HomeMy WebLinkAboutReso 70-2023 (23-37)
PREPARED FOR: CREATED
City of South San Francisco 4/7/2023
Economic Development and Housing Division
400 Grand Avenue
South San Francisco, CA 94080
(650) 829-6620
City of South San
Francisco 2023-27
Consolidated Plan and
2023-24 Annual Action
Plan — Public Review
Draft
2023-27 CONSOLIDATED PLAN.
EXECUTIVE SUMMARY
Executive Summary
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of South San Francisco is required by the U.S. Department of Housing and Urban Development
(HUD) to develop and prepare a five-year Consolidated Plan and one-year Annual Action Plan to receive
its Community Development Block Grant (CDBG) entitlement funding. The City developed its FY2023-27
Consolidated Plan and FY23-24 Annual Action Plan with a variety of data sources and input received by
residents and stakeholders through a robust community engagement process.
In alignment with HUD, the City utilizes its CDBG resources to provide decent and affordable housing,
providing a suitable living environment, and expand economic opportunities for low- and moderate-
income households in South San Francisco. The 2023-27 Consolidated Plan articulates a more specific
set of goals and priorities to address identified housing and community development needs and
describes how the City’s CDBG funds will be utilized to address those needs. The City is also a
participating jurisdiction in the San Mateo County HOME Consortium and therefore submits its federal
application for HOME funding as part of the HOME Consortium.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The following section summarizes the needs, goals, and activities as articulated in the City’s 2023-27
Consolidated Plan and 2023-24 Annual Action Plan.
Affordable Housing. With one of the most expensive housing markets in the country, there continues to
be a significant need for more affordable housing in South San Francisco, San Mateo County and the Bay
Area. As such, the City will continue its goal of increasing, maintaining, and improving the supply of
affordable housing for extremely low- to moderate income households in South San Francisco. The City
will use its CDBG funding and other local funding sources for affordable housing acquisition and/or
rehabilitation, minor home repair, and accessibility modification programs. The City will also continue to
administer its First Time Homebuyer loans and Below Market Rate housing unit program, and provide
assistance through its multifamily rehabilitation program.
Public Facility and Infrastructure Improvements. Residents and stakeholders articulated the continued
need for investment in the City’s public facilities and infrastructure, particularly in the lower-income
areas of the city. Specifically, South San Francisco residents wanted to see improvements made to
community centers, recreation centers, and parks, as well as street and sidewalk improvements. As
such, the City will continue with its goal of preserving and improving public facilities in areas that serve
high percentages of low income residents and/or special needs populations, as well as facilities used by
non-profit organizations that serve these populations. To address these articulated needs, the City will
use its CDBG funding, when available and feasible, to preserve, improve, and/or rehabilitate public-
owned facilities and/or those utilized by non-profit organizations.
Public Services. Throughout the community engagement process, residents and stakeholders identified
a critical need for the continued provision of public services for South San Francisco residents, as well as
other low-income and special needs populations throughout the county. To meet the needs of these
households and populations in South San Francisco, the City will continue providing funding to non-
profit agencies and organizations that offer one or more of the following services:
• Safety net services;
• Behavioral health services;
• Life skills training and education services;
• Community improvement services; and
• Housing-related services.
Housing and Homeless Services. Rising costs of housing and cost of living in San Mateo County, as well
as the lingering impacts from the COVID-19 pandemic, have disproportionately impacted populations
experiencing homelessness. As such, the City will continue to work towards its goal of supporting
service-enriched shelter and transitional housing for homeless families and individuals by providing
funding, when feasible, to rehabilitate and implement accessibility modifications to emergency and
transitional housing. If funding becomes available, the City will also support operating costs for non-
profit organizations that provide these services.
3. Evaluation of past performance
The City’s 2018-2022 Consolidated Plan identified priority needs for housing, improvements to public
facilities, public services, economic development, and housing and homeless services throughout the
city. The City was generally successful at meeting its annual and five year goals as outlined in the
previous Consolidated Plan; however, given the impacts of the COVID-19 pandemic, the City’s progress
towards meeting all of its goals was significantly hampered. Nonetheless, the City’s used its CDBG
funding, along with other local, state, and federal resources, to provide critical service, home repair,
facility improvements, and economic development support for low- and moderate-income families over
the last five years.
Housing rehabilitation program and minor home repair. The City has issued two debris box vouchers,
two emergency vouchers, and one rehabilitation loan over the last Consolidated Plan period. With the
low utilization rate of these activities, the City has continued to explore partnerships with other
jurisdictions to help streamline the activities in its housing rehabilitation program. Additionally, the City
continued its partnerships with CID, RTP and El Concilio to run the minor home repair programs, which
have served over 70 homeowners over the period of the plan.
Public improvements: The City has funded public improvement projects that enhanced pedestrian
safety and accessibility in the CBDG target areas, including the Breezeway project between 321 and 329
Grand Avenue, the Downtown Breezeway Improvement project at 356 Grand Avenue, and the Avalon
Park Pathways Improvement project. Additionally, the City used its CDBG funding for accessibility and
other improvements for the Gardiner Park renovation project. The City also used CDBG funding for the
Linden Ave Corridor Wi-Fi project, which provided free public Wi-Fi along Linden Avenue between
Railroad Avenue and Armour Boulevard;
Public services. South San Francisco has continued its effort to support communities by funding non-
profit organizations and agencies that provide a range of public services including senior services; youth
services; homeless services; general social services; and services for persons with a disability. Through its
non-profit partners, the City allocated nearly $240,000 and assisted over 1,100 individuals during the
period of the plan.
Economic development. 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 local businesses affected during mandatory shutdowns implemented
statewide. Since the program was implemented, the City has assisted nearly 50 businesses between
2019-2021, retaining nearly 60 full time jobs in South San Francisco.
COVID-19 response. The City has used its CARES-Act funding for vital projects and programs to better
serve its low-income residents. This funding was utilized for:
• Wi-Fi Expansion Project, which improved internet service in city neighborhoods with poor
connectivity;
• Technology Access Program, which provided 400 refurbished laptops and provided internet
access to households in need;
• Clean Air at Home Program, which provided 131 HEPA air purifiers for low-income households
with medically at-risk family members;
• Meals on Wheels Program, which provided nutritious home delivered meals to qualified
homebound older adults and to adults younger than 60 years old living with disabilities; and
• Renaissance Entrepreneurship Program, which supported low-income English- and Spanish-
speaking residents with customized English and Spanish language small business training classes
and workshops.
In addition to funding programs, South San Francisco has worked towards increasing coordination
among agencies and jurisdictions to streamline processes for housing and service assistance. These
efforts include collaboration with other jurisdictions and San Mateo County in the HOME Consortium;
improving coordination with the Continuum of Care; and developing a homelessness response system
and team. The City remains committed to increasing and preserving housing and providing expanded
social services. However, rising housing costs and limited funding has continued to make these efforts
more challenging.
4. Summary of citizen participation process and consultation process
In compliance with 24 CFR part 91.105, the City of South San Francisco’s Citizen Participation Plan (CPP)
encourages participation in the development of its Consolidated Plan, Annual Action Plan, and
Consolidated Annual Performance and Evaluation Report (CAPER), particularly from residents of
predominantly low- and moderate-income households. Using the CPP as guidance, the City conducted
the following actions to promote and encourage participation in the development of the 2023-27
Consolidated Plan and 2023-24 Annual Action Plan:
• In collaboration with San Mateo County and other entitlement jurisdictions in the county,
developed and promoted a survey to gather feedback from residents and stakeholders on
housing, community development, and economic development needs in San Mateo County.
Nearly 500 county respondents participated, with 40 residents from South San Francisco
participating in the survey. The survey was available in English, Spanish, Chinese, and Tagalog.
• In coordination with San Mateo County and other entitlement cities in the county, the City
consulted with over 40 stakeholders to identify housing, community development, and
economic development needs and which populations have the most significant needs. A full list
of organizations is provided in Table 2 of the PR-10 section.
• The City hosted an in-person meeting on November 30, 2022 to gather feedback on housing,
community development, and economic development needs in the city from South San
Francisco residents. Spanish interpretation was available at the meeting. The meeting was
promoted through the City’s email listservs, website, and social media channels.
• The City held a public hearing on March 8th, 2023 to provide an update on the development of
the City’s Consolidated Plan and Annual Action Plan, as well as provide another opportunity for
South San Francisco residents to provide feedback on housing and other needs in the city. A
public notice for the public hearing was posted on the City’s website, an email was sent to
agencies providing services to low-income residents and the City’s interested
stakeholder/organization listserv, and a notice was published in the San Mateo County Times on
February 6, 2023.
• The City will hold a 30-day comment period, running from April 7th to May 10th, 2023 to provide
South San Francisco residents the opportunity to review and comment on the City’s 2023-27
Consolidated Plan and 2023-24 Annual Action Plan. Additionally, a public hearing will be held on
May 10, 2023 at the City Council meeting for South San Francisco residents to provide
comments on both plans. A public notice for the 30-day comment period and public hearing
was posted on the City’s website, an email was sent to agencies providing services to low-
income residents and the City’s interested stakeholder/organization listserv, and a notice was
published in the San Mateo County Times on March 27, 2023.
5. Summary of public comments
A summary of public comments received by the City are included in the Appendix of this plan. The
appendix includes the following components:
• An analysis of the findings from the resident and stakeholder survey, as well as findings from
the stakeholder consultations. An analysis for South San Francisco survey respondents is also
included.
• A summary of comments and feedback received during the November 30, 2022 community
meeting.
• A written comment received by the City on November 15, 2022, regarding housing needs in
South San Francisco.
This section will be further updated after the conclusion of the public comment period.
6. Summary of comments or views not accepted and the reasons for not accepting them
This section will be updated after the conclusion of the public comment period.
7. Summary
Over the next five years, the City of South San Francisco will continue to use its CDBG resources, as well
as other local, state, and federal funding, to increase, maintain, and improve the supply of affordable
housing for extremely low- to moderate income families, preserve and improve public facilities in areas
that serve a high percentage of low-income or special needs residents, provide public services to
improve the quality of life for low-income individuals and families, and support service-enriched shelter
and transitional housing for homeless families and individuals.
2023-27 CONSOLIDATED PLAN.
CITIZEN PARTICIPATION AND STAKEHOLDER
CONSULTATION
Consolidated Plan SOUTH SAN FRANCISCO 1
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The Process
PR-05 Lead & Responsible Agencies - 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and
those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency SOUTH SAN FRANCISCO
CDBG Administrator SOUTH SAN FRANCISCO Economic Development and
Housing (EDH) Division
HOPWA Administrator
HOME Administrator
HOPWA-C Administrator
Table 1– Responsible Agencies
Narrative
The City of South San Francisco manages entitlement funds received from HUD through its Economic
Development and Housing Division. The City partners with the San Mateo HOME Consortium to leverage
resources and reduce administrative burdens for shared subrecipients. With the exception of Daly City
and Redwood City, the Consortium includes San Mateo County, the City of San Mateo and all other non-
entitlement communities.
Consolidated Plan Public Contact Information
City of South San Francisco
Economic Development and Housing Division
400 Grand Avenue
South San Francisco, CA 94080
(650) 829-6620
Consolidated Plan SOUTH SAN FRANCISCO 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and
91.315(l)
1. Introduction
The City of South San Francisco utilized several different strategies to collect feedback to inform the
development of the Consolidated Plan. First, the City coordinated community outreach efforts with San
Mateo County to gather feedback from residents and stakeholders, which included interviews with 40+
stakeholders and a countywide housing and community needs survey. Additionally, the City held a
community meeting on November 30, 2022, to help identify priority housing and community
development needs in South San Francisco.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental he alth, mental health
and service agencies (91.215(I)).
During this Consolidated Plan period, the City will continue to strengthen its relationships with
organizations that serve the public, especially low-income residents. Specific efforts will include:
• Work with the County of San Mateo and other entitlement jurisdictions to coordinate and
streamline CDBG processes
• Participate in the San Mateo County HOME Consortium and provide representation on the
County’s Housing and Community Development Committee
• Work closely with non-profit social service providers, the County, other entitlement
jurisdictions, the School District, and other community providers to coordinate the delivery of
services to residents
• Fund non-profit organizations serving low-income residents
• Work with non-profit organizations and private developers to build and/or maintain affordable
housing
• Work with the Continuum of Care (CoC) to better coordinate homeless services
• Work with the Homeless Outreach Team (HOT) to move the most difficult, long-term homeless
individuals out of the Downtown area by placing them in shelters and connecting them with
County medical and rehabilitation services. This includes the City’s participation on the HOT
Case Manager Group and Oversight Committee
• Continued efforts by the downtown bike patrol to connect the homeless to public services that
are available to them
• Engage in local and state housing legislative updates
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
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The City has a seat on the Continuum of Care (CoC) and is involved in all CoC decision-making. The CoC
Steering Committee 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.
Chronic homeless. The CoC has created multi-disciplinary, bilingual, Homeless Outreach Teams (HOT) to
conduct intensive outreach with chronically homeless people throughout the County and help them
move into permanent housing. South San Francisco’s HOT program was implemented in FY13-14 and
continues to be active in the city. City staff, police, elected officials, County staff, and local service
providers actively participate and meet regularly to provide updates to program members.
Families with children. The CoC has developed a rapid re-housing program which provides short-term
rental assistance plus case management to homeless families. The San Mateo County Human Services
Agency has also provided funding for a motel voucher program to assist families that are waiting to
access shelter.
Veterans. The Board of Supervisors created the Veterans Commission in 2014 to address the needs of
the over 33,000 veterans and their families living in San Mateo County. The CoC continues to work with
the Commission to improve countywide efforts to reach out to homeless and at-risk veterans, assess
their service and housing needs, and help them access needed resources, including HUD Veterans Affairs
Supportive Housing (VASH) vouchers and other veterans’ benefits. The Veterans Commission developed
a strategic plan (2019-2022) and needs assessment report (2021) to help guide recommendations for
policy and program improvements.
Youth. CoC funds are provided to the County Mental Health Association to operate its Support and
Advocacy for Youth in Transition Program, which provides case management and housing
search/stabilization services to homeless youth. Additionally, the CoC has established specific objectives
for reducing homelessness at both the system and project level.
System-wide objectives
The CoC’s new 2022-2025 Strategic Plan on Homelessness builds upon the Ending Homelessness in San
Mateo County (2016-2022) by setting forth a vision and roadmap for the community’s response to
homelessness over the next three years. The most recent plan builds upon the significant strides made
in designing and implementing a robust system to respond to homelessness in San Mateo County. The
system will continue to include existing primary interventions, including outreach and engagement,
shelter and interim housing, and housing solutions, including rapid rehousing, housing navigation
services, and permanent supportive housing. Other interventions include prevention assistance and
targeted programs, specifically for veterans, families with children, and youth. Additionally, the County
is striving towards advancing equity and inclusion in the homeless crisis response system in San Mateo
County by focusing on people with the highest needs, advancing racial equity in the homeless crisis
response system, and involving people with lived experience of homelessness in system planning.
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Partnerships and collaboration across systems, sectors, and jurisdictions is a central feature of the
County’s homeless crisis response system.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS .
As previously mentioned, the City has a seat on the CoC Steering Committee and meets on a quarterly
basis to make decisions regarding the planning, funding, and operation of the CoC. Additionally, the City
sits on the COC Funding/Project Review Subcommittee, which reviews renewal and new projects
seeking CoC funding. The City does not receive ESG funding as the County Department of Housing (DOH)
is the only ESG recipient in the County. However, the City does have a designated seat on the DOH's
Housing & Community Development Committee (HCDC), which advises the County Board of Supervisors
on allocating County CDBG and HOME funding. Further, the City participates in the CoC’s development
of performance and evaluation standards along with the management of the Homeless Management
Information System (HMIS).
System-Wide Performance Measurement
On an annual basis, the CoC Lead Agency, the San Mateo County Center on Homelessness (COH)
compiles a report on how well the community is meeting the objectives set forth in the HOPE Plan. This
includes an analysis of housing development data to track the creation of new units of affordable
housing and an analysis of HMIS and Core Service Agency data to track the numbers of households
receiving assistance. Additionally, the CoC’s System Design Subcommittee is developing a set of system-
wide performance measures that align with HEARTH and Opening Doors. This work includes developing
a recommended methodology for measuring average length of homelessness that includes the time
prior to program intake. The CoC’s System Design Subcommittee will be researching possible
methodologies for a more complete tracking of returns to homelessness, including any further HUD
guidance if available.
Project-Level Performance Measurement
The COH regularly monitors all emergency shelter, transitional housing, outreach, supportive housing,
rapid re-housing, and prevention programs, which includes site visits, analysis of spending rates, and a
review of occupancy data. The monitoring process also includes a review of whether projects are
meeting the CoC’s project performance standards. In addition, the Project Performance Subcommittee
works with the COH to conduct an annual assessment of how well projects are performing, identifies
those projects that are underachieving, and recommends whether projects should be offered technical
assistance or should be candidates for re-allocation of their CoC funds. Also, each project in the CoC
receives an annual performance report detailing their results in meeting both HUD’s and the CoC’s
established performance measures.
Homeless Management Information System (HMIS)
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OMB Control No: 2506-0117 (exp. 09/30/2021)
San Mateo County Human Services Agency, the designated HMIS Lead Agency, uses HMIS which
incorporates the latest HUD published data standards and improves the ease of data input and data
quality. Additionally, as described in the CoC’s Governance Charter, on an annual basis the CoC will
review, revise, and approve (as applicable) the privacy, security, and data quality plans for the HMIS. The
CoC will also ensure consistent participation of sub recipients in the HMIS and ensure that the HMIS is
administered in compliance with HMIS Data Standards.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities.
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Table 2– Agencies, groups, organizations who participated
1 Agency/Group/Organization SAMARITAN HOUSE
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Samaritan House provided input during a
stakeholder interview on November 3rd, 2022.
2 Agency/Group/Organization CENTER FOR INDEPENDENCE OF INDIVIDUALS WITH
DISABILITIES
Agency/Group/Organization Type Housing
Services - Housing
Services-Elderly Persons
Services-Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The Center for Independence of Individuals with
Disabilities provided input during a stakeholder
interview on November 3rd, 2022, and November
9th, 2022.
3 Agency/Group/Organization SAN MATEO COUNTY DISTRICT ATTORNEY’S OFFICE
— VICTIM SERVICES DIVISION
Agency/Group/Organization Type Other government – County
Services – Victims of Domestic Violence
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from San Mateo County’s District
Attorney’s Office provided input during a
stakeholder interview on November 4, 2022.
4 Agency/Group/Organization SAN MATEO COUNTY ISD
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Agency/Group/Organization Type Other government – County
Services – Narrowing the Digital Divide
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Digital Divide
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from San Mateo County’s Digital
Equity Portal provided input during a stakeholder
interview on November 9, 2022.
5 Agency/Group/Organization RENAISSANCE ENTREPRENEURSHIP CENTER
Agency/Group/Organization Type Services – Employment
Business Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
Economic Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Renaissance
Entrepreneurship Center provided input during a
stakeholder interview on November 10, 2022.
6 Agency/Group/Organization EL CONCILIO OF SAN MATEO COUNTY
Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from El Concilio of San Mateo
County provided input during a stakeholder
interview on December 8, 2022.
7 Agency/Group/Organization PROJECT SENTINEL
Agency/Group/Organization Type Housing
Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Two representatives from Project Sentinel provided
input during a stakeholder interview on November
16, 2022.
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8 Agency/Group/Organization HOUSING CHOICES
Agency/Group/Organization Type Housing
Services – Housing
Services of Persons with Disabilities
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Housing Choices provided
input during a stakeholder interview on November
17, 2022.
9 Agency/Group/Organization HOUSING AUTHORITY OF THE CITY OF SOUTH SAN
FRANCISCO
Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment (Public Housing Needs)
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Housing Authority of
South San Francisco provided input during a
stakeholder interview on November 28, 2022.
10 Agency/Group/Organization LEGAL AID OF SAN MATEO COUNTY
Agency/Group/Organization Type Services – Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Housing Authority of
South San Francisco provided input during a
stakeholder interview on November 30, 2022.
11 Agency/Group/Organization CORA
Agency/Group/Organization Type Services-Victims of Domestic Violence
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Non-Homeless Special Needs
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OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from CORA provided input during
a stakeholder interview on December 5, 2022.
12 Agency/Group/Organization HIP HOUSING
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Several representatives from HIP Housing provided
input during a stakeholder interview on December
6, 2022.
13 Agency/Group/Organization SAN MATEO COUNTY FAMILY AND CHILDREN
SERVICES
Agency/Group/Organization Type Services – Children
Child Welfare Agency
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representatives from the San Mateo County Family
and Children Services Department provided input
during stakeholder interviews on December 6, 2022
and December 12, 2022.
14 Agency/Group/Organization MENTAL HEALTH ASSOCIATION OF SAN MATEO
COUNTY
Agency/Group/Organization Type Housing
Services - Housing
Services-Persons with Disabilities
Services-homeless
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Veterans
Market Analysis
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OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Mental Health
Association of San Mateo County provided input
during a stakeholder interview on December 12,
2022.
15 Agency/Group/Organization ALTA HOUSING
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Alta Housing provided input
during a stakeholder interview on December 13,
2022.
16 Agency/Group/Organization LIFEMOVES
Agency/Group/Organization Type Housing
Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homeless Needs - Veterans
Homeless Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from LifeMoves provided input
during a stakeholder interview on December 14,
2022.
17 Agency/Group/Organization HOUSING AUTHORITY OF SAN MATEO COUNTY
Agency/Group/Organization Type PHA
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment (Public Housing Needs)
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Housing Authority of San
Mateo County provided input during a stakeholder
interview on December 15, 2022.
Consolidated Plan SOUTH SAN FRANCISCO 11
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18 Agency/Group/Organization REBUILDING TOGETHER PENINSULA
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Rebuilding Together
Peninsula provided input during a stakeholder
interview on December 16, 2022.
19 Agency/Group/Organization BAY AREA LEGAL AID
Agency/Group/Organization Type Housing
Services – Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Bay Area Legal Aid provided
input during a stakeholder interview on December
19, 2022.
20 Agency/Group/Organization ABODE SERVICES
Agency/Group/Organization Type Housing
Services – homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homeless Needs - Veterans
Homeless Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Abode Services provided
input during a stakeholder interview on December
20, 2022.
21 Agency/Group/Organization AREA AGENCY ON AGING
Agency/Group/Organization Type Services – Elderly Persons
Consolidated Plan SOUTH SAN FRANCISCO 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Homeless Needs Assessment -
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Area Agency on Aging
provided input during a stakeholder interview on
December 20, 2022.
22 Agency/Group/Organization SAN MATEO COUNTY HEALTH
Agency/Group/Organization Type Services-Health
Health Agency
Other government - County
Services - Mental Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Two representatives from San Mateo County
Health provided input during a stakeholder
interview on December 20, 2022.
23 Agency/Group/Organization SAN MATEO COUNTY CHAMBER OF COMMERCE
Agency/Group/Organization Type Business Leaders
Services – Employment
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the San Mateo County
Chamber of Commerce provided input during a
stakeholder interview on December 21, 2022.
24 Agency/Group/Organization SILICON VALLEY COMMUNITY FOUNDATION
Agency/Group/Organization Type Regional organization
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Consolidated Plan SOUTH SAN FRANCISCO 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Silicon Valley Community
Foundation provided input during a stakeholder
interview on December 21, 2022.
25 Agency/Group/Organization HABITAT FOR HUMANITY, GREATER SAN
FRANCISCO
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Economic Development
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the San Mateo County
Chamber of Commerce provided input during a
stakeholder interview on January 6, 2023.
26 Agency/Group/Organization ASSOCIATION OF BAY AREA GOVERNMENTS
Agency/Group/Organization Type Regional organization
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Economic Development
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Association of Bay Area
Governments provided input during a stakeholder
interview on December 22, 2022.
27 Agency/Group/Organization SAN MATEO COUNTY LGBTQ COMMISSION
Agency/Group/Organization Type Other government – County
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homeless Needs - Veterans
Homeless Needs - Unaccompanied youth
Market Analysis
Consolidated Plan SOUTH SAN FRANCISCO 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from San Mateo County’s LGBTQ
Commission provided input during a stakeholder
interview on December 23, 2022.
28 Agency/Group/Organization SAN MATEO COUNTY HUMAN SERVICES AGENCY
Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
Services-homeless
Services-Employment
Child Welfare Agency
Other government - County
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from San Mateo County’s Human
Service Agency provided input during a stakeholder
interview on January 4, 2023.
29 Agency/Group/Organization SAN MATEO COUNTY FLOOD AND SEA LEVEL RISE
RESILIENCY DISTRICT (ONE SHORELINE)
Agency/Group/Organization Type Agency – Managing Flood Prone Areas
Other government – County
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from San Mateo County’s Human
Service Agency provided input during a stakeholder
interview on January 6, 2023.
30 Agency/Group/Organization SERVICE LEAGUE OF SAN MATEO COUNTY
Agency/Group/Organization Type Housing
Services - Housing
Other
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Consolidated Plan SOUTH SAN FRANCISCO 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from the Service League of San
Mateo County provided input during a stakeholder
interview on January 10, 2023.
31 Agency/Group/Organization SAN MATEO COUNTY VETERANS COMMISSION
Agency/Group/Organization Type Other government - County
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Homelessness Strategy
Homeless Needs - Veterans
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Three representatives from San Mateo County’s
Veterans Commission provided input during a
stakeholder interview on January 11, 2023.
32 Agency/Group/Organization SAN FRANCISCO FOUNDATION
Agency/Group/Organization Type Regional organization
Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Two representatives from the San Francisco
Foundation provided input during a stakeholder
interview on January 13, 2023.
33 Agency/Group/Organization FRESH LIFELINES FOR YOUTH
Agency/Group/Organization Type Regional organization
Services - Children
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
A representative from Fresh Lifelines for Youth
provided input during a stakeholder interview on
January 17, 2023.
34 Agency/Group/Organization HEART OF SAN MATEO COUNTY
Agency/Group/Organization Type Housing
Services – Housing
Consolidated Plan SOUTH SAN FRANCISCO 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Two representatives from HEART of San Mateo
County provided input during a stakeholder
interview on January 24, 2023.
35 Agency/Group/Organization City of South San Francisco Information Technology
Department
Agency/Group/Organization Type Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
Other government - Local
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City consulted with the SSF Information
Technology Department regarding broadband
services and narrowing the digital divide. The IT
department has identified projects and services to
narrow the digital divide and provide broadband
services, citywide
36 Agency/Group/Organization City of South San Francisco Public Works
Agency/Group/Organization Type Agency - Managing Flood Prone Areas
Agency - Management of Public Land or Water
Resources
Publicly Funded Institution/System of Care
Other government - Local
What section of the Plan was addressed by
Consultation?
Hazards Mitigation, resilience measures, flooding
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City of South San Francisco Public Works
department is consulted regularly for all resilience
measure, resilience the management of flood
prone areas, public land or water resources and
emergency management as consistent with the
ConPlan.
Identify any Agency Types not consulted and provide rationale for not consulting
Consolidated Plan SOUTH SAN FRANCISCO 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Multiple efforts were made to contact all agencies/organizations required for consultation on the
Consolidated Plan. However, despite multiple attempts, not all of the agencies contacted responded.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
Continuum of
Care
San Mateo County
Human Services
Agency
The City has identified the need for homeless services and
housing and has set a goal to provide service enriched
shelter and transitional housing for homeless individuals.
This goal overlaps with the goals of the CoC as the CoC seeks
to prevent homelessness, promote self-sufficiency of those
that are homeless, and provide diverse homeless services.
CoC Strategic
Plan to End
Homelessness
(2022-2025)
San Mateo County
Human Services
Agency
The City has identified the need for homeless services and
housing and has set a goal to provide service enriched
shelter and transitional housing for homeless individuals.
This goal overlaps with several of the goals in the County’s
updated plan to end homelessness.
South San
Francisco
Housing Element
City of South San
Francisco
California State Law requires all jurisdictions to prepare
Housing Elements for their General Plans. The Housing
Element is a document intended to help jurisdictions identify
and plan for housing need, including affordable and special
needs housing. The Housing Elements are required to obtain
state approval and identify CDBG and other HUD funds as
potential affordable housing resources, as well as
referencing housing preservation programs funded through
CDBG and HOME programs.
Table 3– Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The City has worked closely with the County of San Mateo and other HOME Consortium partners in the
development of its Consolidated Plan, as these jurisdictions are on the same grant cycle as the City.
Collaborative efforts included an online housing and community survey that was targeted at residents,
service providers, and other community stakeholders. In addition, the City has coordinated with the
County to interview relevant stakeholders to help identify and prioritize housing and community
development needs in South San Francisco.
Consolidated Plan SOUTH SAN FRANCISCO 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
The City of South San Francisco revised and formally adopted its updated Citizen Participation Plan on
January 27, 2021. The plan clearly incorporates all federal regulations, explicitly states its record keeping
protocol, and encourages citizen participation through a variety of methods. The following is a summary
of the significant actions the City took to develop the plan.
November 7, 2022 - January 15, 2023 — Countywide housing and community development needs
survey available.
November 30, 2022 — Community meeting to gather housing and community development needs of
South San Francisco residents.
December 12, 2022 — CDBG renewal applications available (for basic human needs, youth and senior
services, and affordable housing activities)
February 6, 2023— Public Notice of Community Needs Assessment public hearing published in the San
Mateo County Times.
March 8, 2023 — Community Needs Assessment hearing
March 15, 2023 — CDBG Subcommittee meeting
March 27, 2023 — Public Notice of Availability of the City’s Con Plan and FY23-24 one-year Action Plan
published in the San Mateo County Times.
April 7 to May 10, 2023 —30-day public comment period on the City’s Con Plan and FY23-24 One Year
Action Plan
May 10, 2023 — Final funding allocations and Public Hearing on the adoption of the City’s Con Plan
FY23-24 One Year Action Plan to HUD
May 15, 2023 — Submission of the City’s Con Plan and FY23-24 Annual Action Plan to HUD
Consolidated Plan SOUTH SAN FRANCISCO 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Outreach
Sort Or
der
Mode of Out
reach
Target of Out
reach
Summary of
response/atte
ndance
Summary of
comments re
ceived
Summary of co
mments not
accepted
and reasons
URL (If
applica
ble)
1 Internet
Outreach
Minorities
Non-English
Speaking –
Specify other
language:
Spanish,
Chinese, and
Tagalog
Non-
targeted/bro
ad
community
There were 40
South San
Francisco
residents who
participated in
the housing
and
community
needs survey.
Survey
respondents
identified
low- to
moderate-
income
families as
having the
greatest
housing
challenges in
SSF.
Prioritized
outcomes
included
more
affordable
rental
housing for
vulnerable
populations
and more
affordable
homes made
available for
first-time
homebuyers,
young adults,
low-income
residents, and
large
households.
Consolidated Plan SOUTH SAN FRANCISCO 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Or
der
Mode of Out
reach
Target of Out
reach
Summary of
response/atte
ndance
Summary of
comments re
ceived
Summary of co
mments not
accepted
and reasons
URL (If
applica
ble)
2 Public
Meeting
Minorities
Non-English
Speaking –
Specify other
language:
Spanish,
Chinese, and
Tagalog
Non-
targeted/bro
ad
community
On November
30th, 2022, the
City held a
community
meeting to
better
understand the
housing and
community
development
needs of South
San Francisco
residents.
Twelve
residents
participated in
the meeting.
Overall,
meeting
participants
wanted to
see the City
invest in a
new senior
center, new
community
centers
(specifically a
cultural arts
center), more
rental and
homeowners
hip
opportunities,
and
neighborhood
infrastructure
improvement
s.
3 Newspaper
Ad
Persons with
disabilities
Non-
targeted/bro
ad
community
Published
notices for
March 8th,
2023 meeting
and public
hearing were
posted in the
San Mateo
County Times
on February
6th, 2023.
n/a
Consolidated Plan SOUTH SAN FRANCISCO 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Or
der
Mode of Out
reach
Target of Out
reach
Summary of
response/atte
ndance
Summary of
comments re
ceived
Summary of co
mments not
accepted
and reasons
URL (If
applica
ble)
4 Email Agencies that
provide
services to
lower income
people
Interested
stakeholders
and
organizations
An email was
sent to
agencies
providing
services to
lower income
people and the
interested
stakeholder/
organization
list providing
public notice of
the March 8th,
2023, public
hearing on
February 6th,
2023.
n/a
5 Public Notice
(online)
Non-
targeted/bro
ad
community
Published
notices for
March 8th,
2023, meeting
and public
hearing were
posted on the
City’s website
on February
6th, 2023.
n/a
6 Public
Hearing
Minorities
Non-English
Speaking –
Specify other
language:
Spanish,
Chinese, and
Tagalog
Non-
targeted/bro
ad
community
On March 8th,
2023, the City
held a public
hearing with
the Mayor and
City Council to
receive public
comments on
the City’s
housing and
community
development
needs.
No comments
received.
Consolidated Plan SOUTH SAN FRANCISCO 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Or
der
Mode of Out
reach
Target of Out
reach
Summary of
response/atte
ndance
Summary of
comments re
ceived
Summary of co
mments not
accepted
and reasons
URL (If
applica
ble)
7 Newspaper
Ad
Persons with
disabilities
Non-
targeted/bro
ad
community
Published
notices for
May 10th, 2023,
public hearing
were posted in
the San Mateo
County Times
on March 27th,
2023.
n/a
8 Email Agencies that
provide
services to
lower income
people
Interested
stakeholders
and
organizations
An email was
sent to
agencies
providing
services to
lower income
people and the
interested
stakeholder/
organization
list providing
public notice of
the May 10th,
2023, public
hearing and
30-day
comment
period on
March 27th,
2023.
n/a
9 Public Notice
(online)
Non-
targeted/bro
ad
community
Published
notices for
May 10th, 2023,
meeting and
public hearing
were posted
on the City’s
website on
March 27th,
2023.
n/a
Consolidated Plan SOUTH SAN FRANCISCO 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Or
der
Mode of Out
reach
Target of Out
reach
Summary of
response/atte
ndance
Summary of
comments re
ceived
Summary of co
mments not
accepted
and reasons
URL (If
applica
ble)
10 Public
Hearing
Minorities
Non-English
Speaking –
Specify other
language:
Spanish,
Chinese, and
Tagalog
Non-
targeted/bro
ad
community
On May 10th,
2023, the City
held a public
hearing with
the Mayor and
City Council to
receive public
comments on
the
Consolidated
Plan and
Annual Action
Plan.
TBD
Table 4– Citizen Participation Outreach
2023-27 CONSOLIDATED PLAN.
NEEDS ASSESSMENT AND MARKET ANALYSIS
Needs Assessment
NA-05 Overview
Needs Assessment Overview
Resident engagement and data analysis in South San Francisco has revealed housing needs in
the city. This section provides an overview of South San Francisco’s housing and homelessness
needs. The following section will describe public service and facility needs.
Housing needs. As part of the San Mateo County HOME Consortium, the City of South San
Francisco submits its Consolidated Plan alongside the County. As such, the sections describing
housing and homeless needs are included in the County’s plan. While these sections are not
included in the Consolidated Plan, the City has analyzed CHAS and other data to understand
gaps in the City’s housing stock and better identify needs. The City of South San Francisco
acknowledges that homelessness is a countywide problem that requires countywide action.
According to 2021 American Community Survey (ACS) data, 2,026 renter households (24%) in
the city are severely cost burdened, meaning these households sp end more than 50% of their
income on rent. These households are at risk of experiencing homelessness, as severe cost
burden means households are unable to save money long-term without sacrificing short-term
necessities such as food and shelter. According to ACS data, median rent prices have increased
by 60% from 2010 to 2020 ($1,423 to $2,279). However, median income has not kept pace,
increasing by 54% over the same time period. Low-income households are more likely to face
cost burden and severe cost burden as the area median income increases and affluent
households enter the rental market.
Some households in South San Francisco also experience substandard housing conditions.
According to the South San Francisco 2023-2031 Housing Element, 1.3% of renters in the city
report lacking a complete kitchen and 0.9% lack complete plumbing compared to 0.4% of
owners who lack a complete kitchen and 0.2% who lack complete plumbing. Overcrowding may
also make living conditions more difficult, as measured by more than one person per bedroom.
There are several reasons a household might be overcrowded, including to split housing costs
among more people or because smaller apartments are the only affordable option for the
household. The City’s Housing Element reports that 8.4% of renters experience overcrowding
compared to 4.5% of owners. Additionally, 4.9% of renter households are severely overcrowded
(1.5 occupants per bedroom) compared to 0.7% of owner households. According to 2020 ACS
data, there are 16,522 housing units (77%) in the city that were built before 1980. Occupants of
those housing units may have greater risk of exposure to lead paint.
Homeless needs. South San Francisco recognizes that there is need for more emergency and
transitional housing coupled with case management and services. See Sections NA-40 and MA-
30 of the County’s Consolidated Plan.
NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
Through the community engagement process, there were several comments related to the
need for public facilities in South San Francisco. Many participants identified a need for more
accessible spaces for the city’s senior population, specifically a new senior community center
and/or a new cultural arts center. Through the housing and community development needs
survey, South San Francisco residents also identified the need for more recreational
opportunities throughout the city, particularly for youth and people experiencing disabilities.
Residents also wanted to see improvements to parks and recreation centers. Relative to the
county and other entitlement jurisdictions through the survey, r esidents in South San Francisco
showed a greater need and preference for new community centers and/or improvements to
existing community centers.
How were these needs determined?
These needs were determined through stakeholder meetings, a public meeting to identify
housing and community development needs, and a resident and stakeholder survey.
Describe the jurisdiction’s need for Public Improvements:
Through the community engagement process, several needs were identified related to public
improvements. Participants in the public meeting highlighted a need for improved
neighborhood infrastructure (e.g., protected sidewalks for cyclists and pedestrians), especially
in the El Camino Real and Spruce Avenue area. Participants also identified a need for more
grocery stores closer to neighborhoods and more affordable housing built near public transit.
Through the survey, residents also articulated a need for more improvements to streets and
sidewalks, as well as additional streetlights. Access to reliable public transportation and more
neighborhood cleanups were also identified as public improvement needs in South San
Francisco.
How were these needs determined?
These needs were determined through stakeholder meetings, a public meeting to identify
housing and community development needs, and a resident and stakeholder survey.
Describe the jurisdiction’s need for Public Services:
Through the community engagement process, several needs were identified related to public
improvements. Respondents to the resident survey in South San Francisco highlighted a
significant need for supportive and mental health services for vulnerable populations, such as
people experiencing disabilities, older populations, and/or victims of domestic violence. Some
residents also highlighted a need for mental health services to be more accessible to the
Spanish speaking community. Another major need heard through the community engagement
process was the need for more affordable childcare options, particularly in low-income
neighborhoods. Residents and stakeholders frequently mentioned that unaffordable childcare
coupled with unaffordable housing increased the risk of families with children falling into
homelessness.
South San Francisco residents also wanted to see the City invest in job training programs and
more activities for youth and special populations in the city.
How were these needs determined?
These needs were determined through stakeholder meetings, a public meeting to identify
housing and community development needs, and a resident and stakeholder survey.
Based on the needs analysis above, describe the State's needs in Colonias
N/A
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The job market in South San Francisco and surrounding areas continues to expand, bringing
with it increased housing demand. Large technology companies and small start-ups attract
workers with high levels of education commanding high salaries. The cost of housing has gone
up, both in response to an in-migration of households with higher incomes and because the
supply of new housing has not kept pace with growing demand. New housing production is
occurring in South San Francisco, however, the majority of it is targeted at households with
above-moderate incomes. According to South San Francisco’s 2023 Housing Element, the City
permitted 1,175 new housing units between 2015-2021. Of these new units, nearly 80% were
permitted for above moderate-income housing. While the City has built 81 affordable senior
housing units and two affordable housing projects with 84 units in the past year, low-income
households, generally single parents, disabled or elderly people with fixed income, are at a
higher risk of displacement from the area as housing costs grow and less affordable housing
options become available.
South San Francisco is a hub for research and development with low unemployment and a
generally strong economy. Service workers and those with low -incomes, however, are more
likely to be displaced or have housing problems, such as cost burden or overcrowding, due to
the jobs-housing imbalance. According to the 2023 Housing Element, South San Francisco has a
greater proportion of low-income households compared to the County, with 48% of households
making less than 80% AMI compared to 40% of households in San Mateo County. South San
Francisco’s economic growth and geographic proximity to booming industries have brought
with it housing challenges that the City aims to confront by building more housing and
preserving existing affordable housing.
MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)
Introduction
This section focuses on the economic development needs of South San Francisco. Data on business activity, employment, labor f orce
characteristics, commuting, and education are examined.
Economic Development Market Analysis
Business Activity
Business by Sector Number of Workers Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 149 3 0% 0% 0%
Arts, Entertainment, Accommodations 3,935 3,693 12% 6% -6%
Construction 1,511 3,432 4% 5% 1%
Education and Health Care Services 7,088 6,268 21% 10% -11%
Finance, Insurance, and Real Estate 1,893 1,449 6% 2% -3%
Information 1,591 282 5% 0% -4%
Manufacturing 1,887 12,238 6% 19% 14%
Other Services 3,240 4,723 10% 7% -2%
Professional, Scientific, Management Services 4,463 8,217 13% 13% 0%
Public Administration 1,365 397 4% 1% -3%
Retail Trade 2,963 2,495 9% 4% -5%
Transportation & Warehousing 2,778 16,080 8% 26% 17%
Wholesale Trade 1,129 3,756 3% 6% 3%
Grand Total 33,992 63,033 100.00% 100.00%
Table 1 - Business Activity
Data Source: 2019 ACS (Workers), 2019 Longitudinal Employer-Household Dynamics (Jobs)
Labor Force
Total Population in the Civilian Labor Force 39,273
Civilian Employed Population 16 years and over 38,109
Unemployment Rate 3.00%
Unemployment Rate for Ages 16-24 5.56%
Unemployment Rate for Ages 25-65 2.64%
Table 2 - Labor Force
Data Source: 2015-2019 ACS
Occupations by Sector Number of People
Management, business and financial 14,011
Farming, fisheries and forestry occupations 24
Service 7,934
Sales and office 8,703
Construction, extraction, maintenance and repair 2,687
Production, transportation and material moving 4,750
Table 3 – Occupations by Sector
Data Source: 2015-2019 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 18,803 52%
30-59 Minutes 13,262 37%
60 or More Minutes 3,896 11%
Total 35,961 100%
Table 4 - Travel Time
Data Source: 2013-2017 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 2,724 70 1,092
High school graduate (includes equivalency) 6,457 269 1,486
Some college or Associate’s degree 9,641 247 1,718
Bachelor’s degree or higher 13,266 285 1,226
Table 5 - Educational Attainment by Employment Status
Data Source: 2015-2019 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 13 76 290 1,348 1,758
9th to 12th grade, no diploma 290 337 467 807 608
High school graduate, GED, or
alternative
1,395 1,682 1,621 4,808 2,247
Some college, no degree 2,133 1,877 1,661 4,352 2,027
Associate’s degree 364 812 700 2,005 1,053
Bachelor’s degree 808 3,243 2,865 4,820 2,539
Graduate or professional degree 16 1,547 1,775 1,460 762
Table 6 - Educational Attainment by Age
Data Source: 2015-2019 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 32,645
High school graduate (includes equivalency) 37,606
Some college or Associate’s degree 48,817
Bachelor’s degree 66,563
Graduate or professional degree 109,283
Table 7 – Median Earnings in the Past 12 Months
Data Source: 2015-2019 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The five most common employment sectors in South San Francisco are:
1. Education and health care services (21% or workers and 10% of jobs). Includes nursing home workers, doctors, medical
assistants, social workers, and teachers;
2. Professional, Scientific, and Management Services (13% of workers and 13% of jobs). Includes accountants, interior
designers, engineers, environmental consultants;
3. Transportation and Warehousing (8% of workers and 26% of jobs). Includes trucking, railroad, dock workers, and warehouse
workers;
4. Manufacturing (6% of workers and 19% of jobs). Includes assemblers, operating workers, production workers, inspectors,
welders;
5. Arts, Entertainment, and Accommodations (12% of workers and 6% of jobs). Includes hotels and motels, non -profit
organizations, artists.
Describe the workforce and infrastructure needs of the business community:
South San Francisco is a hub for the biotech, life science, and manufacturing industries. Additionally, expedited permitting for office
space and business development has accelerated growth in the research and development space. F orty percent of all industrial
zoned land in San Mateo County is located within South San Francisco. Currently, South San Francisco has 6.5 million square f eet of
industrial/research and development space under construction or permitted to be built in the next three years so the city will be
well positioned to support the continued growth of research and development activities in the region. However, one of the cit y’s
continued economic development challenges is the provision of affordable housing.
Given that wages vary by industry, employees in lower-wage occupations are not able to afford a home within South San Francisco
even if their job is in the city. The gaps between jobs and workers in certain industries illustrate the shortage. For exampl e, 26% of
jobs in South San Francisco are in the transportation and warehousing industry, but only 8% of the workers in this industry li ve in the
city. This means that the majority of workers in this industry must commute into the city, likely because of the wages ga rnered in
this industry are enough to afford housing in the city. Conversely, those in education and health care services work outside of South
San Francisco, indicating that more facilities in this sector are in areas that are unaffordable to those in the profession. Professional,
scientific and management industries are balanced, with 13% of workers and 13% of jobs, indicating that there are sufficient housing
options in South San Francisco for employees in this industry.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector
investments or initiatives that have affected or may affect job and business growth opportunities during the planning period.
Describe any needs for workforce developmen t, business support or infrastructure these changes may create.
Industrial space for research and development has grown exponentially in South San Francisco. The investment brings with it n ew
jobs in the professional, scientific, and management service ind ustry that will likely be accompanied by other jobs in the arts,
entertainment, and accommodation industry and education and health services to accommodate job growth in the region; a lively
community, childcare, and access to health care facilities will b e necessary to attract families to the area. Additionally, the City has
invested over $300 million in public improvements to provide more amenities and services throughout the community.
Improvements include the establishment of Centennial Park and bike pa th, the San Francisco Bay Trail, new pump stations and
sewer facilities, a larger water treatment facility, the Oyster Point Overpass, ferry terminal, and improvements of existing Caltrain
stations. These investments are likely to continuing attracting emp loyers and the creation of new jobs in the city.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Table 15 shows that almost half of the workforce has a bachelor’s degree or higher. South San Francisco has a large professional,
scientific and management sector and manufacturing industry, therefore, there is a diversity of educational backgrounds and
experience in the city. Given South San Francisco is a hub for biotechnology a nd research and development, maintaining and
recruiting an educated and highly skilled workforce is essential to the local and regional economy. With its proximity to Sil icon Valley
and world-renowned institutions of higher learning, including the University of California San Francisco and Stanford University, the
city is in an advantageous position to continue recruiting employees in these industries. Additionally, the South San Francis co Unified
School District collaborates with local industries to help cultivate student interest in STEM-related fields. In collaboration with
Genentech, the Gene Academy is a mentoring program for elementary school students in South San Francisco that allows them to
visit the Genentech campus once a week to work on science p rojects. For high school students, the Gene Academy offers the Science
Garage program, a four-year biotech curriculum taught in a biotech lab. These types of programs not only offer younger students
exposure to STEM-related subjects and skills but for older students, these programs offer experience that can potentially be
transferrable to existing industries and employment opportunities in the area.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards , community
colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
There are several employment and job services organizations in South San Francisco, including:
• California Employment Development Department. Connects residents with job search tools, offices in the area that provide
job training, online resources for job seekers, and information for employers about tax accounts, hiring, and reporting
requirements.
• NOVAworks. Facilitates job trainings, skills development, resume building, career advising, and professional development
programs throughout San Mateo County.
• Renaissance Entrepreneurship Center. Assists residents with starting small businesses, particularly low-to-moderate income
people, through loans and technical assistance.
• El Concilio Emergency Social Services. Provides information about employment assistance and training programs to local
residents, including Spanish speaking households. Also provides referrals to other service providers.
• Family Service Agency of San Mateo County. Provides training and job placement to eligible people age 55 or over who meet
certain income qualifications. An income of 125% of poverty level or less is required for subsidized employment and trainin g.
Also runs a job-matchup program with no income requirements.
• Goodwill Industries of San Francisco, San Mateo, and Marin Counties. Provides vocational rehabilitation programs for
disabled and disadvantaged adults with an emphasis on computer software app lications, hotel and restaurant management,
banking, and retail training.
• Jobtrain. The organization’s Job Training and Placement Program provides job training to low-income unemployed or
underemployed adults and independent youth in the Bay Area.
• Peninsula Family Service. The organization’s Second Career Employment Program provides job training and placement to
low-income persons over the age of 55.
South San Francisco is in proximity to many higher education institutions to build skills and credentials to enter the job market:
Public Universities
• San Francisco State University
• University of California, Berkeley
• University of California, San Francisco
Community Colleges
• Skyline College
• City College of San Francisco
• College of San Mateo
Private Institutions
• Stanford University
• University of San Francisco
• Golden Gate University
• At least half a dozen fine art schools
The above mix of job training opportunities provides comprehensive coverage of both the resident population and the range of jobs
available in the city. While many of the social service job training providers help older or low-income persons develop new or core
job skills, the community college and local universities provide opportunities for higher education, particularly in the ma th and
sciences. This range of opportunity aligns with many of the larger employment sectors in the city.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
Yes.
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not,
describe other local/regional plans or initiatives that impact economic growth.
The Association of Bay Area Governments (ABAG) released its Comprehensive Economic Development Strategy for the San Francisco
Bay Area as part of the process to establish a regional Economic Development District in January 2018. The strategy includes four
goals to expand benefits to workers and residents in the following categories: Business Climate, Workfo rce, Housing and Work
Places, and Infrastructure. The following goals are in alignment with articulated goals in the City of South San Francisco’s
Consolidated Plan and recently adopted Housing Element.
Goal 3. Housing and Workforce: House the labor force needed to fill the low, middle and high wage jobs required by our economy
as well as the nonworking population, while providing flexibility for timely expansion of workplaces.
Goal 4 Infrastructure: Prioritize investments to address the growing strains on public services, transportation, water, energy, and
communications.
Discussion
A shortage of housing, particularly affordable housing, is one of the most significant challenges facing the workforce in the Bay Area,
including South San Francisco. The lack of workforce housing means that employees must commute to work, sometimes long
distances. While Table 14 shows that 48% of South San Francisco residents commute more than 30 minutes to work, the job s-to-
workers imbalance in lower and middle-income industries indicate that a significant portion of the workforce is commuting into the
city from other lower cost areas. Commuting has direct and measurable impacts on workforce productivity, traffic congest ion, and
air quality. Addressing the shortage of affordable workforce housing is a priority need for both the City and the greater Bay Area
region.
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
For the purposes of this section, concentration is defined as a census tract where more than
20% of the population faces severe cost burden, substandard housing (lacking kitchen or
plumbing facilities), and overcrowding. According to the CPD Map below, 41% of residents in
census tract 6022 (downtown SSF) experience at least one of the four severe housing problems
(severe cost burden, severe overcrowding, substandard housing lacking complete kitchen or
complete plumbing). Additionally, forty percent of extremely low-income households in census
tract 6023 (including Orange Park, Lindenville, The East, and Oyster Point neighborhoods)
experience at least one of the four severe housing problems. Fifty-eight percent of low-income
renters in census tract 6018 (the Serra Highlands neighborhood) experience at least one of the
four severe housing problems — the highest proportion of low-income renters by census tract
in South San Francisco. In the city, severe cost-burden is the most common housing problem.
The lowest proportion of low-income households reporting housing problems is in census tract
6024 (Avalon neighborhood area), where 32% of low -income renters report at least one severe
housing problem.
Are there any areas in the jurisdiction where racial or ethnic minorities or low -income
families are concentrated? (include a definition of "concentration")
Consistent with the San Mateo County Housing Element, HCD and HUD’s definition of a
Racially/Ethnically Concentrated Area of Poverty is:
• A census tract that has a non-White population of 50 percent or more (majority-
minority) or, for non-urban areas, 20 percent, AND a poverty rate of 40 percent or
more; OR
• A census tract that has a non-white population of 50 percent or more (majority-
minority) AND the poverty rate is three times the average tract poverty rate for the
County, whichever is lower.
In 2019, there were two census tracts that were identified as R/ECAPs (met minority population
threshold and poverty rate of at least 19.1%) in San Mateo County. Neither of the R/ECAPs
were located in South San Francisco. One R/ECAP is located in Redwood City just west of North
Fair Oaks and the other is located on the northern edge of Broadmoor in Daly City. There are
also 14 tracts that qualify as edge R/ECAPs, where the census tract has a non-white population
of 50% or more and a poverty rate of at least 12.8% (two times higher than the countywide
census tract average, as indicated in the Housing Element). One edge R/ECAP is located in South
San Francisco on the eastern side of the city which includes the Orange Park, Lindenville, The
East Side, and Oyster Point neighborhoods/areas. Other edge R/ECAPs are located in the City of
San Mateo, Redwood City, Menlo Park, and East Palo Alto. The map below shows the location
of R/ECAPs and edge R/ECAPs in San Mateo County.
What are the characteristics of the market in these areas/neighborhoods?
The characteristics of these areas include a greater concentration of housing choice voucher utilization
as well as a greater percentage of households experiencing cost burden, severe cost burden, and
overcrowding in these areas compared to the region. As such, the City is focused on targeting these
areas with resources to help address the needs of low-income families, including addressing
substandard housing conditions, providing social services, and addressing chronic homelessness.
Are there any community assets in these areas/neighborhoods?
The City has several community assets in these areas, including the Roberta Cerri Teglia Center (formerly
the Magnolia Senior Center), the Gene Mullin Community Learning Center, the Sitike Counseling Center,
Grand Avenue Library, St. Vincent De Paul Society of South San Francisco, the Latino Commission, South
San Francisco Health Clinic, and City Hall.
Are there other strategic opportunities in any of these areas?
Many of the City's service providers are located either outside of the CDBG Target area or are regional
providers with headquarters in other jurisdictions, but who specifically serve South San Francisco
residents. The City works to find a balance between funding projects to assist residents in the low-
income neighborhoods, with services that serve low-income residents city-wide.
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
The City has identified the census blocks with more than 51% of residents with low to moderate
household incomes. Using HUDs CPD Maps website as a guide, as well as using HUDs GIS dataset, the
City has created a CDBG Service Areas map for South San Francisco (see Attachment D). These Service
Areas generally meet the CDBG Low to Moderate Area Benefit (LMA) requirements, however the area
known as East 101, is predominantly industrial activities, and CDBG funding will not be spent in this
region.
The below census blocks meet the meets the CDBG Low to Moderate Area Benefit (LMA) requirements:
• 601901-2, 601902-3
• 602000-5
• 602100-1, 602100-3
• 602200-1, 602200-2, 602200-3, 602200-4
• 602300-1
• 602400-1
The City will direct assistance to these areas through public improvement projects.
Geographic Distribution
Target Area Percentage of Funds
SSF Downtown Tracts 6021, 6022
CDBG Target Area 40
CDBG Services Area
Citywide 60
Table 8 - Geographic Distribution
MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low - and
moderate-income households and neighborhoods.
According to 2021 5-year ACS estimates, 86% of people in South San Francisco have a desktop
computer or laptop and 90% have a smartphone. Additionally, 92% of people have broadband
internet. However, there are disparities in access to broadband internet by income in the city.
Nearly a third of households (32%) making less than $20,000 per year do not have internet
compared to 17% of those making between $20,000 to $74,999 and only 2% of those making
more than $75,000. This suggests a greater need for internet services that are affordable to
low-income families.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
South San Francisco has multiple internet service providers, including AT&T, Optimum, and T -
Mobile. Competition ensures there are a variety of options that meet internet and affordability
needs. However, subscriptions to broadband internet services can sti ll be unaffordable to
lower-income households.
To address this issue, the County of San Mateo launched its SMC Public Wi-Fi program to help
buildout this infrastructure to better service unserved and underserved communities
throughout the county. There are a handful of public Wi-Fi spots in South San Francisco, mainly
along Grand Avenue between Airport Boulevard and Spruce Avenue. There are also public Wi-Fi
spots located at the Miller Avenue Public Parking Garage, South San Francisco City Hall, Orange
Memorial Park, and the San Mateo County Probation Department. All three library facilities
have free Wi-Fi access and offer iPads and laptops for in library use. Additionally, the South San
Francisco Library recently partnered with Connected California, a free service intended to
bridge the digital divide. This service provides one-on-one assistance by phone to residents to
find low-cost internet service and computers, learn basic computer skills, and find and utilize
career development resources.
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Scientists predict that California will become much hotter and drier, conditions that will make
flooding and mudslides more intense. Like other jurisdictions in San Mateo County and
throughout the Bay Area, South San Francisco faces an increased risk of extreme flooding,
wildfires, drought, intensified heat waves, and sea level rise. The California Natural Resources
Agency predicts that the San Francisco Bay Area could see sea levels rise 22 inches by 2050.
According to the South San Francisco Housing Element, sea level rise would threaten South
Airport Boulevard and parks along the shoreline, such as Oyster Point Park. If sea levels
continue to rise, areas east of Highway 101 and the Lindenville neighborhood will also be
severely impacted.
Describe the vulnerability to these risks of housing occupied by low - and moderate-income
households based on an analysis of data, findings, and methods.
According to the ABAG Hazard Viewer Map, the north side of South San Francisco is on the
edge of a high fire hazard severity zone and has designated tsunami evacuation zones along the
Bayside. The southeast side of the city shows moderate to high earthquake liquefaction
susceptibility, where the ground shifts under buildings and causes major damage. With more
intense weather events that increase the likelihood of damage to buildings and homes,
thousands of people in the region are at risk of displacement into or out of South San Francisco.
Massive in- or out-migration in the Bay Area would cause an enormous strain on the regional
economy and existing housing resources.
Cost burden and severe cost burden are the most common housing problems reported in South
San Francisco. For low- to moderate-income households, particularly those who face severe
cost burden, they are at particular risk of displacement due to natural hazards because they are
less likely to be able to set aside robust emergency funds, may be living in older buildings, and
may not be able to find affordable housing in other areas of South San Francisco or San Mateo
County if their neighborhood sustains damage from wildfire, flooding, mudslides, or
earthquakes.
2023-27 CONSOLIDATED PLAN.
STRATEGIC PLAN AND ACTION PLAN
Strategic Plan
SP-05 Overview
Strategic Plan Overview
Through the City’s community engagement process for the Consolidated Plan, the following
needs have been identified as high priority:
• Affordable housing;
• Public services;
• Homeless services and housing; and
• Improvements to public facilities.
The needs articulated by stakeholders and residents reflect similar issues and challenges
identified by South San Francisco residents since the last Consolidated Plan update. As such, the
County’s Consolidated Plan goals include:
Goal 1: Increase, maintain, and improve the supply of affordable housing for extremely low -
to moderate-income individuals/families.
The City will fund the following activities: affordable housing acquisition and/or rehabilitation,
minor home repair, and accessibility modifications. The City will continue to administer its
other affordable housing programs, including but not limited to, Below Market Rate housing
unit program, first time homebuyer loans, and assistance with multifamily rehabilitation
programs.
Goal 2: Preserve and improve public facilities and infrastructure that serve low -income
neighborhoods or special needs residents.
The City will fund the following activities: rehabilitation and accessibility modifications for
public facilities, preservation and improvements for public facilities and public improvements
that serve low- to moderate-income populations and special needs residents. Through the
community engagement process, stakeholders and residents articulated a need for
improvements to existing community centers and improved neighborhood infrastructure (e.g.,
improvements to sidewalks and streets, more streetlights).
Goal 3: Provide public services to improve the quality of life for low -income individuals and
families, including those at risk of becoming homeless and special needs populations.
The city will fund the following activities:
• Safety net services, which include food access, shelter, clothing, medical and/or dental
services, transportation, domestic violence services, and childcare services.
• Behavioral health services, which include supportive services, mental health services,
counseling, and rehabilitation for populations experiencing homelessness and
chemically dependent populations.
• Life skills training/education services, which include employment skills and vocational
training, financial literacy, family support services, literacy services, English as a Second
Language (ESL) services, and case management.
• Community improvement services, which include services targeted at youth and senior
populations, populations living with a disability, and services related to crime awareness
and prevention.
• Housing-related services, which include legal assistance, mediation (tenant/landlord)
services, transitional housing services, and fair housing services.
Goal 4. Support service-enriched shelter and transitional housing for homeless families and
individuals.
When feasible, the City will fund the following activities: rehabilitation and accessibility
modifications to emergency and transitional housing. If resources are available, the City will
also support operating costs for emergency and transitional housing providers.
Additionally, the Consolidated Plan goals are in strategic alignment with the goals, policies, and
programs in the City’s recently adopted Housing Element to help leverage resources and
prioritized outcomes. The Goals in the Housing Element include:
Equity. Create equitable opportunity for people of all ages, races/ethnicities, abilities, socio -
economic status, genders, and family type regardless of income level.
Creation/Facilitation. Promote the provision and/or access of housing by both the private and
public sectors for all income groups in the community.
Remove Constraints. Support housing development by eliminating unnecessary and/or costly
barriers.
Preserve. Strive to maintain and preserve existing housing resources, including both affordable
and market-rate units.
Quality of Life. Promote residential neighborhoods designed for a high quality of life for
neighborhood residents and visitors.
Special Needs Populations. Enhance the quality of existing affordable housing and expand
housing opportunities and services for special needs populations and residents experiencing
housing insecurity.
Climate Resiliency. Green buildings are the standard for new construction and major
renovations and the performance of existing buildings is improved.
SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area
1 Area Name: CDBG Services Area
Area Type:
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Other
Other Revital Description: Public Services Area
Identify the neighborhood boundaries
for this target area.
CDBG Services are available to low-income households
and individuals citywide.
Include specific housing and
commercial characteristics of this
target area.
Low-income households throughout the city are
eligible to benefit from CDBG public services.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
The community engagement process identified several
public service needs throughout the city. As such, the
CDBG Services Area allows for all income eligible
households to benefit from public services.
Identify the needs in this target area. The community engagement process identified several
public services needed by low-income households in
the City, including safety net services, behavioral
health services, life skills services, community
improvement services, and other housing-related
services.
What are the opportunities for
improvement in this target area?
Opportunities for improvement include uninterrupted
public services for eligible low-income households
regardless of where they live in the city.
Are there barriers to improvement in
this target area?
The primary barrier to accessing public services is that
some service providers have their main offices outside
of South San Francisco in other jurisdictions
throughout the county. This barrier is addressed by
making more services available remotely or through
mobile or temporary intake facilities.
2 Area Name: CDBG Target Area
Area Type:
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Housing
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
Low-Income Census block groups as identified in MA
50. Includes all or parts of tracts 601901.1, 601901-2,
601902-2, 601902-3, 602000-5, 602100-1, 602100-2,
602100-3, 602200-1, 602200-2, 602200-3, 602200-4,
602300-1, and 602400-1.
Include specific housing and
commercial characteristics of this
target area.
These areas are predominantly residential and include
neighborhoods where more than 50% of households
have low to moderate income.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
This area was identified through CPD maps and HUD’s
GIS dataset as neighborhoods with more than 50% of
households as low- or moderate income.
Identify the needs in this target area. Much of the housing stock in these low-income census
blocks is older and in significant need of maintenance
and repair. Other identified needs in these areas
include public infrastructure improvements.
What are the opportunities for
improvement in this target area?
Opportunities for improvement include minor home
repair, accessibility improvements, public
infrastructure improvements, and community facility
improvements.
Are there barriers to improvement in
this target area?
As noted, these areas include much of the City’s oldest
housing stock. In general, low-income households do
not have the disposable income available to make
home repairs that might be needed. Compounding
these barriers are the continued rising housing costs in
the Bay Area region.
3 Area Name: SSF Downtown Census Tracts — 602100 and 602200
Area Type: Local Target Area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Comprehensive
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
The Local Target Area encompasses census tracts
602100 and 602200.
Include specific housing and
commercial characteristics of this
target area.
The Local Target Area is comprised of the City's historic
downtown commercial sector and the surrounding
residential neighborhoods. The downtown area has
transformed from a regional commercial center in the
1960s to a local-serving commercial zone with
primarily restaurants and local serving retail uses. This
area also has a variety of housing options: single
family, multi-family and single room occupancy (SRO)
hotels. City Hall is located in this target area along with
many city-owned community facilities such as Grand
Avenue Library and the Roberta Cerri Teglia Center.
Additionally, just bordering these two census tracts is
the Gene Mullin Community Learning Center. A
handful of social service providers are located in the
area, including North Peninsula Neighborhood Services
Center, St. Vincent De Paul, and the South San
Francisco Health Clinic. This area has also been
identified as a local target area due to more than 51%
of the population being at or below 80% of Area
Median Income.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
Through the community engagement process,
residents and stakeholders described the downtown
area as an area of significant need in South San
Francisco. Residents and stakeholders described a
need for neighborhood (e.g., street and sidewalk)
improvements, improvements to public facilities, and
the provision of more recreational activities for youth
and senior populations.
Identify the needs in this target area. Residents and stakeholders described a need for
neighborhood (e.g., street and sidewalk)
improvements, improvements to public facilities, and
the provision of more recreational activities for youth
and senior populations. Additionally, because these
areas house a large proportion of low income
populations, there are needs for more affordable
housing options and supportive services.
What are the opportunities for
improvement in this target area?
The City's Housing Rehabilitation Programs are
available to homeowners in the area. Additionally,
with the proximity of many community facilities and
local service providers within or near this area, there
are low barriers to accessing these services or
amenities.
Are there barriers to improvement in
this target area?
Given that most problems faced by low income
households stem from a lack of resources, many are
forced to live in substandard conditions and it is
difficult to find employment that can adequately cover
the rent and other household needs like food,
childcare, or healthcare. More federal funding to
target at these areas would help address the current
challenges facing households in the target area.
4 Area Name: Citywide
Area Type: Citywide
Other Target Area Description: Citywide
HUD Approval Date:
% of Low/ Mod:
Revital Type:
Other Revital Description:
Identify the neighborhood boundaries
for this target area.
Include specific housing and
commercial characteristics of this
target area.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
Identify the needs in this target area.
What are the opportunities for
improvement in this target area?
Are there barriers to improvement in
this target area?
Table 1 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the state
As articulated in the Market Analysis, areas with a high percentage of households experiencing
housing problems align with areas with high concentrations of low-income households.
Additionally, these areas comprise a significant portion of the City’s aging housing stock and
infrastructure, which the City is actively working to address. As such, the City will target capital
improvements resources in areas with the highest need. However, housing preservat ion and
public service resources will be distributed throughout the city to ensure that all eligible
residents have equal access to these resources.
SP-25 Priority Needs - 91.415, 91.215(a)(2)
Priority Needs
Table 2 – Priority Needs Summary
1 Priority Need
Name
Public Services
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Public Housing Residents
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Citywide
Associated
Goals
Provide Public Services to Improve Quality of Life
Planning and Administration
Description As described in the Needs Assessment Section, there is a need in the community
for a wide variety of public services. These services are essential in helping low-
income residents.
Basis for
Relative
Priority
Public services were identified in the stakeholder consultations, community
meetings and resident/stakeholder survey as being a high priority need in the
community. The City will allocate 15% of its annual entitlement to non-profit
organizations that provide public services.
2 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Citywide
Associated
Goals
Increase, Maintain, and Improve Affordable Housing
Planning and Administration
Description South San Francisco has extremely high housing costs and a limited supply of
affordable housing units. There is a need in the community to increase the
development of affordable housing units through new construction, acquisition,
and inclusionary housing policies. There is also a significant need to maintain and
improve the City’s existing aging housing stock through rehabilitation and
accessibility modifications to help low-income families stay in their current
homes.
Basis for
Relative
Priority
The City's identification of affordable housing as a high priority need is consistent
with the feedback provided by residents, local service providers, and other
community stakeholders. As the Needs Assessment articulates, the need for
affordable housing is significant as rapidly rising rents and other housing costs
have made housing cost burden the predominant housing problem experienced
by low-income households in the city.
3 Priority Need
Name
Homeless Services and Housing
Priority Level High
Population Extremely Low
Low
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas
Affected
Citywide
Associated
Goals
Support Service-Enriched Homeless Shelters
Planning and Administration
Description Through the community engagement process, a significant need for service-
enriched shelters and transitional housing for both homeless individuals and
families in South San Francisco was articulated.
Basis for
Relative
Priority
Per the Point-in-Time counts over the last decade, the number of people
experiencing homelessness in South San Francisco has decreased. Much of that
success is due to improved coordination with the homeless shelters in the
region. However, due to the increase in housing costs and lingering effects of the
COVID-19 pandemic, homelessness is still a major problem in the Bay Area. As
such, the City will continue to support efforts to reduce homelessness.
4 Priority Need
Name
Public Facilities and Infrastructure Improvements
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
SSF Downtown Tracts 602100, 602200, CDBG Target Area
Associated
Goals
Preserve and Improve Public Facilities
Planning and Administration
Description Through the community engagement process, improvements to community and
senior centers were articulated as a significant need in South San Francisco.
Many public facilities are in aging and dilapidated buildings and as such, the City
has identified a need for improvements and accessibility modifications to public
facilities in the specified geographic area.
Basis for
Relative
Priority
An internal assessment determined the need for ADA modifications at City-
owned public facilities. Additionally, the joint public input meeting identified the
need for community spaces and recreation activities, especially for youth and
senior populations in the downtown area.
Narrative (Optional)
SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)
Introduction
The City's FY 2023-24 entitlement amount is $457,048. The City also expects to have some residual funding available from prior year projects
that have not yet been completed. The City is budgeting for approximately $7,000 in program income funds and $77,000 in prior uncommitted
funds to be received from prior year projects. The City’s program income has been inconsistent over the last decade and as such, is electing to
budget for a conservative program income year with the option to add programs or projects if additional funding becomes available. This gives
the City a CDBG budget of approximately $541,048 for FY 2023-24. In addition, the City’s FY 2023-24 HOME allocation is about $14,971 which
provides the City with an overall CDBG/HOME budget of approximately $556,019.
Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation
: $
Program
Income: $
Prior Year
Resources: $
Total:
$
CDBG Public –
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$457,048 $7,000 77,000 $541,048 $1,828,192 Expected amount
available for remainder
of the Con Plan is the
Year 1 Annual Allocation
times four.
HOME Public –
federal
Acquisition;
homebuyer
assistance;
homeowner
rehab;
multifamily new
construction;
multifamily
rental rehab;
new construction
for ownership;
TBRA
$14,971 - - $14,971 $59,884 Expected amount
available for remainder
of the Con Plan is the
City’s FY23-24 HOME
allocation times four.
Table 3 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
As discussed in the last Consolidated Plan, the City’s CDBG funding is not sufficient to leverage significant private, state, or local
funds and can only be provided as a small match in attempts to secure what other non -federal funding might be available. Cuts to
CDBG entitlement amounts over the years has resulted in the City cutting funding to a significant amount of public service
organizations that were once provided yearly operating funds. However, there are still limited housing and commercial
rehabilitation funds available through the City’s programs, which do not require matches. On occasion, the City Council will require a
small match of private funds for the loans/grants issued to Downtown businesses through the City’s Commercial Rehabilitation
Program. Additionally, the City does not receive nor operate federally funded programs that require matching funds.
If appropriate, describe publically owned land or property located within the state that may be used to address the needs
identified in the plan
Prior to its dissolution in 2012, the City of South San Francisco’s Redevelopment Agency (RDA) had acquired several residential and
commercial properties. The City has been able to maintain the residential properties but was required to sell the commercial
properties and return all proceeds to the State. CDBG funds have been extremely useful in assisting with rehabi litation needs for
those residential properties, which are leased to low income families. For example, gas and sewer lines have been repaired on an
emergency basis at these properties.
Additionally, CDBG funds have continued to help improve city-owned properties that are used to provide services to low and
moderate income or special needs residents such as parks, libraries , community facilities, and the City’s senior center. CDBG funds
are used solely for accessibility and non-routine maintenance improvements and occasionally provide minimal leverage to the
majority of City funds needed to maintain the facilities.
Discussion
While the City of South San Francisco continues to strategically allocate its entitlement resources, the lack of robust funds from
other local, state, and federal sources continues to make it challenging to adequately address community needs.
SP-40 Institutional Delivery Structure - 91.415, 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
South San Francisco Government Homelessness
Non-homeless special
needs
Ownership
Planning
Rental
neighborhood
improvements
public facilities
public services
Jurisdiction
San Mateo County Government Economic
Development
Homelessness
Non-homeless special
needs
Ownership
Planning
Rental
neighborhood
improvements
public facilities
public services
Jurisdiction
Housing Authority of
the County of San
Mateo
Public Housing
Authority
Public Housing Region
Housing Authority of
the City of South San
Francisco
Public Housing
Authority
Public Housing Jurisdiction
Non-profit
organizations
Non-profit
organizations
Public Services Region
San Mateo County
Continuum of Care
Other Homelessness Region
Table 4 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
Overall, the institutional delivery system in San Mateo County is well coordinated and spans a
range of community needs, serving populations experiencing homelessness, those at risk of
homelessness, low-income households, and special needs residents. In coordination with the
County, local jurisdictions and non-profits work closely together to foster collaboration and to
improve existing services. However, as articulated in the City’s last Consolidated Plan, demand
for services outweighs the current availability of a range of services. During the consultation
process, stakeholders also described some challenges in connecting populations who need
services with not only the right services, but the appropriate level/amount of services.
Stakeholders articulated that lack of funding has contributed to this disconnect , as well as the
inability to meet all the demand for services. Additionally, requirements tied to the
administration of both public and private sector funding sources continue to remain
burdensome.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy x x
Legal Assistance x
Mortgage Assistance x
Rental Assistance x x
Utilities Assistance x x
Street Outreach Services
Law Enforcement x x
Mobile Clinics x x
Other Street Outreach Services x x
Supportive Services
Alcohol & Drug Abuse x x
Child Care x x
Education x
Employment and Employment
Training
x x
Healthcare x x
HIV/AIDS x x
Life Skills x x
Mental Health Counseling x x
Transportation x x
Other
Other
Table 5 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The institutional delivery system in San Mateo County is well coordinated and spans a range of
community needs. As detailed in Table 22, a range of services for people experiencing
homelessness are available throughout the county. The County and its partners have expanded
homeless services in recent years, including expansions in shelters, as well as expansions in
homeless outreach services, rapid rehousing services, and enhancing connections between
health services and homeless services. By spring of 2023, the County’s fourth non -congregate
shelter will open, bringing the total non-congregate shelter inventory to 410 units. Through the
community engagement process, residents and stakeholders routinely said that people
experiencing homelessness need stable housing situations to take full advantage of supportive
services being offered to help them not only find but thrive in permanent housing situations.
Other services targeted at homeless populations in San Mateo County include the Health
Department’s Behavioral Health and Recovery Services (BHRS), which conducts outreach with
people experiencing homelessness on the street, in shelters, and at the psychiatric ER. BHRS
helps connect these populations with permanent supportive housing and if appropriate, in-
patient alcohol and drug treatment programs. Additionally, the Mental Health Association
(MHA) funds short-term stays in shelters for those who are not immediately placed into
permanent housing, provides rental subsidies for mental health clients, and has developed new
permanent supportive housing units. MHA also coordinates with the Department of Housing to
ensure that clients access mainstream housing resources for which they may be eligible, such as
Section 8 or public housing.
San Mateo County Health Services funds a mobile health van that provides primary health care
to homeless people living in emergency shelters. The San Mateo County Medical
Center (Medical Center) coordinates with the CoC to link health services to emergency shelter
and permanent supportive housing. The Medical Center has beds in emergency shelters and
utilizes board and care homes and other facilities to ensure that appropriate placement
alternatives are available for homeless people.
Homeless service providers also work with the County to connect people experiencing
homelessness to mainstream employment and training services. Participants are provided with
supplemental resources to overcome barriers to employment, such as financial assistance for
job training, classes, license fees (e.g., cab license), car repairs, etc. Shelter Network’s SSVF
program and the Next Step Veterans Center also focus on assisting homeless veterans to secure
employment.
The San Mateo County STD/HIV Program provides the following services to persons with HIV:
primary medical care, psychiatric care, medical case management services, partner services
(HIV disclosure counseling), benefits counseling, AIDS drug assistance program, medication
adherence/nutritional counseling, drug and alcohol treatment, Spanish-speaking support group,
and syringe exchanges. These services are coordinated through medical case managers who
reside in the clinic, where patients receive primary medical care. Additionally, the County
STD/HIV Program provides referrals to community agencies providing drug treatment, housing,
food, dental care, and other services.
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
San Mateo County’s homeless service delivery system benefits from a commitment to make
progress toward ending homelessness, a strong history and culture of inter -agency
collaboration to improve service delivery for homeless people, and several major funding
streams that can be leveraged and aligned to support the development and refinement of an
effective Homeless Crisis Response System. Over the past several years, the community has put
in place all the key elements of the system, including outreach (HOT), Coordinated Entry,
interim housing (emergency shelters and short-term transitional housing), and expanding
supply of rapid re-housing and permanent supportive housing. Robust performance
measurement and data analysis is used to assess progress and make improvements on an
ongoing basis.
System challenges include the need for greater targeting and prioritization of unsheltered
individuals and families, right-sizing the system to speed movement from homelessness to
housing, and expanding permanent housing options in a high cost rental market. While most
families in the community experiencing a housing crisis can access shelter or transitional
housing, unsheltered homelessness among single adults continues to be an ongoing challe nge
in San Mateo County. Single adults make up the majority of homeless people in the community,
and there is a need to invest proportionally greater resources for single adults while
maintaining the commitment to families and ending family homelessness. T here are also
challenges related to program access in both family and adult programs, and a need for greater
prioritization based on housing need and vulnerability.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
In 2016, the Human Services Agency published the 2016-2020 Strategic Plan to End
Homelessness, which set a goal of reaching a functional zero level of homelessness by 2020
through a systems improvement effort aligned to national best practices and embedded in the
local community context of San Mateo County. The County’s 2022-25 CoC Strategic Plan on
Homelessness builds upon and updates the 2016 Plan to set forth a vision and roadmap for the
community’s response to homelessness over the next three years. The Plan is aligned with the
Working Together to End Homelessness (WTEH) initiative being led by the County Executive’s
Office, which brings together City representatives, service pro vider agencies, partner agencies,
business representatives, community members, and other partners to craft a high-level
framework for ending homelessness as a community. As articulated in the last Consolidated
Plan, the City will continue to collaborate with homeless service providers, shelters, and
affordable housing developers to help address the housing shortage and the need for ongoing
homeless support services. The City will also support the implementation of the County’s 2022-
25 CoC Strategic Plan on Homelessness.
SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Increase, maintain and
improve the supply of
affordable housing for
extremely low- to moderate-
income individuals/families.
2023 2027 Affordable
housing
CDBG
Services
Area
Affordable
housing
CDBG: $600,000 Homeowner rehabilitation: 100
households units assisted
2 Preserve and improve public
facilities that serve a higher
percentage of low-income or
special needs residents.
2023 2027 Non-Housing
Community
Development
SSF
Downtown
Tracts
602100,
602200
CDBG Target
Area
CDBG
Services
Area
Public
facilities and
infrastructure
improvements
CDBG: $600,000 Public facility improvements: 5
public facilities assisted
3 Provide public services to
improve the quality of life for
low-income individuals and
families, including those at
risk of becoming homeless
and special needs
populations.
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public services CDBG: $350,000 Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 3,000 persons assisted
4 Support service-enriched
shelter and transitional
housing for homeless families
and individuals
2023 2027 Homelessness CDBG
Services
Area
Homeless
services and
housing
CDBG: TBD Homelessness prevention: 200
persons assisted
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Increase, maintain, and improve the supply of affordable housing for extremely low‐ to moderate‐income
individuals/families.
Goal
Description
Based on housing needs estimates, housing supply characteristics, severity of housing problems, and community input, the
City continues to make affordable housing a goal and priority. The lack of available land, the extremely high cost of new
construction, and the subsidies required to make market rate units affordable is prohibitive. The City will implement the
following activities to meet this goal: affordable housing rehabilitation and minor home repair and accessibility
modification programs. Additionally, the City will continue to administer its existing First Time Home Buyer Loans and
Below Market Rate Housing units. When feasible, the City will also implement activities to assist low‐income homebuyers.
2 Goal Name Preserve and improve public facilities that serve a high percentage of low‐ income or special needs residents.
Goal
Description
Publicly‐owned Facilities ‐ The City continues to use its ADA Transition Plan to identify the community facilities and spaces
that do not meet ADA standards, describes actions to address areas of inaccessibility, and sets a schedule and priorities for
completing the plan. The City will continue to use CDBG funds, when available and feasible, to address actions listed in the
ADA Transition Plan. The City will also use CDBG funds, when available and feasible, to rehabilitate facilities with urgent
needs.
Non‐profit Facilities ‐ The City will also use CDBG funds, when available and feasible, to assist non‐profit organizations
preserve and improve their public facilities that serve low to moderate income and/or special needs residents. Many non‐
profit organizations currently occupy buildings that are not in optimal condition or are inadequate to serve their clients.
Problems can include accessibility issues, dilapidated structures, and other safety code issues.
3 Goal Name Provide public services to improve the quality of life for low‐income individuals and families, including those at risk of
becoming homeless and special needs populations.
Goal
Description
To meet the City's public service needs, the City will fund non‐profit agencies and organizations that provide one or more
of the following services as described in the Needs Assessment Section: Safety Net Services, Behavioral Health Services,
Life Skills Training/Education Services, Community Improvement Services, and Housing‐ Related Services.
4 Goal Name Support service‐enriched shelter and transitional housing for homeless families and individuals
Goal
Description
There is a significant need for emergency and transitional housing as well as case management and services. The City plans
to offset the loss of operating funds by providing funds, when feasible, for rehabilitation and accessibility modifications to
emergency and transitional housing. However, should funds become available, the City will support operating costs.
5 Goal Name Planning and Administration
Goal
Description
Planning and administration funding to support CDBG subrecipients and respond to HUD requirements.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City of South San Francisco does not receive HOME funds directly from HUD. Additionally, the City does not receive enough federal or state
to directly provide or produce housing and does not manage any housing vouchers. While the City does have its Affordable Housing Trust Fund,
it has limited opportunities to support housing providers and developers without more state and/or federal resources.
SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
The City will continue to incorporate lead testing and clearances for all rehabilitation projects it
sponsors in order to ensure that all federal lead safe practices are met. The City also makes
lead-based paint information available to local non-profit agencies and to homeowners and
renters in the City. Additionally, the City had lead-based paint information on its website. The
City also provides loans and grants to homeowners and public facilities to abate lead -based
paint hazards.
Further, the San Mateo County Environmental Healt h Division conducts environmental
assessments of properties throughout San Mateo County suspected to have lead-based paint.
These assessments are undertaken when a complaint is filed with their office or a child is
reported to have elevated levels of lead in their blood. Once environmental assessments are
conducted and the results do verify the presence of lead in a dwelling unit, the property owner
is required to do lead hazard reduction/abatement as determined necessary by the Lead
Investigator/Assessor. The San Mateo County Environmental Health Division also has a Housing
Inspection Program that conducts routine inspections at apartment buildings with 4 units or
more. A part of the routine inspection involves the observation, documentation, and
abatement of deteriorated lead-based paint at these buildings. All inspection reports sent to
the property owners include the following information:
“HEALTH AND SAFETY CODE SECTION 17920.10 (a) any building or portion thereof including any
dwelling unit, guestroom, or suite of room, or portion thereof, or the premises on which it is
located, is deemed to be in violation of this part as to any portion that contains lead
hazards. For purposes of this part "lead hazards" means deteriorated lead-based paint without
containment, of one or more of these hazards are present in one or more locations in amounts
that are equal to or exceed the amounts of lead established for these terms in Chapter 8
(commencing with Section 35001) of Division 1 of Title 17 of the California Code of Regulations
or by this section and that are likely to endanger the health of the public or occupants thereof
as a result of their proximity to the public or occupants thereof.
LEAD HAZARD WARNING - Lead-safe work practices are required by State of California Law for
all work that disturbs paint in pre-1978 buildings due to the possible presence of lead-based
paint. As of April 22, 2010, the US EPA requires all workers (including property owners) who
disturb pre-1978 painted surfaces to be trained, and all firms to be EPA certified, in lead safety.
For more information, contact EPA at www.epa.gov/lead or San Mateo County Environmental
Health 650-372-6200.”
How are the actions listed above integrated into housing policies and procedures?
For CDBG-funded rehabilitation projects, the City conducts a lead-based paint assessment for
all housing units or public facilities that serve children built before 1978. The City follows all
HUD requirements in determining if a rehabilitation project requires lead testing, lead-safe
work practices, interim controls and/or abatement.
To conducti its lead-based paint assessments, the City uses the following HUD criteria:
• Exempt – If constructed in 1978 or later, no paint disturbed, zero bedroom o r studio
units, elderly/disabled resident(s) with no children under 6, unit is lead -based paint free,
and/or used no more than 100 days in a year.
• Lead Safe Work Practice (24 CFR 35.930(b)) - If hard costs are less than $5,000
• Interim Controls or Standard Practices (24 CFR 35.930(c)) – Hard costs $5,000 to $25,000
• Abatement ((24 CFR 35.930(d)) – Hard costs are greater than $25,000
SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Pover ty-Level Families
The City of South San Francisco supports several programs and services aimed at reducing
poverty in the community. The City collaborates with non-profits and uses CDBG funding, along
with other resources, to help reduce the number of families living in poverty.
Social Services
The City utilizes 15% of its CDBG allocation to fund a variety of organizations that provide social
services, including basic safety net services, behavioral health services, life skills
training/education services, community improvement services, and housing-related services.
For example, the City has funded organizations such as Samaritan House (services for homeless
populations), Peninsula Family Service (childcare services), and Project Sentinel (fair housing
services).
City-Sponsored Programs
Additionally, the City utilizes its General Fund and non -CDBG to offer a variety of programs and
services to help reduce poverty among low- to moderate-income households.
Roberta Cerri Teglia Center (formerly the Magnolia Senior Center) —This center provides a
diverse range of programs to populations over the age of 50, including, but not limited to,
picnics, movie showings, blood pressure screenings, health insurance counseling, nutrition
programs, trips to events around the Bay Area, and a variety of classes. The Center also includes
an Adult Day Care Center to assist frail or impaired adults with disabilities remain in the
community through social, mental, and physical stimulation.
Child Care Programs — The City provides three preschools, four afterschool recreation
programs, two grant funded ASES programs (REAL Program) designed for academic support for
school-aged children, and camps for children throughout the year. In 2022, the City adopted its
Child Care Master Plan for South San Francisco, establishing a comprehensive strategy to
identify gaps, challenges and programs and implementing recommendations to meet its vision
of childcare provision by 2030.
Gene Mullin Community Learning Center— Provides residents with educational programs that
focus on family support, community building, improving academic performance and ke eping
children in school, increasing access to computers, building independent and confident English
language learners, and helping residents reach their full potential. The Center offers English
language classes, computer instruction, homework assistance, activities for children, native
language literacy classes (Spanish), job training, and citizenship classes.
Project Read — The Project Read program is hosted by the South San Francisco libraries to
assist adults to improve literacy among low-income adults and help them reach their literacy
and financial goals. Volunteer tutors help program participants become more independent and
self-sufficient at home, at work, and in their communities.
SSF Library and Connected California – a free service intended to bridge the digital divide. This
service providers one-on-one assistance by phone to residents to find low-cost internet service
and computers, learn basic computer skills, and find and utilize career development resources.
Affordable Housing Programs
The City supports numerous efforts related to the construction and/or rehabilitation of
affordable housing. The City’s Housing Rehabilitation Loan Program provides low-interest loans
for housing rehabilitation to low-income homeowners to bring their housing up to code. The
City’s inclusionary housing ordinance aims to develop Below Market Rate (BMR) housing units
affordable to low- and moderate-income households through the housing development
process. The City will continue to seek out additional funding sources and partnerships to
provide affordable housing throughout the community.
Additionally, the City’s Affordable Housing Trust Fund (AHTF) is utilized to support the creation
and preservation of affordable housing in South San Francisco for the benefit of low- and
moderate-income households. The following projects and activities are eligible to be funded
through the City’s AHTF:
• Creation of new affordable units;
• Preservation of existing affordable housing;
• Assistance with multifamily rehabilitation programs;
• Conversion of market rate units to affordable housing;
• Construction of accessory dwelling units;
• Acquisition and rehabilitation of potential limited equity cooperatives;
• First time homebuyer loans; and
• Predevelopment loans/grants to assist nonprofit and for profit developers with project
feasibility studies, site acquisition and design studies for potential affordable housing
projects.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The City’s goals and programs for reducing poverty align with many of the needs identified in
the City’s Consolidated Plan and the City’s Housing Element. The City will continue to use CDBG
funds to support several of the programs and services mentioned above.
Support Social Services
The City will continue to use 15% of its entitlement to support organizations that provide public
services. In FY23-24, the City will use CDBG funding to support the following organizations
providing public services:
• Friends for Youth;
• Ombudsman Services of San Mateo County, Inc.;
• Peninsula Family Service; and
• Rape Trauma Services.
City-Sponsored Programs
In prior years, the City has used CDBG funding to support City-sponsored Adult Day Care and
Child Care programs. However, due to reductions in the City’s entitlement, it can no longer use
CDBG funds to support these programs. The City has had to use its General Funds to continue
operating support of these programs.
Affordable Housing
The City will use CDBG funding to support minor home repair programs and its Housing
Rehabilitation Program, as well as continue to administer its existing Below Market Rate (BMR)
housing units and First Time homebuyer loans. Additionally, the City will continue to
strategically use resources from its Affordable Housing Trust Fund to support the creation and
preservation of affordable housing units in South San Francisco.
SP-80 Monitoring - 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City has monitoring procedures in place to ensure that it meets all federal requirements.
The City also has a comprehensive Citizen Participation Plan that provides guidance for public
comment and participation requirements. The City Council also reviews annual reports to
ensure that the City is utilizing its resources to meet identified community goals. These reports
include the CAPER (Consolidated Annual Performance & Evaluation Report) for federal
programs and the annual CDBG program financial audit.
Sub-recipient Monitoring
The City has established monitoring procedures and a checklist to ensure that the City's sub -
recipients comply with federal program requirements and City policies. These monitoring
activities also keep the City informed about the progress sub -recipients are making towards
meeting their objectives. Also, the City coordinates its monitoring efforts with other
jurisdictions to standardize processes and reduce the burden on sub -recipients.
• Quarterly Desk Review - All sub-recipients are required to submit quarterly
progress/accomplishment reports along with requests for reimbursement. The City
reviews these reports for all sub-recipients and assesses the sub-recipients progress in
meeting performance and expenditure goals. The quarterly review helps inform areas of
risk for further review.
• On-site Review - The City conducts on-site monitoring visits for new sub-recipients,
those experiencing organizational change, or those with program and/or financial
performance concerns. Even for high performing sub-recipients, the City will conduct at
least one site visit every three years for community development non-housing activities.
The on-site monitoring visit includes a tour of the program facilities, as appropriate, an
explanation of the services provided, and interviews with program and administrative
staff. During the visit, staff will assess the sub-recipient's board of directors and staff,
conflicts of interest policies, compliance with non-discrimination, adherence to CDBG
national objectives, program performance, and maintenance of financial records. This
assessment is conducted by reviewing the sub-recipient's audit and management letter
(if applicable), financial statements, fiscal policies, client files, and interviewing staff.
After the monitoring visit, the City provides the sub-recipient with a monitoring report
that describes the City's conclusions, concerns and/or required corrective actions.
Public Facility Improvement Projects
Projects funded through federal dollars are monitored by staff before, during, and upon
completion of the project for compliance with applicable environmental, procurement,
financial, and labor standard regulations.
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
ConPlan
$
Narrative
Description Annual
Allocation: $
Program Income:
$
Prior Year
Resources: $
Total:
$
CDBG Public –
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$457,048 $7,000 $77,000 $541,048 $1,828,192 Expected
amount
available for
remainder of
the Con Plan
is the Year 1
Annual
Allocation
times four.
HOME Public –
federal
Acquisition;
homebuyer
assistance;
homeowner
rehab;
multifamily new
construction;
multifamily
rental rehab;
new construction
for ownership;
TBRA
$14,971 - - $14,971 $59,884 Expected
amount
available for
remainder of
the Con Plan
is the City’s
FY23-24
HOME
allocation
times four.
Table 7 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
As discussed in the last Consolidated Plan, the City’s CDBG funding is not sufficient to leverage significant private, state, or local
funds and can only be provided as a small match in attempts to secure what other non -federal funding might be available. Cuts to
CDBG entitlement amounts over the years has resulted in the City cutting funding to a significant amount of public service
organizations that were once provided yearly operating funds. However, there are still limited housing and commercial
rehabilitation funds available through the City’s programs, which do not require matches. On occasion, the City Council will require a
small match of private funds for the loans/grants issued to Downtown businesses through the City’s Commercial Rehabilitation
Program. Additionally, the City does not receive nor operate federally funded programs that require matching funds.
.
If appropriate, describe publically owned land or property located within the state that may
be used to address the needs identified in the plan
Prior to its dissolution in 2012, the City of South San Francisco’s Redevelopment Agency (RDA)
had acquired several residential and commercial properties. The City has been able to maintain
the residential properties but was required to sell the commer cial properties and return all
proceeds to the State. CDBG funds have been extremely useful in assisting with rehabilitation
needs for those residential properties, which are leased to low income families. For example,
gas and sewer lines have been repaired on an emergency basis at these properties.
Additionally, CDBG funds have continued to help improve city-owned properties that are used
to provide services to low and moderate income or special needs residents such as parks,
libraries, community facilities, and the City’s senior center. CDBG funds are used solely for
accessibility and non-routine maintenance improvements and occasionally provide minimal
leverage to the majority of City funds needed to maintain the facilities.
Discussion
While the City of South San Francisco continues to strategically allocate its entitlement
resources, the lack of robust funds from other local, state, and federal sources continues to
make it challenging to adequately address community needs.
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)
Goals Summary Information
Sort Order Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Increase, maintain
and improve the
supply of
affordable housing
for extremely low-
to moderate-
income
individuals/families.
2023 2027 Affordable
housing
CDBG
Services
Area
Affordable
housing
CDBG: $185,000 Homeowner rehabilitation: 20
households units assisted
2 Preserve and
improve public
facilities that serve
a higher percentage
of low-income or
special needs
residents.
2023 2027 Non-Housing
Community
Development
SSF
Downtown
Tracts
602100,
602200
CDBG Target
Area
CDBG
Services
Area
Public
facilities and
infrastructure
improvements
CDBG: $196,081 Public facility improvements:
One public facility assisted
3 Provide public
services to improve
the quality of life
for low-income
individuals and
families, including
those at risk of
becoming homeless
and special needs
populations.
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public services CDBG: $68,557 Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 600 persons assisted
4 Support service-
enriched shelter
and transitional
housing for
homeless families
and individuals
2023 2027 Homelessness CDBG
Services
Area
Homeless
services and
housing
CDBG: $0
5 Planning and
Administration
2023 2027 Planning and
Administration
SSF
Downtown
Tracts
602100,
602200
CDBG Target
Area
CDBG
Service Area
Affordable
housing
Public
facilities and
infrastructure
improvements
Public
Services
Homeless
services and
housing
CDBG: $97,359 Other
Table 8 – Goals Summary
Goal Descriptions
1 Goal Name Increase, maintain, and improve the supply of affordable housing for extremely low‐ to moderate‐income
individuals/families.
Goal
Description
Based on housing needs estimates, housing supply characteristics, severity of housing problems, and community input, the
City continues to make affordable housing a goal and priority. The lack of available land, the extremely high cost of new
construction, and the subsidies required to make market rate units affordable is prohibitive. The City will implement the
following activities to meet this goal: affordable housing rehabilitation and minor home repair and accessibility
modification programs. Additionally, the City will continue to administer its existing First Time Home Buyer Loans and
Below Market Rate Housing units. When feasible, the City will also implement activities to assist low‐income homebuyers.
Goal Name Preserve and improve public facilities that serve a high percentage of low‐ income or special needs residents.
2 Goal
Description
Publicly‐owned Facilities ‐ The City continues to use its ADA Transition Plan to identify the community facilities and spaces
that do not meet ADA standards, describes actions to address areas of inaccessibility, and sets a schedule and priorities for
completing the plan. The City will continue to use CDBG funds, when available and feasible, to address actions listed in the
ADA Transition Plan. The City will also use CDBG funds, when available and feasible, to rehabilitate facilities with urgent
needs.
Non‐profit Facilities ‐ The City will also use CDBG funds, when available and feasible, to assist non‐profit organizations
preserve and improve their public facilities that serve low to moderate income and/or special needs residents. Many non‐
profit organizations currently occupy buildings that are not in optimal condition or are inadequate to serve their clients.
Problems can include accessibility issues, dilapidated structures, and other safety code issues.
3 Goal Name Provide public services to improve the quality of life for low‐income individuals and families, including those at risk of
becoming homeless and special needs populations.
Goal
Description
To meet the City's public service needs, the City will fund non‐profit agencies and organizations that provide one or more
of the following services as described in the Needs Assessment Section: Safety Net Services, Behavioral Health Services,
Life Skills Training/Education Services, Community Improvement Services, and Housing‐ Related Services.
4 Goal Name Support service‐enriched shelter and transitional housing for homeless families and individuals
Goal
Description
There is a significant need for emergency and transitional housing as well as case management and services. The City plans
to offset the loss of operating funds by providing funds, when feasible, for rehabilitation and accessibility modifications to
emergency and transitional housing. However, should funds become available, the City will support operating costs.
5 Goal Name Planning and Administration
Goal
Description
Planning and administration funding to support CDBG subrecipients and respond to HUD requirements.
AP-35 Projects - 91.420, 91.220(d)
Introduction
The City will continue to fund activities in FY23-24 that have been funded in previous years,
including housing rehabilitation, minor home repair, public service, and public facility
improvement activities.
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The housing, community development, and social service needs of underserved populations in
South San Francisco far outweigh the amount of local, state, and federal resources, including
CDBG, the City has to administer. The City’s FY23-24 CDBG funding allocations were based on
the priorities heard through the community engagement process. The City works with other
county jurisdictions and community partners to avoid duplication of services and leverage all
available resources.
AP-38 Project Summary
Project Summary Information
1 Project Name Public Services
Target Area CDBG Services Area
Citywide
Goals Supported Provide Public Services to Improve Quality of Life
Needs Addressed Public Services
Funding CDBG: $68,557
Description The City partners with several organizations. During FY 2023-2024, the City will fund:
• Friends for Youth, which will provide quality mentoring relationships and support services to
underserved, vulnerable youth through community based one-on-one mentoring, school-based
group mentoring, and the Whole Health for Youth coalition. The coalition provides prevention
and early intervention programs for the whole family.
• Peninsula Family Service, which will provide care to over 30 low-income children with family
engagement and support, as well with food, housing, banking, and support for mental health and
multigenerational living issues.
• Rape Trauma Services Center, which will provide mental health services to address the multiple
healing needs of child survivors of sexual violence including crisis intervention, individual and
group counseling, advocacy, medical/legal and forensic accompaniment, and information and
referrals.
• Ombudsman Services of San Mateo County, Inc., which advocates for the dignity and quality of
life of people living in licensed long-term care facilities.
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
The City anticipates helping 600 persons through the proposed activities.
Location Description The City will assist persons and households throughout the city of South San Francisco through the
grantees.
Planned Activities The City partners with several organizations. During FY 2023-2024, the City will fund:
• Friends for Youth, which will provide quality mentoring relationships and support services to
underserved, vulnerable youth through community based one-on-one mentoring, school-based
group mentoring, and the Whole Health for Youth coalition. The coalition provides prevention
and early intervention programs for the whole family.
• Peninsula Family Service, which will provide care to over 30 low-income children with family
engagement and support, as well with food, housing, banking, and support for mental health and
multigenerational living issues.
• Rape Trauma Services Center, which will provide mental health services to address the multiple
healing needs of child survivors of sexual violence including crisis intervention, individual and
group counseling, advocacy, medical/legal and forensic accompaniment, and information and
referrals.
• Ombudsman Services of San Mateo County, Inc., which advocates for the dignity and quality of
life of people living in licensed long-term care facilities.
2 Project Name Minor Home Repair Program
Target Area CDBG Target Area
CDBG Services Area
Citywide
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $108,000
Description The City will allocate funding to various non-profits that provide minor home repairs and accessibility
modifications to low-income homeowners.
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
The City anticipates serving 27 low income households.
Location Description Citywide and CDBG Target Areas
Planned Activities • Center for Independence of Individuals with Disabilities, Housing Accessibility Modification
Program, $10,000. The program provides minor home repair funding to help install ramps, grab
bars, and other modifications to make a home accessible.
• El Concilio of San Mateo County, Peninsula Minor Home Repair, $27,000. This funding will make
assist with minor home repairs for low-income households to make their home eligible for
energy/weatherization improvements.
• Rebuilding Together Peninsula, National Rebuilding Day, $15,750. This funding will be put
towards the National Rebuilding Day program, which utilizes volunteers to rehabilitate homes on
National Rebuilding Day.
• Rebuilding Together Peninsula, Safe at Home, $55,250. This funding goes towards RTP’s Safe at
Home year-round program which addresses minor repair needs.
3 Project Name City Sponsored Minor Housing Rehabilitation Program, Debris Box, and Emergency Repair
Target Area CDBG Target Area
CDBG Services Area
Citywide
Goals Supported Increase, Maintain, & Improve Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $77,000
Description Provides low interest loans and grants to low income families for housing alterations and repairs that
correct code deficiencies and or improve the health and safety of the home.
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
The City anticipates assisting one household with a housing rehabilitation loan, four households with
emergency housing vouchers, and one household with a debris box voucher.
Location Description Citywide
Planned Activities • Housing Rehabilitation Loans provide low interest loans to low-income families for housing
alterations and repairs that correct code deficiencies and/or improve the health and safety of the
home.
• Emergency Repair Vouchers provide low-income families grants of up to $5,500 to make
emergency safety and/or code violation repairs.
• Debris Box Vouchers provide low-income families with a debris box to clear code violations and
clean up conditions that affect the health, safety, and/or appearance of properties.
4 Project Name Public Facility Improvement Projects
Target Area SSF Downtown Tracts 6021, 6022
CDBG Target Area
CDBG Services Area
Citywide
Goals Supported Preserve and Improve Public Facilities
Needs Addressed Public Facilities and Infrastructure Improvements
Funding CDBG: $196,081
Description These funds will be used for public facility and infrastructure improvements in low/mod areas.
Target Date 6/30/2024
Estimate the number and
type of families that will
benefit from the proposed
activities
The City anticipates serving 1,000 people.
Location Description These funds will be used for public facility and infrastructure improvements in low mod areas.
Planned Activities These funds will be used for public facility and infrastructure improvements in low mod areas.
5 Project Name Planning and Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Public Services
Affordable Housing
Homeless Services and Housing
Public Facilities and Infrastructure Improvements
Economic Development Assistance
Funding CDBG: $97,359
Description The City will use approximately 20 percent of its entitlement to administer the CDBG program.
Target Date 6/30/2023
Estimate the number and
type of families that will
benefit from the proposed
activities
NA
Location Description
Planned Activities The City will use approximately 20 percent of its entitlement to administer the CDBG program.
AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
The City has identified the census blocks with more than 51% of residents with low to moderate
household incomes. Using HUDs CPD Maps website as a guide, as well as using HUDs GIS
dataset, the City has created a CDBG Service Areas map for South San Francisco (see
Attachment D). These Service Areas generally meet the CDBG Low to Moderate Area Benefit
(LMA) requirements, however the area known as East 101, is predominantly industrial
activities, and CDBG funding will not be spent in this region.
The below census blocks meet the CDBG Low to Moderate Area Benefit (LMA) requirements.
• 601901-2, 601902-3
• 602000-5
• 602100-1, 602100-3
• 602200-1, 602200-2, 602200-3, 602200-4
• 602300-1
• 602400-1
The City will direct assistance to these areas through public improvement projects .
Geographic Distribution
Target Area Percentage of Funds
SSF Downtown Tracts 6021, 6022
CDBG Target Area 40%
CDBG Services Area
Citywide 60%
Table 9 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
The City designates these areas as target areas for funding public services because a majority of
those who reside and/or receive services in this area have low incomes. Therefore,
improvements made to these areas generate benefits throughout the city.
Discussion
The City works to utilize its CDBG resources to assist as many eligible households and
neighborhoods as possible and will regularly check and monitor its designated low-income
areas to ensure they remain eligible for CDBG-funded projects.
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The following sections describe the actions and efforts the City will undertake to meet
underserved needs, support affordable housing development, and address lead-based paint
hazards. Many of these actions are based upon the importance of coordinating with other
jurisdictions, local service providers, and the private sector. With limited funding available, the
City's focus will be strategic about leveraging its funds where it can and seeking collaboration
among partners to better meet the needs of the community.
Actions planned to address obstacles to meeting underserved needs
The main obstacle the City faces in meeting underserved needs is a lack of funding. With the
loss of RDA funds and declining CDBG entitlements, the City has limited capabilities in meeting
all the diverse needs of the community. Additionally, many local service providers are also
experiencing declines in both private and public funding, which further hinder their capability
to meet needs. The City plans to address this obstacle by continuing to look for new funding
sources and find creative ways to leverage and utilize existing funding. Additionally, the City will
encourage collaboration amongst itself, other jurisdictions, and non-profits.
Actions planned to foster and maintain affordable housing
The City will take the following actions to foster and maintain affordable housing throughout
the community:
• Promote the construction of lower cost units by providing incentives to developers and
encouraging mixed-use projects, second units, density bonuses, loft-style units, and
manufactured housing.
• Strive to preserve and maintain existing affordable housing by using state and federal
funds fully to rehabilitate existing housing units. Additionally, the City will continue to
support affordable housing for groups with special needs, including seniors, the
disabled, and the homeless.
• Continue to implement its Inclusionary Housing Ordinance that requires a percentage of
new "for sale" residential units be made available as Below Market Rate (BMR) units for
low-income residents. The City will also continue to support its existing BMR units.
• Provide a “how to guide” for developers who are introducing new BMR units to the
market which provides guidance regarding resident selection, monitoring etc.
Actions planned to reduce lead-based paint hazards
The City will continue to incorporate lead testing and lead safe work practices into all
rehabilitation projects it funds. Additionally, the City makes lead-based paint information
available on its website, to all the local non-profit agencies, to homeowners and renters. The
City also provides loans and grants to homeowners and public facilities to abate lead -based
paint hazards.
Actions planned to reduce the number of poverty-level families
The City of South San Francisco has a multi-faceted approach to reducing poverty in the
community:
The City supports numerous efforts related to the construction and/or rehabilitation of
affordable housing. The City’s Housing Rehabilitation Loan Program p rovides low-interest loans
for housing rehabilitation to low-income homeowners to bring their housing up to code. The
City’s inclusionary housing ordinance aims to develop Below Market Rate (BMR) housing units
affordable to low- and moderate-income households through the housing development
process. The City will continue to seek out additional funding sources and partnerships to
provide affordable housing throughout the community.
Additionally, the City’s Affordable Housing Trust Fund (AHTF) is utilized to support the creation
and preservation of affordable housing in South San Francisco for the benefit of low - and
moderate-income households. The following projects and activities are eligible to be funded
through the City’s AHTF:
• Creation of new affordable units;
• Preservation of existing affordable housing;
• Assistance with multifamily rehabilitation programs;
• Conversion of market rate units to affordable housing;
• Construction of accessory dwelling units;
• Acquisition and rehabilitation of potential limited equity cooperatives;
• First time homebuyer loans; and
• Predevelopment loans/grants to assist nonprofit and for profit developers with project
feasibility studies, site acquisition and design studies for potential affordable housing
projects.
It is also important to note that non-profit organizations in South San Francisco play an
important role in providing affordable housing, food, childcare, clothing, and other emergency
services to low-income residents. The City partially funds and monitors these organizations
through the CDBG Program.
Through this multitude of efforts, in collaboration with non -profit agencies, the City is
continually working to help reduce the number of families living in poverty. With that said,
there are significant challenges to accomplishing this long-term goal. The biggest barrier to the
provision of services to lower income families and those at risk of becoming homeless is the
lack of adequate state, county, and federal funds for social service activities. For example, CDBG
funding for public services is limited to 15% of the City’s entitlement amount and 15% of prior
year program income. Since program income varies from year to year and is often received
after the Action Plan has been drafted and the budgets have been set, it can be difficult to fully
incorporate program income into services funding. The City continues to strive for efforts that
creatively and efficiently work within these constraints.
Actions planned to develop institutional structure
The City will continue to make the following efforts to improve institutional structure:
• Assist populations experiencing homelessness and populations at risk of experiencing
homelessness by supporting non-profits that provide services to these populations;
• Work with the Homeless Outreach Team (HOT);
• Work with other local jurisdictions as part of the CDBG Work Group to increase
collaboration and make administrative and monitoring processes more standardized,
compliant, and efficient;
• Build and improve relationships with local service providers; and
• Coordinate and participate in the Continuum of Care.
Actions planned to enhance coordination between public and private housing and social
service agencies
• Continue to collaborate with the County of San Mateo, private housing developers,
lenders, and non-profit housing developers to create more affordable housing;
• Continue to participate in the CDBG Work Group and to improve CDBG administrative
processes for both sub-recipients and City staff;
• Continue to fund non-profit agencies serving low-income residents;
• Encourage collaboration and cooperation among local service providers;
• Continue to participate in the CoC Steering Committee;
• Continue to participate in the San Mateo County HOME Consortium and serve on the
San Mateo County's Housing & Community Development Committee (HCDC);
• Support workforce development partnerships that serve residents and employees in
South San Francisco;
• Continue working with regional economic development groups and promote economic
development collaboration;
• Work with businesses and the Chamber of Commerce on downtown beautification and
other projects to improve Downtown; and
• Continue to work with the Homeless Outreach Team; this includes the City’s
participation on the HOT’s Case Manager Group and Oversight Committee.
Discussion
The following sections described the actions and efforts the City will undertake to meet
underserved needs, support affordable housing development, address lead -based paint
hazards, reduce the number of poverty-level households, improve the institutional structure of
service delivery, and enhance coordination between public and private housing and social
service agencies.
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4)
Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed
0
2. The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
0
5. The amount of income from float-funded activities 0
Total Program Income 0
Other CDBG Requirements
1. The amount of urgent need activities 0
Discussion
The City will ensure that it meets eligibility criteria and supports projects and programs that assist low-
income households and neighborhoods in South San Francisco.
Appendix - Alternate/Local Data Sources
1 Data Source Name
2012-2016 American Community Survey
List the name of the organization or individual who originated the data set.
U.S. Census Bureau
Provide a brief summary of the data set.
American Community Survey Data.
What was the purpose for developing this data set?
Most current available data.
Provide the year (and optionally month, or month and day) for when the data was collected.
2012-2016.
Briefly describe the methodology for the data collection.
U.S. Census American Community Survey Data.
Describe the total population from which the sample was taken.
City of South San Francisco.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
See standard U.S. Census American Community Survey.