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HomeMy WebLinkAboutReso 184-2020 (20-851)City of South San Francisco P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA City Council Resolution: RES 184-2020 File Number: 20-851 Enactment Number: RES 184-2020 RESOLUTION APPROVING THE PROGRAM YEAR 2019-20 CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT AND AUTHORIZING ITS SUBMITTAL TO THE U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT. WHEREAS, the U.S. Department of Housing and Urban Development ("HUD") requires communities receiving Community Development Block Grant ("CDBG") funds to submit a year-end Consolidated Annual Performance and Evaluation Report ("CAPER"); and WHEREAS, as required by federal law, the CAPER has been available for public review in the Economic and Community Development Department office, the City's public libraries, and on the City's website since November 24, 2020; and WHEREAS, a notice of public hearing was published in the San Mateo County Times on November 24, 2020; and WHEREAS, in Program Year ("PY") 2019-20 the City expended $595,666 in CDBG funding, $135,000 in CARES Act funding, and $16,171 in HOME administrative funding received from the San Mateo County HOME Consortium to carry out a broad range of community development activities; and WHEREAS, on December 9, 2020, the City held a duly noticed public hearing on the PY 2019-2020 CAPER for the CDBG Program; and WHEREAS, the City Council wishes to approve the PY 2019-20 CAPER and authorize its submittal to HUD. NOW THEREFORE IT BE RESOLVED that the City Council of the City of South San Francisco does hereby approve the PY 2019-20 CAPER. BE IT FURTHER RESOLVED, the City Council hereby authorizes the City Manager to submit the PY 2019-20 CAPER to the U.S. Department of Housing and Urban Development, and to take any other actions as necessary to carry out the intent of this Resolution. City of South San Francisco Page 1 File Number: 20-851 Enactment Number: RES 184-2020 At a meeting of the City Council on 12/9/2020, a motion was made by Councilmember Nicolas, seconded by Councilmember Coleman, that this Resolution be approved. The motion passed. Yes: 3 Mayor Addiego, Councilmember Nicolas, and Councilmember Coleman Absent: 1 Vice Mayor Nagales Attest by 4 4 AW &1--, sa Govea Acosta, City Clerk City of South San Francisco Page 2 DRAFT City of South San Francisco 2019 Consolidated Annual Performance and Evaluation Report (CAPER) December 2020 Prepared by City of South San Francisco Housing and Community Development Department CAPER 2 CR -05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. The City faced many challenges in p rogram year 2019 compared to others because of the Coronvirus (COVID 19) pandemic. With the direction and additional funding provided by the U.S. Department of Housi ng and Urban Development (HUD), the City addressed community needs and new measures to reduce the effects of COVID. There were a number of changes and protocols to existing and new programs that were implemented during this year to address the the current crisis. Year 2019 was impacted by COVID 19 and the City’s progress against the goals in the Program Year 2019 (PY 2019) Annual Action Plan. As a response to the growing need for economic development assistance, the City of South San Francisco developed the Economic Development Small Business Loan program to provide funding to small businesses affected during mandatory shutdowns implemented statewide . As part of the Coronavirus Relief Bill (CARES Act), additional funding in the 2019 program year was avail able to aid those affected by COVID 19. The City also identified CDBG entitlement funds that were allocated to programs to assist with a COVID 19 response. Below is a brief overview of the programs and projects supported through the 2019 CDBG program. The programs were evaluated for both their performance during PY 2019 as well as progress against the five year goals established in the Consolidated Plan. The complete table of service goals and outcomes is shown in Table 1. City Sponsored Housing Rehabilitation Program The City issued one debris box v oucher and provided one rehabilitation loan during 2019. The City is exploring more options for the housing rehabilitation loan program to partner with other jurisdictions and to help steamline this activity. Minor Home Repair Programs Center for Independence of Individuals with Disabilities (CID). The City used CDBG funds to support CID’s Housing Accessibility Modification (HAM) Program which provided accessibility modifications to 7 households; Rebuilding Together Peninsula (RTP). The City used CDBG funds to support two RTP programs Safe at Home which served 12 households in total and Naitional Rebuilding Day. National Rebuilding Day, which typically occurs in April, was postponed to December in response to COVID-19 regulations and assisted 3 households; CAPER 3 El Concilio. The City used CDBG funds to support El Concilio’s Peninsula Minor Home Repair Program with a total of 3 households. Public Services Public service providers include Community Overcomi ng Relationship Abuse (CORA), HIP Housing , Ombudsman Services, Rape Trauma Services Center, Samaritan House, and Star Vista. These organizations provided services to 381 youth, seniors, persons with disabilities, and low -income persons and families. The total amount dedicated by CDBG for these programs was $85,228. Public Infrastructure Improvements The City used CDBG funds to help in the renovation costs of Gardiner Park. The Gardiner Park Renovation Project completely remodeled the existing park. The project included site grading, accessible pathway improvements, replacement of the existing play structure, installing a basketball court, benches and gathering areas, as well as new landscaping. The existing park infrastructure was beyond its useful lif e and needed rehabilitation. CDBG funds provided partial funding for accessibility and improvements to this project . Additional funding for this project will come from the city’s park fees, and State of California Department of Housing and Community Develo pment. Economic Development To help mitigate the impact of COVID 19, the City of South San Francisco created a new Economic Development Small Business Relief Fund for local businesses. A number of businesses were required to shutdown to slow the effects of COVID -19. In program year 2019, 11 businesses were provided loans. This is an ongoing program that is anticipated to continue through program year 2020. Comparison of the proposed ver sus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/obje ctives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goal s are provided in Table 1. The COVID-19 pandemic hindered many of the organizations and City efforts to complete the goals established in the 2019 Annual Action Plan. CAPER 4 Table 1 - Accomplishments – Program Year & Strategic Plan to Date Project Activity Agency or Operator Goal Category CDBG Funding Expended Indicator Exp. Prog. Yr. Actual Prog. Yr. % Comp Planning and Admin. City Staff Efficient Administration and Oversight Efficient Administration and Oversight $ 92,360 $ 79,859 Annual Administration NA NA NA Planning and Admin. City Staff Efficient Administration and Oversight Efficient Administration and Oversight $ 72,360 $ 64,896 Annual Administration NA NA NA Planning and Admin. City Staff Efficient Administration and Oversight Efficient Administration and Oversight $ 20,000 $ 14,962 CDBG-CV NA NA NA HOME Funds - Admin Project Sentinel Fair Housing Services Suitable living environment Non-Homeless Special Needs $ 16,171.00 $ 16,171 Public Services other than Low/Mod Housing Benefit 13 20 154% CAPER 5 Housing Rehab Programs TOTAL Multiple Providers Housing opportunities Affordable Housing $173,250 $130,579 Homeowner Housing Rehabilitated 57 26 CID Housing opportunities Affordable Housing $30,000 $26,512 Homeowner Housing Rehabilitated 15 7 47% El Concilio Housing opportunities Affordable Housing $37,500 $30,341 Homeowner Housing Rehabilitated 10 3 30% Rebuilding Together Rebuild Day Housing opportunities Affordable Housing $15,750 $0 Homeowner Housing Rehabilitated 3 3 100% Rebuilding Together Safe at Home Housing opportunities Affordable Housing $55,000 $38,726 Homeowner Housing Rehabilitated 15 12 80% City Sponsored Rehab Programs Housing opportunities Affordable Housing $35,000 $35,000 Homeowner Housing Rehabilitated 14 1 7% CAPER 6 Public Services TOTAL Multiple Providers Suitable living environment Non-Homeless Special Needs $48,447 $37,548 Public Services other than Low/Mod Housing Benefit 172 149 Community Overcoming Relationship Abuse (CORA) Suitable living environment Non-Homeless Special Needs $15,160 $4,261 Public Services other than Low/Mod Housing Benefit 6 2 33% Ombudsman Services of San Mateo Suitable living environment Non-Homeless Special Needs $17,227 $17,227 Public Services other than Low/Mod Housing Benefit 96 68 71% Rape Trauma Services Suitable living environment Non-Homeless Special Needs $16,060 $16,060 Public Services other than Low/Mod Housing Benefit 70 79 113% CAPER 7 Public Services Homeless Support TOTAL Multiple Providers Housing opportunities Homeless $47,680 $47,680 Public Services for Low/Mod Housing Benefit 104 232 223% HIP Home Sharing Program Housing opportunities Homeless, Affordable Housing $14,260 $14,260 Public Services other than Low/Mod Housing Benefit 8 9 113% Samaritan House Safe Harbor Housing opportunities Homeless $19,660 $19,660 Public Services for Low/Mod Housing Benefit 90 189 210% Star Vista Transitional Housing Housing opportunities Homeless $13,760 $13,760 Public Services for Low/Mod Housing Benefit 14 34 243% CAPER 8 Public Facilities and Infrastrct. City Staff, Contractors Public Infrastructure Non-Housing Community Development $300,000 $300,000 Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Gardiner Park Improvement Project Public Infrastructure Non-Housing Community Development $300,000 $300,000 Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit 31500 31500 100% Economic Development City Staff, Contractors Public Infrastructure Non-Housing Community Development $400,000 $135,000 Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Economic Development Economic Development Economic Development $400,000 $135,000 Public Facility or Infrastructure Activities for Low/Moderate Income 40 11 28% CAPER 9 Housing Benefit CAPER 10 Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. Need. Affordable Housing. Goal. Increase, maintain, and improve the supply of affordable hou sing for low to moderate income individuals and families. Activities Implemented. The City supported the rehabilitation and repair of 26 homes occupied by low - and moderate -income households, and helped preserve the available supply of housing. Need. Public Service. Goal. Provide public services to improve the quality of life for 329 low-income individuals and families, including those at risk of being homeless and special needs populations. Activities Implemented. The City supported public services providers to provide services for low- and moderate -income persons, including youth, seniors, persons with a disability, and persons experiencing domestic violence (not including homeless services). As indicated in Attachment 1, the City assisted 281 persons were assisted through the public services funded by CDBG. Need. Homeless services and housing. Goal. Provide service -enriched shelter and housing for homeless families and individuals. Activities Implemented. Funding for homeless services and housing was implemented under the public service category to support services for 232 persons. Need. Public Improvements. Goal. Preserve and improve public facilities that serve a high percentage of lowincome or special needs residents Activities Implemented. During PY 2019 the City completed one public improvements project, the Gardiner Park Renovation project, which improved accessibility and safety at an existing park service the CDBG target area. Need: Infectious Disease and Disaster Response CAPER 11 Goal: Provide an immediate and streamline approach that is consistent with HUD guidance in providing necessary assistance to the City of South San Francisco businesses and resident. 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 $25,000 one full-time equivalent job must either be created or retained for a low - or moderate -income individual for one year. This program is intended to assist small businesses in South San Francisco affected during the social distancing requirements associated with coronavirus disease 2019 (COVID-19). CAPER 12 CR -10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White 220 Black or African American 53 Asian 52 American Indian or American Native 10 Native Hawaiian or Other Pacific Islander 20 Asian and White 5 Black and White 4 Other 42 Total 407 Hispanic 102 Not Hispanic 305 Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative Table 2 above shows the race and ethnic distribution of services across households and persons. There were a total of 407 people helped through public service prog rams. The above numbers do not include the public infrastructure and facilities programs, which are tabulated by census block group. CAPER 13 CR -15 – Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Available Amount Expended During Program Year CDBG public – federal $767,099 $595,666 CDBG-CV Public – federal $302,353 $135,000 Table 3 - Resources Made Available Narrative Addressing Housing Needs As part of the redevelopment agency dissolution, the City is required to sell Redevelopment Agency property. The City has used this as an opportunity to sell redevelopment property and City -owned property to build and preserve housing. Moreover, the following ci ty-owned properties locted in CDBG service areas are intended to accommodate the City’s housing needs:  201 Baden: 82 Below Market Rate units  432 Baden: 36 residential rental units  201-219 Grand Avenue: Mixed-use project with 47 Below Market Rate units  418 Linden: 37 Below Market Rate residential units  1051 Mission Road: 800 residential units, 158 inclusionary housing units. New Public Facilities The City identified the need for a facility for homeless individuals to provide food, restroom/hygiene/shower facilities, referrals, and resources. The City does not currently have a facility to address these needs, but continues to work with the Homeless Outreach Team, the County’s Coordinated Entry System partners and core agency to serve homeless familes and individuals to ensure they get the services they need. County partners, City staff, and the South San Francisco Police Department are in constant communications around homeless families and invididuals. With the uptick of families living in vehicles, the City is working with the County to address needed resources for individuals and families living in RVs and vehicles. Existing Public Facilities In the Con Plan, the City established a need for disabled access modifications to city -owned and non- profit owned facilities to enhance access for the disabled community. The City is proactive in addressing these accessibility issues at city -owned properites and has developed an ADA Transiiton Plan to help prioritize projects. This program year, Gardiner Park was updated to provide greater accessibility. CAPER 14 Identify the geographic distribution and location of investments Target Area Planned Percentage of Allocation Actual Percentage of Allocation Narrative Description CDBG Services Area CDBG Target Area 40 42 Increased expenditures in the public infrastructure program increased the percentage of funding spent ($300,000 for public Improvements) SSF Downtown Tracts 6021, 6022 Table 4 – Identify the geographic distribution and location of investments Narrative The City designates these areas as target areas for funding services because a majority of those who reside and/or receive services in this area are low - and moderate -income. Therefore, improvements made to this area, through activities like public right of way accessibility improvements and public facility improvements that provide additional access to residents and neighborhoods are supported through the CDBG program. CAPER 15 Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. The non-profit organizations that received CDBG funding leveraged their CDBG grants with their own funding from foundations, state and county grants, private donors, corporations, in -kind donors, and/or fees for service. The City also leveraged CDBG funds with local funds in the public infrastructure projects. CAPER 16 CR -20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely lo w-income, low-income, moderate-income, and middle-income persons served. One -Year Goal Actual Number of Homeless households to be provided affordable housing units 0 0 Number of Non-Homeless households to be provided affordable housing units 0 0 Number of Special -Needs households to be provided affordable housing units 0 0 Total 0 0 Table 5 – Number of Households One -Year Goal Actual Number of households supported through Rental Assistance 0 0 Number of households supported through The Production of New Units 0 0 Number of households supported through Rehab of Existing Units 57 26 Number of households supported through Acquisition of Existing Units 0 0 Total 57 26 Table 6 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. This year, the City served 26 households through the following housing rehabilitation programs/projects: Center for Independence of Individuals with Disabilities (CID) Housing Accessibility Modification (HAM) Program, El Concilio’s Peninsula Minor Home Repair Program, the City -Sponsored Housing Rehabilitation Program, and both the Rebuilding Together Peninsula’s (RTP) S afe at Home and National Rebuilding Day programs. CAPER 17 CID - HAM Program: CID was able to meet 47% of its goal and provided accessibility modifications to 7 low-income households. El Concilio’s Peninsula Minor Home Repair Program: Under Peninsula Minor Home Re pair, El Concilio interviewed, enrolled and assessed three households in the City of South San Francisco. Because of COVID shelter in place restrictions, El Concillo was not able to meet their goals for the year. City-Sponsored Housing Rehabilitation Program: The City issued one loan, and one Debris Box Vouchers, and Emergency Repair Vouchers. The City is revamping the housing rehabilitation program to improve resident participation, including adding marketing and revising program guidelines. The City is also looking at ways to partner with other agencies, both in the City and in neighboring jurisdictions to find more effective ways to operate ongoing rehabilitation programs. Future partnering efforts include working with Code Enforcement and neighborhood associations to improve participation in the Debris Box V oucher and Emergency Repair Voucher programs, and working with other members of the Consortium to see if it is possible to develop a regional home repair loan program. RTP – Safe at Home Program: RTP served 12 clients just shy of the goal of 15. National Rebuilding Day is usually completed annually in April, but was delayed due to COVID regualtions to Decembe r and assisted three homes in South San Francisco Discuss how these outcomes will impact future annual action plans. The COVID -19 pandemic greatly impacted the ability for organizations to meet goals set for program year 2019. In the past, the City has met with organizations who do not meet their goals and establish ways to improve operations or establish realistic goals in the future. With recommendations from HUD, in order to help service providers increase the number of households that they are able to serve, the City worked with each service provider to determine a fair administrative and project delivery cost for implementing their respective overall program’s scope of work. All of the rehabilitation programs received slight increases in funding with expected increases in meeting goals for PY 2020, and the City will be monitoring closely to evaluate the impact that the increase funds have on performance Include the number of extremely low -income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG Actual HOME Actual Extremely Low-income 386 0 Low-income 16 0 Moderate -income 5 0 Total 407 0 Table 7 – Number of Households Served CAPER 18 Narrative Information 100% of households served met the CDBG income requirements of either being extremely low income (30% or less of Area Median Income[AMI]), low income (31-50% of AMI), or moderate income (51-80% of AMI). None of the program participants were above moderate -i ncome. The City uses HOME funding through the San Mateo Consortium to fund Project Sentinel’s Fair Housing efforts. Those clients are reported under the HOME column. Along with the construction and preservation of housing on city -owned property and Successor Agency property, the City’s housing policies, which include inclusionary housing and an affordable housing trust fund for housing related activities, demonstrate the City’s commitment to addressing the City’s housing needs. Worst-case housing needs, or individuls and families who are rent burdened, live in substandard housing, or have been involuntarily displaced are the most vulnerable residents in South San Francisco. Public Service subrecipients Samaritan House, StarVista, and HIP Housing offer hou sing and shelter services for residents who experience these needs. In an effort to address substandard living conditions and ensure that residents can afford their next dwelling unit in the same city, the City most recently adopted a Red Tag Ordinance to address unsafe living conditions. If a tenant must vacate a unit due to substandard units, the landlord is required to pay the tenant three times Fair Market Value Rent plus relocation costs, or provide the tenant with a comparable dwelling unit. In addit ion, YMCA, the city’s core agency provides rental assistance for residents who need assistance for a deposit or to to fill a gap in payment. CAPER 19 OMB Control No: 2506 -0117 (exp. 06/30/2018) CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The Homeless Outreach Team (HOT) a multi -disciplinary, bilingual program that was created in South San Francisco four years ago, continued their work this year. The HOT Program has a full -time case manager that works, in collaboration with the City’s police, to identify and serve the most difficult, long term homele ss individuals by placing them in emergency shelters and connecting them with County medical and rehabilitation services. So far, the HOT Program has been very successful and has provided many HOT clients with needed medical care and identification cards, signed HOT clients up for assistance programs such as Supplement Security Income (SSI), and placed HOT clients into emergency shelter or other housing programs such as the Veterans Affairs (VA) Housing Vouchers. Additionally, on a monthly basis the HOT Pro gram holds a Case Managers Meeting that brings together homeless providers, other social service providers, County staff, City staff, City Police and the HOT case manager to discuss current issues with HOT clients and to identify potential solutions. Addit ionally, there is a HOT Steering Committee comprised of elected officials, program managers, and City staff who work to make larger program-wide and policy level changes to improve the homeless outreach, services and prevention efforts in South San Francis co and County-wide. Addressing the emergency shelter and transitional housing needs of homeless persons Samaritan House – Safe Harbor This year, the City has provided Samaritan House CDBG funding to operate the Safe Harbor Shelter. Safe Harbor provides emergency (less than 30 days) and transitional (30 days to six months) shelter, for single homeless adults over age 18 in South San Francisco. Safe Harbor provided shelter to 189 South San Francisco residents exceeding their goal by 210%. Samaritan House has provided emergency and transitional shelter for a total of 189 clients this past year. Safe Harbor Shelter is a 90 bed homeless shelter located in South San Francisco that provides both emergency and transitional housing for homeless women and men 18 y ears and older from San Mateo County. Safe Harbor is an integral component of the County’s housing crisis resolution system, offering a wide range of supportive services to maximize each client’s ability to enter permanent housing as quickly as possible. Residents participate in case management, which includes referrals to housing resources, mental health services, AOD programming, employment resources and more. CAPER 20 OMB Control No: 2506 -0117 (exp. 06/30/2018) CORA CORA assisted two South San Francisco clients in 2019. As a result of the COVID-19 pandemi c, CORA was not able to fully complete operate at full capacity. CORA Crisis Intervention Department provides a 24- hour hotline, Emergency Response Program collaboration with law enforcement, and the two emergency shelters. CORA also combined its Mental H ealth program, Children’s Program, and Supportive Housing Programs under the newly formed Family Support Services Department. The other departments (Legal, Community Education, Administration, and Development) remain unchanged. In addition to the funding p rovided to these two non -profits, the City was able to make non -monetary efforts to address the emergency shelter and transitional housing needs of homeless persons by continuing to actively participate in the Continuum of Care (CoC) Steering Committee and Project Performance Subcommittee. This year, the CoC focused on creating ways to better evaluate and improve the effectiveness of the County’s homeless programs to align with objectives set forth in the Homeless Emergency Assistance and Rapid Transition t o Housing Action (HEARTH), and the federal strategic plan, Opening Doors. The CoC continue to work towards set standards. These are: 1. Percentage of exits to permanent housing; 2. Housing retention rate; 3. Participants obtaining employment income during program participation; 4. Participants increasing total income during program participation; 5. Program occupancy levels; 6. CoC/Emergency Solution Grant (ESG) spending rates; and 7. Homeless Management Information System (HMIS) data quality. These performance measures will allow the CoC to identify areas of improvement and better address the needs of homeless persons. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and inst itutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Project Sentinel provides comprehensive fair housing services including complaint investigation, community outreach, and education to San Mateo County residents. Project Sentinel assisted a total of 20 South San Francisco residents this year through their various services (case investigations, consultations, and referrals). HIP Housing’s Home Sharing program interviews and screens clients for housing, provides housemate, alternative housing, and community resources to clients with the potential of matching persons in CAPER 21 OMB Control No: 2506 -0117 (exp. 06/30/2018) affordable home sharing arrangements. Nine persons were matched with households and provided housing during PY 2019. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent liv ing, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again As mentioned previously, the Homeless Outreach Team (HOT) has been very successful in placing HOT clients in housing and connecting them with needed services. Samaritan House provided services to 189 persons in need of transitio nal housing. StarVista works with emancipated foster youth to stabilize their housing situation and served 12 clients during PY 2019. The Life Moves (formerly InnVision Shelter Network), and family homeless shelter in Daly City, Family Crossroads, underw ent major rehabilitation and seismic retrofitting in 2015, is now open and serving clients. The City continues to work with the CoC to address homeless needs in the community. CAPER 22 OMB Control No: 2506 -0117 (exp. 06/30/2018) CR -30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The South San Francisco Public Housing Authority (SSFPHA) operates as a separate entity and submits its own action plans and performance reports to HUD separately from the City of South San Francisco. The SSFPHA manages 80 units of aff ordable public housing. Information about the needs and strategy of the SSFPHA can be found in the SSFPHA’s AAP. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership Not applicable Actions taken to provide assistance to troubled PHAs Not applicable CAPER 23 OMB Control No: 2506 -0117 (exp. 06/30/2018) CR -35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City took the following actions to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing:  The City’s municipal code provides SSFMC section 20.390 provides incentives to developers for the production of housing that is affordable to lower and moderate -income residents.  Continued to implement the City's Inclusionary Housing Ordinance; this requires that a percentage of new “for sale” residential units are made available as Below Market Rate (BMR) units for low income residents. The City will also continue to sup port its existing BMR units.  The City’s General Plan, and specifically the Housing Element, includes policies that support the development of affordable housing. Two years ago, the 2015 -2023 Housing Element was adopted by State Housing and Community Develo pment. In 2018, these are some of the high level actions taken in the Housing Programs Progress Report:  The Planning Commission and City Council voted to amend the City's Inclusionary Housing Regulations to require a 15% contribution to affordable housing for residential rental projects, reduce the requirement from 20% to 15% for residential for sale projects, and adopted an inclusionary for commercial, office and hotel development. Six Downtown properties were made available for housing through a RFQ process. They City applied for state Cap & Trade grant programs within the Downtown Station Area Specific Plan.State level legislation has increased the production of second unitsThe City continues to participate in the 21 Elements Consortium meetings. The Ci ty also collaborates with HEART (Housing Endowment and Regional Trust of) of San Mateo County as well as the Housing Leadership Council of San Mateo County.  The City continued to support the rehabilitation of existing housing stock by using CDBG funding to support home repair programs, including El Concilio, the Center of Independence of Individuals with Disabilities’ (CID) Housing Accessibility Modification Program, Rebuilding Together Peninsula, and the City -Sponsored Housing Rehabilitation Program.  Conti nued to investigate new sources of funding for the City's affordable housing programs and working with non -profit developers to promote the development of housing affordable to lower income households. The Rotary Housing Development opened this year, prov iding 81 affordable senior housing units downtown. The City is working with a developer to develop 800 units of housing at the former PUC site.  Continued to consider a process to allow fee waivers or deferrals of planning, building, and impact fees for affordable housing developments.  Reduced government and public infrastructure constraints to affordable housing development through administrative support, inter-governmental cooperation, public-private partnerships, and permit streamlining. CAPER 24 OMB Control No: 2506 -0117 (exp. 06/30/2018)  Implementing zoning to ensure there is an adequate supply of land to meet its Association of Bay Area Governments (ABAG) regional housing needs allocation by adopting the Downtown Station Area Specific Plan which includes community benefits.  The City included in the Hou sing Element to consider a reduction in the minimum lot size for downtown development properties to encourage affordable, small housing development and  Also included in the Housing Element is the option to reduce minimum development standards for condomini um construction from five to two units to encourage affordable housing production. The City has made efforts in stabilizing existing tenants by adopting a Red Tag Ordinance and is exploring potential tenant protection policies. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) Given the limited funds available, the City prioritized activities which provide maximum benefits to the community. Many local service providers are also experiencing declines in both private and p ublic funding, which further hinder their capability to meet needs. The City addressed this obstacle by continuing to look for new funding sources and find creative ways to leverage and utilize existing funding. Additionally, the City encouraged collaborat ion amongst itself, other jurisdictions, and non - profits. The majority of the City’s CDBG funds were allocated to supporting housing rehabilitation and public right of way improvement projects because they are not restricted by spending limitations and are highly impactful. A major funding obstacle continued to be sufficiently supporting the wide variety of crucial public services needed in the City due to federal spending limits specific to public services. While this need far exceeded the funds available to provide those services, this year, the City selected those activities which would be most effective. Actions taken to reduce lead -based paint hazards. 91.220(k); 91.320(j) The City continued to incorporate lead testing and lead safe work practices into all rehabilitation projects it funds. Additionally, the City continued to provide lead -based paint information available on its website, to all the local non -profit agencies, to homeowners and renters. The City also provided loans and grants to homeowners and public facilities to abate lead -based paint hazards. In addition, the City is working with San Mateo County to provide funding to low -income families who qualify for lead abatement funds through a Lead Abatement Settlement. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) Housing Safe and affordable housing is an essential component in the efforts to reduce poverty. With the loss of Redevelopment Agency (RDA) funding, the City was unable to contribute to the developmen t of new CAPER 25 OMB Control No: 2506 -0117 (exp. 06/30/2018) affordable housing. However, the City did make efforts to maintain the existing supply of affordable housing by funding multiple home rehabilitation activities (See Section CR -20 - Affordable Housing). The City also continued to operate its 16 aff ordable housing units and oversee the Below Market Rate (BMR) Program. In addition City staff fielded numerous phone calls and in person inquiries regarding information on affordable housing. These resource packets, along with the City’s website, are updat ed on a regular basis with affordable housing information. Public Services As mentioned, the City supports a variety of non -profit organizations that provide housing assistance, food, child care, clothing, health services, legal services, and other emergency services to low -income residents. The City also promotes communication and collaboration among the nonprofits to avoid duplication of efforts and to be able to provide more comprehensive/”wrap around” services for low - income residents. Additionally, the City has in-house programs that also helped residents improve their economic opportunities. For example, the City’s Community Learning Center offered classes in English, computers, native language literacy, job training, and citizenship along with providi ng activities for children. Economic Development The City also takes on various economic development efforts to attract and retain businesses and jobs in South San Francisco. The City continues to operate the Business Cooperation Program (BCP) which seeks to lower the cost of doing business in the City. This program consists of three elements: 1. Contacting the major businesses and developers to assess how the City’s economic development efforts can be altered to meet their needs, and let them know the City i s supportive of their business efforts; 1. Providing information on the City’s commercial (Property Assessed Clean Energy) PACE program to assist in financing improvements that will save energy for the businesses and achieve the City’s Climate Action Goals, and providing information on other business support programs such as Employment Training Panel (ETP) assistance, and the Governor’s Office of Business and Economic Development (Go -Biz) financial programs; and 1. Ask for participation in the City’s proposed Sal es and Use Tax Program that will retain these taxes locally instead of them being allocated to the County sales Tax pool. The City has also partnered with several regional agencies and organizations that focus on job growth. For example, City staff works closely with Skyline College’s Science, Technology, Engineering, and Mathematics (STEM) program that assists high school students, the Bay Area Entrepreneur Center (BAEC), a business incubator/accelerator and resource center for start -up companies, and earl y stage companies, Joint Venture Silicon Valley, and ChinaSF. CAPER 26 OMB Control No: 2506 -0117 (exp. 06/30/2018) Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City made the following efforts to improve and/or develop institutional structure:  Continued to work with the other l ocal jurisdiction as part of the CDBG "Work Group" to increase collaboration and make administrative and monitoring processes standardized and electronic/automated. For example, the CDBG Work Group moved the environmental review and project approval proces s for minor home repair programs into an online format.  Continued to serve on the Continuum of Care (CoC) Steering Committee and is involved in all CoC decision-making. The CoC Steering Committee is the organized group that guides the implementation of San Mateo County's homeless services system. The CoC undertakes a wide range of efforts to meet the needs of homeless persons and those at risk of homelessness.  Continued to build and improve relationships with local service providers. The City has had challe nges with meeting timeliness in spending in the past, resulting from unpredictable program income receipts and changes in program and project subscription. The City is actively reviewing and improving under-served programs, and reprogramming funds from pr ograms that have met set goals and are no longer in high demand. The City met timeliness in PY 2018 and completed the HUD required workout plan. However, to improve overall project management, staff will continue to utilize a simplified workout plan to h elp meet HUD’s timeliness requirement. The City will also continue to employ staff dedicated to the CDBG program to help continue improvement in program operations and project management. The ongoing pandemic has also resulted in delays with timeliness, but is working with HUD to help manage and address meeting the criteria and goals of the program. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The City took following actions to enhance coordination between public and private housing and social service agencies:  Continued to collaborate with the County of San Mateo, private housing developers, lenders, and non-profit housing developers in order to create more affordable housing.  Continued to participate in the CDBG "Work Group" and to improve CDBG administrative processes for both sub -recipients and City staff.  Continued to fund non -profit agencies serving low -income residents  Encouraged collaboration and cooperation among local s ervice providers.  Continued to participate in the CoC Steering Committee.  Continued to work with HOT which brings together the HOT case manager, City police and staff, CAPER 27 OMB Control No: 2506 -0117 (exp. 06/30/2018) homeless providers, and other social service providers.  Continued to participate in the San Mateo County HOME Consortium and to serve on the San Mateo County's Housing & Community Development Committee (HCDC)  Continued to build and improve relationships with local service providers.  Continued working with regional economic development groups and promote economic development collaborations.  Continued to work with businesses and the Chamber of Commerce on downtown beautification and other projects to improve the downtown  Continued to finance and support the City sponsored housing rehab program.  Worked with El Concilio, RTP and CID to coordinate housing repair and rehabilitation needs throughout the community. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) During PY 2016 the City participated in a regional Assessment of Fair Housing. The Assessment of Fair Housing provides new goals and metrics by which the City will work to address fair housing issues in the community. The assessment was completed in PY 2017 and approved by HUD. The City used the assessment as a tool in preparing the new 2018-2023 Consolidated Plan that will guide implementation in the CDBG program for the next five years. In addition, the City has been collaborating wit h MTC to find the right tools for cities to analyze fair housing impediments. Other actions currently under way include:  The City continued to support testing and enforcement activities, efforts to educate landlords and property management companies abou t fair housing law, and efforts to educate housing consumers in fair housing rights.  The City continued to support investigations into actual cases, and efforts to educate housing providers about requirements for reasonable accommodation or modification.  The City continued to support efforts by outside groups to educate buyers through credit counseling and home purchase training.  In 2012, Project Sentinel was denied HUD funding due to lack of HUD funding, ineffective fair housing outreach, and inadequate do cumentation of fair housing activities. Since 2012, Project Sentinel has been able to identify and evaluate the causes of denial of HUD funding in 2012. Project Sentinel collaborates with the County and other entilement jursidictions to evaluate Project Sentinel’s current fair housing outreach and education efforts. In addition, Project Sentinel has improved its documention of activities such as testing and enforcement. For PY 2019, the City of South San Francisco received $16,171 in HOME Administrative Funds, which it uses to fund Project Sentinel in their support of fair housing efforts. CAPER 28 OMB Control No: 2506 -0117 (exp. 06/30/2018) CR -40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long -term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City uses the Consolidated Subrecipient Monitoring Plan (Monitoring Plan) that was developed by the entitlement juri sdictions in San Mateo County to review performance over a period of time and to evaluate compliance of non-profit subrecipients funded with CDBG funding. The Monitoring Plan specifies the criteria the City uses to determine potential areas and levels of r isk, which include quarterly desk reviews, new subrecipients or organizational change, cumulative grant award amount, administrative history, program performance, and financial capacity. On a quarterly basis, the City conducts a limited review of all subre cipients, which includes reviewing quarterly performance reports and expense summaries that are submitted by the subrecipients. These quarterly performance reports update staff as to whether the non -profit is meeting its annual objectives and the status of the program. Additionally, the City will conduct on -site monitoring reviews of those subrecipients the City determines to have potential risks and/or have not been monitored in recent years. The on-site monitoring consists of a programmatic and fiscal re view of files, a tour of the program facilities as appropriate, an explanation of the services provided, discussions with program and administrative staff, and introduction to one or more actual beneficiaries, if possible. Also, the City can conduct in -de pth reviews, if needed, which typically consist of a concentrated review of a known high -risk area or critical function. Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. Public Notification Efforts A notice announcing the 15-day public comment period and a public hearing for the CAPER was made available for public review from November 24 through December 9, 2020 and another. Public Notices for the hearing and availability of the CAPER were published in the San Mateo County Times on September 5 and October 7, 2019. All notices informed citizens about the purpose of the CAPER and invited them to review the document and to either submit comments or provide them at the public hearing. All notices included the phone number and address of the Economic & Community Development (ECD) office in order to address any community inquiries. This notification was written in English and Spanish in an effort to reach the City’s Spanish language community. Draft copies of this report were made available at all public libraries, at the City’s ECD office, and on the City’s main website on November 24, 2020. Additionally, an email notification was sent out to local n on-profits and CDBG sub-recipients. Subsequently, a public hearing will be held on December 9, 2020. CAPER 29 OMB Control No: 2506 -0117 (exp. 06/30/2018) Summary of Citizen Comments No comments were received for the CAPER. CR -45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The 2019 program year was amended in April of 2020 to address the City’s objectives of providing Economic Development Assistance to businesses directly affected by the COVID-19 pandemic. A substantial amendment was changed to use CDBG-CV funding and entitlement money set aside for home rehabilitation loans to wards the economic development program. Each year, the City conducts a needs assessment and reviews the prior year performance of each CDBG activity before it allocates funding. This is to ensure that CDBG funding is being used to meet the City’s objectives for the year, and to make sure the CDBG program is aligned with th e applicable Consolidated Plan. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year.