HomeMy WebLinkAboutReso 48-2020 (20-195)11 SA
City of South San Francisco
a C4
City Council
64 17F� hlb� TlResolution: RES 48-2020
File Number: 20-195
P.O. Box 711 (City Hall,
400 Grand Avenue)
South San Francisco, CA
Enactment Number: RES 48-2020
RESOLUTION APPROVING THE CITY OF SOUTH SAN
FRANCISCO'S FISCAL YEAR 2020-2021 ANNUAL 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 CDBQ HOME ADMINISTRATIVE
FUND, AND CARES ACT FUNDS INTO THE 2020-2021
OPERATING BUDGET; AND AUTHORIZING THE CITY
MANAGER TO EXECUTE ALL DOCUMENTS AND
CERTIFICATIONS NECESSARY TO SECURE AND AWARD
CDBGS HOME ADMINISTRATIVE FUNDS, CARES ACT FUNDS
FOR THE CITY
WHEREAS, the Community Development Block Grant (CDBG) Standing Committee of the City
Council and staff recommend approval and submittal, as presented to the City Council at its April 22,
2020 meeting, of the City's Fiscal Year 2020-2021 (FY 20-21) Annual Action Plan (Action Plan) and all
other required documents to the U.S. Department of Housing and Urban Development; and
WHEREAS, the City Council wishes to authorize a budget transfer to incorporate CDBG and HOME
Administrative Funds into the 2020-2021 operating budget; and
WHEREAS, the City Council wishes to 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 FY 20-21 Action Plan, attached to this Resolution as Attachment 1.
2. Authorizes submittal of the City's FY 20-21 Action Plan and all other required documents to
the U.S. Department of Housing and Urban Development.
3. Authorizes a budget transfer to incorporate the CDBG, HOME Administrative Funds, and
CARES Act Funds into the 2020-2021 operating budget.
4. Authorizes the City Manager to execute all documents necessary to secure and award
CDBG, HOME Administrative Funds, and CARES Act Funds for the City consistent with
the direction provided by the City Council.
City of South San Francisco Page 1
File Number: 20-195
Enactment Number. RES 48-2020
At a meeting of the City Council on 4/22/2020, a motion was made by Councilmember Matsumoto, seconded
by Councilmember Nicolas, that this Resolution be approved. The motion passed.
Yes: 4 Mayor Garbarino, Vice Mayor Addiego, Councilmember Nicolas, and
Councilmember Matsumoto
Absent: 1 Councilmember Nagales
Attest by ��6W 44,
iosa Govea Acosta, City Clerk
City of South San Francisco Page 2
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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 2020-2021, 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,
including those at risk of becoming homeless and special needs populations.
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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), IEP
Collaborative, Friends for Youth, Ombudsman Services of San Mateo County, 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/play lot improvements, and projects related to the
City’s ADA Transition Plan.
Need: Economic Development Assistance
Goal: Avoid job loss caused by business closures related to Corona Virus 2019 (COVID 19) and the social
distancing regulations implemented by State and Federal governments.
Activities: The City will use CDBG funds, to provide loans to small businesses in South San Francisco
under the CDBG Program and its regulations, including, but not limited to, that for every $35,000 one
full-time equivalent job must either be created or retained for a low- or moderate-income individual for
one year.
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 with the growing homeless population in the region. With funds from the Housing Asset
Fund, the City will provide funds to go towards shelter and supportive services through LifeMoves.
When feasible, the City plans to provide funds for rehabilitation and accessibility modifications to
emergency and transitional housing. Should additional funds become available; the City will support
additional operating costs for emergency and transitional housing. 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 19-20, 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
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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 and construction costs.
4. Summary of Citizen Participation Process and consultation process
The citizen participation process for the FY 2020-21 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 February 26, 2020, asking the public to comment on the housing,
community, and economic development needs of the City. Seventeen public comments were
received. Additionally, the City held a second public hearing on April 22, 2020 to make final funding
allocations and to adopt this Action Plan. XXX comments were received. Refer to Attachment B –
Public Notices and Attachment C - Comments for the noticing provided for the meetings.
• A 30-day Public Review: The Action Plan was made available for public review from March 23 through
April 22, 2020.
• Public Notices: Public Notices for the two hearings were published in the San Mateo County Times on
February 5, 20 20, and March 17, 2020.
• 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 February 18, 2020 and
March 2, 2020. Public hearings were held on February 26, 2020 and April 22, 2020.
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
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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 Attachment B Public Notices and Attachment C Public Comments documents.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted.
7. Summary
The City's Action Plan for fiscal year 2020-2021 furthers these goals by assessing the housing,
community, and economic 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
Kris Romasanta, Community Development Coordinator
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
• Engage in local and state housing legislative updates
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
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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.
On January 31, 2019, the San Mateo County Human Services Agency (HAS) and community partners
conducted the One Day Homeless County and Survey. The count found 42 unsheltered homeless people
in South San Francisco. This is a 27% increase from 2017.
Chronically Homeless
The CoC has created multi-disciplinary, bilingual, Homeless Outreach Teams (HOT) to conduct intensive
outreach with the chronically homeless throughout the County and to help them move into permanent
housing. South San Francisco’s HOT program was first implemented in FY 13-14, and continues annually.
City staff, police, elected officials, County staff, and local service providers actively participate and meet
regularly to provide updates to program members.
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
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using data-driven solutions. Some of these solutions include outreach, emergency shelters, transitional
housing, rapid rehousing, and permanent supportive housing and homelessness prevention programs.
Although these objectives have proven to be an effective way to set goals and evaluate progress, they
are not fully aligned with the objectives set forth in the Homeless Emergency Assistance and Rapid
Transition to Housing Act (HEARTH) and in the federal 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).
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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
February 26, 2020 and April 22, 2020 public hearings.
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 and during the February 26, 2020
and April 22, 2020 public hearings.
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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 and the City’s
Emergency Rental Assistance Program.
7 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.
8 Agency/Group/Organization Rebuilding Together Peninsula
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Rebuilding Together Peninsula provided input on housing needs during
the February 26, 2020 CDBG needs assessment public hearing and April
22, 2020 final public hearing.
Agency/Group/Organization El Concilio of San Mateo County
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9 Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
El Concilio provided input on housing needs during the February 26,
2020 CDBG needs assessment public hearing and April 22, 2020 final
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 February 26,
2020 CDBG needs assessment public hearing and April 22, 2020 final
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 February 26, 2020 CDBG needs assessment public hearing and April
22, 2020 final 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 February 26, 2020
CDBG Needs Assessment Public Hearing and April 22, 2020 final 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 February 26, 2020 CDBG Needs Assessment Public Hearing
and April 22, 2020 final 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
February 26, 2020 CDBG needs assessment public hearing and April 22,
2020 final 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 February 26, 2020 public hearing
and April 22, 2020 final public hearing.
16 Agency/Group/Organization IEP Collaborative
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?
IEP Collaborative provided input on public service needs during the
February 26, 2020 CDBG needs assessment public hearing and April 22,
2020 final public hearing.
17 Agency/Group/Organization Friends for Youth
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?
IEP Collaborative provided input on public service needs during the
February 26, 2020 CDBG needs assessment public hearing and April 22,
2020 final public hearing.
18 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
February 26, 2020 CDBG needs assessment public hearing and April 22,
2020 final public hearing.
19 Agency/Group/Organization Star Vista
Agency/Group/Organization Type Services-homeless
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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 February 26,
2020 CDBG needs assessment public hearing and April 22, 2020 final
public hearing.
Identify any Agency Types not consulted and provide rationale for not consulting
All agency types were consulted.
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.
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
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
CDBG Cohort collectively organizes community forums, requests for proposals, and joint monitoring of subrecipients.
Additionally, the CDBG 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 9, 2019 to January 16, 2020 – CDBG/HOME Administrative Funds Renewal Application Available
• January 16, 2020 – Application Deadline
• February 5, 2020 – Public Notice of Community Needs Assessment Hearing was published in the San Mateo County Times
• February 5, 2020 – 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 20-21 applicants and the City’s CDBG and Economic &
Community Development listservs.
• February 18, 2020 – CDBG Subcommittee Meeting: Application Review
• February 26, 2020 – Community Needs Assessment Hearing
• March 2, 2020 – CDBG Subcommittee Meeting: Funding Recommendations
• March 17, 2020 – Public Notice of Availability of the City's FY 20-21 Annual Action Plan and Notice of Public Hearing published in the San
Mateo County Times
• March 17, 2020 – The City publicly noticed the Availability of the City's FY 20-21 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 20-21 applicants and the
City’s CDBG and Economic & Community Development listservs.
• March 23 to April 22, 2020 – 30-day public comment period on the City's FY 20-21 Annual Action Plan
• April 22 2020 – Final funding allocations and Public Hearing on the adoption of the City's FY 20-21 Annual Action Plan
• May 15, 2020 – Deadline for submission of the City's FY 20- Annual Action Plan to HUD
The following are specific efforts made to broaden outreach and promote participation. These efforts to increase citizen participation helped
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establish and/or reconfirm the City's housing and community development needs and were used as a basis for setting priorities. See
Attachments 1 for additional information.
• Public Hearing on Community Needs: On February 26, 2020, 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 5, 2020. The
City received seventeen (17) public comments.
• Public Hearing on the Action Plan Adoption: On April 22, 2020, 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 17, 2020. The City received XXX (XX)
public comments. In light of the recent COVID-19 pandemic, the City’s public hearings was conducted via teleconference.
• 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 February 18, 2020 and March 2, 2020. The approval of the
Annual Action Plan took place on April 22, 2020 and was conducted through teleconference and online.
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Citizen Participation Outreach
Table 4 – Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response/
attendance
Summary of comments
received
Summary of comments
not accepted
and reasons
URL
1 Public
Hearing
People of color
Non-English
Speakers- Specify
other Language:
Spanish
Non-targeted/
broad community
On February 26, 2020, 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 5, 2020. The hearing was
also noticed through the City’s
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 seventeen
(17) 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 5, 2020 and March 17 , 2020.
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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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response/
attendance
Summary of comments
received
Summary of comments
not accepted
and reasons
URL
3 Public
Hearing
People of color
Non-English
Speakers- Specify
other Language:
Spanish
Non-targeted/
broad community
On April 22, 2020, the City held a
public hearing with the Mayor and
City Council to receive public
comments on the City’s Annual
Action Plan. A public notice for the
hearing, written in English and
Spanish, was published in the San
Mateo County Times on March 17,
2020. 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)
All Comments Were
Accepted 4 Facebook
Post
People of Color
Persons With
Disabilities
Non-Targeted/
Broad Community
On March 17, 2020, a post
informing the general public about
the meeting date, time, and place
was posted on Facebook from the
South San Francisco Economic and
Community Development
Facebook Page.
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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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of response/
attendance
Summary of comments
received
Summary of comments
not accepted
and reasons
URL
5
Email
Broadcast /
Blast
People of Color
Persons With
Disabilities
Non-Targeted/
Broad Community
CBDG subrecipients and the City of
South San Francisco’s Economic
and Community Development
Department received an email on
the details of the meeting on
March 17 , 2020. The email states
to post in highly visible areas in
order to get the word out that
public comment was available for
the CBDG from March 23 – April
22.
No comments were received
from the noticing. Comments
were received at the noticed
public meetings and hearings.
All Comments Were
Accepted See Attachment
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Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
The City's FY 20-21-20 entitlement amount is $493,573. The City is also supporting several projects
funded from 2019-2020 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 $130,000 in prior years' uncommitted and roll-over funds. This gives the City a CDBG
budget of approximately $623,573 for FY 20-21. In addition, the City’s estimates a HOME allocation of
$14,845 which provides the City with an overall budget of approximately $638,418.
In addition to the City’s yearly entitlement, as part of the Coronavirus Relief Bill (CARES Act), additional
funding is also anticipated in the current fiscal year to aid those affected by COVID 19. The City has
received a total of $290,353. This funding is available for FY 19 and FY20. The funding for FY 20 is
pending, as the City hopes to provide immediate assistance to as many businesses and residents in FY19.
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
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
493,573 (Estimate)
30,000
(Estimate)
100,000 623,573 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.
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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
14,845 0 0 14,845 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 intersection crossing for pedestrian safety and making the downtown more
pedestrian friendly and accessible.
If appropriate, describe publically owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
Over the years, the City’s RDA acquired several residential and commercial properties; however, with
the dissolution of RDAs, the City is required to sell all its properties and return all proceeds to the State.
Therefore, the City is in the process of selling these commercial properties. In the past few years, the
City has been selling the smaller residential properties, which have been occupied by low-income
households. The City’s Housing Investment Plan has stipulated, however, that the proceeds received
from the sale must be used to replace the unit somewhere else in the City. The City has not sold all of
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the residential properties, and still has six 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.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives – 91.420, 91.220€(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
2018 2022 Affordable
Housing
SSF
Downtown
Tracts 6021,
6022
Affordable
Housing
CDBG:
$204,750
Public Facility
or
Infrastructure
Activities for
Low/Moderate
Income
Housing
Benefit: 44
Households
Assisted
2 Provide
Public
Services
to
Improve
Quality of
Life
2018 2022 Non-Housing
Community
Development
SSF
Downtown
Tracts 6021,
6022
Public
Services
CDBG:
$56,053
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 447
Persons
Assisted
3 Provide
Service-
Enriched
Homeless
Shelters
2018 2022 Homeless SSF
Downtown
Tracts 6021,
6022
Homeless
Services and
Housing
CDBG:
$26,200
Homeless
Person
Overnight
Shelter: 98
Persons
Assisted
4 Preserve
and
Improve
Public
Facilities
2018 2022 Public Facility
Improvements
SSF
Downtown
Tracts 6021,
6022
Public
Facilities
Improvements
CDBG:
$00
Safety and
accessibility
improvements
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Sort
Ord
er
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
5 Economic
Developm
ent
2019 2022 Economic
Development
Citywide Economic
Development
$250,000 Provide
economic
development
assistance to
businesses in
response to
COVID-19
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Increase, Maintain, & Improve Affordable Housing
Goal
Description
For FY 20-21, 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 20-21, 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 447 low to moderate-income residents in FY
20-21.
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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. At this time, the City
is not committing funds towards a project.
5 Goal Name Economic Development Assistance
Goal
Description
Avoid job loss caused by business closures related to Corona Virus 2019 (COVID
19) and the social distancing regulations implemented by the State and Federal
government.
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AP-35 Projects - 91.420, 91.220(d)
Introduction
The City plans to implement the following projects:
Public Services
IEP Collaborative Advocacy services and training for low-income youth with disabilities and
their families
Friends for Youth Quality mentoring and support services to underserved, vulnerable youth
through community –based 1:1 mentoring
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
This program provides grants to low-income families for housing alterations and repairs that correct
code deficiencies and/or improve the health and safety for homeowners and residents.
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 ($14,845 )*
Project Sentinel ($14,845) 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
7 Economic Development
Table 7 – Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Given the limited funds available, the City prioritizes activities, which provided maximum benefit to the
community. The majority of the City's CDBG funds are allocated to supporting housing rehabilitation and
public improvements because these types of activities are not restricted by spending limitations and are
highly impactful. Further, it is intended that CDBG money will be utilized for the ‘last mile’ of funding for
projects that may not otherwise be completed. A major funding obstacle continues to be sufficiently
supporting the wide variety of crucial public services needed in the City due to federal spending limits
specific to public services. While the public service need far exceeds the funds available to provide those
services, the City has selected those activities, which would be most effective.
The City has also prioritized economic development assistance in FY 20. The City dedicated funds
towards economic development assistance for businesses adversely affected by the COVID-19
pandemic.
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AP-38 Project Summary
Project Summary Information
Annual Action Plan
2020
34
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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: $56,053
Description For FY 20-21 the City will allocate 15% of its annual entitlement to non-
profit organizations that provide public services.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
447 extremely low- to low-income individuals are estimated to benefit
from the proposed activities.
Location Description City-Wide
• Friends for Youth
1741 Broadway
Redwood City, CA 94063-2483
IEP Collaborative
851 N. San Mateo Cr. Ste H #4
San Mateo, CA 94401-2217
• 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
2020
35
OMB Control No: 2506-0117 (exp. 06/30/2020)
Planned Activities • Friends for Youth $5,000 of available public services funding:
Mentoring and support services to underserved, vulnerable
youth through community –based 1:1 mentoring
• IEP Collaborative $5,053 of available public services funding:
Advocacy training for low-income and youth with disabilities
• Ombudsman Services of San Mateo County, Inc. $20,000 of
available public services funding:
Advocacy services to elderly and developmentally disabled
individuals
• Rape Trauma Services Center $15, 000 of available public
services funding: Mental health services to address the multiple
healing needs of child survivors of sexual trauma.
• StarVista $11,000 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: $26,200
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 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
98 Homeless persons provided overnight shelter.
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2020
36
OMB Control No: 2506-0117 (exp. 06/30/2020)
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)
$10,200 of available public services funding:
Emergency shelter for victims and survivors of domestic violence
and their children
• Samaritan House: Safe Harbor Shelter
$16,000 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: $107,750
Description For FY 20-21 the City will allocate funding to various non-profits that
provide minor home repairs and accessibility modifications to low income
homeowners.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City anticipates serving 30 low-income households.
Location Description • Center for Independence of Individuals with Disabilities
2001 Winward Way, Suite 103
San Mateo, CA 94404
• El Concilio of San Mateo County
1419 Burlingame Avenue, Suite N
Burlingame, CA 94010-4123
• Rebuilding Together Peninsula
841 Kaynyne Street
Redwood City, CA 94063-3000
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Planned Activities • CID - Housing Accessibility Modification Program
$10,000 of Minor Home Repair funding:
Installs ramps, grab bars, and other modifications to make a
home accessible.
• El Concilio - Peninsula Minor Home Repair
$27,000 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: $97,000
Description Provides low interest loans and grants to low-income families for housing
alterations and repairs that correct code deficiencies and/or improve the
health and safety of the home.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
Two (2) Households will be provided loans, ten (10) households will
receive emergency housing vouchers, two (2) households will receive
debris box vouchers.
Location Description This program is available citywide for low/mod income households.
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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 $5,500 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: $0
Description The City has not committed funds to a project at this time.
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
The City has not committed funds to a project at this time.
Location Description The City has not committed funds to a project at this time
Planned Activities These funds will be used for public facility and infrastructure
improvements in low/mod areas.
6 Project Name Planning and Administration
Target Area SSF Downtown Tracts 6021, 6022
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
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Needs Addressed Public Services
Affordable Housing
Economic Development Services
Homeless Services and Housing
Public Facilities Improvements
Funding CDBG: $104,715
HOME Administrative Funds: $14,845
Description The City will use 20% of its entitlement to administer the CDBG program.
Target Date 6/30/2021
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.
7 Project Name Economic Development Assistance
Goals Supported Avoid job loss caused by business closures related to Corona Virus 2019
(COVID 19) and the social distancing regulations implemented by State
and Federal governments.
Needs Addressed Economic Development Needs
Business Retention
Employee Retention
Funding CDBG: $150,000
Description The Economic Development Assistance Program is designed to assist
businesses through the provision of financial assistance. Financial
assistance is in the form of a forgivable no interest loan that is predicated
on the maintenance of jobs for moderate- and low-income persons.
Maximum assistance under the program is $35,000. One permanent full-
time equivalent position for moderate- and low-income persons is
required.
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Target Date June 2021
Estimate the number
and type of recipients
that will benefit from
the proposed
activities
4
Location Description Citywide
Planned Activities Financial assistance is in the form of a forgivable no interest loan that is
predicated on the creation of maintenance of jobs for moderate- and
low-income persons.
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AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City has identified the census blocks with more than 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 2018 American Community Survey 5-Year Estimates, 53% of renters in South San Francisco
are paying more than 35% of their income towards rent. Additionally, 25% of homeowners in South San Francisco with a mortgage are spending
35% or more of their household income on housing costs (2014-2018) American Community Survey 5-Year Estimates). This data signifies that a
large portion 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. This includes adopting an inclusionary housing policy and a
commercial linkage fee. The inclusionary policy allows the City to increase its below market rate units by requiring any new rental and for-sale
sale residential units consisting of five more units. In addition, the Commercial Linkage fee expands the City’s affordable housing funds through
office and commercial developer fees.
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.
• Encouraging the construction of Accessory Dwelling Units by expedited permitting and providing architectural plans for residents.
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 provid ing 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. The City is also working with the
County to access more funds for lead-based paint rehabilitation projects.
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 does not 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, childcare, 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 incorporate
program income into services funding. The City continues to strive for efforts that creatively and
efficiently work with these constraints.
Actions planned to develop institutional structure
City will make the following efforts to improve institutional structure:
Continue to assist the homeless and those at risk of becoming homeless by supporting non-profits that
offer solutions and services to the homeless and continue working the with the Homeless Outreach
Team (HOT)
• Continue to work with the other local jurisdiction as part of the CDBG Work Group in order to
increase collaboration and make administrative and monitoring processes more standardized,
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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 complied with the workout plan developed in 2017. The City continues to work with HUD to
comply with timeliness deadlines.
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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 – Budget
ATTACHMENT B – Public Notices
ATTACHMENT C – Citizen Participation Comments
ATTACHMENT D – Map of Areas of Low and Moderate Income
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ATTACHMENT A
Attachment 1
Community Development Block Grant Program
FUNDS AVAILABLE
CDBG FY 20-21
(Estimate)
FY 19-20
(Actual)
Entitlement Amount
493,573
466,637
Prior Years Uncommitted Funds (Estimated
Rollover)
100,000
386,494
Program Income Estimate
30,000
80,245
Total
623,573
933,376
CARES ACT
CARES Act Funding*
230,000
Administrative
60,000
HOME ADMIN FUNDS
Home Admin Funds
14,845
16,171
Total CDBG and HOME Funds
638,418
1,179,547
*Allocation received from HUD from Coronavirus Aid, Relief, and. Economic Security Act
covering FY19-20 and FY20-21
SPENDING LIMITS FOR CDBG FUNDS
PUBLIC SERVICES Estimate Actual
15 % of FY 20-21 Entitlement
74,036
69,996
15% of Prior Year Program Income
12,037
20,604
Total Public Service Limit
86,073
90,600
CDBG ADMINISTRATION
20% of FY 20-21 Entitlement
98,715
93,327
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20% of Estimated Current Year Program Income
6,000
16,049
Total Administration Limit
104,715
109,376
NON-RESTRICTED CDBG FUNDS
CAPITAL IMPROVEMENTS/PUBLIC FACILITIES Estimate Actual
Capital Improvements Projects 0
300,000
MINOR HOME REPAIR PROGRAMS
107,750
138,250
CITY SPONSORED ACTIVITIES
Housing Rehabilitation Program
45,000
45,000
Debris Box Vouchers
2,000
2,000
Emergency Home Repairs
50,000
50,000
Total City Sponsored Activities
97,000
97,000
Total Non-Restricted Funds
454,750
935,250
*Addition Funds from the Care Act
Economic Development Activities*
250,000
400,000
ATTACHMENT B
Legal Ad- February 5
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Legal Ad – March 17, 2020
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Facebook Post – March 17, 2020
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Notice published on City of South San Francisco website
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Email to Subrecipients
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Citizen Participation Comments
ATTACHMENT C – February 26, 2020
1. Name: Melissa Lukin
Organization: Executive Director of Rebuilding Together Peninsula
Comments: We provide free critical repairs for low-income homeowners and we’ve been doing it for
more than 30 years. The need is clear. Over 90 percent say they want to age in place and over 80
percent of the fatalities that are caused by falls are folks who are over 85. In addition, over 20 percent of
Americans now live in multi-generational families so when we stabilize homes we do it for more than a
generation. We anticipate serving 12 homes in South San Francisco over the coming year from zero to
30 percent AMI. For National Rebuilding Day, our one day in April every year, will serve three homes in
the City will provide to wheelchair accessibility, dry rot repair and roofs in some cases.
2. Name: Bernie Mellott
Organization: Executive Director at Ombudsman Services of San Mateo County
Comments: We monitor 464 facilities which equates to 10,000 people. These people are 62 and older.
WE take care of the forgotten ones. We make sure they are heard and we empower and educate them.
For those who are not able to speak for themselves, we make sure that their medications are taken. One
resident on hospice to see how she’s doing and she confided that she was touched inappropriately by a
staff member and you can imagine someone is taking your dignity away. We called the Police and the
staff member was fired.
In South San Francisco, we monitor 36 facilities, which equates to 482 residents. We go into the nursing
homes once a week, and sometimes three times a week depending on the severity of what’s going on.
The residential care facilities we visit once a month. The residents are our main focus and the adult day
centers and the centers physically disabled, we visit once a year. These are your people, your citizens.
We want to make sure that they have the dignity that they deserve. Sixty percent have no family or
friends; they have us.
3. Name: Karen Betucchi
Organization: Operations and Development Director at IEP Collaborative
Comments: I know that it means a lot to our CEO Krista Martinelli, our proposal here in South San
Francisco. My name is Karen Betucchi and I am the Operations and Development Director at IEPC. I
joined in January and as a special needs mom I understand the difficulties and challenges of navigating
the IEP process for our students. Founded in January 2019 by four attorneys who also experienced a
hard time navigating IEPs for their own children. To date, we’ve served over 50 families in the Peninsula.
Our mission is to empower students and families with knowledge so that they can be a part of a
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collaborative. We do this in trainings and workshops, legal representation and legislative advocacy. Our
proposal for South San Francisco is eight special education rights training. We hope to accommodate 30
individuals or 10-13 households, which will cover 504 Plan and an Individual Education Plan. How to
request an evaluation for the entitlement plan and transition age presentations for kids aged 12-22, to
learn to become their own advocates, as they transition to middle school, high school, college, and into
adulthood. Our programs empower families to collaborate with the school district so that they can be
active members of the IEP team. We will be leveraging our partnerships with Families in Action, PTAs to
facilitate the workshops in South San Francisco. It is close to 13% of South San Francisco students who
have these special needs and we want to be able to reach them.
4. Name: Evelyn Benitez
Organization: Project Coordinator at Legal Aid Society of San Mateo County
Comments: Our organization seeks to provide free, legal services for low-income residents in San
Mateo County in the form of eviction defense. Legal services for tenants are more important than ever
because of new changes in California law, specifically statewide tenant protections such as AB 1482 and
there is now there are protections against discrimination against income, which includes Section 8
vouchers. These laws have the potential to stabilize communities in South San Francisco, but only if
tenants are supported with the understanding of their rights. We currently serve over 100 South San
Francisco residents each year. The most common form presented is evictions. The most frequent form
of eviction prior to this law was no-fault evictions, where the landlords was only required to provide
proper notice and no reason. Fifty person of eviction cases in South San Francisco were no-fault. Since
new just cause changes the procedures, we’re closely looking at eviction patterns are taking place in
South San Francisco. We’ve seen that since this law has taken effect that the reasons for evictions have
been substantial remodeling and owner move-ins. Since it is a reason that is no fault of the tenant, they
would be entitled to relocation assistance. One of the main factors that determines the chances that a
tenant keeps their home is having an attorney represent them.
5. Name: Timothy Russell
Organization: Program Director, Renaissance Entrepreneurship Peninsula
Comments: What we have noticed throughout the year, 24 small business from South San Francisco
made it up and down the highway to our different locations to help their business or launch their
business. Our office is in East Palo Alto, but we also have offices in Redwood City, San Mateo, and Daly
City. We realize that residents of South San Francisco are needing support to launch or grow their
business. We realize it’s crucial to get that technical assistance. We are funded to work with the
underrepresented low-income communities to realize their dreams of entrepreneurship. We’ve seen it
happen on an everyday basis. We work with 1500 clients a year, and grow about 500 businesses. We
definitely believe that number would grow from 24 to a higher number if we were able to offer classes
within South San Francisco like we’ve done in other cities. We want you to consider small businesses
and the help that they can get.
6. Name: Lisa Heath
Organization: CID
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Comments: I am here on behalf of the Housing Accessibility Modification Program (HAM Program).
Individuals with disabilities live a more meaningful life. The HAM Program helps with the installation of
grab bars, railings, stair lifts, ramps, porch lifts and other modifications for low-income people with
disabilities. These modifications improve accessibility and increase safety and let people with
disabilities remain at home with greater independence. I cannot stress enough how important it is for
those with disabilities how important these modifications are for one’s self-esteem.
I have a thank you email I would like to read. This is a 34-year old male South San Francisco resident
with cerebral palsy. He thanks us for installing aluminum thresholds, rails and several grab bars.
“Lisa, I’m glad your card made it to you and the team. We are so grateful for the work you did to make
our home safe for us. David is thriving. He is able to enter and exit the home without struggle. It is a
true gift. Four years ago, he was crawling in and out of our apartment because of the accessibility
barriers. Thank you for the work you do. It has changed our quality of life.”
On behalf of thousands of other low-income residents living with disabilities in South San Francisco
who need assistance with home modifications and the CID program, we thank you for your continued
support.
7. Name: Amanda LeBlanc
Organization: Rape Trauma Services
Comments: Thank you for entertaining our proposal. My Executive Director told me that you were the
first City to give funds to our Sexual Assault and Trauma Center. Thank you so much and for the long
relationship that we have had with you.
The housing crisis has impacted sexual assault survivors in devastating ways. Due to people having to
live in small, cramped corners, parents with more than one job to make a living wage and counting on
landlords or other people in their homes for childcare. What ends up happening is people put up ads,
which brings people with children into their home, and perpetrating abuse against them.
In South City, we served 50 families and 55 percent of them needed re-housing in order to separate the
perpetrator from abuse. This is a housing issue. We have now become housing case managers. We
work with all of the non-profits here tonight to never leave a family with a choice of being homeless.
8. Name: Peter Dunn
Organization: Habitat for Humanity
Comments: Name: We have an application for pre-development funding for the Firehouse Live project
at 201 Baden. This Council is aware that we have entered into an Exclusive Negotiating Rights
Agreement with the City to redevelop a parking lot for 42 two-three bedroom ownership homes that
will target 60%-110% Area Median Income households. We are in the pre-development stages working
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to get to a Purchase and Sale Agreement with the City. We submitted an application to the Planning
Department and have received promising comments from them. We are appreciative of your support.
9. Name: Madison Priest
Organization: United Way of the Bay Area
Comments: I am here to advocate today for our 2-1-1 program. 2-1-1 is a free, easy to remember
phone number that connects to Health and Human Services resources to their community. It’s available
24 hours a day, 7 days a week in over 150 languages. In South San Francisco, those languages are often
Spanish, English, and Cantonese. It is a comprehensive database of information, and we provide a lot of
referrals to food services, utility assistance, housing and shelter. In South San Francisco, we gave 37
referrals in 2019 for housing and shelter. We also provide resources for legal services and also provided
resources during the power shutdown during the fires. We are available over phone, web, and text
services. With funding from South San Francisco, we would increase local outreach to ensure that
residents receive services that they need. It would also allow us to collect more robust data. I’d also like
to flag that we’d use a Presumed Benefit Group strategy to apply for CDBG funding and we would
collect demographics data as well as whether or not they’re calling from a Presumed Benefit Group. 2-
1-1 is an essential service to provide a resource to those who are in need.
10. Name: Laura Fanucchi
Organization: HIP Housing
Comments: I just have a few updates since we submitted our proposal for our homesharing program.
We have a new North County Homesharing Coordinator who is a resident here in South San Francisco,
and is very familiar with the North County. I also want to mention that our Self-Sufficiency Program for
low-income families with children have recently opened the program to emancipated foster youth who
do not have children. These youth, who are in school, HIP Housing will support youth for 1-5 years. We
just accepted our first applicant to that program. She was referred by Starvista. She lives here in South
San Francisco and her housing scholarship is ending. We accepted her into the Self-Sufficiency program,
but we placed her in a homesharing match with a Pacifica senior who had a room for rent. So we’ll be
paying for this woman’s housing scholarship for 1-5 years while she attends Skyline College. I also
wanted to mention that in 2013, we interviewed a gentleman who lost his job, his housing, and became
homeless for two years, and ended up at Safe Harbor shelter. We were able to match him with a Daly
City senior who has a 1-bedroom to share and they have now been living together in our program for 7
years. We are happy to offer this program as a long-term housing solution. Our program for this year is
to fund eight South San Francisco homeseekers and match them in homesharing, but we actually serve
over 200 South San Francisco residents through in-take calls or application to the program or
supporting the homesharing matches. We have 50 homesharing matches in existence here in South San
Francisco. We thank you for your support and make one spare room change two lives.
11. Name: Patricia Springer
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Organization: CORA
Comments: You have been very supportive of us. I want to advocate for our Emergency Safe House
Shelter. One, we continue to be the only agency in San Mateo County that does this kind of work,
specifically experiencing intimate partner violence. The second, across the board, we are the only
agency who will work with men who experience intimate partner violence. In addition to CORA, I also
work with a Navigation Center in San Francisco. When I have men who have left their home due to
violence with their partners, CORA is one of the only places that I can refer them to. Lastly, I want to
mention our staff, to make sure that everyone is trauma-informed, no staff member is going to be asked
to join CORA without a minimum of three interviews and this is because we want to ensure that we are
providing the highest quality of care.
12. Name: Christina Figueroa-Cortez
Organization: Project Sentinel
Comments: I am the Fair Housing Director for Project Sentinel. Our Fair Housing Center has been
around for 40 years. We offer counseling, investigations, and advocacy on the fair housing laws, and to
everyone we offer information, education, on housing discrimination. This can range from a parent
who received a warning notice from their landlord from playing outside at their rental apartment, an
immigrant who was refused an application because they lacked a social security number, or a disabled
senior who requested grab bars for their shower or some sort of accessibility feature and was refused
them. Last year, we served 418 people throughout the County, 114 of those were South San Francisco
residents. We thank you for your continued support and I am happy to answer any questions you may
have.
13. Name: Jose Mares
Organization: Safe Harbor Shelter
Comments: On behalf of Samaritan House, I would like to thank you all for your previous support of
our Safe Harbor Shelter. Safe Harbor serves 90 individuals on a daily basis, providing housing services to
those who are not only homeless but may come with mental or physical health disorders, substance
abuse, or addiction. We serve the most fragile population, 55-61 years old, is the largest consumer of
our services at this time. There are many who have not been placed into a shelter due to being at
capacity. Since July 1 of 2019, Safe Harbor has been able to provide 249 individuals a place to take a
breath, rest themselves, and ground themselves. As we often mentioned, when we often
homelessness, this is something we do not even think about in calling the streets your home. Our
residents often have multiple barriers to self-sufficiency such as fixed-incomes due to age, disability,
poor general health, and low educational levels. The rising costs of area rents and increasing lack of
affordable housing have severely affected our clients to achieve permanent housing placements. While
we have successfully been able to place clients in non-traditional housing options, like HIP Housing’s
homesharing program, which has successfully helped clients gain housing vouchers through the
County. There is fear Countywide of landlords not accepting these vouchers, which limits the
availability for our clients. Our program would be deeply affected by any loss in any CDBG funds that
are an integral part of Safe Harbor’s budget. Without these funds we cannot ensure the same level of
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care for all of the County’s homeless seeking our help. With your continued support, we are on our way
to adding an additional 15 beds at Safe Harbor. This project is expected to be completed by the end of
this year. This is not a complete solution in South San Francisco, but there are 15 South San Francisco
natives who have been identified at our shelter.
14. Name: Alyssa Canfield
Organization: StarVista
Comments: I am the Program Manager of StarVista’ s Transitional Youth Program. Transitional youth
services provide case management and housing assistance to former foster youth, ages 18 to 24. I
would like to share a success story of one of our youth who lived in South San Francisco who moved
out of state to explore other housing options. He soon realized that he was far from his support and
his team and his mental health slowly declined. After connecting with Starvista, the former resident
said that upon his return that he was living out of his car at a nearby park. With a single bed space at
our triplex located in South San Francisco, we were able to move him in before the holidays. He is now
connected to mental health services and highly needed support. We would’ve loved to have a resident
here today. We are currently undergoing a massive renovation at our triplex unit. Today was our
relocation day, and we are happy to say that everyone is comfortable at their new residency. Thank
you for your continued support.
15. Name: William Gomez
Organization: LifeMoves
Comments: I am here on behalf of LifeMoves who is a provider of shelter and services to San Mateo
and Santa Clara County. I currently serve as the Program Director for Family Crossroads Shelter,
an interim family shelter, which is located at the Top of the Hill located in Daly City. The funds
requested is to support 15 families that reside in our shelter for intensive case management and
supportive services to households. This includes mental health, substance abuse, and services
for the children. Last year alone, we served 54 households, 12 of which were former residents of
South San Francisco. Thank you for your previous support.
16. Name: Ortensia Lopez
Organization: El Concilio of San Mateo County
Comments: I would like to thank you for your support for the Minor Home Repair Program, which is a
program we use to leverage energy savings program and address the issue of health and energy
efficiency. There is evidence of the correlation between the indoor air quality of a house and the
health of that family. With this program, we are able to leverage homes and help them address issues
particularly around respiratory diseases, which affects a lot of children. We enable low-income
families to be able to address these issues. When we talk about the housing crisis and livable wage,
California is the most impoverished state in the country. To add, we are in the most costly county to
live in, with a median income of $137,000. The families we work with are not even close to that, so
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this helps maintain their home. It addresses that and it addresses the issue of climate change as it
reduces emissions as it relates to energy use. An example, a couple, the lady is disabled, and they can
barely make their mortgage, monthly utilities and their daily expenses. We were able to help them out
with new doors, fence repair, new faucets, lighting, painting, and we leveraged funds with the energy
program. The family said that is the only way I can stay in my house. I thank you for your support.
17. Name: Karen Wilmer
Organization: Friends for Youth
Comments: We are a mentoring organization. We provide adult mentors to at-risk youth. When the
2019 Community Health Assessment Report cites as behavioral health as one of the top priorities
throughout our city, you know things are pretty tough. It starts with the kids. Kids today are struggling
massively. There are reports citing high levels of depression and stress. We’re in a County where
$117,000 is considered low-income for a family of four. Area median incomes are usually $45,000 and
below. Parents are struggling; most of them are single families without dads for the most part. Kids
are middle school primarily, and some high school, but are in need of adult support. Through no fault
of their own, there is no adult that they can talk to. Thirty to forty percent of kids say that they haven’t
had an adult to speak to about things going on in their life. Our mentors are volunteers, they are from
throughout the community. They meet with the kids once a week. It’s a one-year commitment, a big
commitment. It’s a school-based program focused on small groups of kids. We started with one school
four years ago. We are now in six schools, and hope to be in more, including South San Francisco. We
do serve about 20 kids in South San Francisco communities and we would love to double that. Thank
you for your consideration.
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ATTACHMENT D
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Grantee SF-424's and Certification(s)