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.
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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
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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.
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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,
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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.
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CR -40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan and used to ensure long -term compliance with requirements of the programs
involved, including minority business outreach and the comprehensive planning
requirements
The City uses the Consolidated Subrecipient Monitoring Plan (Monitoring Plan) that was developed by
the entitlement 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
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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.