HomeMy WebLinkAboutReso 56-2019 (19-50)City of South San Francisco P.O. Box 711 (City Hall,
• 400 Grand Avenue)
South San Francisco, CA
City Council
' Resolution: RES 56-2019
File Number: 19-50
Enactment Number: RES 56-2019
RESOLUTION APPROVING THE CITY OF SOUTH SAN
FRANCISCO'S FISCAL YEAR 2019-2020 ONE YEAR ACTION
PLAN (ACTION PLAN); AUTHORIZING SUBMITTAL OF THE
ACTION PLAN AND ALL OTHER REQUIRED DOCUMENTS TO
THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT (HUD); AUTHORIZING A BUDGET TRANSFER
TO INCORPORATE THE CDBG AND HOME ADMINISTRATIVE
FUNDS INTO THE 2019-2020 OPERATING BUDGET; AND
AUTHORIZING THE CITY MANAGER TO EXECUTE ALL
DOCUMENTS AND CERTIFICATIONS NECESSARY TO SECURE
AND AWARD CDBG AND HOME ADMINISTRATIVE FUNDS FOR
THE CITY
WHEREAS, staff recommends approval and submittal, as presented to the City Council at its
April 24, 2019 meeting, of the City's Fiscal Year 2019-2020 One Year Action Plan and all other required
documents to the U.S. Department of Housing and Urban Development; and
WHEREAS, staff recommends that the City Council authorize a budget transfer to incorporate
Community Development Block Grant ("CDBG") and HOME Administrative Funds into the 2019-2020
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; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of South San Francisco
that the City Council hereby:
1. Approves the City's 2019-2020 One Year Action Plan, attached to this Resolution as Exhibit A.
2. Authorizes submittal of the City's 2019-2020 One Year Action Plan and all other required documents
to the U.S. Department of Housing and Urban Development.
Authorizes a budget transfer to incorporate the CDBG and HOME Administrative Funds into the
2019-2020 operating budget.
4. Authorizes the City Manager to execute all documents necessary to secure and award CDBG and
HOME Administrative Funds for the City consistent with the direction provided by the City Council.
City of South San Francisco Page 1
File Number: 19-50
Enactment Number: RES 56-2019
At a meeting of the City Council on 4/24/2019, a motion was made by Richard Garbarino, seconded by
Buenaflor Nicolas, that this Resolution be approved. The motion passed.
Yes: 4 Mayor Matsumoto, Vice Mayor Garbarino, Councilmember Addiego, and
Councilmember Nicolas
Abstain: 1 Councilmember Nagales
Attest by
dlaok—
�osa Govea Acosta
City of South San Francisco Page 2
DRAFT ANNUAL ACTION PLAN
FY 2019-2020
Lead Agency: City of South San Francisco
City of South San Francisco Economic and
Community Development Department
Prepared by: Economic Development and
Housing Division
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Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
1. Introduction
The U.S. Department of Housing and Urban Development (HUD) requires the City of South San Francisco
(City) to prepare an Annual Action Plan (Action Plan) in order to receive federal Community
Development Block Grant (CDBG) funds. HUD Programs have three basic goals to assist extremely low,
very-low, and low-income persons by:
• Providing decent and affordable housing;
• Providing a suitable living environment; and
• Expanding economic opportunities.
The City's Action Plan for fiscal year 2019-2020, in conjunction with its Five-Year Consolidated Plan
(2018-2023), 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. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless needs
assessment, the housing market analysis or the strategic plan.
The City's Action Plan identifies the following needs and has developed goals and activities that address
both the City’s needs and further HUD's program goals:
Need: Affordable Housing
Goal: Increase, preserve, and improve the supply of affordable housing for extremely low- and
moderate-income households.
Activities: The City will use CDBG funds for housing rehabilitation and minor home repair/accessibility
modification programs. Additionally, the City will continue to administer its existing First Time
Homebuyer Loan Portfolio and Below Market Rate housing units.
Need: Public Services
Goal: Provide public services to improve the quality of life for low-income individuals and families,
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including those at risk of becoming homeless and special needs populations.
Activities: The City will allocate 15% of its annual entitlement grant and 15% of prior year program
income to the following public services: Community Overcoming Relationship Abuse (CORA), HIP
Housing, John’s Closet, Legal Aid Society, Rape Trauma Services Center, Samaritan House, and Star Vista.
Need: Public Facilities and Infrastructure Improvements
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 in CDBG service areas. The public improvement
projects may include, but are not limited to, parks/playlot improvements, and projects related to the
City’s ADA Transition Plan.
Need: Homeless Services and Housing
Goal: Provide service-enriched shelter and 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. The City will provide CDBG funding under the
public service category to Samaritan House and CORA. Samaritan House operates the Safe Harbor
Shelter, which is a 90-bed homeless shelter located in South San Francisco that provides both
emergency and transitional housing for homeless individuals. CORA provides emergency shelter for
those seeking refuge from domestic violence or abuse. The City will also continue to work with the
Homeless Outreach Team (HOT) to move the most difficult, long term homeless individuals out of the
Downtown area by placing them in emergency shelters and connecting them with County medical and
rehabilitation services. This includes the City’s participation in the HOT’s Case Manager Group and
Oversight Committee.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
For FY 18-19, the City 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 include improving pedestrian and safety access at 40 public sidewalk ramps at major
intersections.
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,
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.
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4. Summary of Citizen Participation Process and consultation process
The citizen participation process for the FY 2019-20 Action Plan has been executed as follows:
(See Section AP-12 Participation and Attachment C for additional information)
• Public Hearings: The City conducted a Community Development Needs Assessment Public
Hearing before the City Council on March 13, 2019, asking the public to comment on the
housing, community, and economic development needs of the City. Eleven public comments
were received. Additionally, the City held a second public hearing on April 24, 2019 to make
final funding allocations and to adopt this Action Plan.
• A 30-day Public Review: The Action Plan was made available for public review from March
25 through April 24, 2019.
• Public Notices: Public Notices for the two hearings were published in the San Mateo County
Times on February 26, 2019, and March 25, 2019.
• Online Outreach: The City noticed all the CDBG related public hearings through the City’s
website and Facebook page. The City also sent email notifications to the current CDBG
subrecipients and the City’s CDBG and Economic & Community Development listservs.
• Public Meetings: The City held a public CDBG Subcommittee meeting on March 15, 2019.
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 AP-10 Consultation and AP-12Citizen Participation sections of this
plan.
5. Summary of public comments
The City received public comments at the Needs Assessment Hearing and Public Hearing on the draft
Action Plan. Please see attached Public Comment documents.
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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's Action Plan for fiscal year 2019-2020 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.
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PR-05 Lead & Responsible Agencies - 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of
each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency SOUTH SAN FRANCISCO
CDBG Administrator SOUTH SAN FRANCISCO Economic Development and Housing (EDH) Division
Table 1 – Responsible Agencies
Narrative
The City of South San Francisco’s Economic Development and Housing Division (EDH) under the Department of Economic and Community
Development (ECD) is the lead public agency responsible for developing and implementing the City’s Consolidated Plan and Annual Action Plans.
EDH administers the City’s Community Development Block Grant and HOME administrative funds. EDH is responsible for many of the activities
and programs identified in the Consolidated Plan and this Action Plan including the City’s Housing Rehabilitation Program, program
administration, and public improvement projects.
Consolidated Plan Public Contact Information
City of South San Francisco
Economic Development and Housing Division
400 Grand Avenue
South San Francisco, CA 94080
Tel: (650) 829-6620
Fax: (650) 829-6623
Email: [email protected]
Website: www.ssf.net
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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
1. Introduction
The City of South San Francisco consulted with a wide variety of local non-profit organizations, the
Continuum of Care (CoC), the San Mateo County Housing Authority, the South San Francisco Housing
Authority, the San Mateo County Department of Health, other City departments, the South San
Francisco Downtown Task Force, and other community stakeholders in order to develop its current Five-
Year Consolidated Plan. Further, many of the local non-profit organizations also produce reports
concerning the needs of the demographic they serve; this information is also utilized in the plan
development.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(l)).
During this Action Plan period, the City will work on strengthening its relationships with organizations
that serve the public, especially low-income residents. Specific efforts will include:
• Work with the County of San Mateo and other entitlement jurisdictions to coordinate and
streamline CDBG processes
• Participate in the San Mateo County HOME Consortium and provide representation on the
County’s Housing and Community Development Committee
• Work closely with non-profit social service providers, the County, other entitlement
jurisdictions, the School District, and other community providers to coordinate the delivery of
services to residents
• Fund non-profit organizations serving low-income residents
• Work with non-profit organizations and private developers to build and/or maintain affordable
housing
• Work with the Continuum of Care (CoC) to better coordinate homeless services
• Work with the Homeless Outreach Team (HOT) to move the most difficult, long term homeless
individuals out of the Downtown area by placing them in shelters and connecting them with
County medical and rehabilitation services. This includes the City’s participation on the HOT
Case Manager Group and Oversight Committee
• Continued efforts by the downtown bike patrol to connect the homeless to public services that
are available to them.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
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The City has a seat on the Continuum of Care (CoC) Steering Committee and is involved in all CoC
decision-making. The CoC undertakes a wide range of efforts to meet the needs of homeless persons
and those at risk of homelessness.
Chronically Homeless
The CoC has created multi-disciplinary, bilingual, Homeless Outreach Teams (HOT) to conduct intensive
outreach with the chronically homeless people throughout the County and to help them move into
permanent housing. South San Francisco’s HOT program was implemented in FY 13-14. City staff, police,
elected officials, County staff, and local service providers actively participate and meet regularly in the
HOT program.
Families with Children
The CoC has developed a rapid re-housing program which provides short-term rental assistance plus
case management to homeless families. The San Mateo County Human Services Agency has also
provided funding for a motel voucher program to assist families that are waiting to access shelter.
Veterans
The CoC is working with the Veterans Task Force, convened in 2012 by the County Board of Supervisors,
to improve county-wide efforts to outreach to homeless and at-risk veterans, to assess their service and
housing needs, to and help them access needed resources, including Veterans Affairs Supportive
Housing vouchers and veterans’ benefits. In 2017, the San Mateo County Veterans Fund was created to
support the local veteran population.
Youth
CoC funds are provided to the County Mental Health Association to operate its Support and Advocacy
for Youth in Transition Program, which provides case management and housing search/stabilization
services to homeless youth. The San Mateo County Housing Authority also offers Family Unification
Program Vouchers for youth leaving the foster care system.
System-Wide Objectives
The San Mateo County CoC 10-Year Housing Our People Effectively (HOPE) Plan (adopted in 2006) laid
out the community’s overall strategy for reducing and ending homelessness. Key accomplishments have
included the creation and expansion of Homeless Outreach Teams (HOT), new funding sources for
homelessness prevention, Homeless Connect events, and various other initiatives.
The 10-year plan has been succeeded by the Ending Homelessness Plan (adopted in July 2016). The plan
aims to end homelessness in San Mateo County by 2020 through a strategic and coordinated approach
using data-driven solutions. Some of these solutions include: outreach, emergency shelters, transitional
housing, rapid rehousing, permanent supportive housing and homelessness prevention programs.
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Although these objectives have proven to be an effective way to set goals and evaluate progress, they
are not fully aligned with the objectives set forth in the Homeless Emergency Assistance and Rapid
Transition to Housing Act (HEARTH) and in the federal strategic plan, Opening Doors. The CoC has
convened a System Design Subcommittee that is working on the development of system-wide
quantitative objectives for the following HEARTH outcomes:
• Reductions in total numbers of homeless people;
• Reductions in the number of new entries into homelessness;
• Reductions in the rate of returns to homelessness; and
• Reductions in the length of time people are homeless.
• Project-Level Objectives
The CoC has the following objective performance standards that are used on an ongoing basis to
evaluate the effectiveness of all projects within the homeless system:
• Percentage of exits to permanent housing;
• Housing retention rate;
• Participants obtaining employment income during program participation;
• Participants increasing total income during program participation;
• Program occupancy levels;
• CoC/ Emergency Solutions Grant (ESG) grant spending rates; and
• Homeless Management Information System (HMIS) data quality
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
As previously mentioned, the City has a seat on the CoC Steering Committee and meets on a quarterly
basis to make decisions regarding the planning, funding, and operation of the CoC. Additionally, the City
sits on the COC Funding/Project Review Subcommittee which reviews renewal and new projects seeking
CoC funding. The City does not receive ESG funding as the County Department of Housing (DOH) is the
only ESG recipient in the County. However, the City does have a designated seat 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
Evaluation of Project Outcomes
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System-Wide Performance Measurement
On an annual basis, the CoC Lead Agency, the San Mateo County Center on Homelessness (COH)
compiles a report on how well the community is meeting the objectives set forth in the HOPE Plan. This
includes an analysis of housing development data to track the creation of new units of affordable
housing and an analysis of HMIS and Core Service Agency data to track the numbers of households
receiving assistance. Additionally, the CoC’s System Design Subcommittee is developing a set of system-
wide performance measures that align with HEARTH and Opening Doors. This work includes developing
a recommended methodology for measuring average length of homelessness that includes the time
prior to program intake. The CoC’s System Design Subcommittee will be researching possible
methodologies for a more complete tracking of returns to homelessness, including any further HUD
guidance if available.
Project-Level Performance Measurement
The COH regularly monitors all emergency shelter, transitional housing, outreach, supportive housing,
rapid re-housing, and prevention programs which includes site visits, analysis of spending rates, and a
review of occupancy data. The monitoring process also includes a review of whether projects are
meeting the CoC’s project performance standards. In addition, the Project Performance Subcommittee
works with the COH to conduct an annual assessment of how well projects are performing, identifies
those projects that are underachieving, and recommends whether projects should be offered technical
assistance or should be candidates for re-allocation of their CoC funds. Also, each project in the CoC
receives an annual performance report detailing their results in meeting both HUD’s and the CoC’s
established performance measures.
Homeless Management Information System (HMIS)
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 improves 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.
2. Agencies, groups, organizations and others who participated in the process and
consultations
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Table 2 – Agencies, groups, organizations who participated
1 Agency/Group/Organization 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 13, 2019 public hearing.
2 Agency/Group/Organization LifeMoves
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.
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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.
4 Agency/Group/Organization San Mateo County Health System
Agency/Group/Organization Type Services-Health
Health Agency
Other government - County
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.
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5 Agency/Group/Organization County of San Mateo Center on Homelessness
Agency/Group/Organization Type Housing
Services - Housing
Other government - County
What section of the Plan was addressed by Consultation? Housing Need Assessment
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
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.
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
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the consultation
or areas for improved coordination?
The YMCA Community Resource Center (which is operated by the
Youth Service Bureaus) provided input on homeless needs
through its participation in the City's Homeless Outreach Team.
7 Agency/Group/Organization JOHN'S CLOSET
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by Consultation? Homeless Needs - Families with children
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?
John's Closet provided input on public service needs during the
March 13, 2019 CDBG needs assessment public hearing.
8 Agency/Group/Organization PROJECT 90
Agency/Group/Organization Type Services-Children
Services-Persons with Disabilities
Services-homeless
Substance Abuse and Recovery
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the consultation
or areas for improved coordination?
Project 90 provided input on homeless needs through its
participation in the City's Homeless Outreach Team.
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9 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 13, 2019 CDBG needs assessment public
hearing.
10 Agency/Group/Organization 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
13, 2019 CDBG needs assessment public hearing.
11 Agency/Group/Organization HIP Housing
Agency/Group/Organization Type Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the consultation
or areas for improved coordination?
HIP Housing provided input on housing and public service needs
during the March 13, 2019 CDBG needs assessment public
hearing.
12 Agency/Group/Organization Center for Independence of Individuals with Disabilities
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
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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 13, 2019
CDBG Needs Assessment Public Hearing.
13 Agency/Group/Organization Legal Aid Society of San Mateo County
Agency/Group/Organization Type Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the consultation
or areas for improved coordination?
Legal Aid Society provided input on housing and public service
needs during the March 13, 2019 CDBG Needs Assessment Public
Hearing.
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 13, 2019 CDBG needs assessment public hearing.
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
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the consultation
or areas for improved coordination?
Ombudsman provided input at the March 13, 2019 public hearing.
16 Agency/Group/Organization Rape Trauma Services
Agency/Group/Organization Type Services-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 13, 2019 CDBG needs assessment public
hearing.
17 Agency/Group/Organization Star Vista
Agency/Group/Organization Type Services-homeless
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?
StarVista provided input on public service needs during the March
13, 2019 CDBG needs assessment public hearing.
Identify any Agency Types not consulted and provide rationale for not consulting
All agency types were consulted.
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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.
Housing Our
People Effectively
(HOPE) 10-year
Plan
San Mateo County Human
Services Agency
The City has identified the need for homeless services and housing and has set a goal
to provide service enriched shelter and transitional housing for homeless individuals.
This goal overlaps with the goals of the HOPE Plan. Some of the HOPE Plan's goals are
to increase homeless housing opportunities and to prevent and end homelessness by
delivering flexible services.
Housing Element City of South San Francisco Short and Long-term planning for housing needs at a range of prices and rents.
Plan Bay Area
2040 and the
CASA Compact
The Association of Bay Area
Governments/Metropolitan
Transportation Committee
Plan Bay Area is a regional blueprint that promotes compact, mixed use
neighborhoods near transit. The CASA Compact is a set of policy recommendations to
increase housing production for the region.
Table 3 - Other local / regional / federal planning efforts
Narrative
The City of South San Francisco, the County of San Mateo and the other entitlement jurisdictions (Daly City, San Mateo, and Redwood City) have
developed a "CDBG Cohort" which meets regularly to enhance and streamline the CDBG process for both the jurisdictions and subrecipients. The
Cohort collectively organizes community forums, requests for proposals, and joint monitoring of subrecipients.
Additionally, the Cohort has implemented the use of standardized applications, reporting, and reimbursement forms for subrecipients through a
common online grant management system. The Cohort shares information regarding subrecipients and how to handle issues that may arise for
the subrecipients such as reporting, invoicing, or actions needed to correct and track performance.
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AP-12 Participation - 91.401, 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
Pursuant to the City’s Citizen Participation Plan, the following is a summary of the significant actions the City undertook in developing this Action
Plan:
• December 18, 2018 to January 28, 2019 – CDBG/HOME Administrative Funds Renewal Application Available
• January 28, 2019 – Application Deadline
• February 26, 2019 – Public Notice of Community Needs Assessment Hearing was published in the San Mateo County Times
• February 26, 2019 – The City publicly noticed the Community Needs Assessment Hearing through the City’s website, Twitter, and
Facebook page. The City also sent individual email notifications to the CDBG FY 19-20 applicants and the City’s CDBG and Economic &
Community Development listservs.
• March 13, 2019 – Community Needs Assessment Hearing
• March 15, 2019 – CDBG Subcommittee Meeting
• March 25, 2019 – Public Notice of Availability of the City's FY 19-20 Annual Action Plan and Notice of Public Hearing published in the San
Mateo County Times
• March 20, 2019 – The City publicly noticed the Availability of the City's FY 19-20 Annual Action Plan and Notice of Public Hearing the
City’s website, Twitter, and Facebook page. The City also sent individual email notifications to the CDBG FY 19-20 applicants and the
City’s CDBG and Economic & Community Development listservs.
• March 25 to April 24, 2019 – 30-day public comment period on the City's FY 19-20 Annual Action Plan
• April 24, 2019 – Final funding allocations and Public Hearing on the adoption of the City's FY 19-20 Annual Action Plan
• May 15, 2019 – Submission of the City's FY 19- Annual Action Plan to HUD
The following are specific efforts made to broaden outreach and promote participation. These efforts to increase citizen participation helped
establish and/or reconfirm the City's housing and community development needs and were used as a basis for setting priorities. See
Attachments B and C for additional information.
Annual Action Plan
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OMB Control No: 2506-0117 (exp. 06/30/2019)
• Public Hearing on Community Needs: On March 13, 2019, the City held a public hearing to receive comments on the City's housing and
community development needs. A notice for the hearing was published in the San Mateo County Times on February 20, 2017. The City
received eleven (11) public comments.
• Public Hearing on the Action Plan Adoption: On April 24, 2019, the City held a public hearing to receive comments on and adopt the
City's Action Plan. A notice for the hearing was published in the San Mateo County Times on March 20, 2019.
• Online Outreach: The City noticed all of the CDBG related public hearings through the City’s website and Facebook page. The City also
sent email notifications to the current CDBG subrecipients and the City’s CDBG and Economic & Community Development listservs.
• Public Meetings: The City held public CDBG Subcommittee meetings on March 15, 2019.
Citizen Participation Outreach
Table 4 – Citizen Participation Outreach
Annual Action Plan
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response/
attendance
Summary of comments
received
Summary of comments
not accepted
and reasons
URL
1 Public
Outreach
People of color
Non-English
Speakers- Specify
other Language:
Spanish
Non-targeted/
broad community
On March 13, 2019, the City held a
public hearing with the Mayor and
City Council to receive public
comments on the City’s Housing
and community development
needs. A public notice for the
hearing, written in English and
Spanish, was published in the San
Mateo County Times on February
26, 2019. The hearing was also
noticed through the City’s website
and Facebook page. The City also
sent email notifications to the
current CGBG subrecipients and
the City’s CDBG and Economic &
Community Development listservs
(See Attachments C)
The City received eleven (11)
public comments. All of the
comments received were in
support of different non-profits
seeking CDBG or HOME
Administrative funding. The
comments described the
nonprofits’ programs and their
impact on the community while
also thanking the City Council
for their support. Further
information regarding the
comments is provided in
Attachment C.
All comments were
accepted. http://www.ssf.net/1937/CDBG-Notices 2 Public
Noticing via
Newspaper
People of color
Persons with
Disabilities
Non-targeted/
broad community
Published notices for public
meetings/hearings were posted in
the San Mateo County Times on
Feb 26, 2019 and March 20, 2019.
No comments were received
from the noticing. Comments
were received at the noticed
public meetings and hearings
All comments were
accepted See Attachment
Annual Action Plan
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Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The City's FY 19-20 entitlement amount is $450,000. The City is also supporting several projects funded
from 2018-2019 and prior year funds. The final costs for these projects and the amounts expected to be
available at the end of the year have not been finalized. The City is budgeting for approximately
$220,000 in prior years' uncommitted and roll-over funds. This gives the City a CDBG budget of
approximately $682,000 for FY 19-20. In addition, the City’s the FY 18-19 HOME allocation is $12,000
which provides the City with an overall budget of approximately $1,041,000.
Anticipated Resources
Program Source
of Funds Uses of
Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $ Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisitio
n
Admin
and
Planning
Economic
Developm
ent
Housing
Public
Improvem
ents
Public
Services
471,509 1,397 80,590 553,496 0
The City of South
San Francisco is an
entitlement
jurisdiction and
therefore receives
an annual CDBG
grant allocation
from HUD, the City
also receives a
variable amount of
Program Income.
Additionally,
accumulated funds
from prior program
years have resulted
in significant prior
year resources that
the City is required
to budget and
spend down.
Annual Action Plan
2019
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Program Source
of Funds Uses of
Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Description Annual
Allocation:
$
Program
Income: $ Prior Year
Resources:
$
Total:
$
HOME
Funds
public -
federal
12,000 0 0 12,000 0
The City of South
San Francisco is
part of the San
Mateo County
HOME Consortium.
As a member of
this consortium,
the City receives
1% of the County’s
annual HOME
allocation for
administrative
purposes.
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Leveraging CDBG funds continues to be a greater challenge with the dissolution of Redevelopment
Agencies (RDA) statewide. In the past, CDBG funds were able to leverage significant amounts of RDA
funding for housing and commercial projects. A reduction to CDBG entitlement amounts over the last
few years have also required the City to cut funding to nearly half of the public service organizations.
Overall, CDBG funding is insufficient to leverage significant funds and now can only be provided as a
small match in attempt to secure what other non-federal funding might be available.
However, the City has been 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
include upgrading intersections and making the downtown more pedestrian friendly.
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Over the years, the City's RDA acquired several residential and commercial properties; however, with
the dissolution of RDAs, the City is required to sell all its properties and return all proceeds to the State.
Therefore, the City is in the process of selling these commercial properties. In the past few years the City
has been selling the smaller residential properties which have been occupied by low income households.
The City’s Housing Investment Plan has stipulated, however, that the proceeds received from the sale
Annual Action Plan
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must be used to replace the unit somewhere else in the City. The City has not sold all of the residential
properties, and still has 6 residential units that are being leased to low income households.
Discussion
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.
Annual Action Plan
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort
Ord
er
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Increase,
Maintain,
& Improve
Affordable
Housing
2019 2020 Affordable
Housing
SSF
Downtown
Tracts 6021,
6022
Affordable
Housing
CDBG:
$235,250
Public Facility
or
Infrastructure
Activities for
Low/Moderate
Income
Housing
Benefit: 48
Households
Assisted
2 Provide
Public
Services
to
Improve
Quality of
Life
2019 2020 Non-Housing
Community
Development
SSF
Downtown
Tracts 6021,
6022
Public
Services
CDBG:
$33,778
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 264
Persons
Assisted
3 Provide
Service-
Enriched
Homeless
Shelters
2019 2020 Homeless SSF
Downtown
Tracts 6021,
6022
Homeless
Services and
Housing
CDBG:
$19,097
Homeless
Person
Overnight
Shelter: 75
Persons
Assisted
4 Preserve
and
Improve
Public
Facilities
2019 2020 Public Facility
Improvements
SSF
Downtown
Tracts 6021,
6022
Public
Facilities
Improvements
CDBG:
$277,041
Gardiner Park
Renovation
Table 6 – Goals Summary
Annual Action Plan
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25
OMB Control No: 2506-0117 (exp. 06/30/2019)
Goal Descriptions
1 Goal Name Increase, Maintain, & Improve Affordable Housing
Goal
Description
For FY 19-20, the City will implement the following activities in order to meet this
goal: housing rehabilitation, minor home repair, emergency home repair grants,
debris box vouchers, and accessibility modification programs.
2 Goal Name Provide Public Services to Improve Quality of Life
Goal
Description
For FY 19-20, the City will allocate 15% of its annual entitlement and 15% of its
prior year program income to non-profit organizations that provide public
services. The City anticipates serving 344 low to moderate income residents in FY
19-20.
3 Goal Name Provide Service-Enriched Homeless Shelters
Goal
Description
There is a significant need for service-enriched shelters and transitional housing
for both homeless individuals and families as the City has experienced a
significant increase in chronically homeless and transients, especially in the
Downtown. The City will address this need by providing public service funds to
Samaritan House and CORA. Samaritan House operates the Safe Harbor Shelter
located in South San Francisco, which provides 90 beds to homeless individuals.
CORA provides emergency shelter for those seeking refuge from domestic
violence or abuse. The City will also continue to work with the Homeless Outreach
Team (HOT) to move the most difficult, long term homeless/transient individuals
out of the Downtown area by placing them in emergency shelters and connecting
them with County medical and rehabilitation services. This includes the City’s
participation in the HOT’s Case Manager Group and Oversight Committee.
4 Goal Name Preserve and Improve Public Facilities
Goal
Description
The City of South San Francisco may use these funds to support investments in
predevelopment activities for infrastructure and public facilities. These
predevelopment activities may be used to assemble sites for affordable housing
or provide infrastructure that would benefit the community.
Additionally, it is likely that the City will these funds to improve public facilities,
such as improvements to Park facilities and funding ADA improvements, as
identified in the City’s ADA Transition Plan. In FY 18-19 the City spent $206,000
improving the ADA ramps to public intersections in the CDBG Service Areas. In FY
19-20 the City anticipates funding the Gardiner Park renovation.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
The City plans to implement the following projects:
Public Services
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
Minor Home Repair Programs
Center for Independence of
Individuals with Disabilities (CID) -
Housing Accessibility Modification
Program
Installs ramps, grab bars, and other modifications to make a home accessible
to individuals with disabilities
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
*Homeless shelters are a subcategory under the Public Services
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City Sponsored Housing Rehabilitation Program
Provides 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
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.
In addition, the City is exploring the idea of using the Section 108 Loan Program. The loan would provide
a greater impact for capital improvement projects in low and moderate neighborhoods, especially since
construction and acquisition costs have been increasingly cost-prohibitive.
CDBG Administration
The City will use 20% of its entitlement and current year program income to administer the CDBG
program.
Fair Housing ($12,000)*
Project Sentinel ($12,000) 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)
# Project Name
1 Public Services
2 Service Enriched Homeless Shelters
3 Minor Home Repair Program
4 Housing Rehabilitation Program
5 Public Facility Improvement Projects
6 Planning and Administration
Table 7 – 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
Annual Action Plan
2019
28
OMB Control No: 2506-0117 (exp. 06/30/2019)
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.
Annual Action Plan
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AP-38 Project Summary
Project Summary Information
Annual Action Plan
2019
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1 Project Name Public Services
Target Area SSF Downtown Tracts 6021, 6022
Goals Supported Provide Public Services to Improve Quality of Life
Needs Addressed Public Services
Funding CDBG: $67,709
Description For FY 19-20 the City will allocate 15% of its annual entitlement to non-
profit organizations that provide public services.
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
344 extremely low to low income individuals are estimated to benefit
from the proposed activities.
Location Description City-Wide
• HIP Housing
364 South Railroad Avenue
San Mateo, CA 94401-4024
• John’s Closet
444 E. Market St., Rm. 2
Daly City, CA 94014
• Legal Aid Society
330 Twin Dolphin Drive, Suite 123
Redwood City, CA 94065-1455
• Ombudsman Services of San Mateo County, Inc.
711 Nevada St.
Redwood City, CA 94061-1555
• Rape Trauma Services Center
1860 El Camino Real, Suite 406
Burlingame, CA 94010-3117
• StarVista
701 Grand Ave
South San Francisco, CA 94080-2553
Annual Action Plan
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Planned Activities • HIP Housing: Home Sharing Program $8,941 of available public
services funding:
Facilitates rent or service exchange home sharing arrangements
• John’s Closet $4,863 of available public services funding:
Provides new clothing for low income children.
• Legal Aid Society $9,479 of available public services funding:
Legal assistance and advocacy for people losing their homes or
living in substandard conditions.
• Ombudsman Services of San Mateo County, Inc. $9,618 of
available public services funding:
Advocacy services to elderly and developmentally disabled
individuals
• Rape Trauma Services Center $9,818 of available public services
funding: Mental health services to address the multiple healing
needs of child survivors of sexual trauma.
• StarVista $5,894 of available public services funding:
Subsidized apartments and case management services for
emancipated foster youth plus essential life skills training.
2 Project Name Service Enriched Homeless Shelters
Target Area SSF Downtown Tracts 6021, 6022
Goals Supported Provide Service-Enriched Homeless Shelters
Needs Addressed Homeless Services and Housing
Funding CDBG: $19,097
Description The City will address the need for service-enriched shelters and
transitional housing by providing public service funds to Samaritan House
and CORA. Samaritan House operates the Safe Harbor Shelter located in
South San Francisco, which provides 90 beds to homeless individuals.
CORA provides emergency shelter for those seeking refuge from domestic
violence or abuse.
Target Date 6/30/2020
Annual Action Plan
2019
32
OMB Control No: 2506-0117 (exp. 06/30/2019)
Estimate the number
and type of families
that will benefit from
the proposed
activities
79 Homeless persons provided overnight shelter.
Location Description • Community Overcoming Relationship Abuse (CORA)
Address Suppressed
• Samaritan House: Safe Harbor Shelter
295 North Access Road
South San Francisco, CA 94080-690
Planned Activities • Community Overcoming Relationship Abuse (CORA)
$9,479 of available public services funding:
Emergency shelter for victims and survivors of domestic violence
and their children
• Samaritan House: Safe Harbor Shelter
$9,618 of available public services funding:
Operates the Safe Harbor Shelter, a 90-bed homeless shelter that
provides emergency and transitional housing for homeless adults
3 Project Name Minor Home Repair Program
Target Area SSF Downtown Tracts 6021, 6022
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $138,250
Description For FY 19-20 the City will allocate funding to various non-profits that
provide minor home repairs and accessibility modifications to low income
homeowners.
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates serving 67 low income households.
Annual Action Plan
2019
33
OMB Control No: 2506-0117 (exp. 06/30/2019)
Location Description • Center for Independence of Individuals with Disabilities
2001 Winward Way, Suite 103
San Mateo, CA 94404
• El Concilio of San Mateo County
1419 Burlingame Avenue, Suite N
Burlingame, CA 94010-4123
• Rebuilding Together Peninsula
841 Kaynyne Street
Redwood City, CA 94063-3000
Planned Activities • CID - Housing Accessibility Modification Program
$30,000 of Minor Home Repair funding:
Installs ramps, grab bars, and other modifications to make a
home accessible.
• El Concilio - Peninsula Minor Home Repair
$37,500 of Minor Home Repair funding:
Minor home repairs for low-income households to make their
home eligible for energy/weatherization improvements Minor
home repairs for low-income households to make their home
eligible for energy/weatherization improvements.
• Rebuilding Together - National Rebuilding Day
$15,750 of Minor Home Repair funding:
Program that utilizes volunteers to rehabilitate homes on
National Rebuilding Day.
• Rebuilding Together - Safe at Home
$55,000 of Minor Home Repair funding:
A year-round program that addresses minor repair needs.
4 Project Name Housing Rehabilitation Program
Target Area SSF Downtown Tracts 6021, 6022
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $235,250
Description Provides low interest loans and grants to low-income families for housing
alterations and repairs that correct code deficiencies and/or improve the
health and safety of the home.
Annual Action Plan
2019
34
OMB Control No: 2506-0117 (exp. 06/30/2019)
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
2 Households will be provided loans, 10 households will receive
emergency housing vouchers, 2 households will receive debris box
vouchers.
Location Description This program is available citywide for low/mod income households.
Planned Activities • Housing Rehabilitation Loans
Provides low interest loans to low-income families for housing
alterations and repairs that correct code deficiencies and/or
improve the health and safety of the home.
• Emergency Repair Vouchers
Provides low-income families grants of up to $5,000 to make
emergency safety and/or code violation repairs.
• Debris Box Vouchers
Provides low-income families with a debris box to clear code
violations and clean up conditions that affect the health, safety or
appearance of properties.
5 Project Name Public Facility Improvement Projects
Target Area SSF Downtown Tracts 6021, 6022
Goals Supported Preserve and Improve Public Facilities
Needs Addressed Public Facilities Improvements
Funding CDBG: $277,041
Description The City will use CDBG funds to help in the renovation costs of Gardiner
Park. The Gardiner Park Renovation Project will completely remodel the
existing park. This will include site grading, accessible pathway
improvements, replacement of the existing play structure, installing a
basketball court, benches and gathering areas, as well as new
landscaping. The existing park infrastructure is beyond its useful life and
is in need of a makeover. CDBG funds can provide partial funding for this
project, while additional funding for this project will come from the city’s
park fees, and State of California Department of Housing and Community
Development.
Target Date 6/30/2020
Annual Action Plan
2019
35
OMB Control No: 2506-0117 (exp. 06/30/2019)
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates undertaking one (1) public improvements projects
next year
Location Description The Public Improvement project will be implemented in the Service Areas
(See Attachment D: Service Area Map). The Census tracts comprising
these service areas are 6021.
The City’s priorities are to invest in the Downtown and Uptown areas,
however it is sometimes difficult to identify and implement Right of Way
Improvement Projects in these areas. Therefore, expanding the Services
Areas to the greater LMA areas will allow the City to utilize its CDBG
entitlement more effectively, whilst additionally benefitting a greater
population.
The City has identified these census tracts to be a local target area as
more than 50% of residents in this area are considered low to moderate
income (see Attachment D). This local target area also meets the CDBG
Low to Moderate Area Benefit (LMA) requirements.
Planned Activities These funds may be used for Public Right of Way improvement
expenditures in low/mod areas. This may include improved street lighting
or street sewer laterals. The City may consider a sidewalk improvement
program. Or the funds may support investments in predevelopment
activities for affordable housing, infrastructure and public facilities.
6 Project Name Planning and Administration
Target Area SSF Downtown Tracts 6021
Goals Supported Increase, Maintain, & Improve Affordable Housing
Preserve and Improve Public Facilities
Provide Public Services to Improve Quality of Life
Provide Service-Enriched Homeless Shelters
Needs Addressed Public Services
Affordable Housing
Economic Development Services
Homeless Services and Housing
Public Facilities Improvements
Funding CDBG: $102,000
HOME Administrative Funds: $12,000
Description The City will use 20% of its entitlement to administer the CDBG program.
Annual Action Plan
2019
36
OMB Control No: 2506-0117 (exp. 06/30/2019)
Target Date 6/30/2020
Estimate the number
and type of families
that will benefit from
the proposed
activities
NA
Location Description NA
Planned Activities The City will use 20% of its entitlement and current year program income
to administer the CDBG program.
HOME funds will be used to support Fair Housing Services in the City.
Annual Action Plan
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OMB Control No: 2506-0117 (exp. 06/30/2019)
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 (see Attachment D). These Service
Areas generally meet the CDBG Low to Moderate Area Benefit (LMA) requirements, however the area
known as East 101, is predominantly industrial activities, and CDBG funding will not be spent in this
region.
The below census blocks meet the meets the CDBG Low to Moderate Area Benefit (LMA) requirements:
• 601700-1
• 601901-2, 601902-1, 601902-3
• 602000-5
• 602100-1, 602100-3
• 602200-1, 602200-2, 602200-3, 602200-4, 602200-5
• 602300-1
• 602400-1
• 602600-1, 602600-2, 602600-4.
The City will direct assistance to these areas through public improvement projects
Geographic Distribution
Target Area Percentage of Funds
SSF Downtown Tracts 6021 40
Table 8 - 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.
Discussion
Many of the City's service providers are located either outside of the CDBG Target area or are regional
providers with headquarters in other jurisdictions, but who specifically serve South San Francisco
residents. The City works to find a balance between funding projects to assist residents in the low-
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income neighborhoods, with services that serve low-income residents city-wide.
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AP-75 Barriers to affordable housing -91.420, 91.220(j)
Introduction
A lack of resources and the current market conditions have presented barriers to affordable housing. Currently, there is a lack of sufficient
federal, state, and county funds to create new affordable housing. Federal tax credits are very limited and extremely competitive. Furthermore,
the County resources, which consist only of HOME funds, have been drastically reduced and remain extremely competitive.
Additionally, the dissolution of RDAs signifies a tremendous loss of resources available for affordable housing. In prior years, RDA funds were
used to develop numerous affordable housing units while also bolstering the City's CDBG program. Due to the dissolution of the RDA, it is now
necessary to piece together several years of funding allocations and grants, thus requiring at least 5 to 7 sources of funds to be able to construct
new housing on the Peninsula. These sources have consequently reduced as well. As such, cities will not be able to meet their state mandated
housing production requirements, especially for affordable housing units.
In addition to limited resources, the current market conditions have created an unsustainable housing cost environment due to inflated rents
and expensive home/land prices. According to the 2016 American Community Survey 5-Year Estimates, 40% of renters in South San Francisco
are paying more than 35% of their income towards rent and 24% of all renters are paying more than 50% of their income towards rent.
Additionally, 34% of homeowners in South San Francisco with a mortgage are spending 35% or more of their household income on housing costs
(2012-2016) American Community Survey 5-Year Estimates). This data signifies that approximately one third (1/3) of South San Francisco
households are living in unaffordable housing which in turn is putting them at risk of becoming homeless.
While the City actively makes efforts to provide affordable housing to residents, the lack of resources and market conditions pose as formidable
barriers. Therefore, the City is continually seeking new and innovative ideas to overcome these barriers. In 2018, the City made strides in
addressing the housing shortage by adopting several affordable housing policies. to increase below market rate units and expand its affordable
housing funds through office and commercial developer fees. affordable adopted inclusionary housing regulations for rental and for-sale
residential units consisting of five more units. In addition, the
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such
as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and
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policies affecting the return on residential investment
The City will continue to monitor and identify areas of improvement in its public policies in order to foster and maintain the supply of affordable
housing and to remove barriers to affordable housing development. The City will also continue to maintain and encourage affordable housing
development by:
• Implementing zoning to ensure there is an adequate supply of land to meet its Association of Bay Area Governments (ABAG) regional
housing needs allocation.
• Continuing to implement the City's Inclusionary Housing Ordinance; this requires that a percentage of new “for sale” residential units are
made available as Below Market Rate (BMR) units for low income residents. The City will also continue to support its existing BMR units.
• Investigating new sources of funding for the City's affordable housing programs and working with non-profit developers to promote the
development of affordable housing for lower income households.
• Considering fee waivers or deferrals of planning, building, and impact fees for affordable housing developments.
• Removing government and public infrastructure constraints to affordable housing development through administrative support,
intergovernmental cooperation, public-private partnerships, and permit streamlining.
• Continuing to cooperate with other governmental agencies and take an active interest in seeking solutions to area-wide housing
problems.
Discussion
The City is continuously looking for opportunities to help address housing needs in the community, especially for lower-income residents. The
City hopes to find additional opportunities for partnership in meeting housing needs.
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AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The following sections describe the actions and efforts the City will make to address things such as
meeting underserved needs, affordable housing, and lead-based paint hazards. Many of these actions
are based upon the importance of coordinating with other jurisdictions, local service providers, and the
private sector. In a time with limited funding available, the City's focus will be on creativity and
collaboration in order to meet more needs of the community.
Actions planned to address obstacles to meeting underserved needs
The main obstacle the City faces in meeting underserved needs is a lack of funding. With the loss of RDA
funds and declining CDBG entitlements, the City has limited capabilities in meeting the needs of the
community. Additionally, many local service providers are also experiencing declines in both private and
public funding, which further hinder their capability to 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 to
the fullest extent to rehabilitate existing housing units. Additionally, the City will continue to
support affordable housing for groups with special needs, including seniors, the disabled, and
the homeless.
• Continue to implement its Inclusionary Housing Ordinance that requires a percentage of new
"for sale" residential units be made available as Below Market Rate (BMR) units for low income
residents. The City will also continue to support its existing BMR units.
• Provide a “how to guide” for developers who are introducing new BMR units to the market
which provides guidance regarding resident selection, monitoring etc.
Actions planned to reduce lead-based paint hazards
The City will continue to incorporate lead testing and lead safe work practices into all rehabilitation
projects it funds. Additionally, the City makes lead-based paint information available on its website, to
all the local non-profit agencies, to homeowners and renters. The City also provides loans and grants to
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homeowners and public facilities to abate lead-based paint hazards.
City webpage for lead-based paint information:
http://www.ssf.net/1338/Homeowner-Information
Actions planned to reduce the number of poverty-level families
The City of South San Francisco has a multi-faceted approach to reducing poverty in the community:
First, the City has acquired housing units over the years and converted them into affordable rental units.
The City manages the units and rents them at affordable rates to assist low income families whose
incomes do not support market rate housing costs. These efforts help reduce the number of families
living in poverty by providing them with affordable housing costs. Additionally, the City has provided
some of these units to the County’s 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
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Team (HOT)
• Continue to work with the other local jurisdiction as part of the CDBG Work Group in order to
increase collaboration and make administrative and monitoring processes more standardized,
compliant, and efficient
• Continue to build and improve relationships with local service providers
• Continue to coordinate and participate in the Continuum of Care
Actions planned to enhance coordination between public and private housing and social
service agencies
The City plans to take the following actions to enhance coordination in the implementation of the City's
Action Plan:
• Continue to collaborate with the County of San Mateo, private housing developers, lenders, and
non-profit housing developers in order to create more affordable housing
• Continue to participate in the CDBG Work Group and to improve CDBG administrative processes
for both subrecipients 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
Discussion
The City has prepared a workout plan to help address issues with timeliness. The plan is currently under
review with HUD and will prioritize shovel-ready projects to help encourage timely expenditure of
funds.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next
program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to
address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not
been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A consecutive
period of one, two or three years may be used to determine that a minimum
overall benefit of 70% of CDBG funds is used to benefit persons of low and
moderate income. Specify the years covered that include this Annual Action Plan. 90.00%
Discussion
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ATTACHMENTS
ATTACHMENT A
ATTACHMENT B – Public Notices
ATTACHMENT C – Citizen Participation Comments
ATTACHMENT D – Map of Areas of Low and Moderate Income
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ATTACHMENT B
Notice to the Library of Annual Plan Availability
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Citizen Participation Comments
ATTACHMENT C
1. Name: Anje Rodriguez
Organization: Associate Director of Safe Harbor Shelter, Samaritan House
Comments: Safe Harbor is a 90-bed facility that serves the most vulnerable, chronically homeless
individuals with comprehensive case management. We serve a high percentage of dual diagnosis of
substance abuse and mental health issues. With the help of our collaborators and non-profit partners
we have been able to serve just about 400 individuals this past fiscal year. Over 50 of whom were
former South San Francisco residents. Sal is an electrician and came to Safe Harbor after being released
from the hospital. He’s an alcoholic and with the help of a local treatment program he graduated from
his program. He struggled with health issues, but with a safe place to stay at night he was able to help
himself physically. Before he went to surgery, he became eligible for a housing voucher and after
surgery, he returned to the shelter and was surrounded by people who care and support from case
managers. He’s been sober for over a year and is part of the South San Francisco community.
2. Name: Remberto Calero
Organization: StarVista
Comments: We appreciate past help and future consideration. Starvista is in the County triplex in South
San Francisco on Orange and Grand Avenue. We serve transitional age youth 18-24 for up to 3 years
rent-free as long as they’re enrolled in school. All of the clients are in college or waiting to start a
training program. One is enrolled for the MSW program at San Francisco State. Promote self-sufficiency
that they can be financially stable.
One of our clients is a superstar. She was initially resistant to help from anyone. She didn’t want to go
to school or help from anyone. She has turned it around and she is a full-time student at Skyline and has
found help with her depression. She’s progressed tremendously and has improved on her life skills.
3. Name: Laura Fanucchi
Organization: HIP Housing
Comments: We represent three HIP Housing affordable housing programs in South San Francisco. We
match people who are looking for a room for rent with people who have homes in the County; we offer
a self-sufficiency program with families with children, and we own a 15-unit apartment building on
Commercial Avenue for 35 residents.
Some of the challenges are displacement due to rent increases, landlords remodeling and hiking up the
rent, and landlords needing rooms back for family members. Despite the challenges, we are able to
provide housing to 100 residents here through our programs. CDBG goes directly to homesharing
where we interview and screen 200 individuals who work in education, work for South San Francisco,
healthcare and caregiving, and customer service. The average rent on Craigslist is $1,138, HIP Housing
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home providers matching program is $817, which is significantly lower. This represents 29% of their
monthly income. Please consider supporting us because one spare room can change two lives.
4. Name: Alexandra Manieri
Organization: CID
Comments: Our mission is to provide support services to promote full equal integration for people who
have disabilities. Housing Accessibility modifications has helped many in South San Francisco live in our
community – installation grab bars, railings, stair lifts, ramps and other modifications for low-income
individuals with disabilities. It improves accessibility, safety, and assist individuals stay at home or
return home from nursing facilities or assisted living with greater independence and peace of mind.
On a daily basis we receive numerous calls from low-income residents for increase safety and solutions
to regain independence in their homes. Last year we worked with Lauren a 37-year old woman who has
cerebral palsy. Lauren needed a stair lift so that her care providers could help her go up and down the
stairs. She cannot go up the stairs herself and it was physically demanding for her guardians. With CID’s
assistance, Lauren was able to get the stair lift installed and she’s now able to go up and down the
stairs independently.
5. Name: Jennifer Rowell
Organization: CORA
Comments: CORA has been in the community for more than 40 years, providing safety, support and
healing for abuse from individuals in intimate relationships. We also educate the community to break
the cycle of intimate relationship abuse. Include safe houses, supportive housing, 24-hour hotline, a
law enforcement referral line and mental health support, and education. As the only San Mateo County
organization that does this work, we respond to 12,000 calls each year.
I’m here to advocate for the shelter program, the only domestic violence safe house in San Mateo
County, a 3-floor apartment building with 22-beds. This provides survivors with up to an 8-week stay.
The second shelter provides 6-beds with up to a six-month stay. Case workers help them for life after
the shelter and a long-term plan.
In FY 2018 we provided emergency shelter to 193 individuals, 120 adults and 73 children, 4 of whom
were South San Francisco residents. Sandra was threatened by a machete by her husband. She was put
into a hotel and then went to the shelter. She was determined to leave her husband. With our legal
team she received a restraining order and was able to receive mental health services to process the
years of abuse. She was a nursing student and wasn’t doing well because of the abuse. We put her in
touch with services and her grades increased and now she’s working as a caretaker.
6. Name: Kirsten Irgens-Moller
Organization: Ombudsman Services
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Comments: We protect the rights and advocates for the wishes of residents of almost 500 long-term
care facilities in San Mateo County, including small-bed facilities and large assisted nursing facilities. In
South San Francisco, we have 64 facilities and 785 residents. With your support we made over 4900
visits last year with a staff of five and 40 volunteers. In the County, we opened and closed 1700 cases,
and in South San Francisco we opened and resolved 120 cases, ranging in issues about food, night-time
staffing to larger issues like financial abuse and neglect.
One woman whose husband had died was starting to have memory issues and turned over her financial
affairs to her neighbor. Her neighbor convinced her to sell her home to a friend of theirs for far less
than market value and were slowly emptying her account of cash, putting it in cardboard boxes in a
safe in her garage. Ombudsman was able to get her a representative payee who could help her
financial situation and signed her up for long-term support with an assisted living facility in South San
Francisco.
7. Name: Jacky Ramirez
Organization: Project Sentinel
Comments: Last year we served 774 people in San Mateo County, and about 60 of those were
residents or prospective residents of South San Francisco. Our mission is to fight discrimination and
promote equal access to housing. We’re the largest fair housing agency in the region with the most
complaints to HUD Region IX.
With this support we’re able to put on our biennial symposium. This is our tenth and will be held on
April 4th. The theme is on-point—it’s Discrimination and the Current Housing Crisis Beyond
Affordability. It will include a panel that will discuss legislation that is coming from our local legislators
and the leading academics on the CASA Compact.
8. Name: David Carducci
Organization: Legal Aid Society
Comments: Our mission is to prevent homelessness by keeping people in their affordable homes and
help bring stability to tenants in this difficult housing market. We continue to host three legal clinics
each week, including a clinic every Tuesday in Daly City to reach our residents in South San Francisco,
Daly City, and other North County cities.
Jessica was renting a home from her landlord who did not allow animals on the property. Jessica suffers
from anxiety and depression and her doctor recommended that she get a dog to relieve the symptoms
of her illness. She got a dog and showed the doctor’s recommendation to her landlord. The landlord
didn’t accept the letter and threatened to evict Jessica for having the dog in her home. Jessica came to
Legal Aid for help and we educated the landlord about Jessica’s right to have her companion dog.
9. Name: Amanda Freeman
Organization: Rape Trauma Services
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Comments: Over the past year, Rape Trauma Services has seen a 35% increase in service requests from
children and families in South San Francisco. This is due to a mix of things—media events around sexual
assault, the #MeToo Movement, #TimesUp have contributed to it, but it’s really about the housing
crisis. Families are having to choose between supporting their children or being homeless when a
sexual assault disclosure is made.
One of the biggest collaborations is with the South City Police Department. We’re working with the
detectives to train our school personnel in how to recognize sexual assault and how to recognize
human trafficking and coordinate with first-responders and work with RTS and free school-based
therapeutic services. RTS doesn’t believe that more abuse is happening but because of the
collaborations across the different disciplines, there’s a safety seen and law enforcement follows a
protocol that lessens traumatization to children and families.
10. Name: Diane Papan
Organization: John’s Closet
Comments: This marks our 35th year of operation and it started as a labor of love and continues as a
labor of love. We continue to operate with no overhead, no salaries, no rent, and every dollar we
receive goes towards buying new clothes for school-aged children. We serve the ages 4-18, and provide
a jacket, shoes, two pairs of pants, two shirts, two sets of underwear, a sweatshirt, and hygiene items.
This relieves the financial burden of the families we serve and kids stand taller when they leave John’s
Closet.
11. Name: Melissa Lukin
Organization: Rebuilding Together
Comments: We are entering our 30th year of providing home repair to low-income homeowners. We
have two programs. One that we’re known for is our one day in April. We galvanize over 1500
volunteers for home repair of upwards of 40 homes and approximately 10 facilities. In addition to that
we have a year-round minor home repair program that provides services through our paid staff. This
past contract year we have served 12 households, or 25 South San Francisco residents with the goal of
serving 15 households by June. Of those served, we’ve had at least one senior in the home and two-
thirds were headed by females. Seventy-five percent were either extremely-low or low-income with an
average of $35,000 a year.
With regards to Rebuilding Day, they are critical repairs and require a rebuild of a roof, which far
exceeds our capacity of what we’re able to do. Yet, it goes beyond the repairs and three-quarters of
those we’ve helped says that it’s helped them with financial stability and mental health.
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ATTACHMENT D
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Grantee SF-424's and Certification(s)