HomeMy WebLinkAboutReso 125-2019 (19-707)City of South San Francisco P.O. Box 711 (City Hall,
400 Grand Avenue)
South San Francisco, CA
IVCity Council
Resolution: RES 125-2019
File Number: 19-707 Enactment Number: RES 125-2019
RESOLUTION APPROVING THE PROGRAM YEAR 2018-19
CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION
REPORT FOR THE COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM AND AUTHORIZING ITS SUBMITTAL TO
THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT.
WHEREAS, the U.S. Department of Housing and Urban Development ("HUD") requires communities
receiving Community Development Block Grant ("CDBG") funds to submit a year-end Consolidated
Annual Performance and Evaluation Report ("CAPER"); and
WHEREAS, as required by federal law, the CAPER has been available for public review in the
Economic and Community Development Department office, the City's public libraries, and on the City's
website since September 10, 2019; and
WHEREAS, a notice of public hearing was published in the San Mateo County Times on September 5,
2019; and
WHEREAS, in Program Year ("PY") 2018-19 the City expended $523,441 in CDBG funding and
$12,000 in HOME administrative funding received from the San Mateo County HOME Consortium to
carry out a broad range of community development activities; and
WHEREAS, on September 25, 2019, the City held a duly noticed public hearing on the FY 2018-2019
CAPER for the CDBG Program; and
WHEREAS, the City Council wishes to approve the PY 2018-19 CAPER and authorize its submittal to
HUD.
NOW THEREFORE IT BE RESOLVED that the City Council of the City of South San Francisco does
hereby approves the PY 2018-19 CAPER.
BE IT FURTHER RESOLVED, the City Council hereby authorizes the City Manager to submit the PY
2018-19 CAPER to the U.S. Department of Housing and Urban Development, and to take any other
actions as necessary to carry out the intent of this Resolution.
City of South San Francisco Page 1
File Number. 19-707
Enactment Number. RES 125-2019
At a meeting of the City Council on 9/25/2019, a motion was made by Buenaflor Nicolas, seconded by
Richard Garbarino, that this Resolution be approved. The motion passed.
Yes: 4 Mayor Matsumoto, Vice Mayor Garbarino, Councilmember Addiego, and
Councilmember Nicolas
Absent: 1 Councilmember Nagales
Attest by U AAA Ad,
fosa Govea Acosta
City of South San Francisco Page 2
City of South San Francisco
ECONOMIC AND COMMUNITY DEVELOPMENT DEPARTMENT | 400 Grand Ave. South San Francisco, CA,
PY 2018 CDBG CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER)
Public Review Draft 8/28/2019
CAPER 1
OMB Control No: 2506-0117 (exp. 06/30/2019)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed
throughout the program year.
The City made significant progress against the goals in the Program Year 2018 (PY 2018) Annual Action
Plan. Below is a brief overview of the programs and projects supported through the PY 2018 CDBG
program. PY 2018 is the first program year on the City’s 2018-2023 Consolidated Plan, and the programs
were evaluated for both their performance during PY 2018 as well as progress against the five year goals
established in the Consolidated Plan. The complete table of service goals and outcomes is shown in
Table 1.
City Sponsored Housing Rehab Program
The City issueD one Emergency Repair Vouchers during this Program Year. There were staff transitions
and there was minimal marketing, therefore there were no recipients this fiscal year. The City is
exploring more options for the housing rehabilitation loan program, while staff is marketing the
program with brochures and social media.
Minor Home Repair Programs
Center for Independence of Individuals with Disabilities (CID). The City used CDBG funds to support CID’s
Housing Accessibility Modification (HAM) Program which provided accessibility modifications to four
households;
Rebuilding Together Peninsula (RTP). The City used CDBG funds to support two RTP programs, National
Rebuilding Day, which provided repairs for three households, and Safe at Home which served fifteen
households in total;
El Concilio. The City used CDBG funds to support El Concilio’s Peninsula Minor Home Repair Program
with a total of five households.
Public Services
Public service providers include Community Overcoming Relationship Abuse (CORA), HIP Housing, John’s
Closet, Legal Aid Society, Ombudsman Services, Rape Trauma Services Center, Samaritan House, and
Star Vista. These organizations provided services to 339 youth, seniors, persons with disabilities, and
low-income persons and families. The total amount dedicated by CDBG for these programs was $70,
400.
Housing and homeless services providers, Samaritan House and CORA provided services to 198 persons
either experiencing homelessness or at risk of homelessness.
Public Review Draft 8/28/2019
CAPER 2
OMB Control No: 2506-0117 (exp. 06/30/2019)
Public Infrastructure Improvements
The City conducted the ADA Curb Ramp Replacement Project at 40 locations. Street improvements were
made along Sunnyside Drive, Susie Way, Orange Avenue, C Street, South Spruce Avenue, and Lowrie
Avenue. A majority of the sidewalk ramps are located on the eastern side of the City, east of El Camino
Real. The project provides access to people with disabilities so that they can safely transition from the
sidewalk to the street and vice versa. CDBG funds totaling $206,000 was dedicated to the ADA Curb
Ramp Replacement Project and $185,859.90 has been expended to-date.
Comparison of the proposed versus actual outcomes for each outcome measure submitted
with the consolidated plan and explain, if applicable, why progress was not made toward
meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators,
units of measure, targets, actual outcomes/outputs, and percentage completed for each of the
grantee’s program year goals.
The table below provides detailed review of the programs and projects funded through the CDBG
program and includes progress against the 2013-2018 Consolidated and Strategic Plans.
Public Review Draft 8/28/2019
CAPER 3
OMB Control No: 2506-0117 (exp. 06/30/2018)
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Project
Activity
Agency or
Operator Goal Category CDBG
Funding Indicator
Exp.
Prog.
Yr.
Actual
Prog.
Yr.
% Comp
Planning
and
Admin.
City Staff
Efficient
Administration
and Oversight
Efficient
Administration
and
Oversight
$94,302
Annual
Administratio
n
NA NA 39%
Project
Sentinel
Fair
Housing
Services
Suitable living
environment
Non-
Homeless
Special Needs
HOME
$12,000
Public
Services
other than
Low/Mod
Housing
Benefit
16 16 100%
Housing
Rehab
Programs
TOTAL
Multiple
Providers
Housing
opportunities
Affordable
Housing $240,250
Homeowner
Housing
Rehabilitated
48 37 77%
CID Housing
opportunities
Affordable
Housing $10,000
Homeowner
Housing
Rehabilitated
6 4 67%
El Concilio Housing
opportunities
Affordable
Housing $37,500
Homeowner
Housing
Rehabilitated
10 5 50%
Rebuilding
Together
Rebuild
Day
Housing
opportunities
Affordable
Housing $15,750
Homeowner
Housing
Rehabilitated
3 3 100%
Rebuilding
Together
Safe at
Home
Housing
opportunities
Affordable
Housing $55,000
Homeowner
Housing
Rehabilitated
15 15 100%
City
Sponsored
Rehab
Programs
Housing
opportunities
Affordable
Housing $122,000
Homeowner
Housing
Rehabilitated
14 0 0%
Public
Services
TOTAL
Multiple
Providers
Suitable living
environment
Non-
Homeless
Special
Needs
$44,900
Public
Services
other than
Low/Mod
Housing
Benefit
499 775 155%
Community
Overcoming
Relationship
Abuse
(CORA)
Suitable living
environment
Non-
Homeless
Special Needs
$10,200
Public
Services
other than
Low/Mod
Housing
Benefit
6 9 150%
Public Review Draft 8/28/2019
CAPER 4
OMB Control No: 2506-0117 (exp. 06/30/2018)
John Papan
Memorial
John's
Closet
Suitable living
environment
Non-
Homeless
Special Needs
$4,100
Public
Services
other than
Low/Mod
Housing
Benefit
55 62 113%
Legal Aid
Society of
San Mateo
Suitable living
environment
Non-
Homeless
Special Needs
$10,200
Public
Services
other than
Low/Mod
Housing
Benefit
70 218 311%
Ombudsma
n Services
of San
Mateo
Suitable living
environment
Non-
Homeless
Special Needs
$10,200
Public
Services
other than
Low/Mod
Housing
Benefit
74 164 222%
Rape
Trauma
Services
Suitable living
environment
Non-
Homeless
Special Needs
$10,200
Public
Services
other than
Low/Mod
Housing
Benefit
50 51 102%
Public
Services
Homeless
Support
TOTAL
Multiple
Providers
Housing
opportunities Homeless $25,500
Public
Services for
Low/Mod
Housing
Benefit
Inc.
Public
Servic
es
Inc.
Public
Servic
es
Inc.
Public
Services
HIP Home
Sharing
Program
Housing
opportunities
Homeless,
Affordable
Housing
$9,200
Public
Services
other than
Low/Mod
Housing
Benefit
11 11 109%
Samaritan
House Safe
Harbor
Housing
opportunities Homeless $10,200
Public
Services for
Low/Mod
Housing
Benefit
63 189 300%
Star Vista
Transitiona
l Housing
Housing
opportunities Homeless $6,100
Public
Services for
Low/Mod
Housing
Benefit
12 12 100%
Public
Facilities
and
Infrastrct.
City Staff,
Contractors
Public
Infrastructure
Non-Housing
Community
Development
$206,000
Public Facility
or
Infrastructure
Activities for
Low/Modera
2 2 100%
Public Review Draft 8/28/2019
CAPER 5
OMB Control No: 2506-0117 (exp. 06/30/2018)
te Income
Housing
Benefit
ADA
Improveme
nt Project
Public
Infrastructure
Non-Housing
Community
Development
$206,000
Public Facility
or
Infrastructure
Activities for
Low/Moderat
e Income
Housing
Benefit
31500 31500 100%
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and
specific objectives identified in the plan, giving special attention to the highest priority
activities identified.
Need. Affordable Housing.
Goal. Increase, maintain, and improve the supply of affordable housing for low to moderate income
individuals and families.
Activities Implemented. The City supported the rehabilitation and repair of 27 homes occupied by low-
and moderate-income households, and helped preserve the available supply of housing.
Need. Public Service.
Goal. Provide public services to improve the quality of life for 504 low-income individuals and families,
including those at risk of being homeless and special needs populations.
Activities Implemented. The City supported public services providers to provide services for low- and
moderate-income persons, including youth, seniors, persons with a disability, and persons
experiencing domestic violence (not including homeless services). As indicated in Table 2, the City
assisted 743 persons were assisted through the public services funded by CDBG.
Need. Homeless services and housing.
Goal. Provide service-enriched shelter and housing for homeless families and individuals.
Activities Implemented. Funding for homeless services and housing was implemented under the
public service category to support services for 212 persons.
Need. Public Improvements.
Public Review Draft 8/28/2019
CAPER 6
OMB Control No: 2506-0117 (exp. 06/30/2018)
Goal. Preserve and improve public facilities that serve a high percentage of low-income
or special needs residents
Activities Implemented. During PY 2018 the City completed one public improvements project, the
ADA Curb Replacement project, which improved ADA accessibility in 40 curb locations.
CR-10 - Racial and Ethnic composition of families assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Race or Ethnicity CDBG
White 429
Black or African American 85
Asian 120
American Indian or American Native 19
Native Hawaiian or Other Pacific Islander 18
American Indian or American Native and White 0
Asian and White 9
Black or African American and White 3
American Indian or American Native and Black 0
Other 62
Total 743
Hispanic 248
Not Hispanic 495
Narrative
Table 2 above shows the race and ethnic distribution of services across households and persons. The
above numbers do not include the public infrastructure and facilities programs, which are tabulated by
census block group. According to the 2013-2017 American Community Survey provided through the
U.S. Census Bureau, the race and ethnic distribution across the City of South San Francisco as below:
Race or Ethnicity Percent of Total
Population
White 33.8%
Black or African American 2.1%
Asian 39.8%
American Indian or American Native 0.2%
Native Hawaiian or Other Pacific Islander 1.6%
Asian and White 2.2%
Public Review Draft 8/28/2019
CAPER 7
OMB Control No: 2506-0117 (exp. 06/30/2018)
Black or African American and White 0.5%
American Indian or American Native and Black 0.1%
Other 16.5%
Hispanic 33.9%
Public Review Draft 8/28/2019
CAPER 8
OMB Control No: 2506-0117 (exp. 06/30/2018)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Table 3 - Resources Made Available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG CDBG $610,952 $523,441
Other Other $12,000 $12,000
Narrative
In PY 2017, the City prepared a workout plan with HUD’s direction, which assisted with getting spending
back on schedule. As a result, the City was able to spend exceess funding ahead of HUD’s May
timeliness deadline in PY 2017. The City has continued to focus on funding shovel ready projects that
provide maximum benefit to the community in PY 2018.
In continued compliance with the Workout Plan that was implemented in FY2017, the City monitored
Program Income coming in and drew dawn funds on a regular basis. In addition, staff has coordinated
closely with Project Managers on project timelines and invoices to ensure that capital improvement
projects
Identify the geographic distribution and location of investments
Table 4 – Identify the geographic distribution and location of investments
Target Area Planned
Percentage
of Allocation
Actual
Percentage
of Allocation
Narrative Description
Downtown, Uptown,
Orange/Lindenville,
Camino/Sunshine &
Westborough 33% 68%
Increased expenditures in the
public infrastructure program
increased the percentage of funding
spent in the CDBG target areas.
Narrative
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- and moderate-income. Therefore, improvements
made to this area, through activities like public right of way accessibility improvements and public
facility improvements that provide additional access to residents and neighborhoods are supported
through the CDBG program.
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds),
including a description of how matching requirements were satisfied, as well as how any
publicly owned land or property located within the jurisdiction that were used to address the
needs identified in the plan.
Public Review Draft 8/28/2019
CAPER 9
OMB Control No: 2506-0117 (exp. 06/30/2018)
The non-profit organizations that received CDBG funding leveraged their CDBG grants with their own
funding from foundations, state and county grants, private donors, corporations, in-kind donors, and/or
fees for service. The City also leveraged CDBG funds with local funds in the public infrastructure
projects.
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the
number and types of families served, the number of extremely low-income, low-income,
moderate-income, and middle-income persons served.
Table 5 – Number of Households
One-Year Goal Actual
Number of homeless households to be
provided affordable housing units
0 0
Number of non-homeless households
to be provided affordable housing
units
0 0
Number of special-needs households
to be provided affordable housing
units
0 0
Total 0 0
Table 6 – Number of Households Supported
One-Year Goal Actual
Number of households supported
through rental assistance
0 0
Number of households supported
through the production of new units
0 0
Number of households supported
through the rehab of existing units
48 27
Number of households supported
through the acquisition of existing
units
0 0
Total 48 27
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
This year, the City served 27 households through the following housing rehabilitation
programs/projects: Center for Independence of Individuals with Disabilities (CID) Housing Accessibility
Modification (HAM) Program, El Concilio’s Peninsula Minor Home Repair Program, the City-Sponsored
Public Review Draft 8/28/2019
CAPER 10
OMB Control No: 2506-0117 (exp. 06/30/2018)
Housing Rehabilitation Program, and both the Rebuilding Together Peninsula’s (RTP) Safe at Home and
National Rebuilding Day programs.
CID - HAM Program: CID was able to meet 67% of its goal and provided accessibility modifications to 4
low-income households.
El Concilio’s Peninsula Minor Home Repair Program: Under Peninsula Minor Home Repair, El Concilio
interviewed, enrolled and assessed five households in the City of South San Francisco. Last program
year, El Concilio struggled with meeting rehabilitation goals due to consuming costs associated with
administering the program. City staff met with El Concilio to discuss how to best address obstacles that
have been preventing the organization from meeting goals. As a result, El Concilio modified their
program budget and operations during PY 2018 to help address both increased construction and
increased administration costs.
City-Sponsored Housing Rehabilitation Program: The City issued no loans, and no Debris Box Vouchers,
and one Emergency Repair Vouchers. The City is revamping the housing rehabilitation program to
improve resident participation, including adding marketing and revising program guidelines. The City is
also looking at ways to partner with other agencies, both in the City and in neighborhing jurisdictions to
find more effective ways to operate onging rehabilitation programs. Future partnering efforting include
working with Code Enforcement and neighborhood associations to improve participation in the Debris
Box Voucher and Emergency Repair Voucher programs, and working with other members of the
Consortium to see if it is possible to develop a regional home repair loan program.
RTP – Safe at Home Program: RTP served 15 clients, ten of whom were female led households. RTP also
met with City staff to discuss budget and program adjustments to help them meet their goals for the
program year.
RTP - National Rebuilding Day: National Rebuilding Day is completed annually in April where
approximately 3,000 volunteers give their time and skills to help neighbors live more independently in
safer, cleaner, and healthier environments. RTP met its goals and served three South San Francisco
households as part of National Rebuilding Day.
Discuss how these outcomes will impact future annual action plans.
El Concilio did not meet its goal for PY 2018. El Concilio has had to consume increasing administration
costs, resulting in fewer total projects being completed. A budget for administrative funding would
greatly assist El Concilio with activity delivery, outreach, and other program costs, and consequently rise
to meet its goals.
With recommendations from HUD, in order to help service providers increase the number of households
that they are able to serve, the City worked with each service provider to determine a fair administrative
and project delivery cost for implementing their respective overall program’s scope of work.
Public Review Draft 8/28/2019
CAPER 11
OMB Control No: 2506-0117 (exp. 06/30/2018)
All of the rehabilitation programs received slight increases in funding with expected increases in meeting
goals for PY 2019, and the City will be monitoring closely to evaluate the impact that the increase funds
have on performance.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Table 7 – Number of Households Served
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 657 9
Low-income 61
Moderate-income 25 7
Above Moderate-income (seniors)
Total 743 16
Narrative Information
100% of households served met the CDBG income requirements of either being extremely low income
(30% or less of AMI*), low income (31-50% of AMI*), or moderate income (51-80% of AMI*). None of
the program participants were above moderate-income.
The City uses HOME funding through the San Mateo Consortium to fund Project Sentinel’s Fair Housing
efforts. Those clients are reported under the HOME column.
*AMI = Area Median Income
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending
homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Homeless Outreach Team (HOT) a multi-disciplinary, bilingual program that was created in South
San Francisco four years ago, continued their work this year. The HOT Program has a full-time case
manager that works, in collaboration with the City’s police, to identify and serve the most difficult, long
term homeless individuals by placing them in emergency shelters and connecting them with County
medical and rehabilitation services. So far, the HOT Program has been very successful and has provided
Public Review Draft 8/28/2019
CAPER 12
OMB Control No: 2506-0117 (exp. 06/30/2018)
many HOT clients with needed medical care and identification cards, signed HOT clients up for
assistance programs such as Supplement Security Income (SSI), and placed HOT clients into emergency
shelter or other housing programs such as the Veterans Affairs (VA) Housing Vouchers.
Additionally, on a monthly basis the HOT Program holds a Case Managers Meeting that brings together
homeless providers, other social service providers, County staff, City staff, City Police and the HOT case
manager to discuss current issues with HOT clients and to identify potential solutions. Additionally,
there is a HOT Steering Committee comprised of elected officials, program managers, and City staff who
work to make larger program-wide and policy level changes to improve the homeless outreach, services
and prevention efforts in South San Francisco and County-wide.
Addressing the emergency shelter and transitional housing needs of homeless persons
Samaritan House – Safe Harbor
This year, the City has provided Samaritan House CDBG funding to operate the Safe Harbor Shelter. Safe
Harbor provides emergency (less than 30 days) and transitional (30 days to six months) shelter, for
single homeless adults over age 18 in South San Francisco.
Safe Harbor provided shelter to 189 South San Francisco residents exceeding their goal by 300%.
Samaritan House has provided emergency and transitional shelter for a total of 189 clients this past
year. Safe Harbor Shelter is a 90 bed homeless shelter located in South San Francisco that provides both
emergency and transitional housing for homeless women and men 18 years and older from San Mateo
County. Safe Harbor is an integral component of the County’s housing crisis resolution system, offering a
wide range of supportive services to maximize each client’s ability to enter permanent housing as
quickly as possible. Residents participate in case management, which includes referrals to housing
resources, mental health services, AOD programming, employment resources and more.
CORA
CORA assisted nine South San Francisco clients in 2018, exceeding their goal by 225%. Five years ago,
CORA was able to re-organize their programmatic departments. This process resulted in the creation of
the Crisis Intervention Department which is comprised of CORA’s 24-hour hotline, Emergency Response
Program collaboration with law enforcement, and the two emergency shelters. CORA also combined its
Mental Health program, Children’s Program, and Supportive Housing Programs under the newly formed
Family Support Services Department. The other departments (Legal, Community Education,
Administration, and Development) remain unchanged. As these changes have evolved and settled in,
staff has reported being better supported and services more enriched. This new structure also is poising
the agency for growth.
In addition to the funding provided to these two non-profits, the City was able to make non-monetary
Public Review Draft 8/28/2019
CAPER 13
OMB Control No: 2506-0117 (exp. 06/30/2018)
efforts to address the emergency shelter and transitional housing needs of homeless persons by
continuing to actively participate in the Continuum of Care (CoC) Steering Committee and Project
Performance Subcommittee. This year, the CoC focused on creating ways to better evaluate and
improve the effectiveness of the County’s homeless programs to align with objectives set forth in the
Homeless Emergency Assistance and Rapid Transition to Housing Action (HEARTH), and the federal
strategic plan, Opening Doors. The CoC continue to work towards set standards. These are:
1. Percentage of exits to permanent housing;
2. Housing retention rate;
3. Participants obtaining employment income during program participation;
4. Participants increasing total income during program participation;
5. Program occupancy levels;
6. CoC/Emergency Solution Grant (ESG) spending rates; and
7. Homeless Management Information System (HMIS) data quality.
These performance measures will allow the CoC to identify areas of improvement and better address
the needs of homeless persons.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after
being discharged from publicly funded institutions and systems of care (such as health care
facilities, mental health facilities, foster care and other youth facilities, and corrections
programs and institutions); and, receiving assistance from public or private agencies that
address housing, health, social services, employment, education, or youth needs
Legal Aid conducted legal services clinics between July 1, 2018 and June 30, 2019, where tenants
received assistance with evictions, rent increases, repairs, housing discrimination, security deposits, and
other legal questions pertaining to housing stability. A total of 218 South San Francisco households were
served, at 311% of goal.
Project Sentinel provides comprehensive fair housing services including complaint investigation,
community outreach, and education to San Mateo County residents. Project Sentinel assisted a total of
16 South San Francisco residents this year through their various services (case investigations,
consultations, and referrals).
HIP Housing’s Home Sharing program interviews and screens clients for housing, provides housemate,
alternative housing, and community resources to clients with the potential of matching persons in
affordable home sharing arrangements. Eleven persons were matched with households and provided
housing during PY 2018.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
Public Review Draft 8/28/2019
CAPER 14
OMB Control No: 2506-0117 (exp. 06/30/2018)
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
As mentioned previously, the Homeless Outreach Team (HOT) has been very successful in placing HOT
clients in housing and connecting them with needed services. Samaritan House provided services to 189
persons in need of transitional housing. StarVista works with emancipated foster youth to stabilize their
housing situation and served 12 clients during PY 2018. The Life Moves (formerly InnVision Shelter
Network), and family homeless shelter in Daly City, Family Crossroads, underwent major rehabilitation
and seismic retrofitting in 2015, is now open and serving clients.
The City continues to work with the CoC to address homeless needs in the community.
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The South San Francisco Public Housing Authority (SSFPHA) operates as a separate entity and submits its
own action plans and performance reports to HUD separately from the City of South San Francisco. The
SSFPHA manages 80 units of affordable public housing. Information about the needs and strategy of the
SSFPHA can be found in the SSFPHA’s AAP.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
Not applicable
Actions taken to provide assistance to troubled PHAs
Not applicable
Public Review Draft 8/28/2019
CAPER 15
OMB Control No: 2506-0117 (exp. 06/30/2018)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 (j); 91.320 (i)
The City took the following actions to remove or ameliorate the negative effects of public policies that
serve as barriers to affordable housing:
• The City’s municipal code provides SSFMC section 20.390 provides incentives to developers for
the production of housing that is affordable to lower and moderate-income residents.
• Continued 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.
• The City’s General Plan, and specifically the Housing Element, includes policies that support the
development of affordable housing. Two years ago, the 2015-2023 Housing Element was
adopted by State Housing and Community Development.
• The City continued to support the rehabilitation of existing housing stock by using CDBG funding
to support home repair programs, including El Concilio, the Center of Independence of
Individuals with Disabilities’ (CID) Housing Accessibility Modification Program, Rebuilding
Together Peninsula, and the City-Sponsored Housing Rehabilitation Program.
• The City continued to cooperate with other governmental agencies, San Mateo’s Department of
Housing, Metropolitan Transportation Comssion, and 21 Elements, to take an active interest in
seeking solutions to area-wide housing problems.
• Continued to investigate new sources of funding for the City's affordable housing programs and
working with non-profit developers to promote the development of housing affordable to lower
income households. The Rotary Housing Development opened this year , providing 81
affordable senior housing units downtown. The City is working with a developer to develop 800
units of housing at the former PUC site.
• Continued to consider a process to allow fee waivers or deferrals of planning, building, and
impact fees for affordable housing developments.
• Reduced government and public infrastructure constraints to affordable housing development
through administrative support, inter-governmental cooperation, public-private partnerships,
and permit streamlining.
• Implementing zoning to ensure there is an adequate supply of land to meet its Association of
Bay Area Governments (ABAG) regional housing needs allocation by adopting the Downtown
Station Area Specific Plan which includes community benefits.
• The City included in the Housing Element to consider a reduction in the minimum lot size for
downtown development properties to encourage affordable, small housing development and
• Also included in the Housing Element is the option to reduce minimum development standards
for condominium construction from five to two units to encourage affordable housing
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production.
• The City has made efforts in stabilizing existing tenants by adopting a Red Tag Ordinance and is
exploring potential tenant protection policies.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
Given the limited funds available, the City prioritized activities which provide maximum benefits to the
community. Many local service providers are also experiencing declines in both private and public
funding, which further hinder their capability to meet needs. The City addressed this obstacle by
continuing to look for new funding sources and find creative ways to leverage and utilize existing
funding. Additionally, the City encouraged collaboration amongst itself, other jurisdictions, and non-
profits. The majority of the City’s CDBG funds were allocated to supporting housing rehabilitation and
public right of way improvement projects because they are not restricted by spending limitations and
are highly impactful. A major funding obstacle continued 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
this need far exceeded the funds available to provide those services, this year, the City selected those
activities which would be most effective.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
The City continued to incorporate lead testing and lead safe work practices into all rehabilitation
projects it funds. Additionally, the City continued to provide lead-based paint information available on
its website, to all the local non-profit agencies, to homeowners and renters. The City also provided loans
and grants to homeowners and public facilities to abate lead-based paint hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
Housing
Safe and affordable housing is an essential component in the efforts to reduce poverty. With the loss of
Redevelopment Agency (RDA) funding, the City was unable to contribute to the development of new
affordable housing. However, the City did make efforts to maintain the existing supply of affordable
housing by funding multiple home rehabilitation activities (See Section CR-20 - Affordable Housing). The
City also continued to operate its 16 affordable housing units and oversee the Below Market Rate (BMR)
Program. In addition City staff fielded numerous phone calls and in person inquiries regarding
information on affordable housing. These resource packets, along with the City’s website, are updated
on a regular basis with affordable housing information.
Public Services
As mentioned, the City supports a variety of non-profit organizations that provide housing assistance,
food, child care, clothing, health services, legal services, and other emergency services to low-income
residents. The City also promotes communication and collaboration among the nonprofits to avoid
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duplication of efforts and to be able to provide more comprehensive/”wrap around” services for low-
income residents. Additionally, the City has in-house programs that also helped residents improve their
economic opportunities. For example, the City’s Community Learning Center offered classes in English,
computers, native language literacy, job training, and citizenship along with providing activities for
children.
Economic Development
The City also takes on various economic development efforts to attract and retain businesses and jobs in
South San Francisco. The City continues to operate the Business Cooperation Program (BCP) which seeks
to lower the cost of doing business in the City. This program consists of three elements:
1. Contacting the major businesses and developers to assess how the City’s economic
development efforts can be altered to meet their needs, and let them know the City is
supportive of their business efforts;
2. Providing information on the City’s commercial (Property Assessed Clean Energy) PACE program
to assist in financing improvements that will save energy for the businesses and achieve the
City’s Climate Action Goals, and providing information on other business support programs such
as Employment Training Panel (ETP) assistance, and the Governor’s Office of Business and
Economic Development (Go-Biz) financial programs; and
3. Ask for participation in the City’s proposed Sales and Use Tax Program that will retain these
taxes locally instead of them being allocated to the County sales Tax pool.
The City has also partnered with several regional agencies and organizations that focus on job growth.
For example, City staff works closely with Skyline College’s Science, Technology, Engineering, and
Mathematics (STEM) program that assists high school students, the Bay Area Entrepreneur Center
(BAEC), a business incubator/accelerator and resource center for start-up companies, and early stage
companies, Joint Venture Silicon Valley, and ChinaSF.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The City made the following efforts to improve and/or develop institutional structure:
• Continued to work with the other local jurisdiction as part of the CDBG "Work Group" to
increase collaboration and make administrative and monitoring processes standardized and
electronic/automated. For example, the CDBG Work Group moved the environmental review
and project approval process for minor home repair programs into an online format.
• Continued to serve 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.
• Continued to build and improve relationships with local service providers.
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The City has had challenges with meeting timeliness in spending in the past, resulting from
unpredictable program income receipts and changes in program and project subscription. The City is
actively reviewing and improving under-served programs, and reprogramming funds from programs that
have met set goals and are no longer in high demand. The City met timeliness in PY 2018 and completed
the HUD required workout plan. However, to improve overall project management, staff will continue
to utilize a simplified workout plan to help meet HUD’s timeliness requirement. The City will also
continue to employ staff dedicated to the CDBG program to help continue improvement in program
operations and project management.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.320(j)
The City took following actions to enhance coordination between public and private housing and social
service agencies:
• Continued to collaborate with the County of San Mateo, private housing developers, lenders,
and non-profit housing developers in order to create more affordable housing.
• Continued to participate in the CDBG "Work Group" and to improve CDBG administrative
processes for both sub-recipients and City staff.
• Continued to fund non-profit agencies serving low-income residents
• Encouraged collaboration and cooperation among local service providers.
• Continued to participate in the CoC Steering Committee.
• Continued to work with HOT which brings together the HOT case manager, City police and staff,
homeless providers, and other social service providers.
• Continued to participate in the San Mateo County HOME Consortium and to serve on the San
Mateo County's Housing & Community Development Committee (HCDC)
• Continued to build and improve relationships with local service providers.
• Continued working with regional economic development groups and promote economic
development collaborations.
• Continued to work with businesses and the Chamber of Commerce on downtown beautification
and other projects to improve the downtown
• Continued to finance and support the City sponsored housing rehab program.
• Worked with El Concilio, RTP and CID to coordinate housing repair and rehabilitation needs
throughout the community.
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
During PY 2016 the City participated in a regional Assessment of Fair Housing. The Assessment of Fair
Housing provides new goals and metrics by which the City will work to address fair housing issues in the
community. The assessment was completed in PY 2017 and approved by HUD. The City used the
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assessment as a tool in preparing the new 2018-2022 Consolidated Plan that will guide implementation
in the CDBG program for the next five years. In addition, the City has been collaborating with MTC to
find the right tools for cities to analyze fair housing impediments.
Other actions currently under way include:
• The City continued to support testing and enforcement activities, efforts to educate landlords
and property management companies about fair housing law, and efforts to educate housing
consumers in fair housing rights.
• The City continued to support investigations into actual cases, and efforts to educate housing
providers about requirements for reasonable accommodation or modification.
• The City continued to support efforts by outside groups to educate buyers through credit
counseling and home purchase training.
• Project Sentinel was able to identify and evaluate the causes of denial of HUD funding in
2012. Project Sentinel received $12,000 in CDBG funding in PY 2018.
• Project Sentinel was audited by City staff on June 11, 2018. As a result, staff recommended to
improve records of income verification by including what is required in outreach materials, and
to log interaction with clients around income verification requests.
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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan and used to ensure long-term compliance with requirements of the programs
involved, including minority business outreach and the comprehensive planning
requirements
The City uses the Consolidated Subrecipient Monitoring Plan (Monitoring Plan) that was developed by
the entitlement jurisdictions in San Mateo County to review performance over a period of time and to
evaluate compliance of non-profit subrecipients funded with CDBG funding. The Monitoring Plan
specifies the criteria the City uses to determine potential areas and levels of risk, which include quarterly
desk reviews, new subrecipients or organizational change, cumulative grant award amount,
administrative history, program performance, and financial capacity. On a quarterly basis, the City
conducts a limited review of all subrecipients, which includes reviewing quarterly performance reports
and expense summaries that are submitted by the subrecipients. These quarterly performance reports
update staff as to whether the non-profit is meeting its annual objectives and the status of the program.
Additionally, the City will conduct on-site monitoring reviews of those subrecipients the City determines
to have potential risks and/or have not been monitored in recent years. The on-site monitoring consists
of a programmatic and fiscal review of files, a tour of the program facilities as appropriate, an
explanation of the services provided, discussions with program and administrative staff, and
introduction to one or more actual beneficiaries, if possible. Also, the City can conduct in-depth reviews,
if needed, which typically consist of a concentrated review of a known high-risk area or critical function.
During PY 2018, the City was able to review and monitor several shared services providers and verify
that the projects were in compliance with applicable laws, regulations, and policies related to CDBG.
Legal Aid was monitored with the consortium in PY 2018. Additionally, the City monitored John’s Closet
for both their PY 2017 programs to help identify ongoing challenges and propose new solutions. Other
agencies were monitoried remotely via desk review.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
Public Notification Efforts
A notice announcing the 15-day public comment period and a public hearing for the CAPER was
published in the San Mateo County Times on September 5, 2019. All notices informed citizens about the
purpose of the CAPER and invited them to review the document and to either submit comments or
provide them at the public hearing. All notices included the phone number and address of the Economic
& Community Development (ECD) office in order to address any community inquiries. This notification
was written in English and Spanish in an effort to reach the City’s Spanish language community. Draft
copies of this report were made available at all public libraries, at the City’s ECD office, and on the City’s
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main website on September 10, 2019. Additionally, an email notification was sent out to local non-
profits and CDBG sub-recipients. Subsequently, a public hearing will be held on September 25, 2019.
Summary of Citizen Comments
Pending Close of Public Comment Period.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives
and indications of how the jurisdiction would change its programs as a result of its
experiences.
The City did not experience any changes in its program objectives this year. All of this year’s CDBG
activities addressed one of the objectives that were identified in the FY2018-2019 AAP. Each year, the
City conducts a needs assessment and reviews the prior year performance of each CDBG activity before
it allocates funding. This is to ensure that CDBG funding is being used to meet the City’s objectives for
the year, and to make sure the CDBG program is alilgned with the applicable Consolidated Plan.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
No