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HomeMy WebLinkAbout2009-09-23 e-packet A GENDA CITY COUNCIL CITY OF SOUTH SAN FRANCISCO REGULAR MEETING MUNICIPAL SERVICES BUILDING COMMUNITY ROOM WEDNESDAY, SEPTEMBER 23, 2009 7:00 P.M. PEOPLE OF SOUTH SAN FRANCISCO You are invited to offer your suggestions. In order that you may know our method of conducting Council business, we proceed as follows: The regular meetings of the City Council are held on the second and fourth Wednesday of each month at 7:00 p.m. in the Municipal Services Building, Community Room, 33 Arroyo Drive, South San Francisco, California. Public Comment:For those wishing to address the City Council on any Agenda or non-Agendized item, please complete a Speaker Card located at the entrance to the Council Chamber’s and submit it to the City Clerk. Please be sure to indicate the Agenda Item # you wish to address or the topic of your public comment. California law prevents the City Council from taking action on any item noton the Agenda (except in emergency circumstances). Your question or problem may be referred to staff for investigation and/or action where appropriate or the matter may be placed on a future Agenda for more comprehensive action or a report. When your name is called, please come to the podium, state your name and address (optional) for the Minutes. COMMENTS ARE LIMITED TO THREE (3) MINUTES PER SPEAKER. Thank you for your cooperation. The City Clerk will read successively the items of business appearing on the Agenda. As she completes reading an item, it will be ready for Council action. KARYL MATSUMOTO Mayor MARK N. ADDIEGOPEDRO GONZALEZ Vice MayorCouncilman RICHARD A. GARBARINOKEVIN MULLIN CouncilmanCouncilman RICHARD BATTAGLIAKRISTA MARTINELLI-LARSON City TreasurerCity Clerk BARRY M. NAGELSTEVEN T. MATTAS City ManagerCity Attorney PLEASE SILENCE CELL PHONES AND PAGERS HEARING ASSISTANCE EQUIPMENT AVAILABLE FOR USE BY THE HEARING IMPAIRED AT CITY COUNCIL MEETINGS In accordance with California Government Code Section 54957.5, any writing or document that is a public record, relates to anopen session agenda item, and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection in the City Clerk’s Office located at City Hall. If, however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on this agenda. The address of City Hall is 400 Grand Avenue, South San Francisco, California 94080. CALL TO ORDER ROLL CALL PLEDGE OF ALLEGIANCE PRESENTATIONS Certificates of Recognition presentedto South City Fog –15Y Team for their participation and receipt of Second Placein the Cooperstown World Baseball Tournament. Certificates of Recognition presented to Summer Youth Program participants by Lt. Kallas. Certificateof Recognition presentedto Blue Ribbon Supply representative John Dilena. Fire Prevention Month Proclamation presented toFire Marshal Da Silva. Update on Downtown Bike Patrol by Chief of Police Massoni. AGENDA REVIEW PUBLIC COMMENTS ITEMS FROM COUNCIL Announcements. Committee Reports. November Council Meeting Schedule. CONSENT CALENDAR 1.Motion to approve the minutes of the meetings of July 22,2009and August 19, 2009. 2.Motion to confirm the expense claims of September23,2009. REGULAR CITY COUNCIL MEETINGSEPTEMBER 23, 2009 AGENDAPAGE 2 PUBLIC HEARING 3.Centrum Logistics Center Use Permit Centrum Properties, Inc./Owner City of San Bruno, Appellant 1070-1080 SAN MATEO AVE AP09-0003: P08-0041, UP08-0004, DR08-0019, EIR08-0003, PM09-0001 & TDM08- 0002 Appeal of the Planning Commission approval of Planning ApplicationP08-0041 certifying an Environmental Impact Report assessing the development impacts, and adopting a Statement of Overriding Considerations and Mitigation Measures, Use Permit and Design Review allowing a 624,048 square foot multi-tenant industrial facility, with 24 hour operation, outdoor storage of truck and trailers, convenience and limited service restaurants, uses generating in excess of 100 ADT, a new parking lot and landscaping, a Tentative Parcel Map merging two abutting properties, and a Transportation Demand Management Plan reducing project parking and traffic, situated at 1070 San Mateo Avenue (APN 015-163-230) and 1080 San Mateo Avenue (APNs 015-163-120) in the (M-1) Industrial Zoning District, in accordance with SSFMC 20.90. Motion to continue to regular meeting of October 14, 2009. 4.Resolution authorizing submittal ofthe 2008-2009 Consolidated Annual Performance and Evaluation Report (CAPER)to the Department of Housing and Urban Development (HUD). COMMUNITY FORUM ADJOURNMENT REGULAR CITY COUNCIL MEETINGSEPTEMBER 23, 2009 AGENDAPAGE 3 RESOLUTION NO. ____________ CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA A RESOLUTION AUTHORIZING SUBMITTAL OF THE 2008-09 CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (“CAPER”) TO THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT. WHEREAS, the Department of Housing and Urban Development (“HUD”) requires communities receiving Community Development Block Grant (“CDBG”) funds to submit a year-end Consolidated Annual Performance and Evaluation Report (“CAPER”); and WHEREAS, in fiscal year 2008-09, a total of $594,729.00 in CDBG funding; $16,175 in HOME funding received from the San Mateo County HOME Consortium; and $52,800 in South San Francisco Redevelopment Agency funds were available for a broad range of community development activities; and WHEREAS, the CAPER has been available for public review in the office of Economic and Community Development, City Hall, 400 Grand Avenue since September 2, 2009. NOW, THERFORE, BE IT RESOLVED by the City Council of the City of South San Francisco that the City Council hereby authorizes the City Manager to submit the CAPER and execute all required documents for submittal to the Department of Housing an Urban Development. **** I hereby certify that the foregoing Resolution was regularly introduced and adopted by City Council of the City of South San Francisco at a regular meeting held on rd the 23 day of September, 2009 by the following vote: AYES: ___________________________________________________________ ___________________________________________________________ NOES: ___________________________________________________________ ABSTAIN: ___________________________________________________________ ABSENT: ___________________________________________________________ ATTEST: __________________________ City Clerk Page 1 Page 1 Year One CAPER The CPMP Consolidated Annual Performance and Evaluation Report includes Narrative Responses to CAPER questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order to be compliant with the Consolidated Planning Regulations. The Executive Summary narratives are optional. The grantee must submit an updated Financial Summary Report (PR26). GENERAL Executive Summary This module is optional but encouraged. If you choose to complete it, provide a brief overview that includes major initiatives and highlights that were proposed and executed throughout the first year. Program Year 1 CAPER Executive Summary response: Executive Summary The 2008-2009 CAPER describes how the City of South San Francisco addressed the City’s housing and non-housing community development needs during the 2008- 2009 fiscal year. In April 2008, the City of South San Francisco adopted a Five Year Consolidated Plan for housing and non-housing community development activities for 2008-2013. The Consolidated Plan identifies the community’s needs in housing, neighborhood improvements, social services, and economic development. It also sets priorities for addressing those needs and describes how the City will use Community Development Block Grant (CDBG), HOME, and local funds to address those needs. This document, the 2008-09 CAPER, is consistent with the priorities established in the Five Year Consolidated Plan. This plan covers all of the areas requested by HUD and provides a wide array of information concerning our community and its residents. In addition, we have provided several financial reports and other resources to enable HUD to carefully review our programs. General Questions 1.Assessment of the one-year goals and objectives: a.Describe the accomplishments in attaining the goals and objectives for the reporting period. b.Provide a breakdown of the CPD formula grant funds spent on grant activities for each goal and objective. c.If applicable, explain why progress was not made towards meeting the goals and objectives. Year One CAPER 1Version 2.0 Page 2 City of South San Francisco 2.Describe the manner in which the recipient would change its program as a result of its experiences. 3.Affirmatively Furthering Fair Housing: a.Provide a summary of impediments to fair housing choice. b.Identify actions taken to overcome effects of impediments identified. 4.Describe Other Actions in Strategic Plan or Action Plan taken to address obstacles to meeting underserved needs. 5.Leveraging Resources a.Identify progress in obtaining “other” public and private resources to address needs. b.How Federal resources from HUD leveraged other public and private resources. c.How matching requirements were satisfied. Program Year 1 CAPER General Questions response: Assessment of One Year Goals and Objectives In order to clarify the goals and objectives for each non-profit agency during the year, a chart has been included in the ‘year 1 additional files’ section. It breaks down the CPD formula and clarifies all of the goals and objectives for the programs funded by the City of South San Francisco during the 2008-2009 fiscal year. Many of the agencies that the City funded faced financial and staffing difficulties throughout the year. Much of this was due to the California state budget crisis. Furthering Fair Housing The 2008-2009 fiscal year saw the continuation of the housing foreclosure crisis. The crisis was in full swing and the City of South San Francisco did not come away from this issue unscathed. South San Francisco continued to have problems with renters who were bilked out of rent payments by landlords whose properties were foreclosed. Essentially, the landlords would wrongly take money from renters. Many of the victims of this crime are Hispanic, non-English speakers. The City’s partner organizations have also confronted the issue of foreclosures by providing two distinct resources. For those who are in foreclosure, they provide advocacy and assistance. For those who are not in foreclosure, they assist clients with financial packets so that they can call their bank for assistance. The 2008-2009 CDBG Program funded one organization – Project Sentinel - to help us manage the housing issues we faced. This year, they served 103 cases dealing with fair housing and/or tenant-landlord issues. Unfortunately, La Raza Centro Legal, which had done a lot of work in the community, particularly with the Spanish speaking population, decided to leave the area and focus on other needs in the community not related to housing. The City has another partner – The Legal Aid Society of San Mateo County - that will work primarily with renters in the 2009-10 fiscal year. Leveraging The City’s yearly CDBG entitlement and HOME Administrative funds were leveraged with Redevelopment Agency funds and private investment. Projects leveraged with these funds include: housing development projects, homelessness prevention, fair housing and first-time homebuyer loans. The nonprofit agencies receiving grants Year One CAPER 2Version 2.0 Page 3 City of South San Francisco from the City leveraged the grants with their own agency funding from foundations, state and county grants, private donors, corporations, in-kind donors and/or fees for service. As part of our downtown renovation program, the City has used some CDBG rehabilitation funds for a variety of activities including partially funding the placement of attractive tree planters in our downtown historic district. The City and Redevelopment Agency also purchased new benches for residents at strategic locations such as bus stops. The City is currently seeking ways to leverage federal stimulus dollars to provide case management for transients in the community. Managing the Process 1.Describe actions taken during the last year to ensure compliance with program and comprehensive planning requirements. Program Year 1 CAPER Managing the Process response: Lead Agency The City of South San Francisco’s Housing and Community Development Division (HCD) is the lead public agency responsible for developing and implementing the City’s Consolidated Plan. HCD administers the City’s Community Development Block Grant (CDBG) and Redevelopment Agency’s tax increment funds. HCD is responsible for many of the activities and programs identified in the Consolidated Plan including the City’s housing rehabilitation program, debris box and emergency code voucher programs, first time homebuyer program, new housing development programs, funding of nonprofit agencies, commercial development programs, and improvements of the City’s public facilities and infrastructure. Compliance with Planning Requirements The City has established procedures that ensure City programs and non-profit agencies comply with federal program requirements and City policies. For agencies that receive CDBG, HOME and RDA funding, the City requires agencies to submit quarterly reports of their accomplishments and financial transactions. These reports keep the City informed about the progress agencies are making towards meeting their objectives. The City also conducts site visits and requires the agencies to submit an annual audit. The City Council has reviewed the City’s annual reports to ensure that the City is applying its resources to meet community goals. The reports reviewed this year include the CAPER (Consolidated Annual Performance & Evaluation Report) for federal programs, the annual report for the Redevelopment Agency and the annual city audit. Organizations Consulted to Develop the Consolidated Plan The City of South San Francisco is a participating jurisdiction in the San Mateo County HOME Consortium. South San Francisco consulted with San Mateo County in identifying community needs. The City also consulted with the following Year One CAPER 3Version 2.0 Page 4 City of South San Francisco governmental and social service organizations in identifying community needs: Center for Independence for the Disabled, Shelter Network, Second Harvest Food Bank, City of South San Francisco Adult Day Care Program, City of South San Francisco Childcare program, HIP Housing, North Peninsula Family Alternatives, North Peninsula Neighborhood Services Center, John’s Closet, PARCA, and Project Read. Organizations Consulted to Deliver Services The City will work closely with non-profit social service providers, other cities, the County, and the Chamber of Commerce to coordinate the delivery of services to residents. The City will also assist neighborhood groups with space for events and materials to help them conduct community activities. Agency Coordination in FY 2008-2009 In 2008-2009, the City worked to strengthen its relationships with organizations serving the public. Specific efforts included: 1.Planning additional events to deal with the increasing number of housing foreclosures and financial difficulties throughout the community. 2.Working with the County of San Mateo and other CDBG jurisdictions to implement HUD’s Lead Safe Housing Regulation. 3.Participating in the San Mateo County HOME Program Consortium 4.Funding non-profit agencies serving low-income residents 5.Continuing to promote the First-Time Home Buyer Program that will create opportunities for new home owners through a partnership with First Home Inc. 6.Working with businesses and the Chamber of Commerce on downtown beautification and other projects to improve the downtown. 7.Working with nonprofit agencies and private developers to build affordable housing Citizen Participation 1.Provide a summary of citizen comments. 2.In addition, the performance report provided to citizens must identify the Federal funds made available for furthering the objectives of the Consolidated Plan. For each formula grant program, the grantee shall identify the total amount of funds available (including estimated program income), the total amount of funds committed during the reporting period, the total amount expended during the reporting period, and the geographic distribution and location of expenditures. Jurisdictions are encouraged to include maps in describing the geographic distribution and location of investment (including areas of minority concentration). The geographic distribution and expenditure requirement may also be satisfied by specifying the census tracts where expenditures were concentrated. *Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool. Program Year 1 CAPER Citizen Participation response: Year One CAPER 4Version 2.0 Page 5 City of South San Francisco CAPER A notice announcing the public comment period and a public hearing for the CAPER was published in the San Mateo County Times on September 11, 2009, and a public hearing was held on September 23, 2009. All notices informed citizens about the purpose of the CAPER and invited them to review the document and give comments to the City Council at the public hearing. Information concerning our social services programs has been posted publicly on the city’s website. This information includes website links to each non-profit and the resources awarded to each organization. The City also published a notice of CAPER st report availability on the 21 of August, 2009. Citizen Comments All verbal or written comments received during the CAPER public comment period or at the City Council’s public hearing on September 23, 2009 will be included in the supplemental materials section. Geographic Area of Service The geographic area of service focuses on the Downtown Neighborhood Strategy Area - a key area of poverty that the CDBG program seeks to provide assistance. The area is the Old Town section of the City, located near the downtown area where many of the homes are older. This area also features a high concentration of low- income, immigrant residents. Last year, the City began to fund a program to place new benches and planters in the downtown area and establish the beginning stages of the program to deal with the downtown homeless population. At this time, one corner has been redecorated with the new outdoor furniture and planning has begun to place more benches at the downtown library. Assistance is provided to any and all qualified low and low-moderate income households or persons who reside in the City of South San Francisco. Both Commercial and Residential Rehabilitation efforts are targeted to the Downtown Strategy Area. Institutional Structure 1.Describe actions taken during the last year to overcome gaps in institutional structures and enhance coordination. Program Year 1 CAPER Institutional Structure response: Overcoming Gaps and Enhancing Coordination In 2008-2009 the City continued to work closely with non-profit social service providers, other cities, the County, and the Chamber of Commerce to coordinate the delivery of services to residents and to assist neighborhood groups with space for events and materials to help them conduct community activities. Specific efforts included: - Participating in the San Mateo County HOME Program Consortium - Working with the County of San Mateo and other CDBG jurisdictions to implement HUD’s Lead Safe Housing Regulation Year One CAPER 5Version 2.0 Page 6 City of South San Francisco - Joining the Stakeholder Committee of HOPE (Housing our People Effectively): The Plan to Prevent and End Homelessness in San Mateo County - Funding fourteen (14) agencies serving low-income residents to address needs diverse as childcare, senior services, homelessness, and counseling for battered women and services for disabled people - Participating with the County of San Mateo and a nonprofit organization to provide education and opportunities for first-time homebuyers and those facing foreclosure issues - Assisting downtown businesses and the Chamber of Commerce with downtown beautification and improvement projects - Working with the County of San Mateo, other entitlement cities, and nonprofit agencies to address concerns identified in the Analysis of Impediments for Fair Housing for all of San Mateo County - Continuing to work collaboratively with North Peninsula Neighborhood Services Center to manage the City’s minor home repair program - Providing resources and information through the City’s website to help increase information and awareness concerning our programs - Working with Project Sentinel to help deal with housing foreclosure issues Monitoring 1.Describe how and the frequency with which you monitored your activities. 2.Describe the results of your monitoring including any improvements. 3.Self Evaluation a.Describe theeffect programs have in solving neighborhood and community problems. b.Describe progress in meeting priority needs and specific objectives and help make community’s vision of the future a reality. c.Describe how you provided decent housing and a suitable living environment and expanded economic opportunity principally for low and moderate-income persons. d.Indicate any activities falling behind schedule. e.Describe how activities and strategies made an impact on identified needs. f.Identify indicators that would best describe the results. g.Identify barriers that had a negative impact on fulfilling the strategies and overall vision. h.Identify whether major goals are on target and discuss reasons for those that are not on target. i.Identify any adjustments or improvements to strategies and activities that might meet your needs more effectively. Program Year 1 CAPER monitoring response: Year One CAPER 6Version 2.0 Page 7 City of South San Francisco Monitoring Frequency and Process All non-profits funded by the City received a monitoring visit this year. During the visit, the non-profit staff would provide a tour of the facility and then City staff would go over four pages of questions to ensure that the non-profit partner was operating successfully. This review covers their ability to manage their organization in relation to finances, marketing and their bylaws. Staff also reviews files on site and discusses problems or success they have been having in an effort to provide technical assistance or share best practices. After each monitoring visit, the non-profit is sent an email noting the results of their review. The City keeps a brief overview of each non-profit in its files. The City’s policy is to monitor non-profits every other year at a minimum. Monitoring Results and Improvements Most of the improvements that need to be made are rectified during the annual audits done with the non-profit. Most of our issues deal with non-profits feeling confused about the exact reporting requirements or needs. To that end, staff created web pages to help explain key dates, processes and information to the non-profits. Self-Evaluation The City has made great progress in serving the needs of our community and low- income residents. Because of the fall out from the recent mortgage crisis, staff has worked hard to manage the affects on the community. The 15% cap on social services has created a serious impediment to providing additional resources for those in need. Budget cuts have also closed off opportunities for increased services at a time when they are most needed. In response, the Housing and Community Development (HCD) Division altered its goals to assist homeowners in danger of foreclosure by partnering with non-profits that have the ability to provide mortgage counseling. HCD has been diligent in seeking out grant funding available through the American Recovery and Reinvestment Act of 2009. Some of these funds, including CDBG-R resources were added to the 2008-09 CDBG budget and are being used but tracked separately. The City has a multifaceted approach to reducing the number of families living in poverty. First, the City participates in the construction and rehabilitation of housing that restricts rents to levels affordable to low-income residents. This helps reduce the number of families living in poverty by decreasing one of their largest expenses, rent, to a reasonable level. Second, commercial renovations help increase the economic vitality and number of pedestrian visits to the downtown. This in turn creates more spending and more job opportunities for low-income residents. Third, the City funds several nonprofit agencies whose services help low-income residents with childcare, literacy and other services. Fourth, the City contributes RDA funding to homeless shelters that include supportive services that help homeless people transition into employment and housing. Lead-based Paint 1.Describe actions taken during the last year to evaluate and reduce lead-based paint hazards. Program Year 1 CAPER Lead-based Paint response: Year One CAPER 7Version 2.0 Page 8 City of South San Francisco Actions to Reduce Lead Based Paint in the Last Year The City of South San Francisco addresses lead paint hazards in all of it housing and commercial buildings. This helps prevents lead poisoning among tenants and residents. Further, the City will continue to work with other cities in San Mateo County and the County of San Mateo to make training classes available to city staff and contractors. Besides sharing information on training classes, the cities and County will maintain a list of certified contractors and maintenance/rehab workers that can perform work for all the jurisdictions. The City encouraged its regular contractors and their workers to become certified abatement workers/supervisors. Bid packages will include information about lead-based paint hazards and training available to contractors. During the 2008-09 FY, the City managed the rehabilitation of five (5) Redevelopment Agency owned units which contained lead and mold. All of the units were tested prior to rehabilitation. Residents were relocated while their units were put under containment, ripped to the studs and had all of the lead and mold removed. This provided tenants with healthier, safer homes. HOUSING Housing Needs *Please also refer to the Housing Needs Table in the Needs.xls workbook. 1.Describe Actions taken during the last year to foster and maintain affordable housing. Program Year 1 CAPER Housing Needs response: Housing Activities The City worked to increase and improve the supply of affordable housing through new construction and the acquisition and rehabilitation of existing housing. The City also funded a variety of programs that provided housing for special needs groups including homeless persons, domestic violence survivors, seniors, and persons with disabilities. For homeowners, the City had several housing rehabilitation programs available. Through these programs, the City served low-income households. The City offered low-interest loans and grant vouchers to low-income homeowners for housing repairs. House Helpers, a minor home repair program, performed free repairs for 19 very-low income households. The City also funded major repairs of 3 South San Francisco homes of low-income homeowners through the Rebuilding Together Peninsula program. The Center for Independence of the Disabled assisted 32 residents. The City worked with non-profit organizations to provide support services to low- income renters. Project Sentinel provided assistance with housing issues to 103 residents. The City also worked to increase the level of information available Year One CAPER 8Version 2.0 Page 9 City of South San Francisco concerning affordable housing by creating packets and posting updated social services information on our website. To increase the availability of affordable rental units, the City’s inclusionary housing ordinance includes a requirement that 20% of rental units in new developments be affordable to low-and moderate income renters. No new rental units became available in 2008-09 although the City did conduct repairs at 5 Redevelopment Agency owned affordable rental homes. This project was extensive and required testing of the homes prior to construction, containment of the homes and relocation for the residents. The project allowed these five units to remain affordable and habitable. The City is currently planning additional affordable housing options for our downtown area and has a new affordable housing project on the horizon for the El Camino Real Corridor. First Time Homebuyer Program The City of South San Francisco’s First-Time Homebuyer program provides low- interest “silent second loans” to low-and moderate income residents. Loans range between $25,000 and $100,000 depending on need and income eligibility. First-time homebuyers are currently able to use the City loans to purchase below market rate units (BMR) in newly constructed developments and at BMR units being resold. The program also offers first-time homebuyer seminars and individual counseling for prospective buyers. This program provides increased affordability to new decent housing. First Home, Inc., the City’s program administrator conducted one first-time homebuyer seminar for South San Francisco residents to help families learn about the home buying process. The City assisted eight first-time homebuyers in FY 2008-2009. The goal for 2008- 2009 was to provide between 5 and 25 loans to households. Seven (7) of the households were at or below 80% AMI and one (1) was at or below 120% AMI. The racial and ethnic make-up of the families was Hispanic/Latino-3, Asian-4, and White- 1. The City used $190,000 in CDBG funds for 4 of the low-income families. In addition, The Redevelopment Agency used $315,000 for 4 loans to the low-income families and 1 loan for a family at 120% of median-income. One low-income family received a loan using both CDBG and RDA funds, which explains why nine loans were made instead of eight. Inclusionary Housing Under the City’s Inclusionary Housing Ordinance developers are required to provide affordable units in new market rate projects. The units must be affordable to residents earning between 50% and 120% AMI. Units can be either rental or ownership depending on the type of project under development. No public funds are used to develop BMR units because the private developers pay for the entire development. The outcome of this project is increased affordability of new decent housing. This year seventeen (17) BMR units sold: Thirteen (13) sold to low-income families and four (4) to moderate-income families. Year One CAPER 9Version 2.0 Page 10 City of South San Francisco Specific Housing Objectives 1.Evaluate progress in meeting specific objective of providing affordable housing, including the number of extremely low-income, low-income, and moderate- income renter and owner households comparing actual accomplishments with proposed goals during the reporting period. 2.Evaluate progress in providing affordable housing that meets the Section 215 definition of affordable housing for rental and owner households comparing actual accomplishments with proposed goals during the reporting period. 3.Describe efforts to address “worst-case” housing needs and housing needs of persons with disabilities. Program Year 1 CAPER Specific Housing Objectives response: The City continues to endeavor to increase and improve the supply of affordable housing through new construction and the acquisition and rehabilitation of existing housing. The City also funds a variety of programs that provide housing for special needs groups including homeless persons, domestic violence survivors, seniors, and persons with disabilities. The City addresses the housing needs of residents with special needs through a variety of programs. For homeless people, the City implements a continuum of care approach to help families and individuals break the cycle of homelessness. By providing support services, transitional housing, and permanent housing, City-funded non-profit agencies are able to help residents find permanent housing and avoid episodes of homelessness. The City funds an array of non-profit agencies that provide housing and services to families at-risk of becoming homeless. Addressing the special needs of chronically homeless individuals is important to South San Francisco. The City funds Communities Overcoming Relationship Abuse (CORA), which runs an emergency shelter for domestic violence survivors with supportive services. We also began discussions with local police about new strategies for working with our local transient population. As one way of maintaining existing affordable housing units, the City has several housing rehabilitation programs which are available for low-income homeowners. The City offers low-interest loans and grant vouchers to low-income homeowners for housing repairs. The City also funds a minor home repair program to perform free minor home repairs for very low-income homeowners and major repairs of South San Francisco homes of low income homeowners through the Rebuilding Together Peninsula program. For moderate and low-income renters, the City will require the future availability of below market rate rental units in new rental developments of four units or more through the City’s Inclusionary Housing Ordinance. The BMR rental units will be affordable to people at 50% - 120% of the AMI. For very-low income renters, the City’s Affordable Housing Acquisition and Rehabilitation Program works with private rental property owners and non-profit organizations to identify suitable rental properties that can be acquired and/or rehabilitated to provide housing for very-low income renters. During the last year, Year One CAPER 10Version 2.0 Page 11 City of South San Francisco our office worked closely with HIP Housing, a local non-profit, to place individuals in their rental units. The City of South San Francisco referred the “worst-case” housing needs situations to homeless shelters, the County Housing Department or the City of South San Francisco Public Housing Authority. Although our office does not manage section 8 vouchers, staff provides information concerning their availability and occasionally assists low income tenants with filling out the application. Due to our limited resources, partnership poses the best opportunity for managing special cases. Public Housing Strategy 1.Describe actions taken during the last year to improve public housing and resident initiatives. Program Year 1 CAPER Public Housing Strategy response: The South San Francisco Public Housing Authority operates as a separate entity and submits a Consolidated Plan to HUD separately from the City of South San Francisco. The South San Francisco PHA manages 80 units of affordable public housing. Information about the needs and strategy of the South San Francisco PHA can be found in the South San Francisco PHA Annual Plan. Barriers to Affordable Housing Describe actions taken during the last year to eliminate barriers to affordable 1. housing. Program Year 1 CAPER Barriers to Affordable Housing response: Obstacles The key obstacle the City faced in meeting underserved needs was the lack of available funds. The City leveraged its limited funds to the fullest extent possible and used them efficiently. The City accomplished this by working and coordinating with various organizations to maximize the use of City funds. By drawing on the expertise and resources of various organizations, the City was able to serve a greater number of city residents. To overcome the obstacles of meeting underserved housing needs as well as fostering the development of affordable housing, the City continued to make an effort to purchase substandard housing and/or underutilized land to create affordable housing opportunities. In addition, the City’s Inclusionary Housing ordinance requiring new housing developments to make 20 percent of the units affordable to low- and moderate-income families for 55 years is proving to be a success. The City has negotiated for more than 160 below market rate units in various new projects that were developed over the past few years. Furthermore, the City partnered with a nonprofit developer to begin work on a new affordable housing project in the City of South San Francisco El Camino Corridor. Year One CAPER 11Version 2.0 Page 12 City of South San Francisco During the last year, there has been an increase in the need for affordable housing resources as more homes went into foreclosure. The increased awareness about the need for affordable housing turned to thoughts about how the City might help homeowners keep their homes. To that end, the staff at the HCD office began focusing on organizing Foreclosure Prevention seminars and a Mortgage Fair. One fair was hosted but the turn out was low. One possible reason for the low turn out was that residents might be too embarrassed by their situation to show up. As a result, staff worked with one of its project partners, Project Sentinel, to create an online voice-over slide show where residents could view the session privately at home or in a library. Remove Barriers to Affordable Housing/Governmental Constraints In an effort to foster and maintain the supply of affordable housing and to remove barriers to affordable housing development, the City of South San Francisco continued to monitor its policies to identify areas where the City can make improvements. The City is currently working on updating its Housing Element. The Housing Element will have a review and analysis of the City’s housing stock, demographics, availability of land, constraints to developing housing, and many other factors. With the City’s new Housing Element in place, the City will continue working to foster, maintain, and remove barriers to affordable housing. Some of our projects included the following activities: 1. Updated and implemented density bonus ordinance 2. Enforced the City’s Inclusionary Housing ordinance requiring that 20 percent of all new housing units in residential developments of 4 or more units in the City be affordable to moderate-income families 3. Encouraged Transit Oriented development near the South San Francisco and San Bruno BART Stations 4. Expedited reviews of affordable housing projects and provide technical assistance to developers 5. Applied amended zoning ordinance to give disabled residents greater flexibility making accessibility modifications to their homes 6. Allowed higher densities in senior housing projects 7. Permitted reduced parking requirements for senior-care facilities 8. Required builders to include disabled-accessible units in new apartment projects HOME/ American Dream Down Payment Initiative (ADDI) 1.Assessment of Relationship of HOME Funds to Goals and Objectives a.Evaluate progress made toward meeting goals for providing affordable housing using HOME funds, including the number and types of households served. 2.HOME Match Report Year One CAPER 12Version 2.0 Page 13 City of South San Francisco a.Use HOME Match Report HUD-40107-A to report on match contributions for the period covered by the Consolidated Plan program year. 3.HOME MBE and WBE Report a.Use Part III of HUD Form 40107 to report contracts and subcontracts with Minority Business Enterprises (MBEs) and Women’s Business Enterprises (WBEs). 4.Assessments a.Detail results of on-site inspections of rental housing. b.Describe the HOME jurisdiction’s affirmative marketing actions. c.Describe outreach to minority and women owned businesses. Program Year 1 CAPER HOME/ADDI response: Not Applicable HOMELESS Homeless Needs *Please also refer to the Homeless Needs Table in the Needs.xls workbook. 1.Identify actions taken to address needs of homeless persons. 2.Identify actions to help homeless persons make the transition to permanent housing and independent living. 3.Identify new Federal resources obtained from Homeless SuperNOFA. Program Year 1 CAPER Homeless Needs response: Special Needs Populations To the extent practical, the City of South San Francisco attempted to estimate the number of persons in various subpopulations in order to identify their needs. However, it is challenging to clearly assess how many people in South San Francisco fall into each sub-population. Below is a description of the City’s best estimates of the special needs population, their needs, and priorities to address their needs. The City is a member of the Housing Our People Effectively (HOPE) Initiative which seeks to wipe out homelessness in the County of San Mateo. Their latest report was issued in May 2009 and reported some of the following key facts: - The number of unsheltered homeless dropped from 97 individuals in 2007 to only 7 individuals in 2009 - This drop represented a 93% change - The number of unsheltered now makes up less than one percent of our population whereas it used to be nearly 9% of our population -Most of the homeless cited the lack of affordable housing as their main reason for being homeless Year One CAPER 13Version 2.0 Page 14 City of South San Francisco Summary of Specific Homeless/Special Needs Objectives The City of South San Francisco set specific objectives to address homeless needs. Following is a description of these objectives as well as a description of how the City will use Federal, State, local, and private resources to address the needs identified for the period covered by the Consolidated Plan. The numeric goals contained in these priorities are based on the one year goals of each of the following programs. Because funding decisions are made annually as to which agencies will be funded for the following program year, it is possible that some of the numeric goals will shift over the five years if there are changes in which agencies are providing the specific services needed in South San Francisco. Priority: Provide service-enriched shelter and transitional housing for homeless individuals and families. 1.0. Provide emergency and transitional shelter for families It is the City’s goal to provide funding to organizations that provide shelter, transitional housing, and services to homeless families. 1.1. Shelter Network – Crossroads ($18,000 RDA) (met goal) Crossroads provides transitional housing and comprehensive support services to homeless. On-site services include support groups, job development and other individualized services to help families’ secure permanent housing. The program is available to individuals citywide. The City funded this program with RDA funds leveraged by the County of San Mateo, other cities on the Peninsula, private foundations, and private donors. The Shelter planned to serve 8 South San Francisco households and 30 individuals. During the 2008-2009 fiscal year, Shelter Network’s Crossroads program served12 households and 38 individuals. 2.0. Provide emergency and transitional shelter for individuals It is the City’s goal to provide funding to organizations that provide shelter, transitional housing, and supportive services to homeless individuals. 2.1. Shelter Network – Maple Street ($7,500 RDA) (goal significantly met) Maple Street Shelter provides transitional housing and comprehensive support services to homeless individuals. On-site services include support groups, job development and other services to help individuals’ secure permanent housing. The City will fund this program with RDA funds that will be leveraged by the County of San Mateo, other cities on the Peninsula, private foundations, and private donors. The program expected to serve 40 individuals and 40 households during the course of the 2008-2009 fiscal year. The program served 28 individuals and 28 households, which was lower than expected. Discussions with staff at the shelter showed that the tight rental housing and job market made it more difficult for residents to leave transitional housing therefore opening space for new residents. 2.2. HIP Housing – Home Sharing Program ($10,000 RDA) (met goal) HIP (Human Investment Project) Housing provides a matching service for those who wish to engage in a home sharing program. This organization gained a lot of press this year because they were mentioned on the Oprah Winfrey show, which boosted their participation numbers. Their program has been touted as (1) an option for homeowners struggling to make their mortgage payments and (2) an affordable housing option for individuals seeking a place to reside. HIP Housing hoped to serve Year One CAPER 14Version 2.0 Page 15 City of South San Francisco 59 individuals and 89 households. They ended the year serving 131 individuals and 105 households. 2.3. Samaritan House – Safe Harbor Shelter ($7,000 RDA) (goal significantly met) Samaritan House operates the Safe Harbor Shelter located in South San Francisco. It is a wet shelter meaning that residents are not required to be sober when they enter the facility. Residents are supposed to spend time attending treatment programs during the day. They have both emergency and transitional beds. They had hoped to serve 91 individuals but only served 61 during this fiscal year. This agency faced severe shortages in funding resources and staffing at the shelter. 3.0. Provide emergency and transitional shelter for domestic violence survivors and their children It is the City’s goal to provide funding to organizations that provide shelter, transitional housing, and services to domestic violence survivors and their children. 1 3.1. Center Overcoming Relationship Abuse ($5,000 CDBG)(met goal) CORA provides shelter for domestic violence survivors and their children as well as food, clothing, counseling and legal services. Services are provided in English, Spanish, and Tagalog. The City funded this program with CDBG funds leveraged by the County of San Mateo, other cities on the Peninsula, private foundations, and private donors. The CORA program expected to serve 2 households and 5 individuals during the 2008-2009 fiscal year. At the end of the fiscal year the program had served 4 households and 7 individuals. Chronic Homelessness and Prevention The City of South San Francisco has struggled with homeless issues during the 2008- 09 year. The economy has left many individuals who might have otherwise been housed, to instead live on the streets. The City funded agencies that provide temporary housing resources for victims of domestic violence or those seeking transitional housing. Other agencies such as North Peninsula Neighborhood Services Center provided emergency hotel vouchers for residents in need of immediate shelter. The City is currently considering the creation of a homeless task force which would be made up of members from local downtown business groups, the City and homeless organizations. Barriers to Homelessness Prevention The main barrier to homeless prevention is the lack of available funding for non- profit agencies. Many of the organizations funded by the city in the past have faced serious cuts in funding which will alter their ability to serve the needs of the community. Sadly, another barrier is the lack of case management for individuals with serious mental or social problems. This cross section of society often needs skilled social workers to help them. 1 A grant of $35,000 for shelter repairs was also supplied to CORA. This is discussed later in the CAPER narrative. Year One CAPER 15Version 2.0 Page 16 City of South San Francisco Specific Homeless Prevention Elements 1.Identify actions taken to prevent homelessness. Program Year 1 CAPER Specific Housing Prevention Elements response: The City of South San Francisco worked along side its key social service agency, The North Peninsula Neighborhood Services Center (NPNSC), to help manage cases where families were at the risk of becoming homeless. When a family has been identified as being at-risk, our staff speaks with the household concerning affordable options such as applying for Section 8, public housing or home sharing options. The family is then referred to NPNSC for further assistance and follow-up. Often times, the family is able to get by with extra supplies of foodstuffs, rental assistance or utility bill assistance. During the 2008-2009 fiscal year, South San Francisco had an increase in the number of residents dealing with issues surrounding foreclosures. The first thing the City attempted to do was to keep people in their homes. If that situation did not work, it would try to help them find temporary or transitional housing using the process mentioned above. The City adopted a continuum of care approach to assist families and individuals to break the cycle of homelessness. The City funded an array of non-profit agencies that provide housing and services to families at-risk of becoming homeless. By providing support services, transitional housing, and permanent housing, City-funded non-profit agencies are able to help residents find permanent housing and avoid 2 episodes of homelessness. This year, with City funding, 61 individuals resided in 3 transitional housing programs. Many more families and individuals – 83 - at-risk of becoming homeless received services such as assistance with rental security deposits, utility bills, shared housing referrals and life skills training. Emergency Shelter Grants (ESG) 1.Identify actions to address emergency shelter and transitional housing needs of homeless individuals and families (including significant subpopulations such as those living on the streets). 2.Assessment of Relationship of ESG Funds to Goals and Objectives a.Evaluate progress made in using ESG funds to address homeless and homeless prevention needs, goals, and specific objectives established in the Consolidated Plan. b.Detail how ESG projects are related to implementation of comprehensive homeless planning strategy, including the number and types of individuals and persons in households served with ESG funds. 3.Matching Resources a.Provide specific sources and amounts of new funding used to meet match as required by 42 USC 11375(a)(1), including cash resources, grants, and staff salaries, as well as in-kind contributions such as the value of a building or lease, donated materials, or volunteer time. 2 This refers to the number of individuals who resided at CORA and the Shelter Network shelters 3 Number taken from NPNSC database Year One CAPER 16Version 2.0 Page 17 City of South San Francisco 4.State Method of Distribution a.States must describe their method of distribution and how it rated and selected its local government agencies and private nonprofit organizations acting as subrecipients. 5.Activity and Beneficiary Data a.Completion of attached Emergency Shelter Grant Program Performance Chart or other reports showing ESGP expenditures by type of activity. Also describe any problems in collecting, reporting, and evaluating the reliability of this information. b.Homeless Discharge Coordination i.As part of the government developing and implementing a homeless discharge coordination policy, ESG homeless prevention funds may be used to assist very-low income individuals and families at risk of becoming homeless after being released from publicly funded institutions such as health care facilities, foster care or other youth facilities, or corrections institutions or programs. c.Explain how your government is instituting a homeless discharge coordination policy, and how ESG homeless prevention funds are being used in this effort. Program Year 1 CAPER ESG response: No Response Required COMMUNITY DEVELOPMENT Community Development *Please also refer to the Community Development Table in the Needs.xls workbook. 1.Assessment of Relationship of CDBG Funds to Goals and Objectives a.Assess use of CDBG funds in relation to the priorities, needs, goals, and specific objectives in the Consolidated Plan, particularly the highest priority activities. b.Evaluate progress made toward meeting goals for providing affordable housing using CDBG funds, including the number and types of households served. c.Indicate the extent to which CDBG funds were used for activities that benefited extremely low-income, low-income, and moderate-income persons. 2.Changes in Program Objectives a.Identify the nature of and the reasons for any changes in program objectives and how the jurisdiction would change its program as a result of its experiences. 3.Assessment of Efforts in Carrying Out Planned Actions a.Indicate how grantee pursued all resources indicated in the Consolidated Plan. b.Indicate how grantee provided certifications of consistency in a fair and impartial manner. c.Indicate how grantee did not hinder Consolidated Plan implementation by action or willful inaction. Year One CAPER 17Version 2.0 Page 18 City of South San Francisco 4.For Funds Not Used for National Objectives a.Indicate how use of CDBG funds did not meet national objectives. b.Indicate how did not comply with overall benefit certification. 5.Anti-displacement and Relocation – for activities that involve acquisition, rehabilitation or demolition of occupied real property a.Describe steps actually taken to minimize the amount of displacement resulting from the CDBG-assisted activities. b.Describe steps taken to identify households, businesses, farms or nonprofit organizations who occupied properties subject to the Uniform Relocation Act or Section 104(d) of the Housing and Community Development Act of 1974, as amended, and whether or not they were displaced, and the nature of their needs and preferences. c.Describe steps taken to ensure the timely issuance of information notices to displaced households, businesses, farms, or nonprofit organizations. 6.Low/Mod Job Activities – for economic development activities undertaken where jobs were made available but not taken by low- or moderate-income persons a.Describe actions taken by grantee and businesses to ensure first consideration was or will be given to low/mod persons. b.List by job title of all the permanent jobs created/retained and those that were made available to low/mod persons. c.If any of jobs claimed as being available to low/mod persons require special skill, work experience, or education, provide a description of steps being taken or that will be taken to provide such skills, experience, or education. 7.Low/Mod Limited Clientele Activities – for activities not falling within one of the categories of presumed limited clientele low and moderate income benefit a.Describe how the nature, location, or other information demonstrates the activities benefit a limited clientele at least 51% of whom are low- and moderate-income. 8.Program income received a.Detail the amount of program income reported that was returned to each individual revolving fund, e.g., housing rehabilitation, economic development, or other type of revolving fund. b.Detail the amount repaid on each float-funded activity. c.Detail all other loan repayments broken down by the categories of housing rehabilitation, economic development, or other. d.Detail the amount of income received from the sale of property by parcel. 9.Prior period adjustments – where reimbursement was made this reporting period for expenditures (made in previous reporting periods) that have been disallowed, provide the following information: a.The activity name and number as shown in IDIS; b.The program year(s) in which the expenditure(s) for the disallowed activity(ies) was reported; c.The amount returned to line-of-credit or program account; and d.Total amount to be reimbursed and the time period over which the reimbursement is to be made, if the reimbursement is made with multi-year payments. 10. Loans and other receivables Year One CAPER 18Version 2.0 Page 19 City of South San Francisco a.List the principal balance for each float-funded activity outstanding as of the end of the reporting period and the date(s) by which the funds are expected to be received. b.List the total number of other loans outstanding and the principal balance owed as of the end of the reporting period. c.List separately the total number of outstanding loans that are deferred or forgivable, the principal balance owed as of the end of the reporting period, and the terms of the deferral or forgiveness. d.Detail the total number and amount of loans made with CDBG funds that have gone into default and for which the balance was forgiven or written off during the reporting period. e.Provide a List of the parcels of property owned by the grantee or its subrecipients that have been acquired or improved using CDBG funds and that are available for sale as of the end of the reporting period. 11.Lump sum agreements a.Provide the name of the financial institution. b.Provide the date the funds were deposited. c.Provide the date the use of funds commenced. d.Provide the percentage of funds disbursed within 180 days of deposit in the institution. 12.Housing Rehabilitation – for each type of rehabilitation program for which projects/units were reported as completed during the program year a.Identify the type of program and number of projects/units completed for each program. b.Provide the total CDBG funds involved in the program. c.Detail other public and private funds involved in the project. 13.Neighborhood Revitalization Strategies – for grantees that have HUD-approved neighborhood revitalization strategies a.Describe progress against benchmarks for the program year. For grantees with Federally-designated EZs or ECs that received HUD approval for a neighborhood revitalization strategy, reports that are required as part of the EZ/EC process shall suffice for purposes of reporting progress. Program Year 1 CAPER Community Development response: 1. Assessment of Relationship of CDBG Funds to Goals and Objectives All of the funds were utilized to meet the goals and objectives specified by HUD and the community needs identified during the City’s annual community needs assessment. Most of the City’s funding is used for home repairs and social services needs. During the 2008-09 fiscal year, there were many additional needs due to the economic crisis that swept the nation. The main barrier to the City of South San Francisco reaching more individuals is the lack of funding and the rigid restrictions capping social services spending to 15% of the entitlement grant. During 2008-2009, 2,715 households were served. Of these families the income breakdown is as follows: 1842 – below 30% AMI; 790 – 30-50% AMI; 72 - 51-80% AMI; 11 - 80%+ AMI 2.Changes in Program Objectives Year One CAPER 19Version 2.0 Page 20 City of South San Francisco There were no changes to the program objectives in the 2008-09 fiscal year. However, given the current housing crisis, the program will seek to remain flexible in an effort to provide resources for the community. 3.Assessment of Efforts in Carrying Out Planned Actions The vast majority of the programs funded by the City of South San Francisco reached their goals for the 2008-2009 fiscal year. Although a few projects fell short of their stated goals for the year, they did serve a large quantity of individuals and help make life better for residents. 4.For Funds Not Used for National Objectives All of the funds allotted to the CDBG program for the City of South San Francisco were used to meet national objectives. 5.Anti-displacement and Relocation – for activities that involve acquisition, rehabilitation or demolition of occupied real property The City of South San Francisco CDBG program did not have any permanent relocation or displacement of tenants during the 08-09 fiscal year. The CDBG program conducts rehabilitation efforts on a regular basis but rarely acquisition or demolition. All of the activities thus far have not required any displacement. 6.Low/Mod Job Activities – for economic development activities undertaken where jobs were made available but not taken by low- or moderate-income persons Not Applicable 7.Low/Mod Limited Clientele Activities – for activities not falling within one of the categories of presumed limited clientele low and moderate income benefit All of the programs operated by the City of South San Francisco CDBG program fall within that category of presumed limited or low and moderate income programs. 8.Program income received The amount of program income estimated for the 2008-2009 was $100,000. The City 4 exceeded that amount by over $57,000 thousand dollars for a total of $157,595.82. This number can be verified through the PR09 but not by the PR26. This is because each year our draw occurs outside of the fiscal year to cover all of the non-profit grantee invoices that have been sent after the end of the fiscal year. The correct amount of program income is reflected when line 07 of the PR26 is subtracted from the amount of program income shown on the PR26. 9.Prior period adjustments – where reimbursement was made this reporting period for expenditures (made in previous reporting periods) that have been disallowed, provide the following information: All of the draws have been made and there are no expenditures that have been disallowed. If this is in reference to the PR26, there was only one adjustment to make because our final draw for 2008-09 was done in the 09-10 fiscal year. 10. Loans and other receivables 4 This number does not include interest, rents or miscellaneous funds Year One CAPER 20Version 2.0 Page 21 City of South San Francisco During the 2008-09 fiscal year, our office loaned out $190,000. Principal Balance for Float FundedNo float funded Outstanding Loans(5) $190,000 Deferred and Forgivable 0 Number of loans in default and 0 forgiven/written off Parcels of property owned that will be 0 available for sale 11. Lump sum agreements There were no lump sum agreements for our program. 12. Housing Rehabilitation – for each type of rehabilitation program for which projects/units were reported as completed during the program year There are three programs that the City of South San Francisco CDBG program funds for the purposes of rehabilitating homes in our community. The first organization is the North Peninsula Neighborhood Services Center House Helpers program which serves the needs of the low income community. During the 2008 -2009 fiscal year, they served 19 households in the South San Francisco community. They were given $40,500 in CDBG funds to manage the small home repair program for the City. Their goal had been to serve 30 households but unfortunately, their office experienced the untimely death of one of their program workers which set back their work schedule. They had roughly $400 in funds left at the end of the year with will be rolled over into their program for the next year. The second organization the City funded is The Center for the Independence of the Disabled (CID) which focuses on repairs for those with physical disabilities. Many of their clients are elderly and require ramps or hand bars for their homes. During the last fiscal year, the program supported 22 households with a budget of $15,000. CID had a goal to serve 30 households but they experienced staff layoffs because of funding that was not received from the State of California during the budget crisis. They ended the year with over $4,000 in funds remaining, which will be transferred to their account for the following fiscal year. The last program that we support is called Rebuilding Together Peninsula. Much of their work is done once a year during April. This year they supported 3 families in need of repairs. They were given $8,500 for this program with the anticipation of serving 3 households in the community. These funds were leveraged with resources from Genentech in the amount of $10,000 and in-kind labor and materials donations. They reached their goal for the year. In addition to the homes that are supported by programs we fund, the City of South San Francisco also provides resources for home owners in need of repairs as well as emergency vouchers for major code enforcement problems. During the last fiscal year, our office funded 3 debris box vouchers and 2 emergency code violation vouchers. 13. Neighborhood Revitalization Strategies – for grantees that have HUD- approved neighborhood revitalization strategies Year One CAPER 21Version 2.0 Page 22 City of South San Francisco The City of South San Francisco CDBG program does not currently have any HUD approved neighborhood revitalization strategies underway. Antipoverty Strategy 1.Describe actions taken during the last year to reduce the number of persons living below the poverty level. Program Year 1 CAPER Antipoverty Strategy response: Anti-Poverty Strategy The City of South San Francisco has a multifaceted approach to reducing the number of families living in poverty. First, City participates in the acquisition, construction or rehabilitation of affordable housing and ensures that these activities are contingent upon restricting rents to affordable levels for low-income residents for an extended period of time (30 to 40 years). This helps reduce the number of families living in poverty by decreasing one of their largest expenses, rent, to a reasonable level. Additionally, the City’s housing rehabilitation loan programs offer low- and moderate- income homeowners the opportunity to bring their homes up to current building standards by providing low-interest loans, which facilitate upgrades in a manner that does not burden the family budget. Second, the City adopted an inclusionary housing ordinance that requires developers to make twenty percent (20%) of all new housing units in the City affordable to moderate-income families. All of the inclusionary units must be affordable to families at or below 80% or at or below 120% of the area median income as stipulated in the inclusionary ordinance. Third, efforts to improve the historic downtown business district provide property owners with an opportunity to undertake exterior business improvements, which can include signs, awnings and exterior painting. These improvements help owners increase the use of their commercial buildings and improve the appearance of the Historic Downtown District. In addition to providing assistance for improving commercial façades, the City actively works with the South San Francisco Chamber of Commerce to meet the needs of downtown businesses and to promote the area. These activities help create a more vibrant business community and new jobs for City residents. During the 2008-2009 fiscal year, the city continued progress on a downtown streetscape improvement plan to add new street furniture and landscaping to the downtown. This year we assisted five businesses with building improvements. Fourth, the City funds several non-profit agencies whose services help low-income residents. For example, by providing childcare subsidies the City is able to help low- income adults work or study while their children are at a childcare center. Similarly, by providing funding to an adult literacy program, the City is able to help residents find employment they may not have been able to secure before knowing how to read. One such program is called Project Read which served 104 individuals this year. They received $5,000 and expected to serve 42 clients. Their numbers were higher than expected due to an improved marketing plan and the increased number individuals seeking to improve their reading skills in an effort to find a job. Year One CAPER 22Version 2.0 Page 23 City of South San Francisco The chart below breaks out the total number of those assisted using city CDBG funds not including the City commercial and residential rehabilitation programs. Income Level Number of households assisted 0-30%1842 30-50%790 50-80%72 80% + 11 Through this multitude of efforts, the City is continually working to help reduce the number of families living in poverty. NON-HOMELESS SPECIAL NEEDS Non-homeless Special Needs *Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook. 1.Identify actions taken to address special needs of persons that are not homeless but require supportive housing, (including persons with HIV/AIDS and their families). Program Year 1 CAPER Non-homeless Special Needs response: Non-Housing Community Development Activities To help create a healthier and safer community, the City of South San Francisco used the Community Development Block Grant to fund an array of non-profit agencies that provide essential social services to working families. All non-profits funded through the City leveraged funds with donations from private individuals, foundations, corporations, in-kind donations and/or fees for service. Funded services range from childcare and youth programs to senior services and general social services. The City also used CDBG funds for building improvements that help revitalize the Downtown, improve facilities that provide services to low-income residents, and make buildings accessible to people with disabilities. A. Priority: Provide core public services activities to improve the quality of life for low-income individuals and families, including those at risk of becoming homeless and special needs groups. 1. Childcare The City provided financial assistance to an agency providing childcare to low- and moderate-income families. These programs were available to families citywide. This program led to increased affordability to create suitable living environments for the families participating in the program. a.City-Sponsored Day Care ($10,000) City of South San Francisco Childcare Program provided childcare on a sliding scale to 21 children. The program was funded with $10,000 in CDBG funds. There were 21 female heads of house and 3 elderly heads of house. Year One CAPER 23Version 2.0 Page 24 City of South San Francisco 2. Senior Services The City provided financial assistance to agencies that assist seniors with food and social services. These programs are available to families citywide. Both programs serving seniors provided accessibility to a suitable living environment. a. City-sponsored Adult Day Care ($18,249) Adult Day Care Program, a program sponsored by the City of South San Francisco, provided recreational and nutritional programs for 47 low-income South San Francisco seniors, exceeding the agency’s goal of assisting 35 clients. The program was funded with $18,249 in CDBG funds. All 47 clients were at the Extremely Low Income level. Four were from female headed households and three were in elderly headed households. Racial BackroundAmount g White30 White/Hispanic10 Asian7 Total47 raphicsAmount Financial Demo g <30% AMI47 Total47 b. Second Harvest Food Bank ($5,000) Second Harvest Food Bank provided weekly grocery bag deliveries to 314 households each week. This translated into to 481 individuals which exceeded the agency’s goal of serving 375 individuals. The program was funded with $5,000 in CDBG funds. All of the clients served were at the Extremely Low Income level. Out of these homes, 188 were headed by a female, 287 were headed by an elderly head of house and 32 were headed by a disabled head of house. Year One CAPER 24Version 2.0 Page 25 City of South San Francisco Racial DemoraphicsAmount g White59 White/Hispanic29 Black6 Asian109 Asian/Hispanic1 Native Hawaiian/Pac. Islander17 Asian and White2 Black and White/Hispanic2 Other/Mulitracial22 Other/Mulitracial/Hispanic67 Total314 Financial DemoraphicsAmount g <30% AMI314 Total314 3. General Social Services The City provided financial assistance to agencies helping families with social services including case management, health referrals, housing, literacy, and advocacy programs. These programs are available to families citywide. These programs provided new accessibility to a suitable living environment. a. North Peninsula Neighborhood Services Center (NPNSC) ($24,000) North Peninsula Neighborhood Services Center (NPNSC) provided food, clothing, shelter, transportation, counseling, information and referral services, rental security deposits and assistance with utility bills to 5,785 individuals and 1,809 households. This exceeded their goal to serve 1,000 households and 3,000 individuals. NPNSC services also include emergency hotel vouchers to prevent temporary episodes of homelessness. The program received $24,000 in CDBG funds. Out of all of their households, the head of household breakdown was as follows: Female head of households amounted to 892; there were 260 elderly heads of household and 110 disabled heads of household. Racial DemoraphicsAmount g White380 White/Hispanic1439 Black497 Black/Hispanic53 Asian98 American Indian/Alaskan30 Native Hawaiian/Pac Islander50 Americal Indian/Alaskan Nat. and White32 Asian and White24 Black and White 26 American Indian/Alaskan Nat. and Black29 Other/Multiracial1756 Other/Multiracial/Hispanic1371 Total5785 Financial DemoraphicsAmount g <30% AMI3453 31-51% AMI2232 51-80% AMI100 Total5785 Year One CAPER 25Version 2.0 Page 26 City of South San Francisco b. The Tooth Mobile ($10,000) The Tooth Mobile offered on-site dental services to low income children in South San Francisco. Their goal was to serve 140 South San Francisco residents. They generally serve all of their clients towards the end of the year. They served 193 participants meaning that they have exceeded their goal for 2008-09. They noted that their numbers increased heavily due to so many families losing insurance and dental coverage. Racial DemoraphicsAmount g White31 White/Hispanic85 Black18 Asian42 Other/Multiracial17 Total193 Financial DemoraphicsAmount g <30% AMI101 31-50% AMI82 51-80% AMI10 Total193 c. Project READ ($5,000) Project READ, a program of the South San Francisco Library, trains tutors to teach individuals reading and writing skills. One Hundred and Four (104) adults were tutored through this program, exceeding their goal of serving 42 adults. Their numbers were a lot higher due to two key factors. First, they implemented a new marketing and outreach strategy. Second, they had an increasing number of individuals entering their program to improve their skills for the job market. The program was funded with $5,000 in CDBG funds and was available to residents citywide. The head-of-household breakdown was as follows: 23 female headed homes, 3 disabled headed homes and 3 elderly headed homes. Racial DemoraphicsAmount g White8 White/Hispanic78 Black3 Asian 7 Native Hawaiian/Pacific Islander2 American Indian/Alask. Nat. and White1 Other MultiRacial5 Total104 Financial DemoraphicsAmount g <30% AMI103 51-80% AMI1 Total104 4. Battered Women’s Services The City funded CORA and the Rape Trauma Services Center to provide housing, counseling and advocacy programs to victims of sexual and domestic violence. These programs provided accessibility to a suitable living environment. a. Communities Overcoming Relationship Abuse ($5,000) CORA provides social services and shelter to women and children who are escaping abuse. They run a transitional shelter and provide counseling. CORA received a grant of $5,000 and expected to serve 2 families and 5 individuals. They served 4 families and 7 individuals during the 2008-09 fiscal year meaning that their goal was exceeded. They served 4 female heads of household and one disabled head of household. Year One CAPER 26Version 2.0 Page 27 City of South San Francisco Racial DemographicsAmount White5 White/Hispanic1 Other/Multiracial1 Total7 Financial DemographicsAmount <30% AMI3 31-50% AMI4 Total7 b. Rape Trauma Services Center ($6,250) Rape Trauma Services Center (RTS) provided information, resources and support to a total of 461 South San Francisco sexual-assault survivors. This exceeded their goal of serving 400 individuals. Each year, the Center has a higher demand for services. RTS provides extensive outreach, trainings to other social service organizations and the City's Police Department, and provides support for survivors of trauma. Victims of sexual assault and their families, friends, and significant others are utilizing the 24- hour Hotline, the Advocacy and Counseling services more each year. The program was funded with $6,250 in CDBG funds. Out of these households, 50 were headed by a female, 7 were headed by an elderly resident and 1 was headed by a disabled head of house. Racial Demographicsmount A White143 White/Hispanic73 Black20 Black/Hispanic3 Asian52 Asian/Hispanic3 American Indian/Alaskan2 American Indian/Alaskan/Hispanic5 Native Hawaiian/Pacific Islander/Hispanic5 Native Hawaiian/Pacific Islander84 Asian and White2 Other/Multiracial18 Other/Multiracial/Hispanic51 Total461 Finanacial Demographicsmount A <30% AMI63 31-50% AMI97 51-80% AMI207 80% + AMI94 Total461 5.Disabled Services a. Peninsula Association for Retarded Children and Adults (PARCA) ($5,000) PARCA provided support, information, referrals, outreach, advocacy, and recreation to low-income individuals with developmental disabilities. They expected to serve 45 individuals and 17 households. The City allocated $5,000 in CDBG funds to the program in 08-09. Through outreach and support groups, PARCA educates family members on health challenges, legal rights, special education rights and planning for a child’s future when the parents are no longer able to provide for them. One common activity they do is to calling schools to advocate for special needs students who are not receiving assistance. They have Year One CAPER 27Version 2.0 Page 28 City of South San Francisco had trouble finding housing resources for their disabled clients. They served 2 elderly heads of house, two disabled heads of house and three female heads of house. Racial DemographicsAmount White12 White/Hispanic9 Black2 Asian 10 American-Indian/Alaskan/Hispanic2 Native Hawaiian/Pacific Islander8 Native Hawaiian/Pacific Islander/Hispanic2 Total45 Financial DemographicsAmount <30% AMI6 30%-50% AMI2 50% - 80% AMI22 80% + AMI15 Total45 6. Youth Services The City provided financial assistance to agencies offering counseling and activities to youth experiencing abuse, truancy, disabilities, behavioral problems, and/or gang activity. These programs are available to low-income youth citywide. These programs provided increased accessibility to a suitable living environment. a. John’s Closet ($5,000) John’s Closet provided new clothing for 141 youth attending schools serving the CDBG target area. The goal for this activity was to serve 150 children in 2008-09. Setting an annual goal is a challenge for this service because the number served from year to year varies considerably. The total served annually over the past several years has ranged from 138 to 314. They had an increase in small children attending the program and GAP, one of their major donators, does not make clothes in that size causing them to have to buy more clothing. Some of the companies that used to donate to them went out of business. Fifteen (15) of the homes were headed by females and 4 were headed by elderly individuals. The program was funded with $5,000 in CDBG funds. Racial DemoraphicsAmount g White7 White/Hispanic4 Black2 Asian2 Native Hawaiian/Pacific Islander4 Asian/White5 Other/Multiracial5 Other/Multiracial/Hispanic112 Total141 Financial DemoraphicsAmount g <30% AMI141 Total141 b. Youth Services Bureau (YMCA) ($6,200) The YMCA counseled 47 parents and their children who are experiencing delinquency, gang activity, and abuse problems. This fell short of meeting their goal to assist 60 individuals. The program was funded with $6,200 in CDBG funds. Many of the members of the counseling support group expressed their inability to Year One CAPER 28Version 2.0 Page 29 City of South San Francisco participate due to the need to take extra hours at work and being too tired from work to attend meetings. They served 4 female, 3 elderly and 2 disabled heads of household. Racial DemoraphicsAmount g White/Hispanic12 American Indian/Alaskan/Hispanic9 Other/Multiracial/Hispanic26 Total47 raphicsAmount Finanacial Demo g <30% AMI41 31-51% AMI6 Total47 Overview of 2008-2009 Achievements This was a difficult year for most of the nonprofit organizations serving the City of South San Francisco. Budgets and resources were strained by a variety of factors including: the economy, the state budget deficit, lower than expected donations both monetary and non-monetary, and the shrinking of resources. The City worked hard to provide resources when and where possible. One of the key difficulties remains that the caps on public service spending make it difficult to put money where it is needed the most. For example, very few businesses and home owners are interested in taking out loans at this time but a lot of the City’s money is programmed to be used for loan programs as required by HUD. The City has worked hard and served a broad range of residents despite the difficulties being faced in our community. B. Priority: Sustain and increase the level of business and economic activity in areas that serve or have a high percentage of low-income residents. The City’s economic and community development strategy for Downtown includes structural improvements to maximize the use of commercial buildings and façade improvement assistance for businesses. 1. City-Sponsored Commercial Rehabilitation The City-Sponsored Commercial Rehabilitation Program provides financial and technical assistance to property owners undertaking structural, façade and business sign improvements to their buildings. These improvements help owners increase the use of their commercial buildings and improve the appearance of the downtown. The program is available in the Historic Downtown District. This program is an important part of the City’s efforts to increase the downtown area’s commercial viability. The downtown district serves residents who are primarily low-income and Hispanic. More than 55 percent of the residents within close proximity to the downtown are low-income. The City anticipates that improvements to the downtown will help increase sales, lead to greater stability of businesses, retain jobs, and reduce vacancies. In 2008-09 the City provided a range of services to the downtown. The City worked closely with code enforcement to work with businesses that refused to clean their awning or alter their signage. Staff had the opportunity to manage the beginning Year One CAPER 29Version 2.0 Page 30 City of South San Francisco stages of the rehabilitation/expansion process for three downtown businesses. The City also had the opportunity to help pay for one awning improvement, one new sign, and for tree planters for a sidewalk beautification project in front of another local store. In addition, staff sends out a regular e-newsletter and attends local events. Comparison of 2008-2009 Achievements with Five-Year Plan Goals—Non- Housing Activities In 2008-09, the first year of the five-year Consolidated Plan, the City made progress towards meeting the goal to sustain and increase the level of business and economic activity in areas that serve or have a high percentage of low-income residents. The City continues to be active with its non-housing rehabilitation activities. A summary of accomplishments has been attached to this report. C. Priority: Preserve and improve public facilities that serve a high percentage of low-income residents. Disabled access modifications and community facility rehabilitation are undertaken to improve facilities used by the low- and moderate-income community in South San Francisco. 1. CORA Shelter Rehabilitation Project During the 2008-09 fiscal year, the City received a funding request from CORA Transitional Housing Shelter. They needed $35,000 to complete the renovation of some transitional units. One of the City’s goals is to help provide housing to our local low-income residents. The City approved the fund request for the shelter renovation. They are close to finishing the units, one of which is now ADA accessible. Specific HOPWA Objectives *Please also refer to the HOPWA Table in the Needs.xls workbook. 1.Overall Assessment of Relationship of HOPWA Funds to Goals and Objectives Grantees should demonstrate through the CAPER and related IDIS reports the progress they are making at accomplishing identified goals and objectives with HOPWA funding. Grantees should demonstrate: a.That progress is being made toward meeting the HOPWA goal for providing affordable housing using HOPWA funds and other resources for persons with HIV/AIDS and their families through a comprehensive community plan; b.That community-wide HIV/AIDS housing strategies are meeting HUD’s national goal of increasing the availability of decent, safe, and affordable housing for low-income persons living with HIV/AIDS; c.That community partnerships between State and local governments and community-based non-profits are creating models and innovative strategies to serve the housing and related supportive service needs of persons living with HIV/AIDS and their families; d.That through community-wide strategies Federal, State, local, and other resources are matched with HOPWA funding to create comprehensive housing strategies; Year One CAPER 30Version 2.0 Page 31 City of South San Francisco e.That community strategies produce and support actual units of housing for persons living with HIV/AIDS; and finally, f.That community strategies identify and supply related supportive services in conjunction with housing to ensure the needs of persons living with HIV/AIDS and their families are met. 2.This should be accomplished by providing an executive summary (1-5 pages) that includes: a.Grantee Narrative i.Grantee and Community Overview (1)A brief description of your organization, the area of service, the name of each project sponsor and a broad overview of the range/type of housing activities and related services (2)How grant management oversight of project sponsor activities is conducted and how project sponsors are selected (3)A description of the local jurisdiction, its need, and the estimated number of persons living with HIV/AIDS (4)A brief description of the planning and public consultations involved in the use of HOPWA funds including reference to any appropriate planning document or advisory body (5)What other resources were used in conjunction with HOPWA funded activities, including cash resources and in-kind contributions, such as the value of services or materials provided by volunteers or by other individuals or organizations (6)Collaborative efforts with related programs including coordination and planning with clients, advocates, Ryan White CARE Act planning bodies, AIDS Drug Assistance Programs, homeless assistance programs, or other efforts that assist persons living with HIV/AIDS and their families. ii.Project Accomplishment Overview (1)A brief summary of all housing activities broken down by three types: emergency or short-term rent, mortgage or utility payments to prevent homelessness; rental assistance; facility based housing, including development cost, operating cost for those facilities and community residences (2)The number of units of housing which have been created through acquisition, rehabilitation, or new construction since 1993 with any HOPWA funds (3)A brief description of any unique supportive service or other service delivery models or efforts (4)Any other accomplishments recognized in your community due to the use of HOPWA funds, including any projects in developmental stages that are not operational. iii.Barriers or Trends Overview (1)Describe any barriers encountered, actions in response to barriers, and recommendations for program improvement (2)Trends you expect your community to face in meeting the needs of persons with HIV/AIDS, and (3)Any other information you feel may be important as you look at providing services to persons with HIV/AIDS in the next 5-10 years b.Accomplishment Data Year One CAPER 31Version 2.0 Page 32 City of South San Francisco i.Completion of CAPER Performance Chart 1 of Actual Performance in the provision of housing (Table II-1 to be submitted with CAPER). ii.Completion of CAPER Performance Chart 2 of Comparison to Planned Housing Actions (Table II-2 to be submitted with CAPER). Program Year 1 CAPER Specific HOPWA Objectives response: Not Applicable OTHER NARRATIVE Include any CAPER information that was not covered by narratives in any other section. Program Year 1 CAPER Other Narrative response: Please see supplemental attachments section for additional information. Year One CAPER 32Version 2.0 Page 33