 16.0%
Other Services 2,165 1,695 6.1% 3.3% ‐2.8%
Professional, Scientific, Management Services 4,609 8,219 13.1% 16.1% 3.1%
Public Administration 1,459 312 4.1% 0.6% ‐3.5%
Retail Trade 3,788 3,123 10.7% 6.1% ‐4.6%
Transportation and Warehousing 2,817 5,459 8.0% 10.7% 2.7%
Wholesale Trade 1,300 4,452 3.7% 8.7% 5.1%
Total 35,247 50,901 ‐‐ ‐‐ ‐‐
Table 5 ‐ Business Activity
Data Source: 2012‐2016 ACS (Workers), 2015 Longitudinal Employer‐Household Dynamics (Jobs) OnTheMap Jobs by NAICS Industry Sector
Labor Force
Total Population in the Civilian Labor Force 37,743
Civilian Employed Population 16 years and over 35,247
Unemployment Rate 6.6%
Unemployment Rate for Ages 16‐24 15.35%
Unemployment Rate for Ages 25‐64 6.83%
Table 6 ‐ Labor Force
Data Source: 2012‐2016 ACS
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Occupations by Sector Number of People
Management, business, science and arts 12,138
Farming, fisheries and forestry occupations 55
Service 7,345
Sales and office 9,390
Construction, extraction, maintenance and repair 2,205
Production, transportation and material moving 4,169
Table 7 – Occupations by Sector
Data Source: 2012‐2016 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 19,767 58%
30‐59 Minutes 11,300 33%
60 or More Minutes 2,860 9%
Total 33,836 100%
Table 8 ‐ Travel Time
Data Source: 2012‐2016 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 3,041 287 1,546
High school graduate (includes
equivalency) 5,589 420 1,277
Some college or Associate's degree 9,830 794 2,021
Bachelor's degree or higher 11,536 447 1,401
Table 9 ‐ Educational Attainment by Employment Status
Data Source: 2012‐2016 ACS
Educational Attainment by Age
Educational Attainment Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 7 441 294 1,548 1,449
9th to 12th grade, no diploma 543 655 867 1,069 1,170
High school graduate, GED, or
alternative 1,416 1,807 1,550 3,929 2,894
Some college, no degree 2,110 2,745 2007 4,170 1,371
Associate's degree 351 989 691 2,063 694
Bachelor's degree 790 3,226 2,811 4,423 1,666
Graduate or professional degree 0 824 1,105 1,033 504
Table 10 ‐ Educational Attainment by Age
Data Source: 2012‐2016 ACS
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Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12
Months 2009‐2031 ACS (2013‐2018
Consolidated Plan)
Median Earnings in the Past 12
Months
2012‐2016 ACS
Less than high school graduate $21,559 $30,047
High school graduate (includes
equivalency) $31,965
$35,303
Some college or Associate's degree $42,188 $41,491
Bachelor's degree $57,871 $59,129
Graduate or professional degree $73,462 $92,283
Table 11 – Median Earnings in the Past 12 Months
Data Source: 2009‐2013 ACS, 2012‐2016 ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
From the Business Activity table above, the five most common sectors of economic activity (also
referred to as industries) in South San Francisco are listed below:
1. Educational services, including health care and social assistance (20% of workers and 13% of
jobs). Health care and social assistance includes nursing homes, doctors, medical assistants and
social workers.
2. Professional, scientific, management, administrative and waste management services (13% of
workers and 16% of jobs). Professional, scientific, management and administrative industries
includes accountants, interior designers, engineers, and environmental consultants. Waste
management refers to processing, transporting, storing, handling and recycling waste products.
3. Arts, entertainment, accommodations (12% of workers and 9% of jobs). Arts, entertainment and
accommodations includes hotels and motels, and arts and entertainment organizations
including non‐profit organization.
4. Retail trade (11% of workers and 6% of jobs). The retail trade sector comprises establishments
engaged in retailing merchandise, generally without transformation, and rendering services
incidental to the sale of merchandise.
5. Transportation and Warehousing (8% of workers and 11% of jobs). Transportation and
warehousing includes trucking, railroad, dock workers, and the associated warehouses.
Describe the workforce and infrastructure needs of the business community:
South San Francisco's economy was historically based on manufacturing and processing industries many
of which have evolved into warehousing and distribution businesses. Growth in high technology and
service firms has continued in the City. The City is the hub to the life science industry, housing over 200
firms and utilizing over 11.5 million square feet. The City continues to make investments in
infrastructure to support this key industry.
Affordable housing is an even greater key economic development challenge facing South San Francisco
than it was five years ago.
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As Table 11 shows, there are some industries where the workforce and available jobs align. Other
industries are importing labor while other occupations are exporting workers. The gap between
manufacturing jobs and manufacturing works indicates that many workers are coming from outside the
City. The professional, scientific, and management services industry is also importing labor. Conversely,
public administration professionals, information professionals, and a small number of education and
health care service professionals are exporting labor.
The alignment of workforce and jobs can provide insight about what kind of housing and workforce
development is necessary. For instance, the surplus of transportation and warehousing and
manufacturing jobs, which generally pay low to middle wages, indicates that there is likely a shortage of
housing affordable to those employees. At the same time, the export of public administrators and
information professionals indicates that these higher wage positions are finding housing that is
affordable for them in the City while working in other jurisdictions.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
According to a check of the South San Francisco Economic Development Department website on
December 21, 2017, the following development projects are either currently under review or under
construction. These new developments may result in the creation of new jobs. Numerous jobs in the
professional, scientific, management services sector can be anticipated in association with the new
office and R&D projects and associated projects like child care centers. Additional new jobs will likely be,
or already have been, created in the arts, entertainment, accommodations sector due to the new hotels,
Oyster Point Redevelopment at the marina, wellness facilities, restaurants, and performing arts center.
New jobs will likely be, or already have been, created in the public administration sector due to the new
USDA office building, police station and fire station.
PROJECT DESCRIPTION
494 Forbes
Boulevard Two 4‐5 Story Office/R&D buildings and a 3‐level parking structure.
249 E. Grand Four Office/ R&D buildings and a 4‐level parking garage.
328 Roebling Construct two Office/R&D buildings and at grade & subterranean parking.
Merck Campus Nine story Office/R&D building, and a multi‐level parking garage.
475 Eccles Two 4‐story Office/R&D buildings and a 5‐level parking structure.
Gateway
Business Park
Master Plan
Master Plan approval for 4 parcels totaling 22.6 acres, with an overall FAR of 1.25.
Gateway of
Pacific
Construct two Office/R&D buildings (12‐story & 5‐story) with two‐level subterranean parking
garages and a 47,938 SF amenity building.
Britannia Cove
at Oyster Point
884,344 SF of Office/R&D development (7 buildings), a full service hotel with up to 200 rooms
(including a restaurant), 20,000 SF of retail including a restaurant and an 8‐story parking
structure.
Consolidated Plan SOUTH SAN FRANCISCO 26
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PROJECT DESCRIPTION
Oyster Point
Redevelopment
Multi‐phased development of Oyster Point in South San Francisco. Approved by the City
Council in 2011, the Oyster Point Specific Plan (OPSP) calls for the transformation of 81 acres
of bay front area into a mixed‐use development that will include a state‐of‐the‐art life
sciences campus, new park and recreation space, a vibrant marina environment, and a site
that can accommodate commercial and hotel uses.
Genesis
Two office towers, 24,000 SF of commercial, 200 seat performing arts center, and 100 child
day care center. Amenity building consisting of 110‐room hotel, wellness center, restaurant,
retail and various amenities adjacent and connected to the North Tower.
Genentech
Child Care
Building
Administrative building and four classroom buildings. Up to 500 Children and 175 associated
staff members are anticipated.
Genentech
Building B‐40 8 Story, 160,000 SF office and amenity building.
USDA Office
Building Tentative Parcel Map to construct a 21, 807 SF office building on a vacant 3.62 acre site.
Costco Site
Improvements
Demo and construct a new fuel facility with 12 dispensers, a new underground storage tank,
and the north parking lot will be expanded, with an expansion of the existing Costco
Warehouse building.
550 Gateway
Hotel 5‐story Hotel with 151 rooms.
Marriott
Fairfield Inn &
Suites
5‐story Hotel with 128 rooms.
Caltrain Station
Improvement
Project
Project will realign the station to allow easier pedestrian access to downtown, as well as
improve station safety and disabled access. An underpass and plaza will be constructed to
allow pedestrians access from downtown to the newly renovated station and to the east side
of US 101.
South San
Francisco
Community
Civic Campus
Primarily funded by Measure W, this project will include the design and construction of a new
Police Station, a new Fire Station, and a shared Library and Parks and Recreation facility.
Data Source: City of South San Francisco, 2017
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
With over 100 biotechnology companies, the City of South San Francisco is the nation's hub for
the life science industry. The industry and the City have identified workforce development as a
critical challenge in order to retain the industry in South San Francisco. While there are local
universities such as UCSF and Stanford to supply the scientists, the industry does not employ
only scientists as it utilizes a full range of workers with different skill sets. The City has found
that the elementary and secondary school system in South San Francisco does not focus on job
training for existing high‐technology and emerging green industries. The City has assisted the
school district in obtaining grants to teach more math and science in the schools. The City has
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also partnered with businesses to provide direct assistance to the schools. Currently, the City's
Library provides after school programs to elementary school students in math and science
education. The City also partners with Skyline College to promote biotechnology training to
individuals who do not continue to a four‐year university.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
There are several regional workforce training options available to South San Francisco Residents. These
include:
El Concilio Emergency Social Services; provides information about employment assistance and training
programs to local residents, including Spanish speaking households. Also provides referrals to other
service providers.
Family Service Agency of San Mateo County: Senior Employment Services; provides training and job
placement for low‐income people over 55. Also runs a job‐matchup program with no income
requirements.
Goodwill Industries of San Francisco, San Mateo, and Marin Counties; provides vocational rehabilitation
programs for disabled and disadvantaged adults with an emphasis on computer software applications,
hotel and restaurant management, banking, and retail training.
Jobtrain: Job Training and Placement Program; provides job training to low‐income unemployed or
underemployed adults and independent youth in the Bay Area.
Peninsula Family Service: Second Career Employment Program; provides job training and placement to
low‐income persons over the age of 55.
South San Francisco residents have access to many educational opportunities, all of which offer career
development and job training, including:
Public Universities
San Francisco State University
University of California, Berkeley
University of California, San Francisco
Community Colleges
Skyline College
San Francisco City College
College of San Mateo
Private Institutions
Stanford University
University of San Francisco
Golden Gate University
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At least half a dozen fine art schools
The above mix of job training opportunities provides comprehensive coverage of both the resident
population and the range of jobs available in the City. While many of the social service job training
providers help older or low‐income persons develop new or core job skills, the community college and
local universities provide opportunities for higher education, particularly in the math and sciences. This
range of opportunity aligns with many of the larger employment sectors in the City.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
The Association of Bay Area Governments (ABAG) is preparing the CEDS for the Bay Area. San Mateo
County will be a participant in the CEDS for the Bay Area. The City of South San Francisco intends to
participate in the CEDS once it is final.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
The Bay Area Comprehensive Economic Development Strategy (CEDS) is being prepared by the
Association of Bay Area Governments (ABAG) in collaboration with local and regional workforce
organizations. One of the end results of the CEDS will be the establishment of a Regional Economic
Development District (EDD) per US Economic Development Administration standards.
The strategy presents a socioeconomic overview of the Bay Area and will work to address the most
critical economic development challenges in the area:
• Housing
• Workforce Training
• Transportation and Infrastructure
• Business Resilience and Opportunities
• Community Health and Equity
The Regional Economic Development District is built around a set of underlying principles under which
the EDD will operate.
A Comprehensive Approach to Reaching Economic Goals
A strong local and regional economy can only be achieved with a comprehensive integrated focus on
good jobs and workforce development; housing and transportation; energy, water and
telecommunications; and overall financial stability.
Equity
The action plan will only be successful if it improves opportunities and conditions for low‐income
households and disadvantaged communities and mitigates negative impacts on these groups or areas.
Local Control
Local government’s land use authority and plans for their communities will be respected and the
objectives of local organizations will be incorporated into the regional plan.
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Regional Diversity
Recognize that each city and county has unique assets and challenges and that the application and
implementation of the Action Plan will vary to best respond to local community conditions.
Resilience
Actions will recognize the broader demands of a setting challenged by natural hazards and long term
climate change.
Discussion
A shortage of housing and affordable housing is one of the most significant challenges facing the
workforce in the Bay Area, including South San Francisco. The lack of workforce housing means that
employees must commute to work, sometimes long distances. While Table 14 shows that 42% of South
San Francisco residents commute more than 30 minutes to work, the jobs to workers imbalance in the
lower and middle‐income wage range indicates that a significant portion of the workforce is commuting
in to the City from other lower cost areas. Commuting has direct and measurable impacts on workforce
productivity, traffic congestion, and air quality. Addressing the shortage of affordable workforce
housing is a priority need for the Bay Area in general, including the City of South San Francisco.
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MA‐50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
Substandard housing maps 1 – 3 show the highest concentrations of substandard housing by income
level in the City, as determine dy HUD’s CPD Maps. Map 1 shows substandard housing by extremely
low‐income households. Both census tracts 6022 and 6026 show between 5% and 17.5% of housing as
substandard. Map 2 shows low‐income housing, and has the same census blocks as having the highest
concentrations of substandard housing in the City with between 4.3% and 15.9% of units as
substandard. Map 3 has between 3.5% and 13.7% of housing in moderate‐income households as
substandard in those same tracts.
The maps also show substandard housing in three areas immediately adjacent to the City. These include
the California Golf Club, the section of unincorporated area to the south east of the golf club, and
Census tract 6016.03 to the north west of the City. One challenge in preparing housing market analysis
at the jurisdictional level is that housing markets tend to be very porous, and boundaries like school
districts tend to have much more influence over markets than city boundaries or census tracts.
Much of the downtown and older sections of the City of South San Francisco developed in the early
1900's predominately along the Bay, and the historic downtown area was the first area to contain
housing and commercial properties. Most of the downtown area was constructed between 1915 and
1930 and many of those housing units and buildings still exist today. The construction period of the
1920's used lead paint and asbestos extensively and even homes constructed up to 1978 can contain
lead‐based paint. In the downtown area, approximately 87% of the occupied housing units were built
before 1979, which is why the downtown is now the focus area for lead paint abatement programs
(2012‐2016 American Community Survey 5‐Year Estimates). Further, the foggy and rainy Peninsula
weather creates water intrusion and mold/mildew problems for structures in the area which were not
built to today's modern codes. These problems attribute to the housing rehabilitation needs in these
areas. As described both above and in more detail below, the downtown Area also has the largest
concentration of extremely low and low‐income families. Since the families in this area lack adequate
resources, it makes it difficult to address structural conditions in the home such as lead and asbestos
abatement or rehabilitation of broken windows and doors. The lack of resources also creates poor
health and safety conditions in the home.
The most prominent housing problem in the City is cost burden, followed by overcrowding. While the
vast majority of homes have complete plumbing facilities, many older homes have deferred
maintenance and associated health and safety problems. These repairs can be quite expensive and out
of financial reach for low‐income homeowners, which leads to additional maintenance problems and
deterioration.
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Map 1: Extremely Low‐Income Households with Substandard Housing
Data Source: CPD Maps, 2017
Map 2: Low‐Income Households with Substandard Housing
Data Source: CPD Maps, 2017
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Map 3: Moderate‐Income Households with Substandard Housing
Data Source: CPD Maps, 2017
Are there any areas in the jurisdiction where racial or ethnic minorities or low‐income
families are concentrated? (include a definition of "concentration")
The City’s low‐income target area includes part or all of census tracts 6026, 6024, 6023, 6022, 6019.02,
6019.01, and 6021. Census tract 6022 is both a low‐mod census tract and qualified census tract. Low‐
mod areas are census block groups where more than 50% of households earn less than 80% of AMI, as
determined by HUD. Qualified census tracts are based on the national poverty level, and indicate a
deeper and more intrinsic level of poverty. Please see Map 4: 2018 Low‐Income Census Block Groups
Map below for a rendering of the low‐income areas and qualified census tracts in the City. Areas in
green are low‐mod census blocks, and areas in blue are qualified census tracts. Map 5: Race and
Ethnicity distribution shows where race and ethnic minority households live in the City. For the
purposes of this discussion, a low‐income household concentration means areas where more than 50%
of households earn less than 80% of AMI. Minority concentrations indicate areas where there are
proportionally more minority households than in the region as a whole. The graph below shows the
comparison of race and ethnic minorities in South San Francisco compared to the San Francisco,
Oakland, and Hayward region.
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Map 4: 2018 Low‐Income Census Block Groups Map
Data Source: CPD Maps, 2017
Map 5: Race and Ethnic Concentrations
Data Source: AFFH Maps, 2017
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Data Source: AFFH Maps, 2017
The highest concentrations of Hispanic households in the City are in census tracts 6022 and 6021, which
are the City’s qualified census tract and one of the low‐income census block groups, and where much of
the older and substandard housing in the City is located. Tract 6026 is the other block group that has
both a high concentration of low‐income households as well as substandard housing and has a
significant distribution of Asian residents. Both the Hispanic and Asian populations are much higher in
South San Francisco than in the region as a whole. Please see the City’s Assessment of Fair Housing,
completed in coordination with San Mateo County 2017 for a more in‐depth analysis of the race and
ethnic population distributions in the City.
Due to the downtown and adjacent area of the City having high concentrations of Hispanic families and
low‐income families, the City has deemed this area in prior Consolidated Plans to be a Local Target Area.
The City has, in the past, targeted social services and resources to this area. Seeing as the demographics
have remained relatively the same since the 2000 census, the City will continue to classify the
downtown area as a Local Target Area and target resources and services there when feasible.
The table below shows the ethnic breakdown for the whole city.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
White, Non‐
Hispanic
Black, Non‐
Hispanic
HispanicAsian or Pacific
Islander, Non‐
Hispanic
Native
American, Non‐
Hispanic
Two or More
Races, Non‐
Hispanic
Other, Non‐
Hispanic
Race and Ethnic Minority Population ComparisonChart
(South San Francisco, CA CDBG) Jurisdiction (San Francisco‐Oakland‐Hayward, CA) Region
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South San Francisco Race and Ethnic Breakdown
Total population* 63,632 % of Total
Hispanic 21,595 34%
White 14,177 22%
Black/African American 1,486 2%
American Indian/Alaska Native 138 0%
Asian or Pacific Islander 23,850 37%
Two or More Races/Other 2,386 4%
Data Source: AFFH Maps, 2017
What are the characteristics of the market in these areas/neighborhoods?
Downtown is the historic commercial center in South San Francisco. The downtown area has
transformed from a regional commercial center in the 1960s to a local‐serving commercial zone with
primarily restaurants and local serving retail uses. During the previous Consolidated Plan period the City
dedicated significant resources to help address vacant and dilapidated storefronts and a lack of private
investment. The City also focused on addressing the chronic homelessness problem that was adversely
impacting the downtown neighborhoods. As this area is predominately low‐income, residents have
limited disposable incomes that can be spent in the downtown for rehabilitation and the City’s
contributions have help catalyze reinvestment and overall improvement. The City plans to continue
investing in the disadvantage downtown neighborhoods to support recent improvements and leverage
private investment.
Are there any community assets in these areas/neighborhoods?
As mentioned above, the City has identified the downtown as a Local Target Area due to the
concentration of low income families and substandard housing. Within the downtown area there are
numerous social service providers and community facilities. Listed below are some significant
community facilities/programs.
Magnolia Senior Center ‐ Provides a wide range of programs for seniors, such as blood pressure
screenings, health insurance counseling, exercise classes, English as a Second Language (ESL) classes,
educational presentations, and hot meals. The Magnolia Center also includes an Adult Day Care Center
to help frail or impaired adults with disabilities remain in the community through social, mental, and
physical stimulation.
Community Learning Center ‐ Collaborates with community‐based organizations to provide a wide
variety of educational programs to residents: English language classes, computer instruction, homework
assistance, activities for children, native language literacy classes (Spanish), job training and citizenship
classes. The Center serves approximately 1,500 residents (children and adults) annually.
Sitike Counseling Center – Addiction prevention and recovery services.
In addition to these programs, City Hall, St. Vincent De Paul, Grand Avenue Library, South San Francisco
Health Clinic, Latino Commission, and Project 90, are also located in this area.
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Are there other strategic opportunities in any of these areas?
There are development opportunities in this area with some of the City's properties. The City's Housing
Rehabilitation Program will continue to provide low interest loans to low‐income homeowners as there
continues to be rehabilitation needs in the area.
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Strategic Plan
SP‐05 Overview
Strategic Plan Overview
The City has identified a high priority need for public services, affordable housing, homeless services and
housing, and public facilities improvements. These needs were identified and reconfirmed to be high
priorities based on community input and consultation efforts. The City has established the following
goals to meet these needs:
Goal: Increase, maintain, and improve the supply of affordable housing for extremely low‐ to
moderate‐income individuals/families.
The activities the City will implement include: affordable housing acquisition and/or rehabilitation,
minor home repair, and accessibility modifications. Additionally, the City will continue to administer its
existing First Time Home Buyer Loans and Below Market Rate Housing units.
Goal: Preserve and improve public facilities and infrastructure that serve low‐income neighborhoods
or special needs residents.
Publicly‐owned Facilities ‐ The City has identified that many of its public facilities need accessibility
modifications and is in the process of creating an ADA Transition Plan. The City will use CDBG funds,
when feasible, to address actions listed in the ADA Transition Plan. The City will also use CDBG funds,
when available and feasible, to rehabilitate facilities with urgent needs.
Non‐profit Facilities ‐ The City will use CDBG funds, when feasible, to help non‐profits preserve and
improve their public facilities that serve low to moderate income and/or special needs residents. Many
non‐profit organizations currently occupy buildings that are not in optimal condition or are inadequate
to serve their clients.
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.
To meet the City's public service needs, the City will fund non‐profit agencies and organizations that
provide one or more of the following services as described in the Needs Assessment Section: Safety Net
Services, Behavioral Health Services, Life Skills Training/Education Services, Community Improvement
Services, and Housing‐Related Services.
Goal: Support service‐enriched shelter and transitional housing for homeless families and individuals.
There is a significant need for emergency and transitional housing as well as case management but with
the dissolution of the RDA, the City lacks funding for construction and operating costs of emergency and
transitional housing. The City plans to offset the loss of operating funds by providing funds, when
feasible, for rehabilitation and accessibility modifications to emergency and transitional housing.
However, should funds become available the City will support operating costs.
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SP‐10 Geographic Priorities ‐ 91.415, 91.215(a)(1)
Geographic Area
1 Area Name: SSF Downtown Tracts 6021, 6022
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
The South San Francisco Downtown Target Area
consists of census tracts 6021 and 6022.
Include specific housing and
commercial characteristics of this
target area.
This target area is comprised of the City's historic
downtown commercial sector and the surrounding
residential neighborhoods. The downtown area has
transformed from a regional commercial center in the
1960s to a local‐serving commercial zone with primarily
restaurants and local serving retail uses. This area also
has a variety of housing options: single family, multi‐
family and single room occupancy (SRO) hotels. City Hall
is located in this target area along with many city‐
owned community facilities such as Grand Avenue
Library and the Magnolia Senior Center. Additionally,
just bordering these two census tracts is the Community
Learning Center. Many social services are also located in
this geographic region such as North Peninsula
Neighborhood Services Center, St. Vincent De Paul, and
the South San Francisco Health Clinic. This area has also
been identified as a local target area due to more than
51% of the population being at or below 80% of Area
Median Income.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
The consultation and citizen participation process
reconfirmed the downtown area to be a neighborhood
of need. For example, in the community input meeting
held on October 24, 2017, participants in the meeting
expressed that there needed to be more recreational
and community activities for the youth and seniors
specifically in this area. Additionally, in Section MA‐50 it
further discusses the concentration of low‐income
families and Hispanic families in this area.
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Identify the needs in this target area. There are significant needs for a wide range of social
services and resources along with affordable housing
options, as the majority of residents in this area are
extremely‐low and very‐low income. There is also a
population of chronically homeless and transients that
spend a lot of time downtown, and impact the
commercial viability of some of the local businesses.
This has led to the need for improved accessibility to
and availability of homeless shelters and
comprehensive services.
What are the opportunities for
improvement in this target area?
The City's Housing and Commercial Rehabilitation
Programs are available to homeowners/businesses in
the area. Additionally, there are many community
facilities and local service providers within or near
this area (See MA‐50 for more information).
Are there barriers to improvement in
this target area?
The lack of federal funds is the greatest barrier to
providing a better quality of life in the target area.
Given that most problems faced by low income,
working families stem from a lack of resources, many
are forced to live in substandard conditions and it is
difficult to find jobs that pay adequately to cover the
rent and other household needs like food, childcare or
healthcare.
Table 12 ‐ Geographic Priority Areas
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Map 6: 2018 Low‐Income Census Block Groups Map
Data Source: CPD Maps, 2017
General Allocation Priorities
As discussed in the Market Analysis, the substandard housing challenges overlap with the low‐income
neighborhoods. Additionally, South San Francisco is an older City and has been working to update aging
infrastructure. Much of that older infrastructure is in the older and low‐income neighborhoods.
Targeted capital improvement funds will focus on areas with the highest need. Conversely housing
preservation and public service funds will be spread out more across the City to ensure that residents
have access to services and assistance.
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SP‐25 Priority Needs ‐ 91.415, 91.215(a)(2)
Priority Needs
1 Priority Need
Name
Public Services
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non‐housing Community Development
Geographic
Areas
Affected
City Wide
Associated
Goals
Provide Public Services to Improve Quality of Life
Description As described in the Needs Assessment Section, there is a need in the community
for a wide variety of public services. These services are essential in helping low‐
income residents.
Basis for
Relative
Priority
Public services were identified in the community meetings and in the community
needs assessment survey as being a high priority need in the community. 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.
2 Priority Need
Name
Affordable Housing
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Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Low‐Income Census Block Groups
Associated
Goals
Increase, Maintain, & Improve Affordable Housing
Description South San Francisco has extremely high housing costs and a limited supply of
affordable housing units. There is a need in the community to increase
affordable housing units through new construction, acquisition and inclusionary
housing policies. There is also a great need to maintain and improve the existing
affordable housing stock as the City's housing stock is quickly aging. Maintaining
and improving the affordable housing stock requires rehabilitation and
accessibility modifications along with helping low income families stay in their
current homes.
Basis for
Relative
Priority
The City's assessment of affordable housing as a high priority need is consistent
with the feedback provided by residents, local service providers, and other
community stakeholders. This need is also apparent as rapidly rising rents have
made housing cost burden the most predominant housing problem in the City.
For further information regarding housing data and needs, please see the
attachment Summary of Housing Need.
3 Priority Need
Name
Homeless Services and Housing
Priority Level High
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Population Extremely Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas
Affected
City Wide
Associated
Goals
Provide Service‐Enriched Homeless Shelters
Description There is a need in the City 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 area.
Basis for
Relative
Priority
4 Priority Need
Name
Public Facilities and Infrastructure Improvements
Priority Level High
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Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non‐housing Community Development
Geographic
Areas
Affected
City Wide
Associated
Goals
Preserve and Improve Public Facilities
Description The City has identified that there is a need to make accessibility modifications
and improvements to public facilities as many don't meet ADA requirements.
Additionally, many public facilities are in aging and dilapidated buildings.
Basis for
Relative
Priority
An internal assessment determined the need for ADA modifications at City‐
owned public facilities. Additionally, the joint public input meeting identified the
need for community spaces and recreation activities, especially for youths and
seniors in the downtown area.
Table 13 – Priority Needs Summary
Narrative (Optional)
The City has identified the following needs in the community:
Public Services ‐ As described in the Needs Assessment Section, there is a need in the community for a
wide variety of public services.
Basis for Relative Priority: Public services were identified in community meetings and in the community
needs assessment survey as being a high priority need.
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Affordable Housing ‐ There is a need in the community to increase affordable housing units through
new construction, acquisition, and inclusionary housing policies. There is also a great need to maintain
and improve the existing affordable housing stock as the City's housing stock is quickly aging.
Maintaining and improving the affordable housing stock requires rehabilitation and accessibility
modifications along with helping low income families stay in their current homes and become first time
homebuyers.
Basis for Relative Priority: The City's assessment of affordable housing as a high priority need is
consistent with the feedback provided by residents, local service providers, and other community
stakeholders.
Homeless Services and Housing ‐ There is a need in the City for service‐enriched shelters and
transitional housing for both homeless individuals and families as the City is struggling to address
chronic homelessness and transients, especially in the downtown area.
Basis for Relative Priority: The City’s assessment of homeless needs is consistent with data from the
2017 Homeless Count and Survey and with feedback from the community and the stakeholder
consultations.
Public Facilities Improvements ‐ The City has identified that there is a need to make accessibility
modifications and improvements to public facilities as many don’t meet ADA requirements. Additionally,
many public facilities are located in aging and dilapidated buildings.
Basis for Relative Priority: An internal assessment determined the need for ADA modifications at City‐
owned public facilities. Additionally, the joint public input meeting identified the need for community
spaces, especially for youths and seniors in the downtown area.
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SP‐35 Anticipated Resources ‐ 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
Anticipated Resources
Program
Source
of
Funds
Uses of Funds
Expected Amount Available Year 1 Reminder
of ConPlan
$
Narrative
Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public
federal
Admin and
Planning
Housing
Public
Improvements
Public Services
Estimated
$400,000
Estimated
$50,000
Estimated
$200,000
Estimated
$650,000 $1,600,000
Includes
Entitlement
and Projected
Program
Income
Other public
federal
Fair Housing
Support $11,000 $0 $0 $11,000 $44,000
The City of
South San
Francisco is
part of the San
Mateo County
HOME
Consortium.
Table 14 ‐ Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Both Federal and State funding has been reduced over the recent years. The City’s CDBG funding is not
sufficient to leverage significant private, state, or local funds and now 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 last five years have also required the City to cut funding to nearly half of
the public service organizations once provided yearly operating funds. However, there are still limited
housing and commercial rehabilitation funds available. There is no matching fund requirement for the
CDBG program however on occasion the City Council will require a small match of private funds for the
loans/grants issued to Downtown businesses through the City’s Commercial Rehabilitation Program. The
City of South San Francisco also does not receive nor operate federally funded programs that require
matching funds.
If appropriate, describe publicaly owned land or property located within the state that may
be used to address the needs identified in the plan
Over the years, the City of South San Francisco’s RDA had acquired several residential and commercial
properties. The City has been able to maintain the residential properties but was required to sell the
commercial properties and return all proceeds to the State. CDBG funds have been extremely useful in
assisting with rehabilitation needs for those residential properties which are leased to low income
families. For example, gas and sewer lines have been repaired on an emergency basis at these
properties.
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 and the senior center. CDBG
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funds do not subsidize, in any way, the operations of those city‐owned facilities but provides
accessibility and non‐routine maintenance improvements. The CDBG funds can also occasionally provide
minimal leverage to the majority of City funds needed to maintain the facilities.
Discussion
While federal funding was supplemented to help encourage local recovery during the recession, in the
years since funding has be routinely cut and resources have been significantly reduced. The state of
California has recently passed legislation to help support affordable housing and there will potentially be
new funding sources intended to increase and preserve the affordable housing stock. However, changes
in the federal tax code have adversely impacted the low‐income housing tax credit program, which has
been the principal funding source for low‐income housing for the last few decades. Without significant
new resources or federal support for new affordable housing, jurisdictions with constantly shrinking
CDBG allocations, like the City of South San Francisco, will have fewer and fewer opportunities to use
funding to adequately address community needs.
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SP‐40 Institutional Delivery Structure ‐ 91.415, 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non‐profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic
Area Served
SOUTH SAN FRANCISCO Government Economic Development
Homelessness
Non‐homeless special needs
Ownership
Planning
Rental
neighborhood improvements
public facilities
public services
Jurisdiction
SAN MATEO COUNTY Government Economic Development
Homelessness
Non‐homeless special needs
Ownership
Planning
Rental
neighborhood improvements
public facilities
public services
Region
Housing Authority of the
County of San Mateo
PHA Public Housing Region
South San Francisco
Housing Authority
PHA Public Housing Jurisdiction
Non‐Profit Organizations Non‐profit
organizations
Public Services Region
San Mateo County
Continuum of Care
Other Homelessness Region
Table 15 ‐ Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
The County of San Mateo and local non‐profit agencies provide varied and generally well‐managed
services to the following populations: homeless, those at risk of homelessness, low‐income, and special
needs residents (the assorted services available in the County are described in further detail below). The
local jurisdictions and non‐profits also work closely together to foster collaboration and to improve
existing services. However, these services are not sufficient in addressing the amount of need in the
community, especially for the growing population of homeless and transient individuals and
families. There is a shortage of services, such as emergency housing, due to lack of funding. There has
been a decline in funding available due to funding cuts by cities, the County and the State. Additionally,
there is an increase in administrative burden to meet both public and private sector funding
requirements. The sections below will provide a more in‐depth assessment of the strengths and gaps in
the delivery system and actions to overcome these gaps.
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Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X
Employment and Employment
Training X X
Healthcare X X
HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Table 16 ‐ Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
San Mateo County's mainstream services are used to complement those service targeted to homeless
people in many ways:
Behavioral Health Services: San Mateo County Behavioral Health and Recovery Services (BHRS) has
several mobile teams that conduct outreach to homeless people with mental health and substance
abuse issues on the street, in the shelters, and at the psychiatric ER. These teams engage with homeless
people and help them access treatment and/or housing. BHRS funds in‐patient alcohol and drug
treatment programs, which serve many homeless individuals. BHRS also provides a wide range of
permanent supportive housing options for homeless people. They fund most of the case management
services for individuals and families living in Shelter Plus Care funded housing units. San Mateo County
Mental Health Association (MHA) funds short‐term stays in shelters for those who are not immediately
placed into permanent housing, provides rental subsidies for mental health clients, and has developed
new permanent supportive housing units. MHA also coordinates with the Department of Housing to
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ensure that clients access mainstream housing resources for which they may be eligible, such as Section
8 or public housing.
Health Services: Using Health Care for the Homeless funding, San Mateo County Health Services funds a
mobile health van that provides primary health care to homeless people living in emergency shelters.
The San Mateo County Medical Center (Medical Center) coordinates with the CoC to link health services
to emergency shelter and permanent supportive housing. The Medical Center has beds in emergency
shelters and utilizes board and care homes and other facilities to ensure that appropriate placement
alternatives are available for homeless people.
Employment Services: Homeless service providers are coordinating with the County's employment and
training system to help homeless people increase their earned income. Providers link homeless people
to mainstream employment and training services. They also provide supplemental resources to help
participants overcome barriers to employment, such as financial assistance for job training, classes,
license fees (e.g. cab license), car repairs, etc. Shelter Network’s SSVF program and the Next Step
Veterans Center also focus on assisting homeless veterans to secure employment.
The San Mateo County STD/HIV Program provides the following services to persons with HIV: primary
medical care, psychiatric care, medical case management services, partner services (HIV disclosure
counseling), benefits counseling, AIDS drug assistance program, medication adherence/nutritional
counseling, drug and alcohol treatment, Spanish‐speaking support group, and syringe exchanges. These
services are coordinated through medical case managers who reside in the clinic, where patients receive
primary medical care. Additionally the County STD/HIV Program contracts with outside agencies to
provide additional services to those with HIV. These services include: dental services, food services,
harm reduction counseling, housing assistance, and emergency financial assistance. The contract
agencies also have staff on site in order to minimize barriers to accessing services.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
The 2017 Homeless Survey conducted by the County Center on Homelessness found an overall decrease
in the number of homeless persons by about 16% in San Mateo County. The City of South San Francisco
saw a 40% decrease in the number of unsheltered homeless persons from the 2015 count. Of those
surveyed, only 1% indicated that they were not accessing some form of social services (e.g. health care,
mental health and substance use services, job training, transportation assistance, free meals, and
emergency shelter).
The City has identified that there is a gap between the need for emergency housing and what is
available. While the number of unsheltered homeless persons in the City has declined, there is still a
shortage of emergency shelter and transitional housing beds. Rising housing costs across the state have
also resulted in growing housing instability, as the available affordable housing stock declines, making it
harder for homeless persons to find affordable stable housing.
The City is continuing to collaborate with homeless service providers, shelters, and affordable housing
developers to help address the housing shortage and the need for ongoing homeless support services.
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Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
In an effort to overcome gaps in service delivery systems, the City will continue to communicate and
coordinate with other jurisdictions, non‐profit organizations, and other entities to improve the delivery
of services. The City is also taking active steps to improve the homeless delivery structure by
streamlining processes and working collaboratively with the County.
The City’s HOT team has been successful in helping address the service delivery gaps and improving
coordination between service providers. Police officers, ECD staff, shelter staff, representatives from
community based organizations, and several San Mateo County agencies, formed a multi‐disciplinary
team that reaches out to and engages with chronically homeless individuals. The field crisis team offers
services and case management but most importantly access to transitional and permanent housing.
Additionally, the City will continue to assist homeless and those at risk of becoming homeless by
supporting nonprofits, to the extent funds are available, that offer solutions and services to homeless.
The City also will continue to provide rehabilitation funds, when available, to the emergency housing
providers for improvements to their facilities and shelters.
The City will continue to make efforts to streamline processes. For example, as mentioned in Section PR‐
10, the City already participates in the CDBG Work Group. This work group has made great strides in
streamlining and standardizing application and reporting processes for sub‐recipients. In this plan
period, the City will work with the work group to increase collaboration and make processes even
more standardized and electronic/automated.
In addition to the City's efforts, the CoC has identified the following strategies to overcome service
delivery gaps:
Addressing the lack of housing affordability by continuing to create supportive and affordable
housing for homeless people and those at‐risk of homelessness;
Developing strategies to connect homeless people to the services and benefits for which they
are eligible, particularly mental health services, veterans benefits, food stamps, Medi‐Cal,
General Assistance, Supplemental Security Income (SSI) or Social Security Disability Insurance
(SSDI);
Working with the systems of care whose clients have very high levels of homelessness,
particularly the alcohol and drug treatment system and the criminal justice system, to develop
strategies for meeting the housing and service needs of these population.
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SP‐45 Goals ‐ 91.415, 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Increase,
Maintain, &
Improve
Affordable
Housing
2018 2022 Affordable
Housing
City‐Wide Affordable
Housing
CDBG Homeowner
Housing
Rehabilitated:
125 Household
Housing Unit
2 Preserve and
Improve
Public
Facilities
2018 2022 Public Facility
Improvements
SSF CDBG
Target
Area
Public
Facilities
Improvements
CDBG Other:
6 public facility
improvement
projects
3 Provide
Public
Services to
Improve
Quality of Life
2018 2022 Non‐Housing
Community
Development
City‐Wide Public
Services
CDBG Public service
activities other
than
Low/Moderate
Income Housing
Benefit:
5000 Persons
Assisted
4 Support
Service‐
Enriched
Homeless
Shelters
2018 2022 Homeless City‐Wide Homeless
Services and
Housing
CDBG Other: 2 Public
Facility Shelter
improvement
projects
Table 17 – Goals Summary
Goal Descriptions
1 Goal Name Increase, Maintain, & Improve Affordable Housing
Goal
Description
Goal: Increase, maintain, and improve the supply of affordable housing for
extremely low, very low, low and moderate income individuals and families.
Based on the estimates of housing needs, housing supply characteristics, severity
of housing problems, and community input, the City continues to make affordable
housing a goal and priority. The lack of available land, the extremely high cost of
new construction, and the subsidies required to make market rate units affordable
is prohibitive.
The activities the City will implement to meet this goal include: affordable housing
rehabilitation and minor home repair and accessibility modification programs.
Additionally, the City will continue to administer its existing First Time Home Buyer
Loans and Below Market Rate Housing units. When feasible, the City will also
implement activities to assist low‐income homebuyers.
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2 Goal Name Preserve and Improve Public Facilities
Goal
Description
Goal: Preserve and improve public facilities that serve a high percentage of low‐
income or special needs residents.
Publicly‐owned Facilities ‐ The City has identified that many of its public facilities
need accessibility modifications and prepared an ADA Transition Plan. This plan
identifies the community facilities and spaces that do not meet ADA standards,
describes actions to address areas of inaccessibility, and sets a schedule and
priorities for completing the plan. The City will use CDBG funds, when available and
feasible, to address actions listed in the ADA Transition Plan. The City will also use
CDBG funds, when available and feasible, to rehabilitate facilities with urgent
needs.
Non‐profit Facilities ‐ The City will also use CDBG funds, when available and
feasible, to assist non‐profit organizations preserve and improve their public
facilities that serve low to moderate income and/or special needs residents. Many
non‐profit organizations currently occupy buildings that are not in optimal
condition or are inadequate to serve their clients. Problems can include
accessibility issues, dilapidated structures, and other safety code issues.
The City plans to assist about 6 public facilities over the five‐year period of this
plan.
3 Goal Name Provide Public Services to Improve Quality of Life
Goal
Description
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.
To meet the City's public service needs, the City will fund non‐profit agencies and
organizations that provide one or more of the following services as described in
the Needs Assessment Section: Safety Net Services, Behavioral Health Services, Life
Skills Training/Education Services, Community Improvement Services, and Housing‐
Related Services.
4 Goal Name Support Service‐Enriched Homeless Shelters
Goal
Description
Goal: Support service‐enriched shelter and transitional housing for homeless
families and individuals
There is a significant need for emergency and transitional housing as well as case
management and services. The City plans to offset the loss of operating funds by
providing funds, when feasible, for rehabilitation and accessibility modifications to
emergency and transitional housing. However, should funds become available the
City will support operating costs.
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 91.315(b)(2)
The City does not receive HOME funds directly from HUD.
Consolidated Plan SOUTH SAN FRANCISCO 54
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SP‐65 Lead‐based Paint Hazards ‐ 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The City will continue to incorporate lead testing and clearances for all rehabilitation projects it sponsors
in order to ensure that all federal lead safe practices are met. The City also makes lead‐based paint
information available to local non‐profit agencies and to homeowners and renters in the City.
Additionally, the City had lead‐based paint information on its website. The City also provides loans and
grants to homeowners and public facilities to abate lead‐based paint hazards.
Further, the San Mateo County Environmental Health Division conducts environmental assessments of
properties throughout San Mateo County suspected to have lead‐based paint. These assessments are
undertaken when a complaint is filed with their office or a child is reported to have elevated levels of
lead in their blood. Once environmental assessments are conducted and the results do verify the
presence of lead in a dwelling unit, the property owner is required to do lead hazard
reduction/abatement as determined necessary by the Lead Investigator/Assessor. The San Mateo
County Environmental Health Division also has a Housing Inspection Program that conducts routine
inspections at apartment buildings with 4 units or more. A part of the routine inspection involves the
observation, documentation, and abatement of deteriorated lead‐based paint at these buildings. All
inspection reports sent to the property owners include the following information:
“HEALTH AND SAFETY CODE SECTION 17920.10 (a) any building or portion thereof including any
dwelling unit, guestroom, or suite of room, or portion thereof, or the premises on which it is located, is
deemed to be in violation of this part as to any portion that contains lead hazards. For purposes of this
part "lead hazards" means deteriorated lead‐based paint without containment, of one or more of these
hazards are present in one or more locations in amounts that are equal to or exceed the amounts of
lead established for these terms in Chapter 8 (commencing with Section 35001) of Division 1 of Title 17
of the California Code of Regulations or by this section and that are likely to endanger the health of the
public or occupants thereof as a result of their proximity to the public or occupants thereof.
LEAD HAZARD WARNING ‐ Lead‐safe work practices are required by State of California Law for all work
that disturbs paint in pre‐1978 buildings due to the possible presence of lead‐based paint. As of April 22,
2010, the US EPA requires all workers (including property owners) who disturb pre‐1978 painted
surfaces to be trained, and all firms to be EPA certified, in lead safety. For more information, contact
EPA at www.epa.gov/lead or San Mateo County Environmental Health 650‐372‐6200.”
How are the actions listed above integrated into housing policies and procedures?
For CDBG funded rehabilitation projects, the City does a lead‐based paint assessment for all housing
units or public facilities that serve children built before 1978. The City follows all HUD requirements in
determining if a rehabilitation project requires lead testing, lead‐safe work practices, interim controls
and/or abatement.
The City uses the following HUD criteria in conducting its lead‐based paint assessments.
Exempt – If constructed in 1978 or later, no paint disturbed, zero bedroom or studio units,
elderly/disabled resident(s) with no children under 6, unit is lead‐based paint free, and/or used
no more than 100 days in a year.
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Lead Safe Work Practice (24 CFR 35.930(b)) ‐ If hard costs are less than $5,000
Interim Controls or Standard Practices (24 CFR 35.930(c)) – Hard costs $5,000 to $25,000
Abatement ((24 CFR 35.930(d)) – Hard costs are greater than $25,000
Consolidated Plan SOUTH SAN FRANCISCO 56
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SP‐70 Anti‐Poverty Strategy ‐ 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty‐Level Families
The City of South San Francisco has a multi‐faceted approach to reducing poverty in the community. The
City collaborates with non‐profits and uses CDBG funding along with other funding to support various
programs that help reduce the number of families living in poverty.
Support Social Services
The City partially funds and monitors numerous organizations through the CDBG Program that provide
food, clothing, and other emergency services to low‐income residents. For example, North Peninsula
Neighborhood Services Center has a social services program that provides case management,
rental/utility assistance, and homeless shelter referrals to low‐income residents.
City‐Sponsored Programs
The City also uses its General Fund and non‐CDBG grants to provide a variety of programs and services
to help reduce poverty.
Magnolia Senior Center ‐ Offers a wide range of programs for senior residents such as blood
pressure screenings, health insurance counseling, exercise classes, English as a second language
classes, and meals. Additionally, the Magnolia Center has an Adult Day Care Program to help
frail or impaired adults remain in the community through social, mental, and physical
stimulation. The program offers a structured activity program, transportation, and a nutritious
lunch.
Child Care Program ‐ Provides two preschools, four after school recreation programs, two grant
funded ASES programs (REAL Program) designed for academic support for school age children
and camps for children. The program also provides subsidies for low income families to help
reduce their child care costs.
Project Read ‐ Helps low literacy and low‐income adults and their families improve literacy,
financial opportunities and independence. By improving their literacy, program participants can
get higher paying jobs, make informed decisions, help their children with school, write checks,
vote, obtain driver’s license, pass the GED, and attend college. Project Read also has the
Financial Well‐Being Project that provides financial education and coaching to help program
participants create spending plans, build emergency savings funds, and plan strategies to build
wealth.
Community Learning Center ‐ Provides residents with educational programs that focus on family
support, community building, improving academic performance and keeping children in school,
increasing access to computers, building independent and confident English language learners,
and helping residents reach their full potential. The Center offers English language classes,
computer instruction, homework assistance, activities for children, native language literacy
classes (Spanish), job training, and citizenship classes.
Affordable Housing
The City supports various efforts to rehabilitate and/or construct affordable housing. The City funds
multiple minor home repair, accessibility improvement, and major housing repair programs through the
Housing Rehabilitation Program to help low income families maintain safe living environments and
remain in their homes. The City also manages an inclusionary housing ordinance to help provide for new
low‐ and moderate‐income housing units through the housing development process. The City continues
Consolidated Plan SOUTH SAN FRANCISCO 57
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to seek new funding sources, collaborations, and other opportunities to provide affordable housing in a
time with funding is limited.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City’s goals and programs for reducing poverty align with many of the needs identified in the City's
Con Plan. Additionally, the City will use CDBG funds to support several of the programs mentioned
above.
Support Social Services
The City will use CDBG funding to support the following public services in FY 13‐14. Additionally, in
future years the City will use 15% of its entitlement and 15% of its prior year program income to support
organizations that provide public services.
Legal Aid Society – provides legal assistance to people threatened with losing their homes or
living in substandard conditions with the goals of keeping people in their homes; preventing
homelessness through the enforcement of legal rights, in and out of court; and remedying
substandard living conditions through advocacy.
John’s Closet ‐ provides new clothing for very low‐income school aged children.
Human Investment Project (HIP) ‐ operates the Home Sharing program that interviews and
screens clients for housing, provides housemates, alternative housing, and community resources
to clients with the potential of matching persons in affordable home sharing arrangements.
Rape Trauma Services Center ‐ this is the only agency within San Mateo County to provide
information, resources, and support to sexual assault survivors and their loved ones.
Community Overcoming Relationship Abuse (CORA) – provides emergency shelter for survivors
of domestic violence and their children with safe and stable living environments for up to six
months.
Samaritan House ‐ provides emergency and transitional shelter for homeless adults over age 18
in San Mateo County.
Star Vista – manages subsidized apartments in South San Francisco and case management
services for emancipated foster youth aged 18‐25, in addition to essential life skills training and
assistance finding employment or attending school.
Ombudsman Services of San Mateo County ‐ advocates for the health, safety and dignity of
senior and disabled residents.
City‐Sponsored Programs
In the past the City has used CDBG funds to support the City‐sponsored Adult Day Care and Child Care
Programs however due to reductions in the City’s entitlement it can no longer use CDBG funds to
support these programs. Instead, the City has had to use more of its General Funds to keep the
programs operating.
Affordable Housing
The City will use CDBG funding to support minor home repair programs and its Housing Rehabilitation
Program. These programs will keep existing affordable housing in good condition. The City will also
continue to administer is existing Below Market Rate (BMR) housing units and First Time Homebuyer
Consolidated Plan SOUTH SAN FRANCISCO 58
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loans. Additionally, the City will continue to look for new opportunities to maintain and/or increase the
City’s affordable housing stock.
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SP‐80 Monitoring ‐ 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long‐term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City has monitoring procedures in place to ensure that it is meeting all federal requirements. The
City also has a comprehensive Citizen Participation Plan that is followed to meet public comment and
participation requirements. The City Council also reviews annual reports to ensure that the City is
applying its resources to meet community goals. These reports include the CAPER (Consolidated Annual
Performance & Evaluation Report) for federal programs and the annual CDBG program financial audit.
Sub‐recipient Monitoring
The City has established monitoring procedures and a checklist to ensure that the City's sub‐recipients
comply with federal program requirements and City policies. These monitoring activities also keep the
City informed about the progress sub‐recipients are making towards meeting their objectives. Also, the
City coordinates its monitoring efforts with other jurisdictions to standardize processes and reduce the
burden on sub‐recipients.
Quarterly Desk Review ‐ All sub‐recipients are required to submit quarterly
progress/accomplishment reports along with requests for reimbursement. The City reviews
these reports for all sub‐recipients and assesses the sub‐recipients progress in meeting
performance and expenditure goals. The quarterly review helps inform areas of risk for further
review.
On‐site Review ‐ The City conducts on‐site monitoring visits for new sub‐recipients, those
experiencing organizational change, or those with program and/or financial performance
concerns. Even for high performing sub‐recipients, the City will conduct at least one site visit
every three years for community development non‐housing activities. The on‐site monitoring
visit includes a tour of the program facilities, as appropriate, an explanation of the services
provided, and interviews with program and administrative staff. During the visit, staff will assess
the sub‐recipient's board of directors and staff, conflicts of interest policies, compliance with
non‐discrimination, adherence to CDBG national objectives, program performance, and
maintenance of financial records. This assessment is conducted by reviewing the sub‐recipient's
audit and management letter (if applicable), financial statements, fiscal policies, client files, and
interviewing staff. After the monitoring visit, the City provides the sub‐recipient with a
monitoring report that describes the City's conclusions, concerns and/or required corrective
actions.
Public Facility Improvement Projects
Projects funded through federal dollars are monitored by staff before, during, and upon completion of
the project for compliance with applicable environmental, procurement, financial, and labor
standard regulations.
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Expected Resources
AP‐15 Expected Resources ‐ 91.420(b), 91.220(c)(1,2)
Introduction
The City's FY 2018‐19 entitlement amount is expected to be about $400,000. HUD has notified all
entitlement jurisdictions that there will be a delay in the allocation announcement for the 2018‐19 year
and has provided guidance for jurisdictions to prepare for the program year so that project development
is not delayed and there is no interruption in services. The City also expects to have some residual
funding available from prior year projects that have not yet been completed. The final costs for these
projects and the amounts expected to be available at the end of the year have not been finalized,
however the City is budgeting for about $200,000 in roll‐over funds from prior year projects. The City is
budgeting for approximately $50,000 in program income funds to be received from prior year projects.
The City’s program income is inconsistent and has ranged from $30,000 to almost $200,000 over the last
10 years. The City is electing to budget for a conservative program income year with the option to add
programs or projects if additional funding becomes available. This gives the City a CDBG budget of
approximately $650,000 for FY 2018‐19. In addition, the City’s the FY 2018‐19 HOME allocation is about
$11,000 which provides the City with an overall CDBG/HOME budget of approximately $661,000.
Anticipated Resources
Program Source
of Funds
Uses
of Funds
Expected Amount Available Year 2 Expected
Amount
Available
Remainder
of ConPlan
Narrative Description
Annual
Allocation
Program
Income
(RLF)
Prior Year
Resources
Total
(does not
include
RLF)
CDBG Public
Federal
Admin and
Planning
Housing
Public
Improvement
Public Service
$40,000 $50,000 $200,000 $650,000 $1,600,000 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.
Home
Admin
Funds
Public
Federal
‐Fair Housing $11,000 0 0 $11,000 $44,000 The City of South San
Francisco is part of the
San Mateo County
HOME Consortium.
Table 18 ‐ 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
Leveraging CDBG funds continues to be a greater challenge with the reduction of other state and local
Consolidated Plan SOUTH SAN FRANCISCO 61
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
funding sources. The 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 publicly 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 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.
Co
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1
Go
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In
c
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,
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a
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r
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Go
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:
In
c
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ma
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an
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in
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in
d
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u
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s
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th
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p
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a
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r
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t
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s
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of
ho
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s
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pr
o
b
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m
s
,
and community
in
p
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,
th
e
Ci
t
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co
n
t
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u
e
s
to
ma
k
e
af
f
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r
d
a
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ho
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a go
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.
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e
ac
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s
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Ci
t
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im
p
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n
t
to
me
e
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th
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in
c
l
u
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e
:
af
f
o
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d
a
b
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e
ho
u
s
i
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g
re
h
a
b
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l
i
t
a
t
i
o
n
an
d
minor home repair
an
d
ac
c
e
s
s
i
b
i
l
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t
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mo
d
i
f
i
c
a
t
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o
n
pr
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g
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a
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s
.
Ad
d
i
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i
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n
a
l
l
y
,
th
e
Ci
t
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wi
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l
co
n
t
i
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u
e
to
ad
m
i
n
i
s
t
e
r
it
s
ex
i
s
t
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n
g
First Time Home
Bu
y
e
r
Lo
a
n
s
an
d
Be
l
o
w
Ma
r
k
e
t
Ra
t
e
Ho
u
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un
i
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s
.
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fe
a
s
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b
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,
th
e
Ci
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wi
l
l
al
s
o
im
p
l
e
m
e
n
t
ac
t
i
v
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t
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e
s
to assist low‐
in
c
o
m
e
ho
m
e
b
u
y
e
r
s
.
2
Go
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Pr
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v
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an
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t
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s
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a
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De
s
c
r
i
p
t
i
o
n
Go
a
l
:
Pr
e
s
e
r
v
e
an
d
im
p
r
o
v
e
pu
b
l
i
c
fa
c
i
l
i
t
i
e
s
th
a
t
se
r
v
e
a hi
g
h
pe
r
c
e
n
t
a
g
e
of
lo
w
‐in
c
o
m
e
or
sp
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c
i
a
l
needs residents.
Pu
b
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i
c
l
y
‐ow
n
e
d
Fa
c
i
l
i
t
i
e
s
‐
Th
e
Ci
t
y
ha
s
id
e
n
t
i
f
i
e
d
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a
t
ma
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y
of
it
s
pu
b
l
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c
fa
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i
t
i
e
s
ne
e
d
ac
c
e
s
s
i
b
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l
i
t
y
modifications and has
pr
e
p
a
r
e
d
an
AD
A
Tr
a
n
s
i
t
i
o
n
Pl
a
n
.
Th
i
s
pl
a
n
id
e
n
t
i
f
i
e
s
th
e
co
m
m
u
n
i
t
y
fa
c
i
l
i
t
i
e
s
an
d
sp
a
c
e
s
th
a
t
do
no
t
meet ADA standards,
de
s
c
r
i
b
e
s
ac
t
i
o
n
s
to
ad
d
r
e
s
s
ar
e
a
s
of
in
a
c
c
e
s
s
i
b
i
l
i
t
y
,
an
d
se
t
s
a sc
h
e
d
u
l
e
an
d
pr
i
o
r
i
t
i
e
s
fo
r
co
m
p
l
e
t
i
n
g
the plan. The City will
us
e
CD
B
G
fu
n
d
s
,
wh
e
n
av
a
i
l
a
b
l
e
an
d
fe
a
s
i
b
l
e
,
to
ad
d
r
e
s
s
ac
t
i
o
n
s
li
s
t
e
d
in
th
e
AD
A
Tr
a
n
s
i
t
i
o
n
Pl
a
n
.
Th
e
City will also use
CD
B
G
fu
n
d
s
,
wh
e
n
av
a
i
l
a
b
l
e
an
d
fe
a
s
i
b
l
e
,
to
re
h
a
b
i
l
i
t
a
t
e
fa
c
i
l
i
t
i
e
s
wi
t
h
ur
g
e
n
t
ne
e
d
s
.
No
n
‐pr
o
f
i
t
Fa
c
i
l
i
t
i
e
s
‐
Th
e
Ci
t
y
wi
l
l
al
s
o
us
e
CD
B
G
fu
n
d
s
,
wh
e
n
av
a
i
l
a
b
l
e
an
d
fe
a
s
i
b
l
e
,
to
as
s
i
s
t
no
n
‐pr
o
f
i
t
organizations
pr
e
s
e
r
v
e
an
d
im
p
r
o
v
e
th
e
i
r
pu
b
l
i
c
fa
c
i
l
i
t
i
e
s
th
a
t
se
r
v
e
lo
w
to
mo
d
e
r
a
t
e
in
c
o
m
e
an
d
/
o
r
sp
e
c
i
a
l
ne
e
d
s
residents. Many non‐
pr
o
f
i
t
or
g
a
n
i
z
a
t
i
o
n
s
cu
r
r
e
n
t
l
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oc
c
u
p
y
bu
i
l
d
i
n
g
s
th
a
t
ar
e
no
t
in
op
t
i
m
a
l
co
n
d
i
t
i
o
n
or
ar
e
in
a
d
e
q
u
a
t
e
to
serve their clients.
Pr
o
b
l
e
m
s
ca
n
in
c
l
u
d
e
ac
c
e
s
s
i
b
i
l
i
t
y
is
s
u
e
s
,
di
l
a
p
i
d
a
t
e
d
st
r
u
c
t
u
r
e
s
,
an
d
ot
h
e
r
sa
f
e
t
y
co
d
e
is
s
u
e
s
.
Th
e
Ci
t
y
pl
a
n
s
to
as
s
i
s
t
ab
o
u
t
6 pu
b
l
i
c
fa
c
i
l
i
t
i
e
s
ov
e
r
th
e
fi
v
e
‐ye
a
r
pe
r
i
o
d
of
th
i
s
pl
a
n
.
3
Go
a
l
Na
m
e
Pr
o
v
i
d
e
Pu
b
l
i
c
Se
r
v
i
c
e
s
to
Im
p
r
o
v
e
Qu
a
l
i
t
y
of
Li
f
e
Go
a
l
De
s
c
r
i
p
t
i
o
n
Go
a
l
:
Pr
o
v
i
d
e
pu
b
l
i
c
se
r
v
i
c
e
s
to
im
p
r
o
v
e
th
e
qu
a
l
i
t
y
of
li
f
e
fo
r
lo
w
‐in
c
o
m
e
in
d
i
v
i
d
u
a
l
s
an
d
fa
m
i
l
i
e
s
,
including those at
ri
s
k
of
be
c
o
m
i
n
g
ho
m
e
l
e
s
s
an
d
sp
e
c
i
a
l
ne
e
d
s
po
p
u
l
a
t
i
o
n
s
.
To
me
e
t
th
e
Ci
t
y
'
s
pu
b
l
i
c
se
r
v
i
c
e
ne
e
d
s
,
th
e
Ci
t
y
wi
l
l
fu
n
d
no
n
‐pr
o
f
i
t
ag
e
n
c
i
e
s
an
d
or
g
a
n
i
z
a
t
i
o
n
s
th
a
t
provide one or more
of
th
e
fo
l
l
o
w
i
n
g
se
r
v
i
c
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Be
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Health Services,
Li
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Tr
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SA
N
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64
OM
B
Co
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r
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l
No
:
25
0
6
‐01
1
7
(e
x
p
.
06
/
3
0
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2
0
1
8
)
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b
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:
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i
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d
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u
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s
Th
e
r
e
is
a si
g
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a
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t
ne
e
d
fo
r
em
e
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g
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n
c
y
an
d
tr
a
n
s
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t
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a
l
ho
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g
as
we
l
l
as
ca
s
e
ma
n
a
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m
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n
t
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d
services but with the
di
s
s
o
l
u
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i
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n
of
Re
d
e
v
e
l
o
p
m
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Ag
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s
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th
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k
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r
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e
r
a
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co
s
t
s
of
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r
g
e
n
c
y
an
d
transitional housing
fo
r
th
e
ho
m
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l
e
s
s
.
Th
e
Ci
t
y
pl
a
n
s
to
of
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lo
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s
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by
pr
o
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i
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g
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n
d
s
,
wh
e
n
fe
a
s
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for rehabilitation
an
d
ac
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s
s
i
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w
e
v
e
r
,
sh
o
u
l
d
fu
n
d
s
be
c
o
m
e
available the City
wi
l
l
su
p
p
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op
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.
Consolidated Plan SOUTH SAN FRANCISCO 65
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
AP‐35 Projects ‐ 91.420, 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 $69,000)
HIP Housing: Home Sharing Program: Facilitates rent or service exchange home sharing
arrangements through interviewing and screening clients
John’s Closet: Provides new clothing for low income children
Legal Aid Society: Legal assistance and advocacy for people losing their homes or living in
substandard conditions
Rape Trauma Services Center: Mental health services to address the multiple healing needs of child
survivors of sexual trauma
Star Vista: Subsidized apartments and case management services for emancipated foster youth plus
essential life skills training
Ombudsman Services of San Mateo County, Inc.: Advocacy services to elderly and developmentally
disabled individuals
Service‐Enriched Homeless Shelters *
Community Overcoming Relationship Abuse (CORA): Emergency shelter for victims and survivors of
domestic violence and their children
Samaritan House: 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
Consolidated Plan SOUTH SAN FRANCISCO 66
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
Minor Home Repair Programs (Funded from the 65% capital projects and programs funding in current
year entitlement – estimated at about $120,000)
Center for Independence of Individuals with Disabilities (CID) ‐ Housing Accessibility Modification
Program: Installs ramps, grab bars, and other modifications to make a home accessible
El Concilio ‐ Peninsula Minor Home Repair: 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: Program that utilizes volunteers to
rehabilitate homes on National Rebuilding Day
Rebuilding Together Peninsula (RTP) ‐ Safe at Home: A year‐round program that addresses minor
repair needs
City Sponsored Housing Rehabilitation Program ($190,000 – 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 (estimated $181,000 pending entitlement allocation funding and year‐
end assessment of available prior year resources)
These funds may be used towards Public Improvements to City 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 $90,000)
The City will use 20% of its entitlement and current year program income to administer the CDBG
program.
Fair Housing (estimated at $11,000)*
Project Sentinel ($11,000)*
Provides comprehensive fair housing services of complaint investigation, community outreach, and
education
*HOME Administrative Funds are not reported in HUD’s Integrated Disbursement & Information System
(IDIS)
Consolidated Plan SOUTH SAN FRANCISCO 67
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
# Project Name
1 Public Services
2 Service‐Enriched Homeless Shelters
3 Minor Home Repair/Modification Programs
4 City‐Sponsored Housing Rehabilitation Program
5 Public Improvement Projects
6 CDBG Administration
Table 20 – 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.
Co
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68
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No
:
25
0
6
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7
(e
x
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06
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3
0
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8
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69
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No
:
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0
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7
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x
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Consolidated Plan SOUTH SAN FRANCISCO 73
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
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 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. 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.
Map 7: 2018 Low‐Income Census Block Groups Map
Data Source: CPD Maps, 2017
Geographic Distribution
Target Area Percentage of Funds
CDBG Target Area 33%
Local Target Area (Downtown) 33%
Table 21 ‐ 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.
Consolidated Plan SOUTH SAN FRANCISCO 74
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
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 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 meet 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 fully 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.
City webpage for lead‐based paint information:
http://www.ssf.net/1338/Homeowner‐Information
Consolidated Plan SOUTH SAN FRANCISCO 75
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
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 Emancipated 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 homeless by supporting non‐profits
that offer solutions and services to the homeless and continue working the with the Homeless
Outreach Team (HOT)
Continue to work with the other local jurisdiction as part of the CDBG Work Group 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
Consolidated Plan SOUTH SAN FRANCISCO 76
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
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 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
Consolidated Plan SOUTH SAN FRANCISCO 77
OMB Control No: 2506‐0117 (exp. 06/30/2018) Public Review Draft 4/9/2018
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. 90.00%
City of South San Francisco
Community Funding Program
For Fiscal Year 2018-19
RFP Instructions
Application Process Schedule and General Information
• December 11, 2017 RFP opens online.
• January 10, 2018 Funding Application Workshop @ 10:00 am
Department of Health – Jupiter Room
264 Harbor Blvd, Belmont, CA 94002
Nonprofit organizations interested in applying for grants are strongly
encouraged to attend this training. City Data Services will provide training
on the use of the application process on their website.
• January 26, 2018 RFP Applications due not later than 5:00 pm
All applicants must upload proposals to The City Data Services (CDS)
website. See the bottom of page 3 for access instructions to the CDS
website.
• March 14, 2018 City Council Public Hearing to hear community needs. Applicant
agencies are strongly encouraged to attend.
Wednesday, March 14, 2018
7:00 pm
South San Francisco Municipal Services Building
33 Arroyo Drive, South San Francisco 94080
• TBD CDBG Subcommittee to review and make funding recommendations for
Council approval of Annual Action Plan.
• April 25, 2018 City Council Public Hearing for 2018-2023 Five-Year Consolidated Plan and
2018-19 Annual Action Plan.
Technical Assistance
For any questions regarding the eligibility of a proposed program, technical questions regarding the forms,
or any other clarifications needed, applicants may contact staff at any time prior to proposal submittal.
Maria Wada, Community Development Coordinator
Maria.wada@ssf.net or (650) 877-8526
For additional information and updates, be sure to check the City’s website at:
http://www.ssf.net/departments/economic-community-development/economic-dev-housing-
resources/community-development-block-grant/cdbg-notices
Community Development Block Grant (CDBG)
Eligible applicants will be awarded federal funds for projects and programs that meet the following
national objectives as determined by HUD:
Serving a clientele of which at least 51% are low-income as defined by HUD; or,
Serving a target low-income neighborhood as defined by the attached CDBG Program Area Map;
and,
Works to achieve any combination of the following outcomes and objectives:
o Objectives: Decent Housing, Suitable Living Environment, Economic Opportunity
o Outcomes: Availability/Accessibility, Affordability, Sustainability
This Consolidated Community Funding Application, including budget allocation and supplemental scope of
work input, will be necessary for all eligible applicants. Eligible applicants are public agencies, certified
501(c) 3 non-profit agencies, or organizations that are fiscally sponsored by a certified 501(c) 3 agency.
The South San Francisco Community Funding Program operates on a two-year funding cycle with the
second year of funding contingent upon available resources and contract compliance. Applicants should
develop their proposals and budgets to reflect a one-year program. The program year runs from July 1 to
June 30.
The City of South San Francisco holds a public hearing in order to hear concerns and public priorities in
order to determine public services of highest need. The City Council (at the recommendation of the CDBG
Subcommittee) will allocate 100% of available Community Funding for public services that meet the
highest priority needs.
Community Funding Grants
Based on budgets from previous years, City of South San Francisco staff estimates approximately
$60,000 will be available for program year 2018-19.
Budgets may be revised based on economic conditions and the grant award from HUD to the City of
South San Francisco.
The highest priority needs of the community are as follows:
o Basic human needs
This can include, but is not limited to, access to food, shelter, clothing, legal services,
workforce development, etc.
o Senior services
o Youth services
o Affordable housing services
Preserving or providing affordable housing
Minor Home Repair
There is a separate vendor grant available for the provision of minor home repair services to
eligible residents of the City of South San Francisco
The City has not established a budget for the Minor Home Repair yet, but in prior years it has been up to
$50,000
Services should be limited to minor repairs or health and safety issues for low-income homeowners
HUD Certified Fair Housing
There is a separate vendor grant available for the provision of HUD Certified Fair Housing services
that will be subject to the same application process and timelines
This will be funded as CDBG administration and will be included in the competitive Public Services
grants
City staff estimates approximately $8,000 to be available for this contract
Proposal Evaluation
The CDBG Subcommittee (comprised of two Council members) will use the criteria included in this
packet to evaluate all proposals. The review will follow the steps outlined below:
1. Staff will evaluate proposals for HUD eligibility, completeness, and past performance.
2. A public hearing will take place at City Council, where Council will hear the public’s needs and
priorities and provide direction to the CDBG Subcommittee
3. Staff proposal summary and notations provided with copies of proposals to the CDBG
Subcommittee for review.
4. The CDBG Subcommittee will make funding recommendations which will be included as part
of the 2018-19 Annual Action Plan that will be approved by City Council.
Equal Opportunity & Access
Equal opportunity and access is a priority for all City of South San Francisco programs, services, and
facilities. The City of South San Francisco does not discriminate on the basis of physical disability,
medical condition, race, color, ancestry, national origin, religion, sex, age or marital status. Organizations
will be requested to provide information about their affirmative marketing plan for their programs and
outreach to populations not likely to apply without special outreach.
Consolidated Community Funding Application City of South San
Francisco Application for Funding for FY 2017-18
HOW TO APPLY:
All applications for funding must be submitted online at: www.citydataservices.net .
1. New Applicants: Go to www.citydataservices.net, log in with SMC2018 as both User ID and
Password. Fill out a short form of program information and be issued a unique User ID and
Password. Log out and then log back into www.citydataservices.net and use the new user ID and
Password.
2. Existing CDBG/HOME Applicants: Go to www.citydataservices.net and log in with your existing
Agency User ID and Password. There will be a button on the top of the page to access the
CDBG/HOME Application.
CALIFORNIA NEWSPAPER SERVICE BUREAU
CNS
D A I L Y J O U R N A L C O R P O R A T I O N
To the right is a copy of the notice you sent to us for publication in the SAN
MATEO COUNTY TIMES. Please read this notice carefully and call us with
any corrections. The Proof of Publication will be filed with the County Clerk, if
required, and mailed to you after the last date below. Publication date(s) for
this notice is (are):
Daily Journal Corporation
Serving your legal advertising needs throughout California. Call your local
Mailing Address : 915 E FIRST ST, LOS ANGELES, CA 90012
Telephone (213) 229-5300 / Fax (213) 229-5481
Visit us @ WWW.LEGALADSTORE.COM
Maria Wada
CITY OF SOUTH SAN FRANCISCO/ECD
400 GRAND AVE /PO BOX 711
SOUTH SAN FRANCISCO, CA 94083
HRG NOTICE OF HEARING
Public Hearing/Community Needs Assessment
02/28/2018
BUSINESS JOURNAL, RIVERSIDE (951) 784-0111
DAILY COMMERCE, LOS ANGELES (213) 229-5300
LOS ANGELES DAILY JOURNAL, LOS ANGELES (213) 229-5300
ORANGE COUNTY REPORTER, SANTA ANA (714) 543-2027
SAN FRANCISCO DAILY JOURNAL, SAN FRANCISCO (800) 640-4829
SAN JOSE POST-RECORD, SAN JOSE (408) 287-4866
THE DAILY RECORDER, SACRAMENTO (916) 444-2355
THE DAILY TRANSCRIPT, SAN DIEGO (619) 232-3486
THE INTER-CITY EXPRESS, OAKLAND (510) 272-4747
Notice Type:
Ad Description
COPY OF NOTICE
3103992
!A000004681107!
The charge(s) for this order is as follows. An invoice will be sent after the last
date of publication. If you prepaid this order in full, you will not receive an
invoice.
NOTICE OF PUBLIC
HEARING
City of South San
Francisco
Community Development
Block Grant Program
Wednesday,March 14,
2018
City Council Chambers
33 Arroyo Drive
7:00 p.m.
The City of South San
Francisco anticipates
receiving approximately
$400,000 in Community
Development Block Grant
funds for the 2017-18 fiscal
year from the U.S.
Department of Housing and
Urban Development.The
purpose of the public
hearing is to hear public
testimony on the City’s
housing and community
development needs for the
City’s 5-Year Consolidated
Plan and One-Year Action
Plan.For more information,
contact Economic and
Community Development at
(650)829-6620.Translation
services can be made
available for non-English
speakers and hearing
impaired by contacting the
number above by March 8,
2018.
Aviso de Audiencia
Pública
La ciudad de South San
Francisco
El Programa de
Desarrollo y Asistencia
Comunitario
miércoles 14 de marzo,
2018 a las 7:00 p.m.
33 Arroyo Drive
Si necesita servicios de
traducción en la audiencia
pública,favor de llamar
nuestra oficina entre 14 de
la mañana y 5 de la tarde
antes del 8 de marzo,650-
829-6620.
3/1/18
CNS-3103992#
SAN MATEO COUNTY
TIMES
CALIFORNIA NEWSPAPER SERVICE BUREAU
CNS
D A I L Y J O U R N A L C O R P O R A T I O N
To the right is a copy of the notice you sent to us for publication in the SAN
MATEO COUNTY TIMES. Please read this notice carefully and call us with
any corrections. The Proof of Publication will be filed with the County Clerk, if
required, and mailed to you after the last date below. Publication date(s) for
this notice is (are):
Daily Journal Corporation
Serving your legal advertising needs throughout California. Call your local
Mailing Address : 915 E FIRST ST, LOS ANGELES, CA 90012
Telephone (213) 229-5300 / Fax (213) 229-5481
Visit us @ WWW.LEGALADSTORE.COM
Maria Wada
CITY OF SOUTH SAN FRANCISCO/ECD
400 GRAND AVE /PO BOX 711
SOUTH SAN FRANCISCO, CA 94083
HRG NOTICE OF HEARING
CDBG Con Plan and Action Plan
04/10/2018
BUSINESS JOURNAL, RIVERSIDE (951) 784-0111
DAILY COMMERCE, LOS ANGELES (213) 229-5300
LOS ANGELES DAILY JOURNAL, LOS ANGELES (213) 229-5300
ORANGE COUNTY REPORTER, SANTA ANA (714) 543-2027
SAN FRANCISCO DAILY JOURNAL, SAN FRANCISCO (800) 640-4829
SAN JOSE POST-RECORD, SAN JOSE (408) 287-4866
THE DAILY RECORDER, SACRAMENTO (916) 444-2355
THE DAILY TRANSCRIPT, SAN DIEGO (619) 232-3486
THE INTER-CITY EXPRESS, OAKLAND (510) 272-4747
Notice Type:
Ad Description
COPY OF NOTICE
3113417
!A000004704417!
The charge(s) for this order is as follows. An invoice will be sent after the last
date of publication. If you prepaid this order in full, you will not receive an
invoice.
NOTICE OF PUBLIC
HEARING
City of South San Francisco
Community Development
Block Grant Program
(CDBG)
Wednesday,May 9,2018 at
7:00 pm
City Council Chambers,33
Arroyo Drive
The City of South San
Francisco is holding a
public hearing regarding the
Five Year Consolidated
Plan (2018-2023)and the
Annual Action Plan (2018-
2019)(“Plans”).The Plans
identify the Community
Development Block Grant
Program (CDBG)funding
priorities and describes the
activities the City will
undertake to address the
City's housing,community,
and economic development
needs.The Plans will be
adopted by City Council on
May 9,2018 and will be
submitted to the U.S.
Department of Housing and
Urban Development (HUD)
by May 15,2018.
The Plans are available for
a 30 day public review
period from April 10 to May
9,2018.Copies of the
Plans are available at
www.ssf.net,all City
libraries,and the
Department of Economic
and Community
Development.For
additional copies,call 650-
829-6620.The public can
comment on the Plans at
the May 9,2018 City
Council Public Hearing or
submit written comments by
May 1,2018 to
CDBG@ssf.net or to the
address below
City of South San Francisco
Department of Economic
and Community
Development
400 Grand Avenue
South San Francisco,CA
94080
Translation services can be
provided to non-English
speaking and hearing-
impaired residents who
wish to attend the hearing.
To make arrangements,call
650-829-6620 by Friday,
May 4,2018.
Summary of the Plan
The City’s FY 18-19 budget
is estimated to be
approximately $500,000
and consists of:$400,000 –
entitlement amount,
$100,000 –prior year
uncommitted funds,and
$11,437 –HOME
administrative funds.The
CDBG Subcommittee has
made preliminary priority
recommendations for
funding expenditures for FY
18-19.These are
community and residents’
needs,(specifically Housing
Rehabilitation),Park and
Recreation upgrades and
ADA public right of way
improvements.Note these
recommendations are
subject to City Council
action at the public hearing.
Aviso de Audiencia
Pública y disponibilidad
del plan anual del
programa de desarrollo y
asistencia comunitario
Miércoles 9 de mayo,2017
a las 7:00 pm
33 Arroyo Drive
Si necesita servicios de
traducción en la audiencia
pública,favor de llamar
nuestra oficina entre 8 de la
mañana y 5 de la tarde
antes del 4 de mayo,650-
829-6620.
4/10/18
CNS-3113417#
SAN MATEO COUNTY
TIMES
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