HomeMy WebLinkAbout06.A- City Manager DOC ID: 2989 D
CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION
Agreement/Contract
From: Brandon Mims M/CC Meeting Date: 04/07/2014
Prepared by: Brandon Mims, (909) 384-5122
'{ Dept: City Manager Ward(s): All
r
Subject:
Authorization to Submit the 2014-2015 Housing and Urban Development Action Plan (#2989)
Current Business Registration Certificate: Not Applicable
Financial Impact:
Account Budgeted Amount: <<Insert Amount» Account No. <<Insert Account No.>>
Account Description: <<Insert Account Description
Balance as of. <<Insert Date>>
Balance after approval of this item: <<Insert Amount>>
Please note this balance does not indicate available funding. It does not include non-encumbered
reoccurring expenses or expenses incurred,but not yet processed.
Mayor to open the hearing. . .
Motion: Close the hearing; and authorize the City Manager to submit the 2014-2015
Action Plan to the Los Angeles Housing and Urban Development Program Office.
Authorizing the City Manager to submit the 2014-2015 Action Plan is an
administrative requirement and does not prevent the Council from making
changes to the Action Plan.
BACKGROUND
The overall goal of the community planning and development programs administered by the
Department of Housing and Urban Development (HUD) and carried out locally by the City of
San Bernardino (City) is to develop viable urban communities by providing decent housing and a
suitable living environment and expanding economic opportunities principally for low- and
moderate-income persons..
❑ Decent housing includes: assisting homeless persons to obtain appropriate housing and
assisting persons at risk of becoming homeless; retention of the affordable housing stock;
and increasing the availability of permanent housing in standard condition and affordable
cost to low-income and moderate-income families, particularly to members of
disadvantaged minorities, without discrimination on the basis of race, color, religion, sex,
national origin, familial status, or disability. In addition, decent housing also includes
increasing the supply of supportive housing, which combines structural features and
services needed to enable persons with special needs, including persons with HIV/AIDS
and their families, to live with dignity and independence; and providing housing
affordable to low-income persons accessible to job opportunities.
❑ A suitable living environment includes: improving the safety and livability of
neighborhoods; increasing access to quality public and private facilities and services;
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reducing the isolation of income groups within a community or geographical area through
(46" the spatial de-concentration of housing opportunities for persons of lower income and the
revitalization of deteriorating or deteriorated neighborhoods; restoring and preserving
properties of special historic, architectural, or aesthetic value; and conservation of energy
resources.
❑ Expanded economic opportunities includes: job creation and retention; establishment,
stabilization and expansion of small businesses (including micro-businesses); the
provision of public services concerned with employment; the provision of jobs involved
in carrying out activities under programs covered by this plan to low-income persons
living in areas affected by those programs and activities; availability of mortgage
financing for low-income persons at reasonable rates using nondiscriminatory lending
practices; access to capital and credit for development activities that promote the long-
term economic and social viability of the community; and empowerment and self-
sufficiency opportunities for low-income persons to reduce generational poverty in
federally assisted and public housing.
The primary means towards accomplishing the above objectives is to extend and strengthen
partnerships among all levels of government and the private sector, including for-profit and non-
profit organizations, in the furtherance of community development goals. The 2013-2014
Community Development Block Grant (CDBG), Home Investment Partnership (HOME), and
Emergency Solutions Grant (ESG) programs are opportunities for the City to continue its
partnership with HUD. The City has participated as an entitlement community in these programs
since their creation.
Participating jurisdictions, like the City of San Bernardino, are required to prepare a Five-Year
Consolidated Plan for their formula grant programs (CDBG, HOME, and ESG). The
Consolidated Plan (CP) states in one document its plan to pursue the aforementioned
"community planning and development programs, as well as fair housing programs." The City is
currently operating under its 2010-2015 CP that was adopted by the Mayor and Common
Council on May 3, 2010.
2014-2015 ACTION PLAN SUMMARY
Budget 2013-2014 2014-2015
Community Development Block Grant(CDBG) $2,671,303 $3,100,000
CDBG Prior Year Funding $0 $1,176,326
Emergency Shelter Grant(ESG) $266,923 $200,000
ESG Prior Year Funding $0 $299,750
Home Investment Partnership (HOME) $836,147 $900,000
HOME Prior Year Funding $0 $4,500,000
Total $3,774,373 $10,176,076
The City plans to expend the above-mentioned 2014-2015 proposed HUD funds as follows (a
comparison to last year's funding is included for reference):
l 1 Expenditures
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Community Development Block Grant (CDBG)
The FY 2014/2015 CDBG allocation is anticipated to be $3,100,000. Activities eligible for
funding under the CDBG program include acquisition of real properties, construction,
j rehabilitation or improvements to public facilities, housing related services and activities,
economic development, public services, and program planning and administration. Eligible
activities are required to meet at least one of the three CDBG program National Objectives,
which are: 1) to assist low- and moderate-income persons, 2) aid in the prevention or elimination
of slum or blight, and 3) meet urgent community needs. The City will expend its allocation of
Program Year 2014/2015 CDBG funding for the following CDBG eligible activities:
CDBG Project Budget Allocation
Administration (20% cap) $620,000
Public Service/Non-profits (15% cap) $462,000
Section 108 Payment $728,376
Mandated Fair Housing Compliance $54,000
Fire Truck Lease Payments $543,200
City Clerk-Business Retention Program $112,500
Community Development- Historic Preservation $26,250
Community Development-AB 2533 Enforcement $48,750
Community Development Long Range Planning $112,500
Community Development Streamline Development Process $45,000
Parks and Recreation- Community Center Upgrades $461,250
Police Department- Camera Expansion Project $112,500
Public Works - Safety and Mobility Corridor $450,000
Mobile Home Grant Repair Program $100,000
Code Compliance and Blight Eradication Program $300,000
CDBG Program Totals (Including Prior Year Funding) $491769326
HOME Investment Partnerships (HOME) Program
The FY 2014/2015 HOME Program allocation is anticipated to be $900,000. The fundamental
purpose of the HOME Program is to preserve and increase the supply of decent, safe, and
sanitary affordable rental and owner-occupied housing for persons at 80% or below the area
median household income. The Program Year 2014/2015 HOME funding will be distributed as
follows according to specific HUD program caps:
HOME Project Budget Allocation
Administration (10% cap) $90,000
County Sub-Recipient Agreement $810,000
Single Family Rehabilitation/Loan Program $1,750,000
Homebuyer Assistance Program $1,250,000
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New Housing Development $1,500,000
HOME Program Totals (Including Prior Year Funding) $5,400,000
Emergency Solutions Grant (ESG)
On May 20, 2009, the Homeless Emergency Assistance and Rapid Transition to Housing Act of
2009 (HEARTH Act) was enacted which consolidated three homeless programs into a single
program under the McKinney-Vento Homeless Assistance Act and made major revisions to the
Emergency Shelter Grant program. The HEARTH Act renamed Emergency Shelter Grant to
Emergency Solutions Grants (ESG). The HEARTH Act also codified into law the Continuum of
Care planning process to assist with homeless coordination of services and addressing the needs
of the homeless. The ESG Interim Rule published in the Federal Register on December 5, 2011,
revised regulations for the Emergency Shelter Grant by establishing regulations for the
Emergency Solutions Grant. On January 4, 2012, the regulations went into effect.
The City is anticipating $200,000 in ESG funding for FY 2014/2015. Activities eligible for
funding under the new ESG program include support for the operations and essential services as
provided at emergency shelter and homeless prevention and rapid re-housing activities. The ESG
program regulations require that the City match its ESG allocation dollar-for-dollar with other
funding sources. Consequently, the City places this matching requirement upon the ESG
sub-recipients.
The table below summarizes the proposed use of ESG funds during the FY 2014/2015 by general
activity, funding amount, and percentage.
ProjectBudget Allocation
HMIS Access $750
Emergency Shelter - Essential Services $35,000
Emergency Shelter- Operations and Staff Costs $64,000
Rapid Re-Housing/Homeless Prevention $100,000
Homeless Access Center Development $200,000
ESG Program Totals (Including Prior Year Funding) $499,750
PUBLIC SERVICE/NON-PROFIT PROGRAM (CDBG)
Each year the City of San Bernardino receives applications for its Community Development
Block Grant (CDBG) public service program. The program is extremely popular, awarding on
average over $300,000 a year to public service programs that help low income San Bernardino
residents. This year staff was delighted to receive 27 proposals totaling $623,045.00 in requests.
The Community Development Citizen's Advisory Committee (CDCAC) was given an
opportunity to review the proposals received in time for the non-profit presentations on Saturday,
February 22, 2014. The ratings are attached to this item as Exhibit A. Last year, Council did not
awards funds to agencies whose CDCAC ratings score was less than 80%.
STATEMENT OF THE ISSUE
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In order for the City to continue working towards the goals outlined in the Five-Year Plan and
secure next fiscal year's funding, the City should submit its application for funding (One-Year
Action Plan) in accordance with HUD's regulations. The Action Plan must include a summary of
the citizen participation and consultation process, certifications, and a description of the
activities. Typically, the City submits its Action Plan (AP) to the HUD LA Field Office 45 days
prior to the start of the program year. The Draft of the Public Action Plan is attached.
FINANCIAL IMPACT
Submission of the Action Plan does not have an impact on the General Fund.
RECOMMENDATION
Staff recommends approval of the item.
Supporting Documents:
2989 (DOC)
Draft 2014-2015 Action Plan 3-24-2014 (DOC)
14-15 Proposed& Recommended Public Service Grant Awards (PDF)
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6.A.a
AR n CITY OF SAN BERNARDINO
k 2014-2015 ACTION PLAN
iThis document includes Narrative Responses to specific
questions that grantees of CDBG, HOME, HOPWA and
ESG Programs must respond to in order to be compliant
' bU 1k with the Consolidated Planning Regulations.
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EXECUTIVE SUMMARY n
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As a designated entitlement jurisdiction, the City of San Bernardino annually receives federal a
funding designated to assist in the development of viable communities by supporting projects o
that provide decent housing, sustain suitable living environments, and expand economic =
opportunities primarily for low- and moderate-income persons. The City is required to develop
an Annual Action Plan for the use of these funds which serves as the means to meet the
application and submission requirements for four entitlement formula programs: Community N
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Development Block Grant (CDBG), Emergency Solutions Grant (ESG), Housing Opportunities
for Persons with AIDS (HOPWA), and HOME Investment Partnership (HOME). The Annual
Action Plan must be submitted to HUD by May 15, forty-five (45) days prior to the start of the N
upcoming program year (July 1, 2014). The City FY 2014/2015 HUD allocations for these 0
formula programs and the proposed activities to be funded are as follows: Q
Community Development Block Grant(CDBG) o
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The FY 2014/2015 CDBG allocation is anticipated to be $3,100,000. Activities eligible for
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funding under the CDBG program include acquisition of real properties, construction, °N'
rehabilitation or improvements to public facilities, housing related services and activities,
economic development, public services, and program planning and administration. Eligible E
activities are required to meet at least one of the three CDBG program National Objectives, 0
which are: 1) to assist low- and moderate-income persons, 2) aid in the prevention or elimination .2
of slum or blight, and 3) meet urgent community needs. The City will expend its allocation of
Program Year 2014/2015 CDBG funding for the following CDBG eligible activities:
Project Budget Allocation
Administration(20% cap) $620,000
Public Service/Non-profits (15% cap) $462,000
Section 108 Payment $728,376
Mandated Fair Housing Compliance $54,000
Fire Truck Lease Payments $543,200
City Clerk—Business Retention Program $112,500
Community Development—Historic Preservation $26,250
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HUD 2014-2015 Action Plan
Community Development—AB 2533 Enforcement $48,750
Community Development Long Range Planning $112,500
Community Development Streamline Development Process $45,000
Parks and Recreation—Community Center Upgrades $461,250
Police Department—Camera Expansion Project $112,500
Public Works—Safety and Mobility Corridor $450,000
Mobile Home Grant Repair Program $100,000
Code Compliance and Blight Eradication Program $300,000
CDBG Program Totals (Including Prior Year Funding) $4,176,326
HOME Investment Partnerships (HOME) Program
The FY 2014/2015 HOME Program allocation is anticipated to be $900,000. The fundamental
purpose of the HOME Program is to preserve and increase the supply of decent, safe, and =
sanitary affordable rental and owner-occupied housing for persons at 80% or below the area
median household income. The Program Year 2014/2015 HOME funding will be distributed as Q
follows according to specific HUD program caps:
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Project Budget Allocation E
Administration(10% cap) $90,000
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County Sub-Recipient Agreement $810,000 0
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Single Family Beautification/Loan Program $1,750,000 0
Homebuyer Assistance Program $1,250,000 N
Multi-Unit Rental Acquisition and Rehabilitation $500,000 .0
New Housing Development $1,000,000
HOME Program Totals (Including Prior Year Funding) $5,400,000 a
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Emergency Solutions Grant(ESG) N
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On May 20, 2009, the Homeless Emergency Assistance and Rapid Transition to Housing Act of
2009 (HEARTH Act) was enacted which consolidated three homeless programs into a single
program under the McKinney-Vento Homeless Assistance Act and made major revisions to the
Emergency Shelter Grant program. The HEARTH Act renamed Emergency Shelter Grant to
Emergency Solutions Grants (ESG). The HEARTH Act also codified into law the Continuum of w
Care planning process to assist with homeless coordination of services and addressing the needs Q
of the homeless. The ESG Interim Rule published in the Federal Register on December 5, 2011,
revised regulations for the Emergency Shelter Grant by establishing regulations for the
Emergency Solutions Grant. On January 4, 2012, the regulations went into effect.
The City is anticipating $200,000 in ESG funding for FY 2014/2015. Activities eligible for
funding under the new ESG program include support for the operations and essential services as
provided at emergency shelter and homeless prevention and rapid re-housing activities. The ESG
program regulations require that the City match its ESG allocation dollar-for-dollar with other
funding sources. Consequently, the City places this matching requirement upon the ESG
sub-recipients.
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HUD 2014-2015 Action Plan
The table below summarizes the proposed use of ESG funds during the FY 2014/2015 by general
activity, funding amount, and percentage.
Pro'ectBud et Allocation
HMIS Access $750
Emergency Shelter -Essential Services $35,000
Emergency Shelter- Operations and Staff Costs $64,000
Rapid Re-Housing/Homeless Prevention $100,000
Homeless Access Center Development $200,000
ESG Program Totals (Including Prior Year Funding) $499,750
Housing Opportunities for Persons with AIDS (HOPWA)
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The Housing Opportunities for Persons With AIDS (HOPWA) Program is the only Federal .
program dedicated to the housing needs of people living with HIV/AIDS. Under the HOPWA °-
Program, HUD makes grants to local communities, States, and nonprofit organizations for a
projects that benefit low-income persons living with HIV/AIDS and their families. The FY
2014/2015 HOPWA allocation is anticipated to be $0. z
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DESCRIPTION OF THE PROJECT AREA Un
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The 2010 United States Census reported that San Bernardino had a population of 209,924. The 0
population density was 3,519.6 people per square mile (1,358.9/km2). The racial makeup of San N
Bernardino was 95,734 (45.6%) White (19.0% Non-Hispanic White),[19] 31,582 (15.0%) o
African American, 2,822 (1.3%) Native American, 8,454 (4.0%) Asian, 839 (0.4%) Pacific E
Islander, 59,827 (28.5%) from other races, and 10,666 (5.1%) from two or more races. Hispanic a
or Latino of any race were 125,994 persons (60.0%). The Census reported that 202,599 people
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(96.5% of the population) lived in households, 3,078 (1.5%) lived in non-institutionalized group
quarters, and 4,247 (2.0%) were institutionalized.
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There were 59,283 households, out of which 29,675 (50.1%) had children under the age of 18 r
living in them, 25,700 (43.4°/x) were opposite-sex married couples living together, 13,518 E
(22.8%) had a female householder with no husband present, 5,302 (8.9%) had a male
householder with no wife present. There were 5,198 (8.8%) unmarried opposite-sex partnerships, w
and 488 (0.8%) same-sex married couples or partnerships. 11,229 households (18.9%) were a
made up of individuals and 4,119 (6.9%) had someone living alone who was 65 years of age or
older. The average household size was 3.42. There were 44,520 families (75.1% of all
households); the average family size was 3.89. The population was spread out with 67,238
people (32.0°/x) under the age of 18, 26,654 people (12.7%) aged 18 to 24, 56,221 people
(26.8%) aged 25 to 44, 43,277 people (20.6%) aged 45 to 64, and 16,534 people (7.9%) who
were 65 years of age or older. The median age was 28.5 years. For every 100 females there were
97.2 males. For every 100 females age 18 and over,there were 94.0 males.
There were 65,401 housing units at an average density of 1,096.5 per square mile (423.4/km2), of
which 29,838 (50.3%) were owner-occupied, and 29,445 (49.7%) were occupied by renters. The
homeowner vacancy rate was 3.2%; the rental vacancy rate was 9.5%. 102,650 people (48.9% of
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HUD 2014-2015 Action Plan
the population) lived in owner-occupied housing units and 99,949 people (47.6%) lived in rental
housing units.
A vast majority of the residents with low- or moderate-incomes live in neighborhoods within the
First, Second, Third, and Sixth Wards. These neighborhoods may be designated as CDBG
Benefit Service Areas (commonly referred to as CDBG Target Areas).
TARGET AREA ALLOCATIONS
The City proposes to utilize its funding for fiscal year 2014/2015 to finance a variety of housing,
community development, economic development, and capital improvement projects. The
majority of the funding will be used to finance projects targeting low- to moderate-income
individuals and families throughout the City including those in special needs categories such as
abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, a
illiterate adults, and persons living with HIV/AIDS. Based on Census 2000 data, more than 42% o
of the population in the City is identified as low- or moderate-income households. Q
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In addition to projects and programs available to eligible participants citywide, specific projects =
and programs will be targeted to the designated low/moderate income CDBG Benefit Service
Areas described above. CDBG Benefit Service Areas are defined as geographic locations within
the city of San Bernardino boundaries where 51% or more of the households residing in those W
areas are low- to moderate-income. Based on the 2000 Census, almost 40% of the census tracts
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in the city of San Bernardino qualify as CDBG Benefit Service Areas, as shown on Exhibit A-1. Y
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The plan for geographic distribution of resources and projects identified as serving an area 0
benefit is based in part on the geographic distribution of low- and moderate-income households a
throughout the City. Exhibit A-2 identifies the percentage of low- and moderate-income
households throughout the City that reside within each City Council Ward. City Council co
members utilize this information as a guide for determining the annual distribution of funding for
proj ects.
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IDENTIFICATION OF OBSTACLES
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The City's financial position during FY2013 combined with the demise of Redevelopment in
California prevented it from operating its CDBG, HOME, NSP and ESG programs as effectively Q
as possible. This was due in part to the lay-off of key redevelopment staff that played roles in
the management of the aforementioned programs. "Restarting" the programs has required
significant investment in consulting, auditing and program design. As the City moves forward, it
anticipates improvement due to reorganization of program staff, increased capacity in the City's
Finance Department and better goal alignment among policy setters.
During the 2014/2015 program year, the City will continue to partner with a wide variety of
community-based service providers, municipal agencies, faith-based organizations and others to
address obstacles to meeting underserved needs in the community.
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HUD 2014-2015 Action Plan
MANAGING THE PROCESS
Lead Agency
The City Manager's Office has the lead responsibility for the development and implementation
of the Consolidated Plan and annual Action Plans for the use of CDBG, HOME, and ESG funds.
The City Manager's Office also coordinates with the various City departments and divisions, as
well as nonprofit service providers to deliver the programs and activities outlined in this Action
Plan.
Program Lead/Responsible Agency
CDBG Administrator City of San Bernardino/City Manager's Office
HOPWA Administrator City of San Bernardino/City Manager's Office a
HOME Administrator City of San Bernardino/City Manager's Office o
ESG Administrator City of San Bernardino/City Manager's Office Q
HOPWA-C Administrator City of San Bernardino/City Manager's Office o
Consolidated Plan Public Contact Information
Brandon Mims, Director of Housing
300 North "D" Street, Sixth Floor co
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San Bernardino, CA 92418
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® (909) 384-5122 °
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Identify the significant aspects of the process, by which the plan was developed, and the 0
agencies, groups, organizations, and others who participated in the process. Q
The City Manager's Office provides oversight and management of these federal programs for the co
City and is responsible for the preparation of the Consolidated Plan, the Consolidated Annual
Performance and Evaluation Report (CAPER), and the Annual Action Plan. The Department
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works in concert with other jurisdictions, internal city departments, municipal agencies, public
service groups, and residents to plan and carry out the activities proposed each year in the
Annual Action Plan. E
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Describe the jurisdiction's consultations with housing, social service agencies, and other .2
entities, including those focusing on services to children, elderly persons, persons with
disabilities, persons with HIV/AIDS and their families, and homeless persons.
The City conducts extensive outreach to engage a wide range of non-profit agencies, groups and
organizations to assist in the process of developing the Action Plan. The process includes:
1. Press releases and notices circulated in the City inviting residents to participate in
the process.
2. E-mail notification to existing non-profit partners inviting them to participate in
0 the plan process.
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3. Public notices in the San Bernardino Sun advertising the Plan public comment
and review period, non-profit application period, and plan adoption hearing.
4. Public application process for non-profit organizations based in the community.
5. Internal application process for City departments.
6. Discussions with departments to identify funding priorities.
7. Discussions of funding and public meetings, including Council meeting.
Describe actions that will take place during the next year to enhance coordination between
public and private housing, health, and social service agencies.
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The City's financial position during FY2013 combined with the demise of Redevelopment in o
California prevented it from operating its CDBG, HOME, NSP and ESG programs as effectively
as possible. This was due in part to the lay-off of key redevelopment staff that played roles in a
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the management of the aforementioned programs. "Restarting" the programs has required =
significant investment in consulting, auditing and program design. As the City moves forward, it
anticipates improvement due to reorganization of program staff, increased capacity in the City's E
Finance Department and better goal alignment among policy setters cn
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Citizen Participation o
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The City follows a Citizen Participation Plan for the planning and evaluation of programs o
contained in this Action Plan. The inclusion of residents and stakeholders is necessary to
accurately reflect the housing and community development needs of the City's residents. The Q
City also followed the Citizen Participation Plan outreach, noticing, and hearing requirements. co
This Action Plan has been developed through a collaborative process that included the
participation of residents, service providers, and City staff. c
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As part of the Action Plan development, the Community Development Citizen Advisory U
Committee (CDCAC) held a public hearing on February 22, 2013 to consider projects and w
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activities for use of federal funds. The public hearing was held at 301 North "E" Street, San a
Bernardino, CA 92418 in the Executive Conference Room former Economic Development
Agency. The Draft Action Plan was made available for public review beginning March 10, 2013
at San Bernardino City Hall public counter, City Clerk's Office, Norman F. Feldheym Central
Library, and on the City's website at www.sbcity.org. The proposed plan was also noticed in the
local adjudicated newspaper, The San Bernardino Sun, from March 10 through April 21, 2014.
On April 21, 2014, during a regularly scheduled meeting of the Mayor and Common Council, it
is anticipated that the Final Action Plan will be approved by the City Council.
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Institutional Structure
The City Manager's Office is responsible for the administration of the Community Planning and
Development programs. Staff is specifically responsible for the administration, implementation,
and the monitoring of programs funded with these sources. In conjunction with other City
departments, such as Public Works, and Park, Recreation and Community Services, staff will
continue to identify the community's greatest needs and allocate resources accordingly. Staff
will continue to work with for-profit and non-profit developers and lenders to facilitate the
improvement, preservation, and/or creation of affordable housing opportunities for low- to
moderate-income households within the City. Furthermore, the City will continue to work on
coordinating activities with County of San Bernardino agencies such as the Department of
Homeless Services, the Department of Mental Health, and the San Bernardino County Housing
Authority to continue to meet the needs of the City's special needs populations by providing F
services and affordable housing opportunities. a
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In addition,the City will continue to improve internal processes regarding the allocation Q
and administration of all federal and state funded programs by identifying structural gaps and o
enhancing protocols to allow for greater accuracy in reporting and monitoring. _
Monitoring
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Describe the standards and procedures the jurisdiction will use to monitor its housing and °
community development projects and ensure long-term compliance with program o
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{ requirements and comprehensive planning requirements. N
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A Sub-recipient Grant Monitoring policy was established by the City to ensure that Sub- E
recipients comply with OMB Circular A-133 regulations as well as other City policies and a
procedures. The City's grant staff conducts program monitoring and audits of the Sub-
Recipient's or Service Provider's records and facilities throughout the program year. N
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As part of its monitoring responsibility, the City shall review the quarterly compliance reports, N
the annual single audit required of those Sub-Recipients or Service Providers subject to 24 CFR
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Part 44.6, and all financial information of the Sub-Recipients or Service Providers in order to 0
conduct risk assessments, to ensure production and accountability, to ensure compliance with
CDBG or HOME and any other federal requirements, and to evaluate their organizational and r
project performance. The monitoring activity and audits shall be by telephone, desk and/or an a
annual on-site visit.
San Bernardino CDBG, ESG, & HOME monitoring reports include at least:
1. Background of the Agency, Program or Project
2. Review of Current Findings
3. Corrective Actions Necessary(if applicable)
4. Observations about the program operations
5. Communication/advisement offered to the agency about their operations
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Lead-based Paint
Describe the actions that will take place during the next year to evaluate and reduce the
number of housing units containing lead-based paint hazards in order to increase the
inventory of lead-safe housing available to extremely lowincome, low-income, and
moderate-income families, and how the plan for the reduction of lead-based hazards is
related to the extent of lead poisoning and hazards.
Neighborhood Housing Services of Inland Empire and Inland Housing Development
Corporation, non-profit entities that administer the City's Housing Rehabilitation Program,
notifies all Housing Rehabilitation Program applicants about the hazards of lead-based paint. If
applicants are low-income and have a child under the age of 6, they are referred to the County's
Lead-Based Paint Abatement Program for free lead-based paint inspections, testing children for a.
lead, providing information about lead, and lead-based paint abatement/ Each household c
affected by the Lead-Based Paint Rule is provided with information on identifying and Q
controlling lead-based paint hazards. o
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Properties not affected by the Lead Based Paint Rule include the following:
❑ Housing built after 1977
❑ Zero-bedroom units co
❑ Housing for the elderly(unless children live there) °
❑ Housing for the handicapped(unless children live there) c
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HOUSING NEEDS 0
Consolidated Plan funding sources are dedicated to housing (and related services). Between 5% a
and 10% of CDBG funds and 90% of HOME funds are used for housing activities on an 00
annualized basis. Consolidated Plan funds will continue to ruppose affordable ownership and
reltal housing development, housing rehabilitation programs, code enforcement and homebuyer
assistance programs. N
The housing programs discussed below are intended to accomplish the following statutory
programmatic goals:
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❑ Preserve and Rehabilitate Existing Single-Family Dwellings Q
❑ Improve Neighborhood Conditions through Code Enforcement and Abatement of
Dilapidated Structures
❑ Expand Homeownership Opportuntieis and Assist Homebuyers with the Purchase of
Affordable Housing
❑ Provide Rental Assistance and Preserve Exsiting Affordable Rental Housing
❑ Eliminate Identified Impediments to Fair Housing through Education Enforcement, and
Testing
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HUD 2014-2015 Action Plan
1. PRIORITY: PRESERVE AND REHABILITATE EXISTING SINGLE-FAMILY
DWELLINGS
Program H-1: Mobile Home Grant Repair Program
Although the compact nature of mobile homes generally reduces maintenance costs, the
cost of maintenance as units age and deteriorate can overextend a lower or moderate
income household's budget. The program provides grants up to $10,000 for mobile home
repairs. It is anticipated the program will be administered by Inland Housing
Development Corporation, Inc. (IHDC) and Neighborhood Housing Services of the
Inland Empire (NHSIE).
Five Year Objective: 100 Units =
FY 2014-2015 Proposed Funding: $100,000, CDBG a
FY 2014-2015 Proposed Funding: $100,000, HOME o
(Prior Year Funds)
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FY 2014-2015 Proposed Accomplishment: 20 Units =
Program H-2: Single Family Beautification Loan/Grant Program E
The single-family exterior beautification program assists homeowners who are occupying
their dwellings and whose incomes do not exceed 120 percent of the median income. o
The program provides financial assistance of up to $15,000 to homeowners for exterior o
improvements to their property. As a condition of receiving this assistance, property N
owners are required to attend a class and adhere to residence requirements. It is o
anticipated the program will be administered by Inland Housing Development
Corporation, Inc. (IHDC) and Neighborhood Housing Services of the Inland Empire a
(NHSIE). co
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Five Year Objective: 500 Units 00
FY 2014-2015 Proposed Funding: $1,750,000 HOME Funds
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(Prior Year Funds) d
FY 2014-2015 Proposed Accomplishment: 115 Units s
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Program H-3: County HOME Program Consortium (FY15, 16, & 17) a
In order to assist the City focus on implementing CDBG funded projects, staff has
proposed to enter the County Home Consortium. Member cities can take advantage of
two well-established programs, all managed, staffed, and currently in operation, including
HOME Community Housing Development Organization (CHDO) and the HOME
Affordable Housing Development.
FY 2014-2015 Proposed Funding: $900,000 HOME Funds
(New FYI Allocation)
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HUD 2014-2015 Action Plan
2. PRIORITY: IMPROVE NEIGHBORHOOD CONDITIONS THROUGH CODE
ENFORCEMENT AND ABATEMENT OF DILAPIDATED STRUCTURES
Program H-4: Code Compliance's Neighborhood Revitalization
Code Compliance's Neighborhood Revitalization efforts work in concert with Housing
Rehabilitation Program and the Preventative Maintenance and Homebuyer Education
classes provided by Neighborhood Housing Services of the Inland Empire (NHSIE), one
of the City's local non-profit partners. In addition to conducting property inspections,
Code Compliance strives to improve the residential environment by demolishing the most
blighted, substandard and hazardous buildings. The focal point will be on buildings that
have been vacant for an extended period of time, are deteriorated, become a public
nuisance and lost their viability for reuse.
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Five Year Objective: 25,000 properties °
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FY 2014-2015 Proposed Funding: $770,000, General Fund a
FY 2014-2015 Proposed Funding: $300,000, CDBG
FY 2014-2015 Proposed Accomplishment: 5,000 properties
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3. PRIORITY: EXPAND HOMEOWNERSHIP OPPORTUNITIES AND ASSIST in
HOMEBUYERS WITH THE PURCHASE OF AFFORDABLE HOUSING
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Program H-5: Homebuyer Assistance Program(HAP) N
This program is designed to assist qualified first-time homebuyers with the purchase of a 0
home within the City limits. Eligible properties can include condominiums, town homes, Q
and single-family detached homes. The Homebuyer Assistance Program provides
financial assistance (of up to 20 percent of the purchase price) that may go towards down co
payment and closing costs. The homes purchased under this program may be located in
any census tract in the City, as long as the dwelling is used as the homebuyer's principal
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residence and the home remains affordable for a period of not less than twenty (20) years. N
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Five Year Objective: 250 households E
FY 2014-2015 Proposed Funding: $1,250,000, HOME 0
FY 2014-2015 Proposed Accomplishment: 50 households .2
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HUD 2014-2015 Action Plan
4. PRIORITY: RENTAL ASSISTANCE AND PRESERVE EXISTING
AFFORDABLE RENTAL HOUSING
Program H-6: Section 8 Housing Choice Voucher(HCV) program
Under the Section 8 HCV program, low income families receive rental assistance in the
form of a Voucher. Subsidy payments are made by the Housing Authority to property
owners on behalf of the family. There are 27,608 applicants on the Section 8 HVC
waiting list countywide.
Five Year Objective: 2,250 persons
FY 2014-2015 Proposed Funding: $20,000,000, Section 8
FY 2014-2015 Proposed Accomplishment: 2,140
Program H-7: Multi-Unit Rental Senior Projects
The former Redevelopment Agency issued mortgage revenue bonds for the Highland .0
Lutheran Senior Housing unit (50 housing units) and Casa Ramona Senior Housing (50
housing units) in 1996. The Successor Agency continues to service the annual debt in
order to ensure that not less than 50 percent of the units in this project are set-aside for x
very low income seniors. The covenant remains in effect for 30 years. E
Five-Year Objective: Continue to assist 50 households Cn
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FY 2014-2015 Proposed Funding: Mortgage Revenue Bonds and Tax Credit
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FY 2014-2015 Proposed Accomplishment: 100 households
Five Year Objective: 2,250 persons
FY 2014-2015 Proposed Funding: $20,000,000, Section 8 0
FY 2014-2015 Proposed Accomplishment: 2,140
Program H-8: Multi-Unit Rental Acquisition and Rehabilitation Projects co
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It is proposed that HOME CHDO NOFA will be issued to retain eligible CHDO to
acquire and rehabilitate rental units for eligible income households. co
Five-Year Objective: Continue to assist 50 households
FY 2014-2015 Proposed Funding: $500,000 E
(Prior Year HOME Funds)
FY 2014-2015 Proposed Accomplishment: 10 households
Program H-9: Public Housing
The Housing Authority operates 684 units of conventional public housing in the City of
San Bernardino. The Housing Authority conducts annual inspections of its units to
determine a need for capital improvements under its Capital Fund program. There are
15,758 applicants on the waiting list for public housing countywide.
Five-Year Objective: Continue to assist 689 households.
FY 2014-2015 Proposed Funding: Public Housing Capital Fund
FY 2014-2015 Proposed Accomplishment: 689 Households
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City of San Bernardino
HUD 2014-2015 Action Plan
5. PRIORITY: EXPAND THE AFFORDABLE HOUSING INVENTORY THROUGH
NEW CONSTRUCTION
Program H-10: New Housing Development
The City fosters relationships with for-profit and non-profit housing developers for the
new construction of both market rate and affordable housing projects. The City leverages
its resources with private capital in order to develop quality affordable homes for San
Bernardino residents. The City will continue to pursue both rental and ownership housing
opportunities for households with incomes up to 120 percent MFI. The new single
family homes will be sold to income eligible homebuyers whose incomes do not exceed
80 percent MFI.
Five-Year Objective: Estimated 15 housing units
FY 2014-2015 Proposed Funding: $1,000,000
(Prior Year HOME Funds)
FY 2014-2015 Proposed Accomplishment: 7 units a
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6. PRIORITY: ELIMINATE IDENTIFIED IMPEDIMENTS TO FAIR HOUSING =
THROUGH EDUCATION, ENFORCEMENT,AND TESTING
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Program H-10: Fair Housing/Landlord Tenant Program
The City contracts with the Inland Fair Housing Mediation Board to provide education,
dispute resolution, and legal advising services to San Bernardino owners, landlords, and N
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tenants in conflict. 0
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Five-Year Objective: Estimated 750 persons to be assisted over a
the next five years, for an average of 150 0
persons assisted annually.
FY 2014-2015 Proposed Funding: $54,000 CDBG Funds co
FY 2014-2015 Proposed Accomplishment: 150 persons
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Public Housing Needs/Strategy =
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CountyWide Outlook Q
The HACSB was created in 1941 to provide housing assistance to low-income individuals and
families, including senior citizens and disabled individuals. It has been very proactive in
addressing the needs of the eligible population in San Bernardino County and at this time, the
HACSB serves over 30,000 low-income individuals and families in the County through various
housing programs. The HACSB Affordable Housing Program is comprised of 1,355 housing
units and four commercial units located in 16 cities/communities throughout the County of San
Bernardino that are managed by the Housing Authority of the County of San Bernardino
(HACSB). These units were developed with Department of Housing and Urban Development
(HUD) funding and as HACSB manages the units it continues to receive an operating subsidy
from HUD. The program provides affordable housing assistance for low-income families,
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HUD 2014-2015 Action Plan
disabled individuals and seniors. Persons earning 80% of the area median income or less are
eligible to participate in the program.
The City of San Bernardino works closely with HACSB. The goals and objectives of the County
and HACSB are closely related and coordinated through strategies and programs. HACSB,
through Housing Partners I Inc., is eligible to apply for multifamily HOME funding as a
Community Housing Development Organization (CHDO). Strategies are implemented primarily
through the Affordable Housing Development Loan Program described in the Consolidated Plan.
With an aging portfolio of units, the HACSB is continuing with plans to replace 367 units at two
locations with 589 units. The City of San Bernardino's Homeownership Assistance Program
assists eligible participants in the County's public housing program with finding an appropriate
mortgage lender and available down payment assistance programs.
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San Bernardino Focus a
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The Housing Authority of the County of San Bernardino ("Authority") owns and manages about
689 units of public housing within the City limits, and nearly 2,000 countywide, for occupancy o
by low-income families who pay no more than 30 percent of their monthly income for rent. The =
Authority's public housing program includes a mixture of single-family housing (scattered sites),
multifamily housing, and special needs housing (such as for seniors and individuals with
disabilities) funded under several state and federal housing programs. Cn
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The Authority is making a concerted effort to utilize green building technologies within its' o
capital improvement program. While the current shortfall in Capital Fund generally prevents N
substantial "green" investment, the Authority is utilizing whatever avenues are available to 0
implement energy conservation and sustainable building practices. For example, through an 5
energy performance contract, the Authority is utilizing private funding to install energy Q
conservation measures at public housing sites. Likewise, the Authority is utilizing funding
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directly from Fannie Mae to address today, public housing capital improvements which are N
planned for the next 5 years,through the Capital Fund Financing Program (leveraging the annual a)
Capital Fund allocation to service debt). Through these 2 programs, the Authority has managed N
to secure funding from sources other than HUD to address nearly $20 million in general and
energy-related improvements. If additional Capital Funding was made available, the Authority
would utilize a similar "leveraging" approach to address its' nearly $50 million countywide
backlog of 5 year capital improvement needs. Through the process, the Authority envisions r
continuing the focus on energy conservation and sustainability not only to improve the a
environment, but also to help grow the"green-collar"job-sector of the economy,which will be a
key area for job creation, especially in the building industry in the coming years.
According to the Authority, there are approximately 12,000 applicants on the waiting list for the
Public Housing Program.
The City of San Bernardino does not own or manage any public housing.
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HUD 2014-2015 Action Plan
Barriers to Affordable Housing
Barriers to affordable housing may defined as follows: "Any actions, omissions, or decisions
taken because of age, ancestry, color, disability, familial status, marital status, national origin,
race, religion, sex, sexual orientation, source of income, or any other arbitrary factors which
restrict housing choices or the availability of housing choices; or Any actions, omissions, or
decisions which have the effect of restricting housing choices or the availability of housing
choices because of age, ancestry, color, disability, familial status, marital status, national origin,
race, religion, sex, sexual orientation, source of income, or any other arbitrary factors."
The City contracts with Inland Fair Housing and Mediation Board to monitor fair housing and
impediments to fairhousing as requried by the Department of Housing and Urban Development.
The City also conducts, through its Community Development Department, an analysis of F
impediments to fair housing using: a
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- 2010 U.S. Census and the 2008-2010 American Communtiy Survey Q
- Consolidated Plan o
- County Housing Authority Public Housing Plan _
- Ome Mortgage Disclosure Act(HMDA)Data
- Data Quick Housing Sales Activity Data
- Inland Fair Housing and Mediation Board cn
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The City primary target areas for elimination of impediments are as follow: o
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1) Discrimination in the Housing Market 0
2) Increase Supply of Affordable Housing
3) Opposition/Lack of Support for Affordable Housing Q
4) Predatory Lending o
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OVERCOMING BARRIERS TO AFFORDABLE HOUSING
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The City recently undertook a major effort to eliminate constraints, with respect to land use
regulations, by developing and adopting a new Zoning Code that unified and simplified the 0
City's development regulations and processes. That effort was followed by a reorganization of
the City to unify the various development-related departments into a single Community
Development Department and a one-stop permit counter. Moreover, the City is in the process of a
making the following additional amendments to the Municipal Code in order to further reduce
barriers to affordable housing:
1. Corridor Improvement Program - The City will facilitate investment and intensification
along its underutilized corridors by codifying the development and lot consolidation
incentives proposed in the General Plan Land Use Element Corridor Improvement
Program. The four Corridor Strategic Areas, Mount Vernon, E Street, Baseline, and
Highland, are generally characterized by underperforming strip commercial, vacant or
underutilized parcels, deteriorating structures, and inconsistent facades and signage. The
Corridor Improvement Program is an optional package of policies, regulations, and
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City of San Bernardino
HUD 2014-2015 Action Plan
incentives intended to stimulate investment and development in the Corridor Strategic
Areas. While the underlying land use designations still apply, the property owner may
request, and the City may choose to apply, aspects of the Corridor Improvement Program
necessary to achieve the desired results. Key incentives include: allowing increased
densities for housing and mixed-use projects within 500 feet of a transit stop, increasing
density and FARS for mixed-use projects that replace strip commercial on arterials, and
increased density for projects that combine parcels (lot consolidation). Furthermore, Code
Enforcement activities in this area will encourage violators to demolish unsafe buildings
through existing demolition programs and educate property owners of new opportunities
available through the Corridor Improvement Program.
2. General Lot Consolidation Incentive - The City will amend the Development Code to
incentivize lot consolidation for projects that promise to commit to management plans E
and provide on-site management. Small, individual lots offer limited development a.
potential, and generally cannot support on-site property management. Development o
opportunities could be increased through a small-lot consolidation program that offers a Q
15 percent density bonus to projects with a residential component that are committing to 0
a maintenance plan and having on-site management. This encourages a more efficient use =
of the land while ensuring adequate long-term maintenance and oversight of a property. =
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3. Density Bonus Provisions - The City will facilitate higher density and affordable housing to
development by amending the development code to reflect the latest amendments to State °
density bonus law. Density bonus provisions reward developers providing affordable o
housing to seniors or families with an increase in density and reduced building N
requirements, such as reduced parking, reduced setbacks, and other factors that decrease 0
the cost of housing production. Density bonus projects can be an important source of E
housing for lower and moderate income households. a
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4. Emergency Shelters - The City plans to adopt a permanent emergency shelter ordinance, N
define emergency shelters in the definitions section of the Development Code, and create
development and management standards in accordance with Senate Bill 2. N
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5. Transitional and Supportive Housing - The City will amend the Development Code to 0)
adequately define transitional and permanent supportive housing and permit these uses
based on unit type, in accordance with Senate Bill 2. w
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6. Streamlined Processing - The City is committed to continuing the streamlining of
development activities and regulations and will continue to analyze potential programs
that seek to eliminate land use constraints, particularly as related to the provision of new
housing and rehabilitation of existing housing. The City is considering amendments to
the Municipal Code that will allow increased administrative authority for staff or Zoning
Administrator to grant discretionary approvals for housing projects, administrative relief
for lower cost housing and density bonus programs, and deviations from the
Development Code for lower cost and senior housing projects. In addition, the City will
continue to evaluate fees to identify those that may be waived and/or decreased in order
to encourage lower cost and senior citizen housing.
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City of San Bernardino
HUD 2014-2015 Action Plan
HOMELESS NEEDS
The 2013 San Bernardino County Homeless Count and Subpopulation Survey provides baseline
data that quantifies and documents the total number of homeless persons and the number of
homeless persons for several subpopulations for the entire County that includes 24 cities and four
unincorporated areas in which homeless persons were counted.
This information also provides an opportunity for each jurisdiction to establish annual
incremental "reduction" benchmarks that could serve as markers by which progress towards
ending homelessness can be measured over the next five years which is strongly encouraged by
the United States Department of Housing and Urban Development (HUD).
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In order to achieve the annual benchmarks, each jurisdiction also has an opportunity to adopt and a
implement the recommendations in this report in order to end homelessness within its o
boundaries. These recommendations are aligned with the County of San Bernardino 10-Year a
Strategy to End Homelessness. They are also aligned with several evidencebased and best o
practices that have been promoted throughout the country during the past decade. These practices =
have helped achieve unprecedented decreases in the total number of homeless persons—and in
particular families, chronic homeless persons, and veterans—across the country since 2005.
There are 2,321 adults and children who are homeless on a given day in San Bernardino County.
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Of the 2,321 persons, 1,247-1,182 adults and 65 children—are unsheltered and 1,074-640
adults and 434 children—were sheltered. Five hundred and eighteen (518) persons-357 adults N
and 161 children—were living in shelters or received a motel voucher, and 556 persons-283 s
adults and 273 children—were living in transitional housing. Table 1 Below shows the homeless a
numbers for San Bernardino City, the County leader in homeless persons.
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Table 1.Jurisdictions with Largest Number of Homeless Persons
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Jurisdiction Unsheltered Unsheltered Sheltered
&Sheltered Count count m
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# % # # 96 a
County 7,321 ; 100 2,247 100 S18 100 SS6 l00
San Bernardino 908 39 497 40 180 37 231 42
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HUD 2014-2015 Action Plan
Emergency Solutions Grant
The Emergency Solutions Grant (ESG) Program, formerly the "Emergency Shelter Grant",
signifying its shift to funding homelessness prevention and re-housing, as well as emergency
shelter is linked to the Continuum of Care plan of assistance developed.to prevent homelessness
and enable homeless individuals and families to move toward independent living. The Homeless
Emergency Assistance & Rapid Transition to Housing Act (HEARTH Act) of 2009 authorized
the new Emergency Solutions Grant, and provides unprecedented flexibility to confronting
homelessness and consolidates HUD's existing competitive homeless programs into a single,
streamlined program,the Continuum of Care Program.
The ESG program is the City's primary exclusive funding source for combatting homelessness.
In program year 2014/2015, it is anticipated that $200,000 (and an additional $200,000 of prior F
year funding) will be awarded under the ESG and will be used to support program activities a
under these components, Emergency Shelter, Homeless Prevention, Rapid Re-Housing, o
Homeless Management Information Systems (HMIS) for tracking results as well as Q
administrative activities. The City under the Emergency Shelter component will be able to fund o
operations and essential services provided by its non-profit partners and the City's Police =
Department, Homeless Services/Outreach Division. HUD's focus under the new ESG for
increased rapid re-housing and homeless prevention activities greatly impacts the City's use of
ESG funding allocated and will help families who were forced into homelessness due to the cn
economic downturn to quickly get-out and find long-term living situations. °
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Pro'ectBud et Allocation N
HMIS Access $750 0
Emergency Shelter -Essential Services $35,000 Q
Emergency Shelter-Operations and Staff Costs $64,000
Rapid Re-Housing/Homeless Prevention $100,000 c
Homeless Access Center Development $200,000
ESG Program Totals (Including Prior Year Funding) $499,750 co
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1. PRIORITY. ASSIST HOMELESS AND SPECIAL NEEDS POPULATIONS WITH E
SUPPORTIVE SERVICES
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Homeless Strategic Plan
The City of San Bernardino has the highest unsheltered homeless populations across sub-
populations, with special emphasis placed on the disparity in the number of homeless who are
also mentally ill, substance abusers, and release from jail/prison in comparison to the other 23
jurisdictions included in the 2013 homeless county. Given the severity of the program, the City
coordinates emergency shelters and transitional housing as a means to housing the homeless
across the top three sub-groups, veterans, seniors and mothers with children. During the
2014/2015 program year the City will also provide rental assistance from its HOME program to
assist families that are at risk of becoming homeless.
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City of San Bernardino
HUD 2014-2015 Action Plan
Program ESG-1: Emergency Shelters
The City supports a number of non-profit agencies that operate emergency shelters for the
homeless. Emergency shelters provide the most basic needs of safe shelter and nourishment, as
well as drop-in services, counseling, medical treatment, transportation assistance, referrals to
mental health and social service agencies, and assistance with finding appropriate permanent
housing. Five-Year Objective: Estimated 200,000 units of assistance to be delivered over the
next five years, for an average of 40,000 units of assistance annually. The City will issue a
Notice of Funding Availability for emeregency shelter services.
Program ESG-2: Transitional Housing
Transitional shelters provide housing and needed resources (i.e., job training, money
management, alcohol and drug rehabilitation, parenting classes, counseling) to help individuals a
and families re-establish independent living. These facilities also assist clients with finding o
permanent housing. Five-Year Objective: Estimated 75,000 units of assistance to be delivered a
over the next five years, for an average of 15,000 units of assistance annually. The City will
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issue a Notice of Funding Availability for transitional housing services z
Program ESG-3: Rental Assistance Program
The Rental Assistance Program is provided to individuals and/or families who must vacate their v)
substandard and unsafe housing unit. The property owners are required to bring their housing °
units into compliance and their properties are inspected to ensure compliance. Under the Rental o
Assistance Program, the City assists the evacuated families with the required first month's rent N
and security deposit. The replacement rental unit must be in sound, sanitary, and safe condition 0
and pass a City inspection. Five-Year Objective: Estimated 650 households to be assisted over
the next five years, for an average of 130 households assisted annually. Q
FY 2014-2015 Proposed Funding: $100,000 HOME
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(Prior Year Funding) N
FY 2014-2015 Proposed Accomplishment: 50 Families
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Program ESG 4: Homeless Outreach Team
The City of San Bernardino Homeless Street Outreach Team continues to provide daily mobile
outreach to the most service-resistant homeless population in the City of San Bernardino. The
Team works in partnership with local service providers, law enforcement, health professionals, a
city staff, and local residents and businesses to assist the homeless in securing stable housing,
short and long-term, and achieve self-sufficiency. Service providers and community volunteers
assist the Team during "ride-alongs" conducted throughout the week. During the 2014/2015
program year, the Outreach Team anticipates engaging over 400 homeless individuals on the
streets and other locations not meant for human habitation in the City. The Homeless Street
Outreach Team operates from 7:30 a.m. to 5:30 p.m., Monday thru Friday and various weekend
hours as assigned.
FY 2014-2015 Proposed Funding: $100,000 ESG
(Prior Year Funding)
FY 2014-2015 Proposed Accomplishment: 50 Families
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HUD 2014-2015 Action Plan
Program ESG-5: Homeless Access Center
The City will partner with a local non-profit to retrofit an existing building for a Homeless
Access Center. The Homeless Access Center will provide a safe haven where homeless
individuals can receive supportive and assistive services in a targeted manner. The Homeless
Access Center will strive to become the City's leading long-term temporary housing service
provdier.
FY 2014-2015 Proposed Funding: $200,000 ESG
(Prior Year Funding)
FY 2014-2015 Proposed Accomplishment: 75 Individuals
COMMUNITY DEVELOPMENT
The Community Development Needs discussions are based on consultation with staff from the
City, results of the community needs survey, information from various existing documents, a.
and comments from the Community Development Citizens Advisory Committee (CDCAC) and o
social service providers, public agencies, and residents. The City developed its Five-Year
Consolidated Plan in 2010. As part of the process for developing the Consolidated Plan, City o
staff conducted a survey that was distributed to all households in the City seeking community =
input in establishing priority needs under the CDBG eligibility categories. The results of that
survey are as follows:
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Homelessness
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Participants discussed the economic downturn, increasing foreclosures, rising N
unemployment, and resulting increase in homelessness. Participants noted that school districts 0
were reporting an increase in homeless children. In addition to shelter with related counseling a
and services, emergency food is needed to assist this special needs group. Transitional housing
was also discussed as a meaningful component of the effort to reduce homelessness; transitional co
housing provides the needed services and support to transition from homeless to self-sufficiency N
and permanent housing. Participants also noted the need for shelters for victims of domestic
violence, as well as emergency housing with extended care services for persons with HIV/AIDS. N
These programs should have a direct connection to the hospitals, so that referrals can be provided
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and there is no gap in the delivery system.
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Parks and Recreation/Community Facilities .2
Participants noted the need for expanded and augmented parks and community centers to provide
needed services. Community centers should provide a mixed-age environment, with programs
for all kinds of residents. Programs should also be high-tech to encourage use and facilitate youth
understanding of new technologies. Service providers noted the need for affordable facilities for
nonprofit organizations so that they can run efficiently and remain in San Bernardino.
Public Services
Participants noted that the primary public service need was for programs and activities for youth
and children. The City of San Bernardino is a family-oriented community, with more than 38
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MUD 2014-2015 Action Plan
percent of the population being children. The need for youth services is extensive, particularly
for the large and minority families that tend to earn lower income or have less disposable
income. These programs should involve lively activities that keep children engaged. The City
has a relatively high rate of crime, youth programs can prevent youth from becoming involved in
crime by getting them off the streets and into places where they can both have fun and learn the
skills they need to help them in life. Counseling and health care for families in crisis was also
noted as a need. Senior services, including nutrition programs were also noted as a need. Finally,
employment and job training was discussed as a need, especially in light of continuingly rising
unemployment rates. Service providers discussed the benefits of agency collaboration to offer
consolidated services through partnerships and engagement with parents, schools, and other
agencies.
The needs categories above were further divided into specific topics, such as "community
centers" (from the Community Facilities category), "street/alley improvements" (from the o.
Infrastructure category), and "senior services and activities" (from the Community Services 0
category). For each category, the respondent was asked to indicate unmet needs that warrant Q
expenditure of public funds by ranking the relative importance of each topic. In tabulating the o
survey results, an average score was calculated for each need category; the lower averages (and =
closer to 1) represent the community's assessment of that category as more in need (and
therefore higher in the rank order).
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The table below depicts the result of the Community Development Needs survey in rank order as
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indicated by the respondents. °-
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Needs Category Highest Ranked Activities/Programs Order o
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Fire Stations & Equipment 1
Community Youth Centers 2
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Facilities Health Care Facilities 3
Anti-Crime Programs 1
Community Services Youth Activities 2 E
Health Services 3
Infrastructure Street/Alley Improvement 1 Q
Improvements Street Lighting 2
Code Enforcement 3
Job Creation/Retention 1
Economic Small Business Loans 2
Development Employment Training 3
Neglected/Abused Children Center and Services 1
Special Needs Homeless Shelters/Services 2
Services Domestic Violence Services 3
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Community Development Needs
CDBG, ESG and local funds will be used to support a range of community development needs,
including community and supportive services, public improvements and economic development.
The community development priorities established by the City in the 2010-2015 Consolidated
Plan based on input from the community and City departments are planned to be addressed
through the following continuing and new programs.
Program CD-1: Health Services
Lower income households often lack access to quality affordable health care. The City funds a
variety of agencies that provide free or low cost medical services for lower income San
Bernardino residents. Five-Year Objective: Estimated 7,500 units of assistance to be delivered
over the next five years, for an average of 1,500 units of assistance annually.
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Specifically, the City will provide financial support to the following health service providers o
during FY 2014-2015: a
Al Shifa Clinic
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Al-Shifa Clinic provides access to free and/or low-cost health care, including dental
screenings and other dental services for low and moderate income residents of the City of
San Bernardino. N
FY 2014-2015 Proposed Funding: $18,500 CDBG °
FY 2014-2015 Proposed Accomplishment: 38-64 persons o
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Assistance League of San Bernardino-Children's Dental Center =
The Dr. Earl R. Crane Children's Dental health Center is a non-profit organization 5
dedicated to serving the children of San Bernardino since 1948. The Children's Dental Q
Center provides complete professional dental services to the children of low to very low
income families in the San Bernardino City Unified School District who do not have N
dental insurance and are not receiving public assistance. These families often have no
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other access to dental services. Patients pay only $25 per visit, but no qualified patients N
are ever turned away because of inability to pay. Each patient receives nearly$250 worth
of dental work at each visit.
FY 2014-2015 Proposed Funding: $18,500 CDBG
FY 2014-2015 Proposed Accomplishment: 500 persons r
a
Program CD-2: Comprehensive Service Center
Lower income families and individuals can benefit from a variety of supportive services.
Comprehensive service providers offer a range of programs that assist clients with their various
personal needs, including assistance combatting diseases like alcoholism, drug abuse, battery and
other social challenges. Five-Year Objective: Estimated 175,000 units of assistance to be
delivered over the next five years, for an average of 35,000 units of assistance annually.
Specifically, the City will provide financial support to the following service providers during FY
2014-2015
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City of San Bernardino
HUD 2014-2015 Action Plan
Catholic Charities of San Bernardino
The mission of Catholic Charities San Bernardino & Riverside Counties is to provide
services that impact family, neighborhood and society so that people's lives are filled
with hope. Catholic Charities respects the dignity of all people and, in partnership with
individuals, families and communities, advocates for their needs and supports their right
to self-determination.
FY 2014-2015 Proposed Funding: $14,800 CDBG
FY 2014-2015 Proposed Accomplishment: 50 Persons
Family Service Agency of San Bernardino
Family Service Agency of San Bernardino is a non-profit Agency serving San Bernardino
families since 1947. The Agency's purpose is to promote and strengthen individual and F
family life through a variety of crisis intervention, counseling, education and community a.
service programs o
FY 2014-2015 Proposed Funding: $11,100 CDBG a
FY 2014-2015 Proposed Accomplishment: 50 Persons o
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Friends of the Centers of Individual Development '=
The Friends of the C.I.D. focuses on providing ongoing opportunities in recreation
activities that enhance self-esteem, creativity, physical fitness, independence, and an cn
overall feeling of well-being. Program provides drama, craft, and various games where
individuals with disabilities learn math skills, counting skills, number recognition, fine o
t. motor skills, self-esteem and socialization N
FY 2014-2015 Proposed Funding: $22,940 CDBG 0
FY 2014-2015 Proposed Accomplishment: 200 clients
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Inland Valley Drug and Alcohol Recovery Service CO
Inland Valley Drug and Alcohol Recovery Service provides low and moderate income N
residents of the City of San Bernardino with results based alcohol and drug counseling. 0)
FY 2014-2015 Proposed Funding: $11,100 CDBG N
FY 2014-2015 Proposed Accomplishment: 50 Persons
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Mary's Mercy Center
Mary's Mercy Center, Inc. is a public non-profit organization which is committed to serve r
all races, creeds and conditions of life, and extending unconditional love, acceptance, and Q
respect to all who come for assistance. Networking with Local agencies has empowered
Mary's Mercy center to reach out to the poor and powerless of society and help people
grow into useful, affirmed people in today's world. Restoring dignity to the poor and
marginalized, we serve the young, the old and the mentally and physically challenged.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 200 clients
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HUD 2014-2015 Action Plan
Operation Grace
Operation Grace offers is a homeless service provider that offers emergency and
transitional housing to homeless individuals and families in San Bernardino. Operation
Grace also distributes food to families through their "food distribution program." Out
continued missions is to empower people to help themselves by providing outreach, case
management and supportive services to the homeless persons we serve.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 50 Persons
Project Fighting Chance
PFC is a youth mentoring, life
FY 2014-2015 Proposed Funding: $37,000 CDBG
FY 2014-2015 Proposed Accomplishment: 450 clients
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Project Life Impact o
Project Fighting Chance is a Youth Mentoring Life Skills Program started in 1999 in the a
low-income community of San Bernardino. It was founded as a vehicle driving youth o
from antisocial behavior and into the organized sport of amateur boxing. It has an =
integrated program model that provides athletics, healthy eating, vocational training,
education and counseling services. The program since its inception in 1999, has helped
approximately 450 youth between the ages of 8-17. N
FY 2014-2015 Proposed Funding: $22,200 CDBG °
FY 2014-2015 Proposed Accomplishment: 200 clients o
N
Smooth Transition, Inc. `o=
Smooth Transition, Inc. is a non-profit organization whose goal is to reach at risk teens 5
early and before they drop out of high school or leave the foster care system. Their work a
has expanded to include all at-risk populations including displaced adults and others M
within the community as a means to help break the cycle of unemployment and poverty.
Smooth Transition works with them personally, academically and vocationally, providing
hope and guidance in their life decisions and teaching them the life skills they will need N
to enter the world, make positive change and meet their life goals. Their team of
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professionals and educators work with them and provide them with educational and
vocational tools, support and continued mentorship and setting them on their path to
personal success. .2
FY 2014-2015 Proposed Funding: $11,100 CDBG a
FY 2014-2015 Proposed Accomplishment: 200 clients
The Home of the Neighborly Service
The Home operates as a neighborhood-based community center located on the west side
of the City. The overall activities are administered through four different service areas:
food pantry, recreation, social services, and education. Within the food pantry there are
three programs: food commodities, salvaged food, and the community garden. Through a
long standing relationship with the Community Action Partnership of San Bernardino,
food is provided for over 3000 individuals each month.
FY 2014-2015 Proposed Funding: $18,500 CDBG
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HUD 2014-2015 Action Plan
FY 2014-2015 Proposed Accomplishment: 30,000 Persons
Time for Change Foundation
The mission of TFCF is to empower disenfranchised low income individuals and families
by building leadership through evidenced-based programs and housing to create self-
sufficiency and thriving communities.
FY 2014-2015 Proposed Funding: $37,000 CDBG
FY 2014-2015 Proposed Accomplishment: 200 clients
Program CD-3: Youth Services
It is important for the young people of the City of San Bernardino to have the opportunity to
engage in activities that enable them to develop self-esteem and reach their full potential. The F
City will use CDBG funds to support the following types of youth services and activities: a
• Character and leadership development o
• Education and career development Q
✓ Health and life skills o
✓ The arts =
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✓ Sports, fitness and recreation. E
Five-Year Objective: Estimated 20,000 units of assistance to be delivered over the next five in
years, for an average of 4,000 units of assistance annually. Specifically, the City will provide w
financial support to the following service providers during FY 2014-2015: o
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Central City Lutheran Mission o
Program provides bi-lingual services to assist mono-lingual homes to develop parenting E
skills, increase school retention, and prevent drug/gang involvement. Workshops provide a
opportunities for family support groups seeking guidance and support adapting to their
new environment. a'
N
FY 2014-2015 Proposed Funding: $12,580 CDBG
FY 2014-2015 Proposed Accomplishment: 100 youth N
Y
Children's Fund d
Children's Fund's mission is "to ensure that at-risk children who are abused, neglected, s
impoverished, or abandoned receive adequate food, shelter, clothing, medical care and a
education". The Daily Referral program is the engine through which Children's Fund Q
meets the emergency needs of at-risk youth. The program receives requests from case
managers and social workers on behalf of at risk children. As a safety net, Children's
Fund provides vital services that are not immediately available from other County or
community agencies.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 500 youth
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City of San Bernardino
HUD 2014-2015 Action Plan
` Gang Reduction and Intervention Team
The Gang Reduction Intervention Team (G.R.I.T.) mission is to intervene in the lives of
"At-risk" youth and young adults who have demonstrated the most extreme forms of
delinquency. GRIT'S mission is achieved by providing job training and placement,
mentoring, life skills, and classes that provoke behavior modification, thus empowering
our youth to make better decisions. Part of our mission is to increase stability in our
neighborhoods and to become a catalyst that fosters safer communities.
FY 2014-2015 Proposed Funding: $14,800 CDBG
FY 2014-2015 Proposed Accomplishment: 500 youth
LJR Intellect Academy
LJR Intellect Academy offers youth in San Bernardino art enrichment programs,
including acting, music education, fine arts understanding and an opportunity to engage R
in the visual arts. a
FY 2014-2015 Proposed Funding: $18,500 CDBG o
FY 2014-2015 Proposed Accomplishment: 500 youth Q
C1
Lorrine's Learning Academy =
Lorine's Learning Academy D.B.A. Cornerstone Christian Academy is an operation that �=
will strive to excel in caring for and educating children through a variety of programs 0
designed to provide lessons that will coach them for the rest of their lives and will offer a CO
friendly and happy learning environment that emphasizes cooperation, new skills °
development, and a strong sense of responsibility o
FY 2014-2015 Proposed Funding: $14,800 CDBG N
FY 2014-2015 Proposed Accomplishment: 500 youth 0
National Council of Negro Women, Inc.
The National Council of Negro Women, Inc. (NCNW) is a council of national African M
American women's organizations and community-based sections. Founded in 1935, the N
NCNW mission is to lead, develop, and advocate for women of African descent as they
support their families and communities. NCNW fulfills this purpose through research, N
advocacy, and national and community-based services and programs on issues of health,
education, and economic empowerment in the United States and Africa. With its 39
national affiliates and more than 240 sections, NCNW is a 501(c)3 organization with an
outreach to nearly four million women. For more information about NCNW, please .2
contact us. a
FY 2014-2015 Proposed Funding: $21,345 CDBG
FY 2014-2015 Proposed Accomplishment: 300 youth
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City of San Bernardino
HUD 2014-2015 Action Plan
San Bernardino National Forest Association
The overall goal of the San Bernardino National Forest Association's Urban Youth
Conservation Corps is to prevent and/or intervene early in drug and gang violence among
at-risk youth (ages 15 through 19 years old) who live within the City of San Bernardino.
This is achieved through weekly job readiness training and paid conservation work
activities in the community, as well as in the National Forest.
FY 2014-2015 Proposed Funding: $34,632 CDBG
FY 2014-2015 Proposed Accomplishment: 300 youth
Santa Claus, Inc.
Santa Claus, Inc. provides new toys, clothing, books, and quality educational materials
for over 14,000 local underprivileged children at Christmas. Eligible parents are
identified as families of the working poor primarily by the San Bernardino Unified S
School District. Invitations are sent to parents to "shop for free" at its warehouse. a
FY 2014-2015 Proposed Funding: $7,400 CDBG o
FY 2014-2015 Proposed Accomplishment: 14,000 units of assistance a
0
Youth Action Project =
Youth Action Project works to empower San Bernardino's youth by providing
opportunities that allow youth and young adults to develop the skills and habits needed to
experience economic and social successes. Youth Action Project trains 50 AmeriCorps v)
volunteers who in turn provide tutoring and coaching to local high school students
needing extra assistance to pass the California High School Exit Exam. Additionally, o
members facilitate workshops and community-benefit projects. N
FY 2014-2015 Proposed Funding: $13,320 CDBG 0
FY 2014-2015 Proposed Accomplishment: 300 youth 5
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Program CD-4: Senior Services co
Seniors are some of the City's most vulnerable residents. The City will use CDBG funds to N
support the following types of senior programs and services:
✓ Transportation assistance N
✓ Nutrition and meal programs
✓ Recreational, educational and social opportunities E
✓ Information and referral services
Five-Year Objective: Estimated 4,500 units of assistance to be delivered over the next five years, a
for an average of 900 units of assistance annually
Specifically, the City will provide financial support to the following service providers during FY
2014-2015:
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City of San Bemardino
HUD 2014-2015 Action Plan
Highland District Council on Aging-Senior Center
The Highland Senior Center is a very large and active senior center that provides a wide
variety of Social, Educational, Physical, Nutritional, and Transportation services to the
senior population of the City of San Bernardino.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 3400 persons
Program CD-9: Legal Services
Every San Bernardino resident is guaranteed access to the judicial system and has certain rights
and privileges that are recognized and protected regardless of ability to pay. Access to legal
services empowers clients by giving them the tools; i.e., the legal documents and procedural
information needed to seek solutions through court orders. These services improve the lives of
clients by helping them resolve domestic dispute, seek financial stability, and access the F
healthcare, dental, and developmental services needed for themselves and their minor a
dependents. Five-Year Objective: Estimated 1,750 units of assistance to be delivered over the o
next five years, for an average of 350 units of assistance annually.
0
Specifically, the City will provide financial support to the following service providers during FY =
2014-2015:
E
Legal Aid Society of San Bernardino N
Legal Aid provides free access to justice for the area's most unfortunate residents, °
families barely subsisting, who would otherwise have no means of legally resolving o
conflicts as to parental rights, child custody, visitation, and support or restraining orders. N
Legal Aid offers residents access to legal counsel, document preparation for family law, 0
guardianship and conservatorship actions, education, and procedural assistance at each
step of the legal process. Through this program, clients are educated on their rights and a
responsibilities. They are able to make more informed decisions, to take legal action to
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resolve conflicts, and to take proactive steps toward a more self-reliant, stable home life. N
FY 2014-2015 Proposed Funding: $14,800 CDBG
FY 2014-2015 Proposed Accomplishment: 400 persons N
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Program CD-10: Services for Victims of Domestic Violence
Victims of domestic violence often require a variety of supportive services before they can
transition back to living independent, self-sufficient lives. These services include immediate .2
crisis intervention, follow-up services, one on one counseling, accompaniment and advocacy a
services. Five-Year Objective: Estimated 1,000 units of assistance to be delivered over the next
five years, for an average of 200 units of assistance annually.
Specifically,the City will provide financial support to the following service providers
during FY 2014-2015:
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HUD 2014-2015 Action Plan
Option House
Option House is a domestic violence center/shelter offering a myriad of emergency
services, including Emergency Overnight Shelter; 60-day Temporary Crisis Intervention
Shelter; 18-month Transitional Housing; In-House Resident Program; Advocacy; Option
House provides 24-hour crisis intervention shelter, transitional housing, outreach
services, legal services, information, education and awareness to family violence victims
FY 2014-2015 Proposed Funding: $9,620 CDBG
FY 2014-2015 Proposed Accomplishment: 200 persons
San Bernardino Sexual Assault Services
San Bernardino Sexual Assault Services core programs provide understanding and
support to victims of sexual assault/domestic violence through immediate crisis
intervention, one-on-one counseling, hospital/court accompaniment, and advocacy
services. a
FY 2014-2015 Proposed Funding: $18,500 CDBG o
FY 2014-2015 Proposed Accomplishment: 1,200 persons a
0
Program CD-11: Child Care Services =
All families with children, regardless of income, deserve an opportunity to work and attend
school with the assurance that their children are in a safe and comfortable learning environment.
Quality affordable child care is therefore a critical need for all families in San Bernardino, to
especially for single-parent households whose child care options are more limited. The City will °
use CPD funds to support programs that provide children with a high quality developmental o
program, one that teaches skills that go beyond learning to read and write at an early age, and a N
stimulating environment that offers opportunities to explore, create, examine, and question o
without concern for judgment, disapproval or criticism. Five-Year Objective: Estimated 10,000
units of assistance to be delivered over the next five years, for an average of 2,000 units of Q
assistance annually. o
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Specifically, the City will provide financial support to the following service providers during FY a)
2014-2015: N
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St.John's Community Success Center-Project Safe Space
Project Safe Space offers a safe site where children can come together, explore new crafts
and skills, and develop positive social skills supervised by caring adults. Safe space r
offers supervised activities for off track and vacationing students of all ages. Students
focus on physical activities both inside and outside. Physical activities include tether
ball, badminton, bocce balls, ping pong, hula hoops, group games, quiet activities are
board games, reading, videos, yarn work, and a craft room where paint, paper, simple
projects, chalk, play dough and a piano invite children to use their imaginations.
Children are encouraged to help plan activities such as crafts, cooking projects, and
theme days.
FY 2014-2015 Proposed Funding: $13,616 CDBG
FY 2014-2015 Proposed Accomplishment: 100 Persons
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City of San Bernardino
HUD 2014-2015 Action Plan
1. PRIORITY: IMPROVE AND EXPAND COMMUNITY FACILITIES AND
INFRASTRUCTURE TO MEET CURRENT AND FUTURE NEEDS
Program I-1: Fire Equipment Leases
The City of San Bernardino Fire Department serves a resident population of
approximately 202,000 and covers a diverse service area of 59.3 miles. This service area
covers approximately 19 miles of wild land interface area, a major rail yard, an
international airport, the County Seat, a jail, two major mall complexes, and three major
interstate freeways (10, 215 and 210). Currently, the Department staffs twelve fire engine
companies, two aerial truck companies, one heavy rescue, five 4-wheel drive brush
engines, one hazardous material response rig, and one medic squad housed in twelve
stations throughout the City. Fire Stations No. 221, 222, 224, 229, and 231 serve the
City's low and moderate income areas (Figure 1). The City will use CDBG funds for the a
payment of fire equipment leases that serve the low and moderate income areas. Five- o
Year Objective: Continue to support fire services for low- and moderate-income areas. Q
FY 2014-2015 Proposed Funding: $543,200 CDBG
FY 2014-2015 Proposed Accomplishment: Annual Payment =
E
Program I-2: Street and Street Lighting
Street and street lighting projects include efforts to extend and widen streets, street o
resurfacing, construction of curbs, gutters, sidewalk, handicap ramps, bikeways, right of
way acquisition and street lighting systems. Since the City does not have sufficient °
funding to complete all of the projects identified in its CIP, there is no way to guarantee N
which projects will be funded and ultimately completed. The following is a list of 0
potential Street and Street Lighting projects that may be completed in the upcoming five- Q
year Consolidated Plan period within the low and moderate income areas:
✓ Accessibility Improvements at various locations w
✓ Street Safety Improvements at various locations
✓ Pavement Rehabilitation at various locations co
✓ Concrete Pads at various locations N
✓ Grade Separation at various locations
✓ Street Widening at various locations s
✓ Streetlight Poles and Electric Systems Replacement at various locations N
✓ Traffic Calming Measures at various locations Q
✓ New Road Construction at various locations
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $450,000
FY2014-2015 Proposed Accomplishment: NONE
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City of San Bernardino
HUD 2014-2015 Action Plan
Program I-3: Sewer
Sewer projects include efforts to increase system capacity for new users, replace aging or
obsolete systems and meet new regulatory requirements. Since the City does not have
sufficient funding to complete all of the projects identified in its CIP, there is no way to
guarantee which projects will be funded and ultimately completed. The following is a list
of potential sewer projects that may be completed in the upcoming five-year
Consolidated Plan period within the low and moderate income areas:
• Sewer Main Extensions at various locations
• Sewer Manhole Rehabilitation at various locations
• Sewer Siphon Flushing at various locations
✓ Sewer Main Replacement at various locations
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for
an average of 1 project completed annually. E
FY 2014-2015 Proposed Funding: $1,000,000 (General Fund) a
FY 2014-2015 Proposed Accomplishment: One Project o
Program I-4: Storm Drain o
Storm drain projects include efforts to install new storm drain systems (per the City's =
Comprehensive Storm Drain Master Plan) and replace aging or obsolete systems. Since
the City does not have sufficient funding to complete all of the projects identified in its
CIP, there is no way to guarantee which projects will be funded and ultimately to
completed. The following is a list of potential Storm Drain projects that may be °
completed in the upcoming five-year Consolidated Plan period within the low and o
moderate income areas: N
✓ Storm Drain Installation and Rehabilitation at various locations o
✓ Storm Drain Realignment at various locations
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for e
an average of 1 project completed annually.
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FY 2014-2015 Proposed Funding: $1,000,000 (General Fund) N
FY 2014-2015 Proposed Accomplishment: One Project
Program I-6: Traffic Control
Traffic control projects include efforts to install new traffic signals, add traffic striping,
and replace aging or obsolete traffic control systems. Since the City does not have
sufficient funding to complete all of the projects identified in its CIP, there is no way to
guarantee which of the projects will be funded and ultimately completed. The following a
is a list of potential Traffic Control projects that may be completed in the upcoming five-
year Consolidated Plan period within the low and moderate income areas:
✓ Traffic Signal Upgrades at various locations
✓ Traffic Signal Interconnections and Synchronization at various locations
✓ Bike Path Installations at various locations
✓ Traffic Signal Installations at various locations
✓ Upgrade to Fluorescent Signs at various locations
✓ Installation of Solar-Powered Speed Signs at various locations
✓ Installation of Pedestrian Signals at various locations
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for
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HUD 2014-2015 Action Plan
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $1,000,000 (General Fund)
FY 2014-2015 Proposed Accomplishment: One Project
Program I-7: Parks and Recreation
Parks and recreation projects include the maintenance and upgrade of parks, game courts
and fields, fielding lighting, recreation buildings, Park's restroom buildings and
playground equipment. Since the City does not have sufficient funding to complete all of
the projects identified in its CIP, there is no way to guarantee which of the projects will
be funded and ultimately completed. The following is a list of potential Parks and
Recreation projects that may be completed in the upcoming five-year Consolidated Plan
period within the low and moderate income areas:
✓ Tree Plantings at various locations
✓ Replacement of Equipment at various Community Centers o.
✓ Design and Engineering Services at various locations o
v/ Expansion and Renovations at various Senior Centers a
✓ Soccer Field Construction at various locations
✓ Restroom Renovations at various locations
s
✓ Fencing and Lighting Upgrades at various locations
✓ Concrete and Lighting Installations at various locations
✓ Hiking and Exercise Trail Construction at various locations cn
✓ Irrigation System upgrades at various locations °
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for o
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $461,250 in CDBG 0
FY 2014-2015 Proposed Accomplishment: Various facility and park improvement
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2. PRIORITY: PROMOTE ECONOMIC DEVELOPMENT AND EMPLOYMENT
OPPORTUNITIES FOR LOW AND MODERATE INCOME HOUSEHOLDS
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Program ED-1: Inland Empire Small Business Financial Development Corporation
(IESBFDC)Loan Guarantee Program E
The Loan Guarantee Program is designed to assist small businesses that need additional
support in the form of a guarantee to induce a lender to lend. The program places special a
emphasis on women and minority-owned businesses, as well as businesses located in
designated enterprise zones. To be eligible, a business must: (1) be unable to obtain
financing without the guarantee, and (2) demonstrate repayment ability with adequate
collateral support. Guarantees can be issued on short term loans, revolving and contract
lines of credit, term loans for asset purchases, purchases of existing businesses, or for
establishing a new business.
Five-Year Objective: Estimated 25 businesses to be assisted over the next five years, for
an average of 5 businesses assisted annually.
FY 2014-2015 Proposed Funding: No funding identified
FY 2014-2015 Proposed Accomplishment: NONE
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HUD 2014-2015 Action Plan
Program ED-2: Grow San Bernardino Fund SBA 7A Loan Program
The SBA 7A-Grow America Fund Program provides loans to small businesses. This
program is available countywide and can provide 100 percent financing for up to $1
million. The program provides long-term, fixed-rate financing which may be utilized for
property acquisition, construction, building renovations or leasehold improvements, debt
refinancing, capital equipment and working capital. Repayment ability from cash flow of
the business is a primary criterion in the loan evaluation,but good character, management
capability, and collateral are also important considerations. Eligible business must
demonstrate at least three years of profitable operation, good liquidity, and a satisfactory
debt-to-equity ratio.
Five-Year Objective: Estimated 10 businesses to be assisted over the next five years, for
an average of 2 businesses assisted annually.
FY 2014-2015 Proposed Funding: No funding identified
FY 2014-2015 Proposed Accomplishment: NONE a
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Program ED-3: Business Incentive& Downtown Revitalization/Facade Program o
The Business Incentive Grant Program assists business owners, tenants, and property =
owners to enhance the "curb appeal" of their business storefront by providing funds to �=
complete exterior improvements. The program also provides grants to help business
owners retain their current employment levels or expand their current employment levels. rn
The program offers grants reimbursements that are not-to-exceed $10,000. The applicant °
will be required to match this grant dollar for dollar and will be reimbursed at the o
.
completion of all pre-approved improvements. N
Five-Year Objective: Estimated 125 businesses to be assisted over the next five years, for 0
an average of 25 businesses assisted annually.
FY 2013-14 Proposed Funding: No funding identified a
FY 2013-14 Proposed Accomplishment: NONE
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Program ED-4: Utility User's Grant Program N
The Business Utility User's Tax Rebate Program rewards new and expanding businesses
who create jobs, increase sales tax revenues, or increase property values by refunding a
percentage of the City's utility taxes paid on electrical, gas, cable, and telephone services
to operate their businesses. 2
Five-Year Objective: Estimated 10 businesses to be
assisted over the next five years, for
an average of 2 businesses assisted
annually.
FY 2014-2015 Proposed Funding: No funding identified
FY 2014-2015 Proposed Accomplishment: NONE
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HUD 2014-2015 Action Plan
Program ED-5: Section 108 Loan Repayment
In 2006, the City, its Redevelopment Agency, and HUD executed Section 108 loan
documents for an award of$7.5 million. The loan was utilized for the acquisition of 22
blighted and socially problematic four-plex apartment dwellings in the North Arden
Guthrie Area. Together with other redevelopment funds of approximately $7.5 million,
tenants have now been relocated into safe and sanitary housing, the structures
demolished, and the land will be made available to a master developer (Home Depot) for
the purpose of constructing a retail commercial center. The City is currently
renegotiating a HUD Section 108 Loan for the 20-Plex movie theater(formerly known as
the Cinema Star) in the amount of$9 million to repay the original HUD 108 Loan of$4.6
million and provide necessary funds for new technology upgrades and remodeling by
Maya Cinemas North America, Inc. The Project will include: new furniture and fixtures,
carpeting, tile, counter-tops, paintwork, new seating, new digital projection equipment, F
movie screens and sound equipment, correction of American with Disabilities Act a
deficiencies, expansion of the main lobby and installation of equipment and expansion of o
one I-Max auditorium. The term of the Section 108 financing will be seven years with a
interest only payments. o
Five-Year Objective: Estimated 475 jobs created/retained upon completion of projects. _
FY 2014-2015 Proposed Funding: $728,376 CDBG �=
FY 2014-2015 Proposed Accomplishment: Projected 475 jobs
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Program ED-6: California Theatre 41
The former Redevelopment Agency owns and contracts out the maintenance of the o
Historic California of the Performing Arts Theatre (the "Theatre"). The Agency is N
currently in the process of conducting a series of renovation improvements for the t
Theatre. The improvements include, but are not limited to the following items:
installation of a fire protection sprinkler system, structural support system for front entry Q
and installation of a pull pipe system. This project will facilitate the creation, promotion,
and retention of over 1,400 employment opportunities. N
Five-Year Objective: Estimated 1,400 jobs created/retained upon completion of
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renovations. N
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FY 2014-2015 Proposed Funding: No funding identified
FY 2014-2015 Proposed Accomplishment: No funding identified 0
Program ED-7: Former Redevelopment Agency Activities Y
The Agency undertakes numerous marketing activities designed to enhance the image of a
the community and attract new development expanding both employment opportunities
and the tax base. Activities include the production of print marketing materials,
advertising and public relations activities in the printed media, representation of the
Agency at targeted trade shows and exhibitions and the production of a weekly, business
oriented,television show targeted towards the business community.
Five-Year Objective: Estimated 2,500 jobs created/retained over the next five years,
for an average of 500 jobs created/retained annually.
glen
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6.A.a
City of San Bernardino
HUD 2014-2015 Action Plan
Alcohol/Other Drug Abuse
= Alcohol/other drug abuse is defined as excessive and impairing use of alcohol or other drugs,
including addiction. The National Institute of Alcohol Abuse and Alcoholism estimates the
number of men with drinking problems (moderate or severe abuse) at 14 to 16 percent of the
adult male population and the number of women with similar problems at six percent. Applying
these general estimates, over 15,000 San Bernardino adult residents may have substance abuse
problems. The San Bernardino County Department of Behavioral Health Office of Alcohol and
Drug Programs provides a full range of alcohol and drug services for communities and residents.
Prevention, outpatient, and residential programs are offered in every significant population
center in the County through contracts with community-based organizations. The following
organizations and programs in the City of San Bernardino provide services such as alcohol
detoxification,treatment for chemical dependency, and homeless programs:
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❑ Inland Behavioral and Health Services, Inc. n.
❑ Casa de San Bernardino, Inc. o
❑ New House Q
❑ San Bernardino County Public Health Department o
❑ SAC Health Systems =
❑ San Bernardino Center for Change
❑ Institute for Public Strategies
❑ Miracles in Recovery
❑ Veterans Alcoholic Rehabilitation Program °
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Victims of Domestic Violence N
Domestic violence often goes unreported, which makes it difficult to assess the extent of the
problem in communities. One source for San Bernardino is the county's Continuum of Care S
application for Shelter Housing Program funds, which estimated that 12 percent of local a
homeless are victims of domestic violence. A primary need for victims of domestic violence is
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emergency shelter in a safe and confidential location. Subsequently, affordable housing options N
are important to provide victims with options for housing, so as not to have to return to an unsafe
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home. M N
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Supportive case management services can be extremely helpful to break the cycle of violence for
victims of domestic violence. These services can include counseling, court accompaniment,
information and referrals, and personal advocacy. In addition, emergency and/or transitional r
shelter, in a confidential place, is often necessary to ensure victims' safety. a
Housing Opportunities for People with AIDS (HOPWA)
The City does not presently receive HOPWA dollars. However, the City continues to support
Central City Lutheran Mission and Foothill Aids Projects. Both agencies offer assistive and
supportive services to individuals with HIV/AIDS and their families. For persons living with
HIV/AIDS, access to safe, affordable housing can be as important to their general health and
well-being as access to quality health care. For many, the persistent shortage of stable housing is
the primary barrier to consistent medical care and treatment. According to the California
Department of Public Health, a total of 1,620 HIV and 4,359 AIDS infected persons lived in San
Bernardino County as of 2013.
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�Al�jl
i
d
City of San Bernardino
{ HUD 2014-2015 Action Plan
QYear HIV AIDS
2010 1,575 4,106
2011 1,561 4,199
2012 1,541 45254
2013 1,620 4,359
The Housing Opportunities for Persons with AIDS (HOPWA) Program is a federally funded
housing program to address the specific needs of persons living with HIV/AIDS and their
families. Since 1993, the City of Riverside has administered the HOPWA formula grant for
communities in San Bernardino and Riverside counties. The City of Riverside contracts with the
County of San Bernardino to provide supportive services for persons with HIV/AIDS. The City R
of San Bernardino does not qualify HOPWA formula funding. HOPWA funds are distributed to
metropolitan areas with a population of more than 500,000 and at least 1,500 cumulative AIDS
cases. In these metropolitan areas, the largest City serves as the Formula Grant Administrator. Q
For the San Bernardino-Riverside metropolitan area, the City of Riverside, as the largest City,
administers the region's HOPWA grant. _
w
E
In 1994, the Department of Public Health of San Bernardino County began receiving Ryan
White Program funding to support programs in San Bernardino County and Riverside 0
County. As of May 1, 2008, the San Bernardino and Riverside Counties have a total of eight o
public and community-based organizations funded by the Ryan White Program that provide
services to those who lack health insurance and financial resources to care for their ailment. San L
Bernardino Public Health Reproductive Health Services provides family planning services to m°,
residents in both San Bernardino and Riverside Counties. Services include birth control methods, Q
male and female reproductive exams, STD testing and treatment, HIV testing and referrals. a)
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Packet Pg.426a
ARb
' CITY OF SAN BERNARDINO
2014-2015 ACTION PLAN R
This document includes Narrative Responses to specific 0
questions that grantees of CDBG, HOME, HOPWA and
ESG Programs must respond to in order to be compliant o
ED 1 1 with the Consolidated Planning Regulations. _
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E
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EXECUTIVE SUMMARY
0
As a designated entitlement jurisdiction, the City of San Bernardino annually receives federal N
funding designated to assist in the development of viable communities by supporting projects
that provide decent housing, sustain suitable living environments, and expand economic
opportunities primarily for low- and moderate-income persons. The City is required to develop Q
an Annual Action Plan for the use of these funds which serves as the means to meet the co
application and submission requirements for four entitlement formula programs: Community N
Development Block Grant (CDBG), Emergency Solutions Grant (ESG), Housing Opportunities
for Persons with AIDS (HOPWA), and HOME Investment Partnership (HOME). The Annual o
Action Plan must be submitted to HUD by May 15, forty-five (45) days prior to the start of the .N
upcoming program year (July 1, 2014). The City FY 2014/2015 HUD allocations for these
formula programs and the proposed activities to be funded are as follows:
r
0
Community Development Block Grant (CDBG) N
M
The FY 2014/2015 CDBG allocation is anticipated to be $3,100,000. Activities eligible for �
funding under the CDBG program include acquisition of real properties, construction, o.
rehabilitation or improvements to public facilities, housing related services and activities, o
economic development, public services, and program planning and administration. Eligible
activities are required to meet at least one of the three CDBG program National Objectives, LO
which are: 1) to assist low- and moderate-income persons, 2) aid in the prevention or elimination N
of slum or blight, and 3) meet urgent community needs. The City will expend its allocation of
Program Year 2014/2015 CDBG funding for the following CDBG eligible activities:
Project Budget Allocation °
Administration(20% cap) $620,000
Public Service/Non-profits (15% cap) $462,000 t
Section 108 Payment $728,376 M
Mandated Fair Housing Compliance $54,000 a
Fire Truck Lease Payments $543,200
City Clerk—Business Retention Program $112,500
Community Development—Historic Preservation $26,250
Packet Pg.427
City of San Bernardino
HUD 2014-2015 Action Plan
Community Development—AB 2533 Enforcement $48,750
Community Development Long Range Planning $112,500
Community Development Streamline Development Process $45,000
Parks and Recreation—Community Center Upgrades $461,250
Police Department—Camera Expansion Project $112,500
Public Works—Safety and Mobility Corridor $450,000 a.
Mobile Home Grant Repair Program $100,000 0
Code Compliance and Blight Eradication Program $300,000 a
CDBG Program Totals (Including Prior Year Funding) $4,176,326 0
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Y
HOME Investment Partnerships (HOME) Program E
The FY 2014/2015 HOME Program allocation is anticipated to be $900,000. The fundamental o
purpose of the HOME Program is to preserve and increase the supply of decent, safe, and c
sanitary affordable rental and owner-occupied housing for persons at 80% or below the area
median household income. The Program Year 2014/2015 HOME funding will be distributed as N
follows according to specific HUD program caps: 0
a
Project Budget Allocation
Administration(10% cap) $90,000 0
County Sub-Recipient Agreement $810,000
Single Family Beautification/Loan Program $1,750,000
Homebuyer Assistance Program $1,250,000 2
Multi-Unit Rental Acquisition and Rehabilitation $500,000
New Housing Development $1,000,000
HOME Program Totals (Including Prior Year Funding) $5,400,000 c
N
Emergency Solutions Grant(ESG) `�
M
_
On May 20, 2009, the Homeless Emergency Assistance and Rapid Transition to Housing Act of a.
2009 (HEARTH Act) was enacted which consolidated three homeless programs into a single 0
program under the McKinney-Vento Homeless Assistance Act and made major revisions to the a
Emergency Shelter Grant program. The HEARTH Act renamed Emergency Shelter Grant to L,
Emergency Solutions Grants (ESG). The HEARTH Act also codified into law the Continuum of N
Care planning process to assist with homeless coordination of services and addressing the needs v
T
of the homeless. The ESG Interim Rule published in the Federal Register on December 5, 2011, N
revised regulations for the Emergency Shelter Grant by establishing regulations for the
Emergency Solutions Grant. On January 4, 2012, the regulations went into effect. o
w:
The City is anticipating $200,000 in ESG funding for FY 2014/2015. Activities eligible for E
funding under the new ESG program include support for the operations and essential services as 0
provided at emergency shelter and homeless prevention and rapid re-housing activities. The ESG .2
program regulations require that the City match its ESG allocation dollar-for-dollar with other a
funding sources. Consequently, the City places this matching requirement upon the ESG
sub-recipients.
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City of San Bernardino
HUD 2014-2015 Action Plan
The table below summarizes the proposed use of ESG funds during the FY 2014/2015 by general
activity, funding amount, and percentage.
Pro'ectBud et Allocation
HMIS Access $750
Emergency Shelter - Essential Services $35,000 a
Emergency Shelter- Operations and Staff Costs $64,000 0
Rapid Re-Housing/Homeless Prevention $100,000 a
Homeless Access Center Development $200,000 j
ESG Program Totals (Including Prior Year Funding) $499,750 =
E
Housing Opportunities for Persons with AIDS (HOPWA) N
0
The Housing Opportunities for Persons With AIDS (HOPWA) Program is the only Federal
program dedicated to the housing needs of people living with HIV/AIDS. Under the HOPWA °
Program, HUD makes grants to local communities, States, and nonprofit organizations for N
L
projects that benefit low-income persons living with HIV/AIDS and their families. The FY 0
2014/2015 HOPWA allocation is anticipated to be $0. a
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DESCRIPTION OF THE PROJECT AREA N
The 2010 United States Census reported that San Bernardino had a population of 209,924. The =
population density was 3,519.6 people per square mile (1,358.9/km2). The racial makeup of San .°
Bernardino was 95,734 (45.6%) White (19.0% Non-Hispanic White),[19] 31,582 (15.0%)
African American, 2,822 (1.3%) Native American, 8,454 (4.0%) Asian, 839 (0.4%) Pacific
Islander, 59,827 (28.5%) from other races, and 10,666 (5.1%) from two or more races. Hispanic r
or Latino of any race were 125,994 persons (60.0%). The Census reported that 202,599 people N
(96.5% of the population) lived in households, 3,078 (1.5%) lived in non-institutionalized group N
quarters, and 4,247 (2.0%) were institutionalized.
a
There were 59,283 households, out of which 29,675 (50.1%) had children under the age of 18 0
living in them, 25,700 (43.4%) were opposite-sex married couples living together, 13,518
(22.8%) had a female householder with no husband present, 5,302 (8.9%) had a male a
LO
householder with no wife present. There were 5,198 (8.8%) unmarried opposite-sex partnerships, c
and 488 (0.8%) same-sex married couples or partnerships. 11,229 households (18.9%) were
made up of individuals and 4,119 (6.9%) had someone living alone who was 65 years of age or N
older. The average household size was 3.42. There were 44,520 families (75.1% of all
households); the average family size was 3.89. The population was spread out with 67,238 0
people (32.0%) under the age of 18, 26,654 people (12.7%) aged 18 to 24, 56,221 people
(26.8%) aged 25 to 44, 43,277 people (20.6%) aged 45 to 64, and 16,534 people (7.9%) who
were 65 years of age or older. The median age was 28.5 years. For every 100 females there were
97.2 males. For every 100 females age 18 and over, there were 94.0 males. w
Q
There were 65,401 housing units at an average density of 1,096.5 per square mile (423.4/km2), of
which 29,838 (50.3%) were owner-occupied, and 29,445 (49.7%) were occupied by renters. The
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City of San Bernardino
HUD 2014-2015 Action Plan
homeowner vacancy rate was 3.2%; the rental vacancy rate was 9.5%. 102,650 people (48.9% of
the population) lived in owner-occupied housing units and 99,949 people (47.6%) lived in rental
housing units.
A vast majority of the residents with low- or moderate-incomes live in neighborhoods within the
First, Second, Third, and Sixth Wards. These neighborhoods may be designated as CDBG a
Benefit Service Areas (commonly referred to as CDBG Target Areas). o
U
TARGET AREA ALLOCATIONS
The City proposes to utilize its funding for fiscal year 2014/2015 to finance a variety of housing,
community development, economic development, and capital improvement projects. The
majority of the funding will be used to finance projects targeting low- to moderate-income (n
individuals and families throughout the City including those in special needs categories such as °
abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, o
illiterate adults, and persons living with HIV/AIDS. Based on Census 2000 data, more than 42% N
of the population in the City is identified as low- or moderate-income households. 0
w
In addition to projects and programs available to eligible participants citywide, specific projects Q
and programs will be targeted to the designated low/moderate income CDBG Benefit Service co
Areas described above. CDBG Benefit Service Areas are defined as geographic locations within
the city of San Bernardino boundaries where 51% or more of the households residing in those
areas are low- to moderate-income. Based on the 2000 Census, almost 40% of the census tracts o
in the city of San Bernardino qualify as CDBG Benefit Service Areas, as shown on Exhibit A-1. N
.y
The plan for geographic distribution of resources and projects identified as serving an area
benefit is based in part on the geographic distribution of low- and moderate-income households
throughout the City. Exhibit A-2 identifies the percentage of low- and moderate-income C;
households throughout the City that reside within each City Council Ward. City Council M
members utilize this information as a guide for determining the annual distribution of funding for
proj ects. a
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IDENTIFICATION OF OBSTACLES Q
Ln
The City's financial position during FY2013 combined with the demise of Redevelopment in N
California prevented it from operating its CDBG, HOME,NSP and ESG programs as effectively
as possible. This was due in part to the lay-off of key redevelopment staff that played roles in N
the management of the aforementioned programs. "Restarting" the programs has required
significant investment in consulting, auditing and program design. As the City moves forward, it °
anticipates improvement due to reorganization of program staff, increased capacity in the City's
Finance Department and better goal alignment among policy setters. E
U
During the 2014/2015 program year, the City will continue to partner with a wide variety of Q
community-based service providers, municipal agencies, faith-based organizations and others to
address obstacles to meeting underserved needs in the community.
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6.A.b
City of San Bernardino
HUD 2014-2015 Action Plan
MANAGING THE PROCESS
Lead Agency
�a
The City Manager's Office has the lead responsibility for the development and implementation n.
of the Consolidated Plan and annual Action Plans for the use of CDBG, HOME, and ESG funds. o
The City Manager's Office also coordinates with the various City departments and divisions, as Q
well as nonprofit service providers to deliver the programs and activities outlined in this Action o
Plan. X
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Program Lead/Responsible Agency 3
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CDBG Administrator City of San Bernardino/City Manager's Office °
HOPWA Administrator City of San Bernardino/City Manager's Office o
HOME Administrator City of San Bernardino/City Manager's Office N
ESG Administrator City of San Bernardino/City Manager's Office 0
HOPWA-C Administrator City of San Bernardino/City Manager's Office 3
a
Consolidated Plan Public Contact Information 00
Brandon Mims, Director of Housing N
300 North "D" Street, Sixth Floor
San Bernardino, CA 92418 0
l (909) 384-5122
aD
Identify the significant aspects of the process, by which the plan was developed, and the
agencies, groups, organizations, and others who participated in the process. N
The City Manager's Office provides oversight and management of these federal programs for the M
City and is responsible for the preparation of the Consolidated Plan, the Consolidated Annual
Performance and Evaluation Report (CAPER), and the Annual Action Plan. The Department a
works in concert with other jurisdictions, internal city departments, municipal agencies, public o
service groups, and residents to plan and carry out the activities proposed each year in the
Q
Annual Action Plan. Ln
0
N
Describe the jurisdiction's consultations with housing, social service agencies, and other Iq
entities, including those focusing on services to children, elderly persons, persons with N
disabilities, persons with HIV/AIDS and their families, and homeless persons.
L
0
The City conducts extensive outreach to engage a wide range of non-profit agencies, groups and
organizations to assist in the process of developing the Action Plan. The process includes: E
1. Press releases and notices circulated in the City inviting residents to participate in a
the process.
2. E-mail notification to existing non-profit partners inviting them to participate in
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6.A.b
City of San Bernardino
HUD 2014-2015 Action Plan
the plan process.
3. Public notices in the San Bernardino Sun advertising the Plan public comment
and review period, non-profit application period, and plan adoption hearing.
4. Public application process for non-profit organizations based in the community. o
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5. Internal application process for City departments. w o
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6. Discussions with departments to identify funding priorities. o
7. Discussions of funding and public meetings, including Council meeting. r
E
.n
Describe actions that will take place during the next year to enhance coordination between o
public and private housing, health, and social service agencies. o
The City's financial position during FY2013 combined with the demise of Redevelopment in L
California prevented it from operating its CDBG, HOME, NSP and ESG programs as effectively
as possible. This was due in part to the lay-off of key redevelopment staff that played roles in a
the management of the aforementioned programs. "Restarting" the programs has required
significant investment in consulting, auditing and program design. As the City moves forward, it
anticipates improvement due to reorganization of program staff, increased capacity in the City's
Finance Department and better goal alignment among policy setters
c
o
Citizen Participation
W
The City follows a Citizen Participation Plan for the planning and evaluation of programs
contained in this Action Plan. The inclusion of residents and stakeholders is necessary to N
accurately reflect the housing and community development needs of the City's residents. The N
City also followed the Citizen Participation Plan outreach, noticing, and hearing requirements. _
This Action Plan has been developed through a collaborative process that included the a
participation of residents, service providers, and City staff. o
M
0
As part of the Action Plan development, the Community Development Citizen Advisory
NT
Committee (CDCAC) held a public hearing on February 22, 2013 to consider projects and c
activities for use of federal funds. The public hearing was held at 301 North "E" Street, San C4
Bernardino, CA 92418 in the Executive Conference Room former Economic Development
Agency. The Draft Action Plan was made available for public review beginning March 10, 2013
at San Bernardino City Hall public counter, City Clerk's Office, Norman F. Feldheym Central d
Library, and on the City's website at www.sbcity.org. The proposed plan was also noticed in the
local adjudicated newspaper, The San Bernardino Sun, from March 10 through April 21, 2014.
On April 21, 2014, during a regularly scheduled meeting of the Mayor and Common Council, it a
is anticipated that the Final Action Plan will be approved by the City Council.
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City of San Bernardino
HUD 2014-2015 Action Plan
Institutional Structure
The City Manager's Office is responsible for the administration of the Community Planning and .—
Development programs. Staff is specifically responsible for the administration, implementation,
_
and the monitoring of programs funded with these sources. In conjunction with other City o
departments, such as Public Works, and Park, Recreation and Community Services, staff will w
continue to identify the community's greatest needs and allocate resources accordingly. Staff a
will continue to work with for-profit and non-profit developers and lenders to facilitate the :3
improvement, preservation, and/or creation of affordable housing opportunities for low- to =
moderate-income households within the City. Furthermore, the City will continue to work on
coordinating activities with County of San Bernardino agencies such as the Department of in
Homeless Services, the Department of Mental Health, and the San Bernardino County Housing o
Authority to continue to meet the needs of the City's special needs populations by providing o
services and affordable housing opportunities. N
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In addition,the City will continue to improve internal processes regarding the allocation w
and administration of all federal and state funded programs by identifying structural gaps and a
enhancing protocols to allow for greater accuracy in reporting and monitoring.
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Monitoring
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Describe the standards and procedures the jurisdiction will use to monitor its housing and .2
community development projects and ensure long-term compliance with program
requirements and comprehensive planning requirements.
T
A Sub-recipient Grant Monitoring policy was established by the City to ensure that Sub- N
recipients comply with OMB Circular A-133 regulations as well as other City policies and N
procedures. The City's grant staff conducts program monitoring and audits of the Sub-
Recipient's or Service Provider's records and facilities throughout the program year. a
As part of its monitoring responsibility, the City shall review the quarterly compliance reports,
the annual single audit required of those Sub-Recipients or Service Providers subject to 24 CFR Q
Part 44.6, and all financial information of the Sub-Recipients or Service Providers in order to 0
conduct risk assessments, to ensure production and accountability, to ensure compliance with
CDBG or HOME and any other federal requirements, and to evaluate their organizational and N
project performance. The monitoring activity and audits shall be by telephone, desk and/or an
annual on-site visit.
0
San Bernardino CDBG, ESG, & HOME monitoring reports include at least:
1. Background of the Agency, Program or Project
w
2. Review of Current Findings Q
3. Corrective Actions Necessary(if applicable)
0 4. Observations about the program operations
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City of San Bernardino
HUD 2014-2015 Action Plan
5. Communication/advisement offered to the agency about their operations
Lead-based Paint
Describe the actions that will take place during the next year to evaluate and reduce the a
number of housing units containing lead-based paint hazards in order to increase the c
inventory of lead-safe housing available to extremely lowincome, low-income, and
moderate-income families, and how the plan for the reduction of lead-based hazards is a
0
related to the extent of lead poisoning and hazards.
x
Neighborhood Housing Services of Inland Empire and Inland Housing Development E
Corporation, non-profit entities that administer the City's Housing Rehabilitation Program, co
notifies all Housing Rehabilitation Program applicants about the hazards of lead-based paint. If °
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applicants are low-income and have a child under the age of 6, they are referred to the County's o
Lead-Based Paint Abatement Program for free lead-based paint inspections, testing children for N
lead, providing information about lead, and lead-based paint abatement/ Each household o
affected by the Lead-Based Paint Rule is provided with information on identifying and
controlling lead-based paint hazards. Q
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Properties not affected by the Lead Based Paint Rule include the following: °;
❑ Housing built after 1977 .—.
❑ Zero-bedroom units c
❑ Housing for the elderly(unless children live there)
❑ Housing for the handicapped(unless children live there)
HOUSING NEEDS o
N
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Consolidated Plan funding sources are dedicated to housing (and related services). Between 5% M
and 10% of CDBG funds and 90% of HOME funds are used for housing activities on an
annualized basis. Consolidated Plan funds will continue to ruppose affordable ownership and a.
reltal housing development, housing rehabilitation programs, code enforcement and homebuyer r o
assistance programs.
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The housing programs discussed below are intended to accomplish the following statutory N
programmatic goals:
0
N
❑ Preserve and Rehabilitate Existing Single-Family Dwellings
❑ Improve Neighborhood Conditions through Code Enforcement and Abatement of o
Dilapidated Structures C
❑ Expand Homeownership Opportuntieis and Assist Homebuyers with the Purchase of E
Affordable Housing
❑ Provide Rental Assistance and Preserve Exsiting Affordable Rental Housing a
❑ Eliminate Identified Impediments to Fair Housing through Education Enforcement, and
Testing
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HUD 2014-2015 Action Plan
I
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I
1. PRIORITY: PRESERVE AND REHABILITATE EXISTING SINGLE-FAMILY
DWELLINGS
c
Program H-1: Mobile Home Grant Repair Program a.
Although the compact nature of mobile homes generally reduces maintenance costs, the o
cost of maintenance as units age and deteriorate can overextend a lower or moderate a
income household's budget. The program provides grants up to $10,000 for mobile home o
repairs. It is anticipated the program will be administered by Inland Housing z
Development Corporation, Inc. (IHDC) and Neighborhood Housing Services of the
Inland Empire (NHSIE). N
0
Five Year Objective: 100 Units o
FY 2014-2015 Proposed Funding: $100,000, CDBG N
FY 2014-2015 Proposed Funding: $100,000, HOME o
(Prior Year Funds)
FY 2014-2015 Proposed Accomplishment: 20 Units a
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Program H-2: Single Family Rehabilitation Loan/Grant Program
The single-family exterior beautification program assists homeowners who are occupying r
their dwellings and whose incomes do not exceed 120 percent of the median income. o
provides financial assistance of a to $15 000 to homeowners for exterior >
The program p o p ,
as
improvements to their property. As a condition of receiving this assistance, property
u
owners are required to attend a class and adhere to residence requirements. It is c
anticipated the program will be administered by Inland Housing Development
Corporation, Inc. (IHDC) and Neighborhood Housing Services of the Inland Empire M
(NHSIE).
a
c
Five Year Objective: 500 Units °
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FY 2014-2015 Proposed Funding: $1,750,000 HOME Funds
(Prior Year Funds) c
FY 2014-2015 Proposed Accomplishment: 115 Units
0
N
Program H-3: County HOME Program Consortium (FY15, 16, & 17)
In order to assist the City focus on implementing CDBG funded projects, staff has o
proposed to enter the County Home Consortium. Member cities can take advantage of
two well-established programs, all managed, staffed, and currently in operation, including E
HOME Community Housing Development Organization (CHDO) and the HOME
Affordable Housing Development. Q
FY 2014-2015 Proposed Funding: $900,000 HOME Funds
(New FYI Allocation)
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= 6 Asti t
N
City of San Bernardino
HUD 2014-2015 Action Plan
2. PRIORITY. IMPROVE NEIGHBORHOOD CONDITIONS THROUGH CODE
ENFORCEMENT AND ABATEMENT OF DILAPIDATED STRUCTURES
a
Program H-4: Code Compliance's Neighborhood Revitalization 2
Code Compliance's Neighborhood Revitalization efforts work in concert with Housing a
Rehabilitation Program and the Preventative Maintenance and Homebuyer Education
classes provided by Neighborhood Housing Services of the Inland Empire (NHSIE), one
of the City's local non-profit partners. In addition to conducting property inspections,
Code Compliance strives to improve the residential environment by demolishing the most Cn
blighted, substandard and hazardous buildings. The focal point will be on buildings that
0
have been vacant for an extended period of time, are deteriorated, become a public .
nuisance and lost their viability for reuse.
0
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Five Year Objective: 25,000 properties a
FY 2014-2015 Proposed Funding: $770,000, General Fund
co
FY 2014-2015 Proposed Funding: $300,000, CDBG N
FY 2014-2015 Proposed Accomplishment: 5,000 properties
c
0
3. PRIORITY. EXPAND HOMEOWNERSHIP OPPORTUNITIES AND ASSIST 2
HOMEBUYERS WITH THE PURCHASE OF AFFORDABLE HOUSING
T
Program H-5: Homebuyer Assistance Program (HAP) N
This program is designed to assist qualified first-time homebuyers with the purchase of a N
home within the City limits. Eligible properties can include condominiums, town homes, M
and single-family detached homes. The Homebuyer Assistance Program provides
financial assistance (of up to 20 percent of the purchase price) that may go towards down r_
payment and closing costs. The homes purchased under this program may be located in °
any census tract in the City, as long as the dwelling is used as the homebuyer's principal a
residence and the home remains affordable for a period of not less than twenty(20) years. c
N
Five Year Objective: 250 households c
FY 2014-2015 Proposed Funding: $1,250,000, HOME
FY 2014-2015 Proposed Accomplishment: 50 households o
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City of San Bernardino
HUD 2014-2015 Action Plan
CM,
4. PRIORITY. RENTAL ASSISTANCE AND PRESERVE EXISTING
AFFORDABLE RENTAL HOUSING =
a.
Program H-6: Section 8 Housing Choice Voucher(HCV) program o
Under the Section 8 HCV program, low income families receive rental assistance in the a
form of a Voucher. Subsidy payments are made by the Housing Authority to property o
owners on behalf of the family. There are 27,608 applicants on the Section 8 HVC =
waiting list countywide.
Five Year Objective: 2,250 persons Cn
FY 2014-2015 Proposed Funding: $20,000,000, Section 8
c
FY 2014-2015 Proposed Accomplishment: 2,140
cc
N
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Program H-7: Multi-Unit Rental Senior Projects s
The former Redevelopment Agency issued mortgage revenue bonds for the Highland a
Lutheran Senior Housing unit (50 housing units) and Casa Ramona Senior Housing (50
housing units) in 1996. The Successor Agency continues to service the annual debt in co
order to ensure that not less than 50 percent of the units in this project are set-aside for
very low income seniors. The covenant remains in effect for 30 years.
0
Five-Year Objective: Continue to assist 50 households .N
FY 2014-2015 Proposed Funding: Mortgage Revenue Bonds and Tax Credit 0
FY 2014-2015 Proposed Accomplishment: 100 households
Five Year Objective: 2,250 persons N
FY 2014-2015 Proposed Funding: $20,000,000, Section 8 N
FY 2014-2015 Proposed Accomplishment: 2,140 r'>
c
Program H-8: Multi-Unit Rental Acquisition and Rehabilitation Projects a
It is proposed that HOME CHDO NOFA will be issued to retain eligible CHDO to 0
r
acquire and rehabilitate rental units for eligible income households. a
Ln
Five-Year Objective: Continue to assist 50 households N
FY 2014-2015 Proposed Funding: $500,000 `t
(Prior Year HOME Funds) N
FY 2014-2015 Proposed Accomplishment: 10 households cc
0
Program H-9: Public Housing
The Housing Authority operates 684 units of conventional public housing in the City of E
San Bernardino. The Housing Authority conducts annual inspections of its units to
determine a need for capital improvements under its Capital Fund program. There are Q
15,758 applicants on the waiting list for public housing countywide.
1 Five-Year Objective: Continue to assist 689 households.
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City of San Bernardino
HUD 2014-2015 Action Plan
FY 2014-2015 Proposed Funding: Public Housing Capital Fund
FY 2014-2015 Proposed Accomplishment: 689 Households
5. PRIORITY: EXPAND THE AFFORDABLE HOUSING INVENTORY THROUGH
NEW CONSTRUCTION F
a
Program H-10: New Housing Development 0
The City fosters relationships with for-profit and non-profit housing developers for the a
new construction of both market rate and affordable housing projects. The City leverages
its resources with private capital in order to develop quality affordable homes for San =
Bernardino residents. The City will continue to pursue both rental and ownership housing
opportunities for households with incomes up to 120 percent MFI. The new single
family homes will be sold to income eligible homebuyers whose incomes do not exceed U)
0
80 percent MFI.
0
Five-Year Objective: Estimated 15 housing units N
L
FY 2014-2015 Proposed Funding: $1,000,000 0
s
(Prior Year HOME Funds) Q
FY 2014-2015 Proposed Accomplishment: 7 units
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N
6. PRIORITY: ELIMINATE IDENTIFIED IMPEDIMENTS TO FAIR HOUSING
THROUGH EDUCATION,ENFORCEMENT,AND TESTING o
N
Program H-10: Fair Housing/Landlord Tenant Program 0
The City contracts with the Inland Fair Housing Mediation Board to provide education, X
dispute resolution, and legal advising services to San Bernardino owners, landlords, and N
tenants in conflict. Nt
N
Five-Year Objective: Estimated 750 persons to be assisted over
the next five years, for an average of 150 a.
c
persons assisted annually.
r
FY 2014-2015 Proposed Funding: $54,000 CDBG Funds Q
FY 2014-2015 Proposed Accomplishment: 150 persons o
N
Public Housing Needs/Strategy o
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CountyWide Outlook
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The HACSB was created in 1941 to provide housing assistance to low-income individuals and
families, including senior citizens and disabled individuals. It has been very proactive in
addressing the needs of the eligible population in San Bernardino County and at this time, the
HACSB serves over 30,000 low-income individuals and families in the County through various Q
housing programs. The HACSB Affordable Housing Program is comprised of 1,355 housing
units and four commercial units located in 16 cities/communities throughout the County of San
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City of San Bernardino
HUD 2014-2015 Action Plan
Bernardino that are managed by the Housing Authority of the County of San Bernardino
(HACSB). These units were developed with Department of Housing and Urban Development
(HUD) funding and as HACSB manages the units it continues to receive an operating subsidy
from HUD. The program provides affordable housing assistance for low-income families,
disabled individuals and seniors. Persons earning 80% of the area median income or less are
eligible to participate in the program. a
0
The City of San Bernardino works closely with HACSB. The goals and objectives of the County Q
and HACSB are closely related and coordinated through strategies and programs. HACSB,
through Housing Partners I Inc., is eligible to apply for multifamily HOME funding as a =
Community Housing Development Organization (CHDO). Strategies are implemented primarily w
through the Affordable Housing Development Loan Program described in the Consolidated Plan.
With an aging portfolio of units, the HACSB is continuing with plans to replace 367 units at two cn
locations with 589 units. The City of San Bernardino's Homeownership Assistance Program °
assists eligible participants in the County's public housing program with finding an appropriate o
mortgage lender and available down payment assistance programs. N
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San Bernardino Focus
a
The Housing Authority of the County of San Bernardino ("Authority") owns and manages about
co
689 units of public housing within the City limits, and nearly 2,000 countywide, for occupancy N
by low-income families who pay no more than 30 percent of their monthly income for rent. The
r
Authority's public housing program includes a mixture of single-family housing (scattered sites), o
multifamily housing, and special needs housing (such as for seniors and individuals with (,
disabilities) funded under several state and federal housing programs.
The Authority is making a concerted effort to utilize green building technologies within its' o
T
capital improvement program. While the current shortfall in Capital Fund generally prevents
substantial "green" investment, the Authority is utilizing whatever avenues are available to M
implement energy conservation and sustainable building practices. For example, through an
energy performance contract, the Authority is utilizing private funding to install energy a
conservation measures at public housing sites. Likewise, the Authority is utilizing funding o
directly from Fannie Mae to address today, public housing capital improvements which are Q
planned for the next 5 years,through the Capital Fund Financing Program (leveraging the annual LO
Capital Fund allocation to service debt). Through these 2 programs, the Authority has managed N
to secure funding from sources other than HUD to address nearly $20 million in general and
r
energy-related improvements. If additional Capital Funding was made available, the Authority N
would utilize a similar "leveraging" approach to address its' nearly $50 million countywide
backlog of 5 year capital improvement needs. Through the process, the Authority envisions o
continuing the focus on energy conservation and sustainability not only to improve the
environment,but also to help grow the"green-collar"job-sector of the economy,which will be a E
key area for job creation, especially in the building industry in the coming years.
r
According to the Authority, there are approximately 12,000 applicants on the waiting list for the Q
Public Housing Program.
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The City of San Bernardino does not own or manage any public housing.
Barriers to Affordable Housing
Barriers to affordable housing may defined as follows: "Any actions, omissions, or decisions a
taken because of age, ancestry, color, disability, familial status, marital status, national origin, o
race, religion, sex, sexual orientation, source of income, or any other arbitrary factors which
restrict housing choices or the availability of housing choices; or Any actions, omissions, or a
0
decisions which have the effect of restricting housing choices or the availability of housing _
choices because of age, ancestry, color, disability, familial status, marital status, national origin,
race, religion, sex, sexual orientation, source of income, or any other arbitrary factors." E
The City contracts with Inland Fair Housing and Mediation Board to monitor fair housing and 0
impediments to fairhousing as requried by the Department of Housing and Urban Development. o
The City also conducts, through its Community Development Department, an analysis of N
impediments to fair housing using: o
s
- 2010 U.S. Census and the 2008-2010 American Communtiy Survey a
- Consolidated Plan °'
- County Housing Authority Public Housing Plan
- Ome Mortgage Disclosure Act(HMDA) Data r
- Data Quick Housing Sales Activity Data o
- Inland Fair Housing and Mediation Board N
m
The City primary target areas for elimination of impediments are as follow:
T
1) Discrimination in the Housing Market
2) Increase Supply of Affordable Housing M
3) Opposition/Lack of Support for Affordable Housing
4) Predatory Lending a
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OVERCOMING BARRIERS TO AFFORDABLE HOUSING a
The City recently undertook a major effort to eliminate constraints, with respect to land use N
regulations, by developing and adopting a new Zoning Code that unified and simplified the
T
City's development regulations and processes. That effort was followed by a reorganization of N
the City to unify the various development-related departments into a single Community
Development Department and a one-stop permit counter. Moreover, the City is in the process of o
making the following additional amendments to the Municipal Code in order to further reduce
barriers to affordable housing: E
1. Corridor Improvement Program - The City will facilitate investment and intensification Q
along its underutilized corridors by codifying the development and lot consolidation
incentives proposed in the General Plan Land Use Element Corridor Improvement
Program. The four Corridor Strategic Areas, Mount Vernon, E Street, Baseline, and
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Now
6.A.b
City of San Bernardino
HUD 2014-2015 Action Plan
Highland, are generally characterized by underperforming strip commercial, vacant or
underutilized parcels, deteriorating structures, and inconsistent facades and signage. The
Corridor Improvement Program is an optional package of policies, regulations, and
incentives intended to stimulate investment and development in the Corridor Strategic
Areas. While the underlying land use designations still apply, the property owner may c
request, and the City may choose to apply, aspects of the Corridor Improvement Program a.
necessary to achieve the desired results. Key incentives include: allowing increased o
densities for housing and mixed-use projects within 500 feet of a transit stop, increasing
density and FARs for mixed-use projects that replace strip commercial on arterials, and Q
❑
increased density for projects that combine parcels (lot consolidation). Furthermore, Code =
Enforcement activities in this area will encourage violators to demolish unsafe buildings
through existing demolition programs and educate property owners of new opportunities E
available through the Corridor Improvement Program. cn
0
2. General Lot Consolidation Incentive - The City will amend the Development Code to 0
incentivize lot consolidation for projects that promise to commit to management plans N
and provide on-site management. Small, individual lots offer limited development o
potential, and generally cannot support on-site property management. Development
opportunities could be increased through a small-lot consolidation program that offers a Q
15 percent density bonus to projects with a residential component that are committing to
co
a maintenance plan and having on-site management. This encourages a more efficient use N
of the land while ensuring adequate long-term maintenance and oversight of a property.
r
3. Density Bonus Provisions - The City will facilitate higher density and affordable housing
development by amending the development code to reflect the latest amendments to State
density bonus law. Density bonus provisions reward developers providing affordable
housing to seniors or families with an increase in density and reduced building o
requirements, such as reduced parking, reduced setbacks, and other factors that decrease
the cost of housing production. Density bonus projects can be an important source of N
M
housing for lower and moderate income households.
a.
4. Emergency Shelters - The City plans to adopt a permanent emergency shelter ordinance, o
define emergency shelters in the definitions section of the Development Code, and create Q
development and management standards in accordance with Senate Bill 2. ,r,
0
N
5. Transitional and Supportive Housing - The City will amend the Development Code to v
adequately define transitional and permanent supportive housing and permit these uses N
based on unit type, in accordance with Senate Bill 2.
CU
6. Streamlined Processing - The City is committed to continuing the streamlining of
development activities and regulations and will continue to analyze potential programs E
that seek to eliminate land use constraints, particularly as related to the provision of new
housing and rehabilitation of existing housing. The City is considering amendments to Q
the Municipal Code that will allow increased administrative authority for staff or Zoning
Administrator to grant discretionary approvals for housing projects, administrative relief
for lower cost housing and density bonus programs, and deviations from the
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City of San Bernardino
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Development Code for lower cost and senior housing projects. In addition, the City will
continue to evaluate fees to identify those that may be waived and/or decreased in order
to encourage lower cost and senior citizen housing.
HOMELESS NEEDS F
a
The 2013 San Bernardino County Homeless Count and Subpopulation Survey provides baseline 0
data that quantifies and documents the total number of homeless persons and the number of Q
homeless persons for several subpopulations for the entire County that includes 24 cities and four o
unincorporated areas in which homeless persons were counted. _
This information also provides an opportunity for each jurisdiction to establish annual M
incremental "reduction" benchmarks that could serve as markers by which progress towards
ending homelessness can be measured over the next five years which is strongly encouraged by °
the United States Department of Housing and Urban Development(HUD). 0
N
In order to achieve the annual benchmarks, each jurisdiction also has an opportunity to adopt and 0
implement the recommendations in this report in order to end homelessness within its
boundaries. These recommendations are aligned with the County of San Bernardino 10-Year a
Strategy to End Homelessness. They are also aligned with several evidencebased and best co
practices that have been promoted throughout the country during the,past decade. These practices N
have helped achieve unprecedented decreases in the total number of homeless persons—and in
particular families, chronic homeless persons, and veterans—across the country since 2005. o
There are 2,321 adults and children who are homeless on a given day in San Bernardino County.
Of the 2,321 persons, 1,247-1,182 adults and 65 children-are unsheltered and 1,074-640
adults and 434 children—were sheltered. Five hundred and eighteen (518) persons-357 adults o
and 161 children—were living in shelters or received a motel voucher, and 556 persons-283
adults and 273 children—were living in transitional housing. Table 1 Below shows the homeless M
numbers for San Bernardino City,the County leader in homeless persons.
o.
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HUD 2014-2015 Action Plan
Q "Hi It 1. ti AW of t D Persons
1urlxdEctIon tlnstieltere J $ Unsltalter
&Sheltered Count
E MOEN u_ ♦it1o+►a _R
# auk, # o ## # 4G, 0
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County 2,321 100 1' 1,247 100 S18 lot) 5S6 too U
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Sett Bernardino 903 39 497 40 130 37 231 42 _
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Emergency Solutions Grant Q
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The Emergency Solutions Grant (ESG) Program, formerly the "Emergency Shelter Grant",
signifying its shift to funding homelessness prevention and re-housing, as well as emergency
P
shelter is linked to the Continuum of Care plan of assistance developed to prevent homelessness o
and enable homeless individuals and families to move toward independent living. The Homeless N
Emergency Assistance & Rapid Transition to Housing Act (HEARTH Act) of 2009 authorized
the new Emergency Solutions Grant, and provides unprecedented flexibility to confronting
homelessness and consolidates HUD's existing competitive homeless programs into a single, o
streamlined program,the Continuum of Care Program. v
N
The ESG program is the City's primary exclusive funding source for combatting homelessness.
In program year 2014/2015, it is anticipated that $200,000 (and an additional $200,000 of prior a
year funding) will be awarded under the ESG and will be used to support program activities o
under these components, Emergency Shelter, Homeless Prevention, Rapid Re-Housing, a
Homeless Management Information Systems (HMIS) for tracking results as well as Ln
administrative activities. The City under the Emergency Shelter component will be able to fund N
operations and essential services provided by its non-profit partners and the City's Police It
Department, Homeless Services/Outreach Division. HUD's focus under the new ESG for N
increased rapid re-housing and homeless prevention activities greatly impacts the City's use of
CU
ESG funding allocated and will help families who were forced into homelessness due to the o
economic downturn to quickly get-out and find long-term living situations.
E
Pro'ectBud et Allocation
HMIS Access $750 Q
Emergency Shelter -Essential Services $35,000
Emergency Shelter-Operations and Staff Costs $64,000
Rapid Re-Housing/Homeless Prevention - $100,000
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Homeless Access Center Development $200,000
ESG Program Totals (Including Prior Year Funding) $499,750
1. PRIORITY: ASSIST HOMELESS AND SPECIAL NEEDS POPULATIONS WITH F
SUPPORTIVE SERVICES a
0
Homeless Strategic Plan a
0
The City of San Bernardino has the highest unsheltered homeless populations across sub- _
populations, with special emphasis placed on the disparity in the number of homeless who are E
also mentally ill, substance abusers, and release from jail/prison in comparison to the other 23 3
jurisdictions included in the 2013 homeless county. Given the severity of the program, the City o
coordinates emergency shelters and transitional housing as a means to housing the homeless
across the top three sub-groups, veterans, seniors and mothers with children. During the
2014/2015 program year the City will also provide rental assistance from its HOME program to N
assist families that are at risk of becoming homeless. �°_
Q
Program ESG-1: Emergency Shelters
The City supports a number of non-profit agencies that operate emergency shelters for the co
homeless. Emergency shelters provide the most basic needs of safe shelter and nourishment, as N
well as drop-in services, counseling, medical treatment, transportation assistance, referrals to
mental health and social service agencies, and assistance with finding appropriate permanent o
housing. Five-Year Objective: Estimated 200,000 units of assistance to be delivered over the
next five years, for an average of 40,000 units of assistance annually. The City will issue a
Notice of Funding Availability for emeregency shelter services. r
0
N
Program ESG-2: Transitional Housing
Transitional shelters provide housing and needed resources (i.e., job training, money M
management, alcohol and drug rehabilitation, parenting classes, counseling) to help individuals o
and families re-establish independent living. These facilities also assist clients with finding =
permanent housing. Five-Year Objective: Estimated 75,000 units of assistance to be delivered 2
over the next five years, for an average of 15,000 units of assistance annually. The City will Q
issue a Notice of Funding Availability for transitional housing services c
N
Program ESG-3: Rental Assistance Program o
The Rental Assistance Program is provided to individuals and/or families who must vacate their
substandard and unsafe housing unit. The property owners are required to bring their housing
units into compliance and their properties are inspected to ensure compliance. Under the Rental °.
Assistance Program, the City assists the evacuated families with the required first month's rent
and security deposit. The replacement rental unit must be in sound, sanitary, and safe condition E
and pass a City inspection. Five-Year Objective: Estimated 650 households to be assisted over
the next five years, for an average of 130 households assisted annually. Q
FY 2014-2015 Proposed Funding: $100,000 HOME
(Prior Year Funding)
FY 2014-2015 Proposed Accomplishment- 50 Families
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City of San Bernardino
HUD 2014-2015 Action Plan
" ••- Program ESG 4: Homeless Outreach Team
The City of San Bernardino Homeless Street Outreach Team continues to provide daily mobile
outreach to the most service-resistant homeless population in the City of San Bernardino. The
Team works in partnership with local service providers, law enforcement, health professionals,
city staff, and local residents and businesses to assist the homeless in securing stable housing, a
short and long-term, and achieve self-sufficiency. Service providers and community volunteers o
assist the Team during "ride-alongs" conducted throughout the week. During the 2014/2015
program year, the Outreach Team anticipates engaging over 400 homeless individuals on the Q
streets and other locations not meant for human habitation in the City. The Homeless Street
Outreach Team operates from 7:30 a.m. to 5:30 p.m., Monday thru Friday and various weekend
hours as assigned.
FY 2014-2015 Proposed Funding: $100,000 ESG rn
(Prior Year Funding) °
FY 2014-2015 Proposed Accomplishment: 50 Families o
N
Program ESG-5: Homeless Access Center o
The City will partner with a local non-profit to retrofit an existing building for a Homeless 5
Access Center. The Homeless Access Center will provide a safe haven where homeless Q
individuals can receive supportive and assistive services in a targeted manner. The Homeless CM
Access Center will strive to become the City's leading long-term temporary housing service N
provdier.
r
FY 2014-2015 Proposed Funding: $200,000 ESG c
(Prior Year Funding)
FY 2014-2015 Proposed Accomplishment: 75 Individuals
COMMUNITY DEVELOPMENT o
N
N'
The Community Development Needs discussions are based on consultation with staff from the M
City, results of the community needs survey, information from various existing documents,
and comments from the Community Development Citizens Advisory Committee (CDCAC) and a
social service providers, public agencies, and residents. The City developed its Five-Year o
Consolidated Plan in 2010. As part of the process for developing the Consolidated Plan, City a
staff conducted a survey that was distributed to all households in the City seeking community LO
input in establishing priority needs under the CDBG eligibility categories. The results of that
survey are as follows:
0
N
Homelessness c
0
Participants discussed the economic downturn, increasing foreclosures, rising
unemployment, and resulting increase in homelessness. Participants noted that school districts E
were reporting an increase in homeless children. In addition to shelter with related counseling
and services, emergency food is needed to assist this special needs group. Transitional housing Q
was also discussed as a meaningful component of the effort to reduce homelessness; transitional
housing provides the needed services and support to transition from homeless to self-sufficiency
and permanent housing. Participants also noted the need for shelters for victims of domestic
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City of San Bernardino
HUD 2014-2015 Action Plan
violence, as well as emergency housing with extended care services for persons with HIV/AIDS.
.✓ These programs should have a direct connection to the hospitals, so that referrals can be provided
and there is no gap in the delivery system.
Parks and Recreation/Community Facilities R
o.
Participants noted the need for expanded and augmented parks and community centers to provide o
needed services. Community centers should provide a mixed-age environment, with programs
for all kinds of residents. Programs should also be high-tech to encourage use and facilitate youth
understanding of new technologies. Service providers noted the need for affordable facilities for z
nonprofit organizations so that they can run efficiently and remain in San Bernardino.
E
M
Public Services
0
Participants noted that the primary public service need was for programs and activities for youth o
and children. The City of San Bernardino is a family-oriented community, with more than 38 N
percent of the population being children. The need for youth services is extensive, particularly o
for the large and minority families that tend to earn lower income or have less disposable E
income. These programs should involve lively activities that keep children engaged. The City a
has a relatively high rate of crime, youth programs can prevent youth from becoming involved in
crime by getting them off the streets and into places where they can both have fun and learn the N
skills they need to help them in life. Counseling and health care for families in crisis was also
r
noted as a need. Senior services, including nutrition programs were also noted as a need. Finally, o
employment and job training was discussed as a need, especially in light of continuingly rising A
unemployment rates. Service providers discussed the benefits of agency collaboration to offer
consolidated services through partnerships and engagement with parents, schools, and other
agencies. o
N
d'
The needs categories above were further divided into specific topics, such as "community M
centers" (from the Community Facilities category), "street/alley improvements" (from the
Infrastructure category), and "senior services and activities" (from the Community Services a.
category). For each category, the respondent was asked to indicate unmet needs that warrant o
expenditure of public funds by ranking the relative importance of each topic. In tabulating the Q
survey results, an average score was calculated for each need category; the lower averages (and
closer to 1) represent the community's assessment of that category as more in need (and N
therefore higher in the rank order). r
0
N
The table below depicts the result of the Community Development Needs survey in rank order as
L
indicated by the respondents.
w
c
Rank E
Needs Category Highest Ranked Activities/Programs Order
�a
Fire Stations & Equipment 1 Q
Community Youth Centers 2
Facilities Health Care Facilities 3
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City of San Bernardino
HUD 2014-2015 Action Plan
Anti-Crime Programs I
Community Services Youth Activities 2
Health Services 3
Street/Alley Improvement I
Infrastructure Street Lighting 2
1 Improvements
Code Enforcement 3 FL
_
Job Creation/Retention 1 0
Economic Small Business Loans 2 Q
Development Employment Training 3
Neglected/Abused Children Center and Services I =
Special Needs Homeless Shelters/Services 2 E
Services Domestic Violence Services 3
0
0
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Community Development Needs N
L
0
CDBG, ESG and local funds will be used to support a range of community development needs,
including community and supportive services, public improvements and economic development. Q
The community development priorities established by the City in the 2010-2015 Consolidated
Plan based on input from the community and City departments are planned to be addressed N
through the following continuing and new programs.
T
} _
Program CD-1: Health Services 'N
Lower income households often lack access to quality affordable health care. The City funds a
variety of agencies that provide free or low cost medical services for lower income San
Bernardino residents. Five-Year Objective: Estimated 7,500 units of assistance to be delivered c
over the next five years, for an average of 1,500 units of assistance annually.
N
Specifically, the City will provide financial support to the following health service providers
during FY 2014-2015: a
c
0
Al Shifa Clinic Q
Al-Shifa Clinic provides access to free and/or low-cost health care, including dental ,r,
screenings and other dental services for low and moderate income residents of the City of N
San Bernardino.
T
FY 2014-2015 Proposed Funding: $18,500 CDBG CD
FY 2014-2015 Proposed Accomplishment: 38-64 persons
L
Assistance League of San Bernardino-Children's Dental Center
The Dr. Earl R. Crane Children's Dental health Center is a non-profit organization E
dedicated to serving the children of San Bernardino since 1948. The Children's Dental
Center provides complete professional dental services to the children of low to very low Q
income families in the San Bernardino City Unified School District who do not have
dental insurance and are not receiving public assistance. These families often have no
Q other access to dental services. Patients pay only $25 per visit, but no qualified patients
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HUD 2014-2015 Action Plan
Q are ever turned away because of inability to pay. Each patient receives nearly$250 worth
of dental work at each visit.
j FY 2014-2015 Proposed Funding: $18,500 CDBG
FY 2014-2015 Proposed Accomplishment: 197 persons
c
R
Program CD-2: Comprehensive Service Center n.
Lower income families and individuals can benefit from a variety of supportive services. o
Comprehensive service providers offer a range of programs that assist clients with their various
personal needs, including assistance combatting diseases like alcoholism, drug abuse,battery and a
0
other social challenges. Five-Year Objective: Estimated 175,000 units of assistance to be =
delivered over the next five years, for an average of 35,000 units of assistance annually.
E
Specifically, the City will provide financial support to the following service providers during FY in
2014-2015 °
0
m
N
Catholic Charities of San Bernardino 0
The mission of Catholic Charities San Bernardino & Riverside Counties is to provide 5
services that impact family, neighborhood and society so that people's lives are filled Q
with hope. Catholic Charities respects the dignity of all people and, in partnership with
individuals, families and communities, advocates for their needs and supports their right N
to self-determination.
FY 2014-2015 Proposed Funding: $14,800 CDBG o
FY 2014-2015 Proposed Accomplishment: 1356 Persons u',
0
Family Service Agency of San Bernardino
Family Service Agency of San Bernardino is a non-profit Agency serving San Bernardino c
r
families since 1947. The Agency's purpose is to promote and strengthen individual and
family life through a variety of crisis intervention, counseling, education and community M
service programs
FY 2014-2015 Proposed Funding: $11,100 CDBG a
FY 2014-2015 Proposed Accomplishment: 400 Persons o
.2
Friends of the Centers of Individual Developments
The Friends of the C.I.D. focuses on providing ongoing opportunities in recreation N
activities that enhance self-esteem, creativity, physical fitness, independence, and an v
overall feeling of well-being. Program provides drama, craft, and various games where N
individuals with disabilities learn math skills, counting skills, number recognition, fine
motor skills, self-esteem and socialization o
FY 2014-2015 Proposed Funding: $22,940 CDBG
FY 2014-2015 Proposed Accomplishment: 800 clients E
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Inland Valley Drug and Alcohol Recovery Service a
Inland Valley Drug and Alcohol Recovery Service provides low and moderate income
residents of the City of San Bernardino with results based alcohol and drug counseling.
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HUD 2014-2015 Action Plan
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 495 Persons
Mary's Mercy Center
Mary's Mercy Center, Inc. is a public non-profit organization which is committed to serve
all races, creeds and conditions of life, and extending unconditional love, acceptance, and a
respect to all who come for assistance. Networking with Local agencies has empowered o
Mary's Mercy center to reach out to the poor and powerless of society and help people
grow into useful, affirmed people in today's world. Restoring dignity to the poor and a
0
marginalized, we serve the young, the old and the mentally and physically challenged. _
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 3000 clients
Operation Grace °
Operation Grace offers is a homeless service provider that offers emergency and o
transitional housing to homeless individuals and families in San Bernardino. Operation N
Grace also distributes food to families through their "food distribution program." Out 0
continued missions is to empower people to help themselves by providing outreach, case
management and supportive services to the homeless persons we serve. Q
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 50 Persons
Project Fighting Chance o
PFC is a youth mentoring, life
FY 2014-2015 Proposed Funding: $37,000 CDBG
FY 2014-2015 Proposed Accomplishment: 450 clients
T
O
Project Life Impact
Project Fighting Chance is a Youth Mentoring Life Skills Program started in 1999 in the M
low-income community of San Bernardino. It was founded as a vehicle driving youth
from antisocial behavior and into the organized sport of amateur boxing. It has an a
integrated program model that provides athletics, healthy eating, vocational training, o
education and counseling services. The program since its inception in 1999, has helped a
approximately 450 youth between the ages of 8-17.
FY 2014-2015 Proposed Funding: $22,200 CDBG o
FY 2014-2015 Proposed Accomplishment: 1237 clients
0
N
Smooth Transition, Inc.
Smooth Transition, Inc. is a non-profit organization whose goal is to reach at risk teens o
early and before they drop out of high school or leave the foster care system. Their work
has expanded to include all at-risk populations including displaced adults and others E
within the community as a means to help break the cycle of unemployment and poverty.
Smooth Transition works with them personally, academically and vocationally, providing a
hope and guidance in their life decisions and teaching them the life skills they will need
to enter the world, make positive change and meet their life goals. Their team of
0 professionals and educators work with them and provide them with educational and
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HUD 2014-2015 Action Plan
vocational tools, support and continued mentorship and setting them on their path to
personal success.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 50 clients
�a
The Home of the Neighborly Service a
The Home operates as a neighborhood-based community center located on the west side o
of the City. The overall activities are administered through four different service areas:
food pantry, recreation, social services, and education. Within the food pantry there are a
0
three programs: food commodities, salvaged food, and the community garden. Through a =
long standing relationship with the Community Action Partnership of San Bernardino,
food is provided for over 3000 individuals each month.
FY 2014-2015 Proposed Funding: $18,500 CDBG in
FY 2014-2015 Proposed Accomplishment: 30,000 Persons °
c
0
Time for Change Foundation N
The mission of TFCF is to empower disenfranchised low income individuals and families o
by building leadership through evidenced-based programs and housing to create self-
sufficiency and thriving communities. a
FY 2014-2015 Proposed Funding: $37,000 CDBG
FY 2014-2015 Proposed Accomplishment: 112 clients N
T
Program CD-3: Youth Services o
It is important for the young people of the City of San Bernardino to have the opportunity to
engage in activities that enable them to develop self-esteem and reach their full potential. The
City will use CDBG funds to support the following types of youth services and activities:
✓ Character and leadership development o
✓ Education and career development N
✓ Health and life skills M
✓ The arts M
✓ Sports, fitness and recreation. c
Five-Year Objective: Estimated 20,000 units of assistance to be delivered over the next five
years, for an average of 4,000 units of assistance annually. Specifically, the City will provide Q
LO
financial support to the following service providers during FY 2014-2015: o
N
IT
Central City Lutheran Mission o
Program provides bi-lingual services to assist mono-lingual homes to develop parenting ,
skills, increase school retention, and prevent drug/gang involvement. Workshops provide o
opportunities for family support groups seeking guidance and support adapting to their
new environment. 0
FY 2014-2015 Proposed Funding: $12,580 CDBG
FY 2014-2015 Proposed Accomplishment: 150 youth
a
Children's Fund
0 Children's Fund's mission is "to ensure that at-risk children who are abused, neglected,
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HUD 2014-2015 Action Plan
impoverished, or abandoned receive adequate food, shelter, clothing, medical care and
education". The Daily Referral program is the engine through which Children's Fund
meets the emergency needs of at-risk youth. The program receives requests from case
managers and social workers on behalf of at risk children. As a safety net, Children's
Fund provides vital services that are not immediately available from other County or =
community agencies. a
FY 2014-2015 Proposed Funding: $11,100 CDBG o
FY 2014-2015 Proposed Accomplishment: 650 youth
a
0
Gang Reduction and Intervention Team
The Gang Reduction Intervention Team (G.R.I.T.) mission is to intervene in the lives of
"At-risk" youth and young adults who have demonstrated the most extreme forms of E
delinquency. GRIT'S mission is achieved by providing job training and placement, in
mentoring, life skills, and classes that provoke behavior modification, thus empowering °
our youth to make better decisions. Part of our mission is to increase stability in our o
neighborhoods and to become a catalyst that fosters safer communities. N
FY 2014-2015 Proposed Funding: $14,800 CDBG o
FY 2014-2015 Proposed Accomplishment: 130 youth 3
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a
LJR Intellect Academy
LJR Intellect Academy offers youth in San Bernardino art enrichment programs,
including acting, music education, fine arts understanding and an opportunity to engage .,
in the visual arts. _
FY 2014-2015 Proposed Funding: $18,500 CDBG N
FY 2014-2015 Proposed Accomplishment: 1700 youth
Lorrine's Learning Academy c
Lorine's Learning Academy D.B.A. Cornerstone Christian Academy is an operation that v
will strive to excel in caring for and educating children through a variety of programs M
designed to provide lessons that will coach them for the rest of their lives and will offer a
friendly and happy learning environment that emphasizes cooperation, new skills a.
development, and a strong sense of responsibility o
FY 2014-2015 Proposed Funding: $14,800 CDBG a
FY 2014-2015 Proposed Accomplishment: 125 youth ,r,
0
N
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National Council of Negro Women, Inc. N
The National Council of Negro Women, Inc. (NCNW) is a council of national African
American women's organizations and community-based sections. Founded in 1935, the o
NCNW mission is to lead, develop, and advocate for women of African descent as they
support their families and communities. NCNW fulfills this purpose through research,
advocacy, and national and community-based services and programs on issues of health,
education, and economic empowerment in the United States and Africa. With its 39 w
national affiliates and more than 240 sections, NCNW is a 501(c)3 organization with an Q
outreach to nearly four million women. For more information about NCNW, please
contact us.
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FY 2014-2015 Proposed Funding: $21,345 CDBG
FY 2014-2015 Proposed Accomplishment: 15 youth
San Bernardino National Forest Association
The overall goal of the San Bernardino National Forest Association's Urban Youth =
Conservation Corps is to prevent and/or intervene early in drug and gang violence among a.
at-risk youth (ages 15 through 19 years old) who live within the City of San Bernardino. o
This is achieved through weekly job readiness training and paid conservation work
activities in the community, as well as in the National Forest. a
FY 2014-2015 Proposed Funding: $34,632 CDBG o
x
FY 2014-2015 Proposed Accomplishment: 400 youth
E
Santa Claus, Inc. rn
Santa Claus, Inc. provides new toys, clothing, books, and quality educational materials
{ for over 14,000 local underprivileged children at Christmas. Eligible parents are o
identified as families of the working poor primarily by the San Bernardino Unified N
School District. Invitations are sent to parents to "shop for free" at its warehouse. o
l FY 2014-2015 Proposed Funding: $7,400 CDBG 3
FY 2014-2015 Proposed Accomplishment: 22,000 units of assistance a
00
f Youth Action Project N
{ Youth Action Project works to empower San Bernardino's youth by providing r,
opportunities that allow youth and young adults to develop the skills and habits needed to c
experience economic and social successes. Youth Action Project trains 50 AmeriCorps
volunteers who in turn provide tutoring and coaching to local high school students
needing extra assistance to pass the California High School Exit Exam. Additionally,
a
members facilitate workshops and community-benefit projects. c
FY 2014-2015 Proposed Funding: $13,320 CDBG
FY 2014-2015 Proposed Accomplishment: 300 youth N
M
a �
Program CD-4: Senior Services a
Seniors are some of the City's most vulnerable residents. The City will use CDBG funds to 2
!� support the following types of senior programs and services: Q
✓ Transportation assistance ,r,
1 ✓ Nutrition and meal programs C°,
✓ Recreational, educational and social opportunities o
j ✓ Information and referral services
Five-Year Objective: Estimated 4,500 units of assistance to be delivered over the next five years, o
for an average of 900 units of assistance annually
c
d
Specifically, the City will provide financial support to the following service providers during FY
2014-2015: .2
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Highland District Council on Aging-Senior Center
The Highland Senior Center is a very large and active senior center that provides a wide
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HUD 2014-2015 Action Plan
variety of Social, Educational, Physical, Nutritional, and Transportation services to the
senior population of the City of San Bernardino.
FY 2014-2015 Proposed Funding: $11,100 CDBG
FY 2014-2015 Proposed Accomplishment: 3400 persons
Program CD-9: Legal Services a
Every San Bernardino resident is guaranteed access to the judicial system and has certain rights o
and privileges that are recognized and protected regardless of ability to pay. Access to legal
services empowers clients by giving them the tools; i.e., the legal documents and procedural Q
0
information needed to seek solutions through court orders. These services improve the lives of =
clients by helping them resolve domestic dispute, seek financial stability, and access the
healthcare, dental, and developmental services needed for themselves and their minor E
dependents. Five-Year Objective: Estimated 1,750 units of assistance to be delivered over the in
l next five years, for an average of 350 units of assistance annually. °
Specifically, the City will provide financial support to the following service providers during FY N
2014-2015: o
s
Legal Aid Society of San Bernardino Q
Legal Aid provides free access to justice for the area's most unfortunate residents,
co
families barely subsisting, who would otherwise have no means of legally resolving N
conflicts as to parental rights, child custody, visitation, and support or restraining orders.
Legal Aid offers residents access to legal counsel, document preparation for family law, o
guardianship and conservatorship actions, education, and procedural assistance at each •N
step of the legal process. Through this program, clients are educated on their rights and
responsibilities. They are able to make more informed decisions, to take legal action to
resolve conflicts, and to take proactive steps toward a more self-reliant, stable home life. c
FY 2014-2015 Proposed Funding: $14,800 CDBG
FY 2014-2015 Proposed Accomplishment: 460 persons M
c
Program CD-10: Services for Victims of Domestic Violence a.
Victims of domestic violence often require a variety of supportive services before they can o
transition back to living independent, self-sufficient lives. These services include immediate a
crisis intervention, follow-up services, one on one counseling, accompaniment and advocacy LO
services. Five-Year Objective: Estimated 1,000 units of assistance to be delivered over the next N
five years, for an average of 200 units of assistance annually. r
0
N
Specifically,the City will provide financial support to the following service providers
during FY 2014-2015: o
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Option House E
Option House is a domestic violence center/shelter offering a myriad of emergency
services, including Emergency Overnight Shelter; 60-day Temporary Crisis Intervention a
Shelter; 18-month Transitional Housing; In-House Resident Program; Advocacy; Option
House provides 24-hour crisis intervention shelter, transitional housing, outreach
services, legal services, information, education and awareness to family violence victims
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HUD 2014-2015 Action Plan
FY 2014-2015 Proposed Funding: $9,620 CDBG
FY 2014-2015 Proposed Accomplishment: 50 persons
San Bernardino Sexual Assault Services
San Bernardino Sexual Assault Services core programs provide understanding and =
support to victims of sexual assault/domestic violence through immediate crisis a
intervention, one-on-one counseling, hospital/court accompaniment, and advocacy o
services.
FY 2014-2015 Proposed Funding: $18,500 CDBG o
FY 2014-2015 Proposed Accomplishment: 2,500 persons D
w
Program CD-11: Child Care Services
All families with children, regardless of income, deserve an opportunity to work and attend
school with the assurance that their children are in a safe and comfortable learning environment. °
Quality affordable child care is therefore a critical need for all families in San Bernardino, o
especially for single-parent households whose child care options are more limited. The City will N
use CPD funds to support programs that provide children with a high quality developmental o
program, one that teaches skills that go beyond learning to read and write at an early age, and a Z
stimulating environment that offers opportunities to explore, create, examine, and question Q
without concern for judgment, disapproval or criticism. Five-Year Objective: Estimated 10,000
Go
units of assistance to be delivered over the next five years, for an average of 2,000 units of N
assistance annually.
P
Specifically, the City will provide financial support to the following service providers during FY
2014-2015: w
St.John's Community Success Center-Project Safe Space c
Project Safe Space offers a safe site where children can come together, explore new crafts
and skills, and develop positive social skills supervised by caring adults. Safe space M
offers supervised activities for off track and vacationing students of all ages. Students
focus on physical activities both inside and outside. Physical activities include tether a
ball, badminton, bocce balls, ping pong, hula hoops, group games, quiet activities are o
board games, reading, videos, yarn work, and a craft room where paint, paper, simple a
projects, chalk, play dough and a piano invite children to use their imaginations. LO
Children are encouraged to help plan activities such as crafts, cooking projects, and N
theme days.
r
FY 2014-2015 Proposed Funding: $13,616 CDBG N
FY 2014-2015 Proposed Accomplishment: 120 Persons
L
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1. PRIORITY: IMPROVE AND EXPAND COMMUNITY FACILITIES AND
INFRASTRUCTURE TO MEET CURRENT AND FUTURE NEEDS E
U
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Program I-1: Fire Equipment Leases Q
The City of San Bernardino Fire Department serves a resident population of
approximately 202,000 and covers a diverse service area of 593 miles. This service area
covers approximately 19 miles of wild land interface area, a major rail yard, an
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HUD 2014-2015 Action Plan
international airport, the County Seat, a jail, two major mall complexes, and three major
interstate freeways (10, 215 and 210). Currently, the Department staffs twelve fire engine
companies, two aerial truck companies, one heavy rescue, five 4-wheel drive brush
engines, one hazardous material response rig, and one medic squad housed in twelve
stations throughout the City. Fire Stations No. 221, 222, 224, 229, and 231 serve the
City's low and moderate income areas (Figure 1). The City will use CDBG funds for the a
payment of fire equipment leases that serve the low and moderate income areas. Five-
.2
Year Objective: Continue to support fire services for low- and moderate-income areas.
FY 2014-2015 Proposed Funding: $543,200 CDBG Q
0
FY 2014-2015 Proposed Accomplishment: Annual Payment
Program 1-2: Street and Street Lighting E
Street and street lighting projects include efforts to extend and widen streets, street Cn
resurfacing, construction of curbs, gutters, sidewalk, handicap ramps, bikeways, right of °
way acquisition and street lighting systems. Since the City does not have sufficient o
funding to complete all of the projects identified in its CIP, there is no way to guarantee N
which projects will be funded and ultimately completed. The following is a list of o
potential Street and Street Lighting projects that may be completed in the upcoming five- 5
year Consolidated Plan period within the low and moderate income areas: Q
✓ Accessibility Improvements at various locations
✓ Street Safety Improvements at various locations N
✓ Pavement Rehabilitation at various locations
r
✓ Concrete Pads at various locations o
✓ Grade Separation at various locations N
✓ Street Widening at various locations
✓ Streetlight Poles and Electric Systems Replacement at various locations
✓ Traffic Calming Measures at various locations N
✓ New Road Construction at various locations N
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for M
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $450,000
FY2014-2015 Proposed Accomplishment: One Project °
U
tn
Q
Program I-3: Sewer
Sewer projects include efforts to increase system capacity for new users, replace aging or N
obsolete systems and meet new regulatory requirements. Since the City does not have o
sufficient funding to complete all of the projects identified in its CIP, there is no way to
guarantee which projects will be funded and ultimately completed. The following is a list
of potential sewer projects that may be completed in the upcoming five-year °.
Consolidated Plan period within the low and moderate income areas:
✓ Sewer Main Extensions at various locations E
✓ Sewer Manhole Rehabilitation at various locations
✓ Sewer Siphon Flushing at various locations Q
✓ Sewer Main Replacement at various locations
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for
an average of 1 project completed annually.
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FY 2014-2015 Proposed Funding: $1,000,000 (General Fund)
FY 2014-2015 Proposed Accomplishment: One Project
Program I-4: Storm Drain
Storm drain projects include efforts to install new storm drain systems (per the City's
Comprehensive Storm Drain Master Plan) and replace aging or obsolete systems. Since a
the City does not have sufficient funding to complete all of the projects identified in its o
CIP, there is no way to guarantee which projects will be funded and ultimately
completed. The following is a list of potential Storm Drain projects that may be a
0
completed in the upcoming five-year Consolidated Plan period within the low and =
moderate income areas: Y
✓ Storm Drain Installation and Rehabilitation at various locations E
✓ Storm Drain Realignment at various locations in
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for °
an average of 1 project completed annually. o
FY 2014-2015 Proposed Funding: $1,000,000 (General Fund) N
FY 2014-2015 Proposed Accomplishment: One Project o
w
Program I-6: Traffic Control a
Traffic control projects include efforts to install new traffic signals, add traffic striping, co
and replace aging or obsolete traffic control systems. Since the City does not have N
sufficient funding to complete all of the projects identified in its CIP, there is no way to
guarantee which of the projects will be funded and ultimately completed. The following o
is a list of potential Traffic Control projects that may be completed in the upcoming five-
year Consolidated Plan period within the low and moderate income areas:
• Traffic Signal Upgrades at various locations W
• Traffic Signal Interconnections and Synchronization at various locations o
✓ Bike Path Installations at various locations
✓ Traffic Signal Installations at various locations M
✓ Upgrade to Fluorescent Signs at various locations
✓ Installation of Solar-Powered Speed Signs at various locations a
✓ Installation of Pedestrian Signals at various locations o
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for a
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $1,000,000 (General Fund) N
FY 2014-2015 Proposed Accomplishment: One Project
0
N
Program I-7: Parks and Recreation
Parks and recreation projects include the maintenance and upgrade of parks, game courts
and fields, fielding lighting, recreation buildings, Park's restroom buildings and
playground equipment. Since the City does not have sufficient funding to complete all of E
the projects identified in its CIP, there is no way to guarantee which of the projects will
be funded and ultimately completed. The following is a list of potential Parks and
Recreation projects that may be completed in the upcoming five-year Consolidated Plan Q
period within the low and moderate income areas:
✓ Tree Plantings at various locations
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HUD 2014-2015 Action Plan
✓ Replacement of Equipment at various Community Centers
✓ Design and Engineering Services at various locations
✓ Expansion and Renovations at various Senior Centers
✓ Soccer Field Construction at various locations
✓ Restroom Renovations at various locations c
✓ Fencing and Lighting Upgrades at various locations a
✓ Concrete and Lighting Installations at various locations o
✓ Hiking and Exercise Trail Construction at various locations
✓ Irrigation System upgrades at various locations o
Five-Year Objective: Estimated 5 projects to be completed over the next five years, for =
an average of 1 project completed annually.
FY 2014-2015 Proposed Funding: $461,250 in CDBG
FY 2014-2015 Proposed Accomplishment: Various facility and park improvement v�
0
c
0
2. PRIORITY: PROMOTE ECONOMIC DEVELOPMENT AND EMPLOYMENT N
OPPORTUNITIES FOR LOW AND MODERATE INCOME HOUSEHOLDS `00
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0
Program ED-1: Inland Empire Small Business Financial Development Corporation Q
(IESBFDC) Loan Guarantee Program a
The Loan Guarantee Program is designed to assist small businesses that need additional
support in the form of a guarantee to induce a lender to lend. The program places special r
emphasis on women and minority-owned businesses, as well as businesses located in
.c
designated enterprise zones. To be eligible, a business must: (1) be unable to obtain 0
financing without the guarantee, and (2) demonstrate repayment ability with adequate
collateral support. Guarantees can be issued on short term loans, revolving and contract
lines of credit, term loans for asset purchases, purchases of existing businesses, or for N
establishing a new business. N
Five-Year Objective: Estimated 25 businesses to be assisted over the next five years, for Cl;
an average of 5 businesses assisted annually.
FY 2014-2015 Proposed Funding: No funding identified a
c
FY 2014-2015 Proposed Accomplishment: NONE 0
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a
Program ED-2: Grow San Bernardino Fund SBA 7A Loan Program
The SBA 7A-Grow America Fund Program provides loans to small businesses. This c°•�,
program is available countywide and can provide 100 percent financing for up to $1
million. The program provides long-term, fixed-rate financing which may be utilized for N
property acquisition, construction, building renovations or leasehold improvements, debt R
refinancing, capital equipment and working capital. Repayment ability from cash flow of °
the business is a primary criterion in the loan evaluation,but good character, management
capability, and collateral are also important considerations. Eligible business must E
demonstrate at least three years of profitable operation, good liquidity, and a satisfactory
r
debt-to-equity ratio. Q
Five-Year Objective: Estimated 10 businesses to be assisted over the next five years, for
an average of 2 businesses assisted annually.
FY 2014-2015 Proposed Funding: No funding identified
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HUD 2014-2015 Action Plan
FY 2014-2015 Proposed Accomplishment: NONE
Program ED-3: Business Incentive& Downtown Revitalization/Favade Program
The Business Incentive Grant Program assists business owners, tenants, and property
owners to enhance the "curb appeal" of their business storefront by providing funds to a.
complete exterior improvements. The program also provides grants to help business 0
owners retain their current employment levels or expand their current employment levels. U
The program offers grants reimbursements that are not-to-exceed $10,000. The applicant Q
0
will be required to match this grant dollar for dollar and will be reimbursed at the =
completion of all pre-approved improvements. r
Five-Year Objective: Estimated 125 businesses to be assisted over the next five years, for
an average of 25 businesses assisted annually. CO
FY 2013-14 Proposed Funding: No funding identified °
FY 2013-14 Proposed Accomplishment: NONE o
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N
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°
Program ED-4: Utility User's Grant Program
The Business Utility User's Tax Rebate Program rewards new and expanding businesses Q
who create jobs, increase sales tax revenues, or increase property values by refunding a
co
percentage of the City's utility taxes paid on electrical, gas, cable, and telephone services N
to operate their businesses. .,
Five-Year Objective: Estimated 10 businesses to be 0
assisted over the next five years, for y
an average of 2 businesses assisted
annually.
FY 2014-2015 Proposed Funding: No funding identified c
T
FY 2014-2015 Proposed Accomplishment: NONE
N
Program ED-5: Section 108 Loan Repayment
In 2006, the City, its Redevelopment Agency, and HUD executed Section 108 loan a
documents for an award of$7.5 million. The loan was utilized for the acquisition of 22 0
blighted and socially problematic four-plex apartment dwellings in the North Arden a
Guthrie Area. Together with other redevelopment funds of approximately $7.5 million,
tenants have now been relocated into safe and sanitary housing, the structures N
demolished, and the land will be made available to a master developer (Home Depot) for
the purpose of constructing a retail commercial center. The City is currently N
renegotiating a HUD Section 108 Loan for the 20-Plex movie theater (formerly known as
the Cinema Star) in the amount of$9 million to repay the original HUD 108 Loan of$4.6 0
million and provide necessary funds for new technology upgrades and remodeling by
Maya Cinemas North America, Inc. The Project will include: new furniture and fixtures, E
carpeting, tile, counter-tops, paintwork, new seating, new digital projection equipment,
movie screens and sound equipment, correction of American with Disabilities Act w
deficiencies, expansion of the main lobby and installation of equipment and expansion of a
one I-Max auditorium. The term of the Section 108 financing will be seven years with
interest only payments.
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HUD 2014-2015 Action Plan
Five-Year Objective: Estimated 475 jobs created/retained upon completion of projects.
FY 2014-2015 Proposed Funding: $728,376 CDBG
FY 2014-2015 Proposed Accomplishment: Projected 475 jobs/Annual Payment
Program ED-6: California Theatre
The former Redevelopment Agency owns and contracts out the maintenance of the a
Historic California of the Performing Arts Theatre (the "Theatre"). The Agency is o
currently in the process of conducting a series of renovation improvements for the 2
Theatre. The improvements include, but are not limited to the following items: a
installation of a fire protection sprinkler system, structural support system for front entry =
and installation of a pull pipe system. This project will facilitate the creation, promotion,
and retention of over 1,400 employment opportunities. E
Five-Year Objective: Estimated 1,400 jobs created/retained upon completion of u)
renovations.
FY 2014-2015 Proposed Funding: No funding identified o
FY 2014-2015 Proposed Accomplishment: No funding identified N
L
O
Program ED-7: Former Redevelopment Agency Activities
The Agency undertakes numerous marketing activities designed to enhance the image of a
the community and attract new development expanding both employment opportunities
and the tax base. Activities include the production of print marketing materials,
advertising and public relations activities in the printed media, representation of the r,
Agency at targeted trade shows and exhibitions and the production of a weekly, business =
oriented, television show targeted towards the business community. 2
Lh
Five-Year Objective: Estimated 2,500 jobs created/retained over the next five years,
for an average of 500 jobs created/retained annually. CC
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0
Alcohol/Other Drug Abuse v
Alcohol/other drug abuse is defined as excessive and impairing use of alcohol or other drugs, M
including addiction. The National Institute of Alcohol Abuse and Alcoholism estimates the
number of men with drinking problems (moderate or severe abuse) at 14 to 16 percent of the a.
adult male population and the number of women with similar problems at six percent. Applying o
these general estimates, over 15,000 San Bernardino adult residents may have substance abuse a
problems. The San Bernardino County Department of Behavioral Health Office of Alcohol and ,r,
Drug Programs provides a full range of alcohol and drug services for communities and residents. N
Prevention, outpatient, and residential programs are offered in every significant population
center in the County through contracts with community-based organizations. The following N
organizations and programs in the City of San Bernardino provide services such as alcohol
detoxification, treatment for chemical dependency, and homeless programs: o
❑ Inland Behavioral and Health Services, Inc.
❑ Casa de San Bernardino, Inc.
❑ New House
❑ San Bernardino County Public Health Department a
❑ SAC Health Systems
.,•o+ ❑ San Bernardino Center for Change
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City of San Bernardino
HUD 2014-2015 Action Plan
❑ Institute for Public Strategies
❑ Miracles in Recovery
❑ Veterans Alcoholic Rehabilitation Program
Victims of Domestic Violence
Domestic violence often goes unreported, which makes it difficult to assess the extent of the a
problem in communities. One source for San Bernardino is the county's Continuum of Care o
application for Shelter Housing Program funds, which estimated that 12 percent of local U
homeless are victims of domestic violence. A primary need for victims of domestic violence is d
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emergency shelter in a safe and confidential location. Subsequently, affordable housing options =
are important to provide victims with options for housing, so as not to have to return to an unsafe
home. E
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Supportive case management services can be extremely helpful to break the cycle of violence for °
victims of domestic violence. These services can include counseling, court accompaniment, o
information and referrals, and personal advocacy. In addition, emergency and/or transitional N
shelter, in a confidential place, is often necessary to ensure victims' safety. 4-
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Housing Opportunities for People with AIDS (HOPWA)
The City does not presently receive HOPWA dollars. However, the City continues to support
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Central City Lutheran Mission and Foothill Aids Projects. Both agencies offer assistive and
supportive services to individuals with HIV/AIDS and their families. For persons living with r
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HIV/AIDS, access to safe, affordable housing can be as important to their general health and c
well-being as access to quality health care. For many, the persistent shortage of stable housing is
the primary barrier to consistent medical care and treatment. According to the California
Department of Public Health, a total of 1,620 HIV and 4,359 AIDS infected persons lived in San
Bernardino County as of 2013. o
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Year HIV AIDS M
2010 1,575 4,106 a
2011 1,561 4,199 c
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2013 1,620 4,359 LO
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The Housing Opportunities for Persons with AIDS (HOPWA) Program is a federally funded o
housing program to address the specific needs of persons living with HIV/AIDS and their
families. Since 1993, the City of Riverside has administered the HOPWA formula grant for
communities in San Bernardino and Riverside counties. The City of Riverside contracts with the °.
County of San Bernardino to provide supportive services for persons with HIV/AIDS. The City
of San Bernardino does not qualify HOPWA formula funding. HOPWA funds are distributed to
metropolitan areas with a population of more than 500,000 and at least 1,500 cumulative AIDS a
cases. In these metropolitan areas, the largest City serves as the Formula Grant Administrator. Q
For the San Bernardino-Riverside metropolitan area, the City of Riverside, as the largest City,
administers the region'.s HOPWA grant.
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City of San Bernardino
HUD 2014-2015 Action Plan
In 1994, the Department of Public Health of San Bernardino County began receiving Ryan
White Program funding to support programs in San Bernardino County and Riverside
County. As of May 1, 2008, the San Bernardino and Riverside Counties have a total of eight
public and community-based organizations funded by the Ryan White Program that provide
services to those who lack health insurance and financial resources to care for their ailment. San
Bernardino Public Health Reproductive Health Services provides family planning services to a
residents in both San Bernardino and Riverside Counties. Services include birth control methods, o
male and female reproductive exams, STD testing and treatment, HIV testing and referrals.
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DRAFT ACTION PLAN
2014-2015 Proposed and Recommended Public Service Grant Awards
Agency Name Request Recommendation Rates
AI-Shifa $ 25,000.00 $ 18,500.00 94%
St.John's Community Success Center $ 18,400.00 $ 13,616.00 91%
Assistance League of San Bernardino $ 25,000.00 $ 18,500.00 96%
Highland Senior Center $ 15,000.00 $ 11,100.00 96% c
Mary's Mercy Center, Inc. $ 15,000.00 $ 11,100.00 96%
Southern California Mountains Foundation $ 46,800.00 $ 34,632.00 96% a
Friends of C.I.D. $ 31,000.00 $ 22,940.00 95%
Inland Valley Drug&Alcohol Recovery Services $ 15,000.00 $ 11,100.00 95% _
San Bernardino Sexual Assault Services $ 25,000.00 $ 18,500.00 95% E
Family Service Agency of San Bernardino $ 15,000.00 $ 11,100.00 94%
Option House, Inc. $ 13,000.00 $ 9,620.00 94% 0
Time for Change Foundation $ 50,000.00 $ 37,000.00 94% o
LJR Intellect Academy of the Arts $ 25,000.00 $ 18,500.00 93% N
Santa Claus, Inc. $ 10,000.00 $ 7,400.00 93% o
Catholic Charities of San Bernardino/Riverside $ 20,000.00 $ 14,800.00 92%
Central City Lutheran Mission $ 17,000.00 $ 12,580.00 92% a
Children's Fund $ 15,000.00 $ 11,100.00 92%
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Youth Action Project $ 18,000.00 $ 13,320.00 92%
Smooth Tranistion, Inc. $ 15,000.00 $ 11,100.00 91%
Legal Aid Society of San Bernardino $ 20,000.00 $ 14,800.00 89% 3
Project Life Impace, Inc. $ 30,000.00 $ 22,200.00 89% 4
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Gang Reduction Intervention Team $ 20,000.00 $ 14,800.00 88%
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Operation Grace $ 15,000.00 $ 11,100.00 88% 0
The Home of Neighborly Service $ 25,000.00 $ 18,500.00 86%
Project Fighting Chance $ 50,000.00 $ 37,000.00 83%
Lorine's Learning Academy $ 20,000.00 $ 14,800.00 79% 0
National Council of Negro Women $ 28,845.00 $ 21,345.30 79% 3
Total $ 623,045.00 $ 461,053.30 n.
The recommended grant amount column totals $461,053.30 which is $3,946.70 less than the Public
Service cap of$465,000, based on the proposed CDBG grant award amount of$3,100,000. E
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