HomeMy WebLinkAbout06.A- Public Hearing and Request for Council Approval of 2016/2017 Action Plan 6.A
DOC ID: 4268 A
CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION
Public Hearing
From: Brandon Mims M/CC Meeting Date: 03/21/2016
Prepared by: Brandon Mims, (909) 384-
5122
Dept: City Manager Ward(s): All
Subject:
Public Hearing and Request for Council Approval of the One-Year 2016-2017 Action
Plan (#4268)
Current Business Registration Certificate: Not Applicable
Financial Impact:
The adoption of the City's AAP will have no impact on the City's General Fund. If
approved, HUD monies received from the federal government will be used to support
the goals and objectives of the Five-Year Consolidated Plan.
The hearing remains open.
Motion: Continue the hearing until April 4, 2016.
Staff is presenting the 201612017 Action Plan in three (3) separate public hearings
scheduled for March 7, 2016, March 21, 2016 and on April 4, 2016. Staff will request
that Council authorize the City Manager to submit the Action Plan to the Department of
Housing and Urban Development (HUD) on April 4, 2016 to ensure timely processing of
the City's Action Plan and funding of new projects. The first two scheduled hearings will
focus on Department Projects while April 4th's hearing will focus on Public Service
funding and Emergency Solutions Grant (ESG) funding.
Background
Since 1975, the City of San Bernardino (City) has received Federal funding from the
United States Housing and Urban Development Department (HUD) for the purpose of
undertaking programs and activities for the benefit of low to moderate-income persons
residing in the City. In accordance with HUD regulations, state and local governments
may choose to submit a federal grant application under any of the Community Planning
and Development Programs. Applying for such funds requires the City to develop and
submit a Consolidated Plan every three (3) to five (5) years to illustrate the local needs
and priorities for affordable housing access to critical public services, improvement of
public facilities, promoting economic development and infrastructure. Each year the City
is eligible to receive CDBG and HOME funding based on the City's adopted and HUD
approved Consolidated Plan. Submission of an Annual Action Plan (AAP) that outlines
the City's goals, objectives and funding strategy for specified programs is required. The
AAP serves as the City's annual application for federal funding and annual business
plan for meeting Consolidated Plan goals and objectives.
Historically, CDBG funds have been used to support a broad range of services,
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including public and private entities capable of addressing the needs of low income
residents of our community. The funds are allocated based on a formula that considers
N"No several socio-economic indicates like education, poverty rate, housing vacancy, etc.
Since the City experiences higher rates of poverty than surrounding cities its allocation
has been considerably larger, however, the nationwide program has experienced
repeated cuts by the United States Congress, thereby limiting the available funding.
HUD requires the submittal of an Annual Action Plan (AAP) by May 15th of each year
for review of activities for eligibility and for consistency with a City's adopted
Consolidated Plan. Staff has prepared the AAP that includes: applications and
certifications for funding; a summary of proposals, projects, and programs for Fiscal
Year 2016-2017; and implementing a citizen participation process for project and
program funding. In May 2012, HUD's Office of Community Planning and Development
implemented the use of a cohesive and standard on-line template for submittal of an
AAP and Consolidated Plan. Staff has completed a draft of the AAP for FY 2016-2017
using the on-line template.
Funding and Request for Proposals
On August 17, 2015 the City Manager's Office released a Notice of Funding Availability
(NOFA) requesting proposals for the City's 2016-2017 CDBG and ESG Public Service
program. On December 1, 2015 the City Manager's Office requested proposals from
other City Departments for the City's 2016-2017 CDBG funding cycle. All proposals
received were evaluated by staff for program eligibility and to determine if each proposal
met the Housing and Community Development goals of the City as set forth in the HUD
Five-Year Consolidated Plan.
On January 30, 2016, the members of the Community Development Citizens Advisory
Committee (CDCAC) convened to conduct interviews, listen to oral testimonies from
agency representatives, overview the department proposals and make funding
recommendations for the 2016-2017 program year. Based on their evaluation of each
written proposal and oral testimony, the CDCAC recommended funding for 21 local
nonprofit agencies for a total of $465,000. Details of the CDCAC recommendations are
attached as Exhibit A. Exhibit B shows the full staff recommendation for Fiscal year
2016-2017, CDBG, HOME and ESG funding.
Citizen Participation Plan:
In compliance with HUD regulations, citizen participation was solicited throughout the
process of developing the Action Plan. Copies of the Draft Action Plan were available
for a 30 day public review and comment period. These documents were accessible in
hard-copy at City Manager's office, City Clerk's office and Feldheym Central Library.
These documents are also available online in PDF format on the City's website.
Environmental Impact:
Activities funded with Federal funds require some level of environmental review. All
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National Environmental Policy Act (NEPA) and California Environmental Quality Act
(CEQA) actions will be addressed prior to release of funds for the projects and
programs to be funded. The City Manager or his designee will be given the authority to
approve all environmental review records on behalf of the City.
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2016-2017 Action Plan Summary:
Community Development Block Grant (CDBG)
The FY 2016/2017 CDBG allocation is anticipated to be $3,100,000 including a total of
$2,034,376 of prior year funding, giving the City a total of $5,134,376 in federal funding
to use toward eligible activities. The prior year funding number includes uncommitted
CDBG line of credit balance and a projection of current year (2015/2016) funding
carryover. Activities eligible for funding under the CDBG program include acquisition of
real properties, construction, 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 following CDBG projects are proposed to begin in Fiscal Year 2016/2017:
CDBG Project Budget Allocation
Administration (20% cap) $620,000
Public Service/Non-profits (15% cap) $465,000
Section 108 Payment $728,376
Mandated Fair Housing Compliance $46,000
Micro-enterprise Program $150,000
Access Center $300,000
Arts and Stroll $250,000
Construction Trades Employment Program $100,000
Veteran's Supportive Housing $350,000
Police Camera Expansion Program $225,000
Pocket Park Program $50,000
Corridor Revitalization $250,000
Demolition $200,000
Neighborhood Revitalization $250,000
Vacant to Value $400,000
Parks Improvement Projects $750,000
CDBG Program Totals (Including Prior Year Funding) $5,134,376.00
HOME Investment Partnerships (HOME) Program
The City signed an agreement with the County of San Bernardino to join the County
HOME Consortium starting in FY 2015/16 for three years. As a result, the City will no
longer be directly receiving HOME funds for three years. Instead, the funding is
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diverted to the County HOME Consortium. Much of the City's diverted HOME funds are
earmarked for the development of Waterman Gardens, an affordable housing project
owned and operated by the Housing Authority of the County of San Bernardino, and is
located in the City of San Bernardino. However, for FY 2015/2016 HOME Program
Income is anticipated to be $450,000 and the balance from prior year funds is
anticipated to be $1,020,000.
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 2015/2016
HOME funding will be distributed as follows according to specific HUD program caps:
HOME Project Budget Allocation
Administration (10% cap) $300,000
Waterman Gardens 1 $734,000
Infill Housing Development $1,000,000
Homebuyer Assistance Program $600,000
HOME Program Totals (Including Prior Year Funding) $2,634,000
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 anticipates receiving $280,970 in ESG funding for FY 2016/2017. The ESG
program requires an equal amount ($1 for $1 match) of cash and/or non-cash
contributions to the program. This is referred to as "match" funding. To be eligible for
the City's ESG funding, sub recipients must demonstrate the ability to meet the ESG
match requirement.
The table below summarizes the proposed use of ESG funds during the FY 2016/2017
by general activity and funding amount.
Project Budget Allocation
Catholic Charities of San Bernardino & Riverside $20,000
Central City Lutheran Mission $20,000
Community Action Partnership of San Bernardino County $20,000
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4268
Time for Change Foundation $20,000
Homeless Access Center $200,000
ESG Program Totals (Including Prior Year Funding) $280,000
Financial Impact
The adoption of the City's AAP will have no impact on the City's General Fund. If
approved, HUD monies received from the federal government will be used to support
the goals and objectives of the Five-Year Consolidated Plan.
Recommendation
For your consideration, it is recommended that the Mayor and Common Council
continue finalizing the FY 2016-2017 Action Plan by conducting the necessary public
hearings to receive public comments and upon the conclusion of those hearings on April
4, 2016, authorize staff to submit the document to HUD prior the May 15 deadline and
authorize the City Manager to include the recommended allocations in the City's 2016-
2017 Fiscal Year Budget.
Supporting Documents:
Exhibit A - CDCAC Recommendations (PDF)
Exhibit_B_2016-17_Action Plan (PDF)
Exhibit C - Draft Action Plan 2016-2017 (DOC)
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City of San Bernardino
Program Year 2016 Draft Action Plan, 2015-2019 -
Consolidated Planning Period
The One Year Action Plan explains the City of San Bernardino's
planned use of CDBG, HOME and ESG dollars for the period of July _
1, 2016 through June 30, 2017.
Packet Pg. 618
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DRAFT ACTION PLAN
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On December 2, 2016 fourteen people were gunned down at the Inland Regional Center as a o
result of terrorism. The SB Strong logo stands as an enduring marker of the City of San v
Bernardino's resilience and the determined spirit of the community. #SBStrong.
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City of San Bernardino
City Manager's Office— Housing Division
201 North "E" Street, Suite 301, San Bernardino, CA 92418
(909) 384-5122
Annual Action Plan 2
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DRAFT ACTION PLAN
Annual Action Plan
Table of Contents
(Page Numbers and Appendices will be added after final pagination)
Executive Summary E (AP-05)
The Process Consultation (AP-10)
Citizen Participation (AP-12) °
Expected Resources (AP-15)
Annual Goals and Objectives Goals Summary Information (AP-20)
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Affordable Housing (AP-55) N
Summary of Projects (AP-35 and 38) o
Geographic Distribution (AP-50) N
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Public Housing (AP-60)
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Homeless and Other Special Needs Activities (AP-65)
Barriers to Affordable Housing (AP-75) r
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Other Actions (AP-85) `�
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Program Specific Requirements (AP-90) c
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Appendices: a
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1. CDBG Final Statement of Community Development Objectives and Projected Use of
Funds for Fiscal Year 2016-2017
2. List of Proposed Projects o
3. Capital Project and Public Service Project Recommendations v
4. Applications for Federal Assistance
5. Non-State Grantee Certifications x
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Executive Summary
AP-05 Executive Summary-24 CFR 91.200(c),91.220(b)
1. Introduction
The City of San Bernardino (City) is an entitlement jurisdiction that receives federal funds from
the U.S. Department of Housing and Urban Development (HUD) to invest in local communities.
The City receives those funds under the following programs:
• Community Development Block Grant (CDBG) a
• Home Investment Partnership (HOME)
c
• Emergency Solutions Grant (ESG) °
a
In order to receive funding under the above mentioned "entitlement programs" (funding c
allocated directly to a City based on Congressional action) the City must submit a Consolidated
Plan (CP) explaining how it plans to use those funds. A CP may be submitted every three or five N
years; the City has chosen to submit its CP every five years. In addition to the longer range plan
00
(CP), an Annual Action Plan (AAP) must be submitted each of the five years. This document is N
the AAP for the upcoming program year, 2016 Program Year,the City's 2016-2017 Fiscal Year. 72
0
An AAP includes projects the City plans to carryout/implement within that fiscal year. The 2016
Program Year (the City's 2016-2017 Fiscal Year) is the second year of the City's adopted 2015- N
2019 CDBG, HOME and ESG Program Strategy or Consolidated Plan (CP). The success of last
year's projects (known as "accomplishments" in HUD reporting) will be evaluated in the 2015 a
Consolidated Action Plan Evaluation Report (CAPER). o
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Funding Decisions
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As an entitlement community the City sets its own priorities for use of CDBG, HOME and ESG v
funds. In order to effectively track and manage projects funded with these funds the Housing
Division follows a standard Notice of Funding Availability (NOFA) for most all internal and x
external projects. However, excess prior year CDBG and HOME funding is often used as part of w
new housing or economic development projects that may arise during the program year. It is
not anticipated that this will be the case during the 2016 Program Year since staff is =
recommending allocating all projected carryover dollars for all programs (ESG is fully committed v
r
in the current program year).
Community Development Block Grant (CDBG)
The FY 2016/2017 CDBG budget is anticipated to be $5,134,376, including a total of$2,034,376
of prior year funding. The prior year funding number includes uncommitted CDBG line of credit
balance and a projection of current year (2015/2016) funding carryover.
Activities eligible for funding under the CDBG program include acquisition of real properties,
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construction, 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.
Staff evaluated each of the proposals submitted by departments to determine eligibility and
consistency with the goals and objectives of the Consolidated Plan, City Council Goals, General a-
Plan, etc. and track record of successful completion of compliant projects to determine how o
projects should be funded. In addition, as part of the adopted Citizen Participation Process staff
also consulted the Community Development Citizen's Advisory Committee (CDCAC) to discuss ti
how the proposed projects address the community's needs as identified in the 2015-2019
Needs Assessment conducted during the development of the CP. The table below shows the c
recommended CDBG funding allocations for the 2016 Program Year. A detailed description of
each project is included in the Projects' Table later in the document. o
v
Table 1: D: ti
Administration (20% cap) $620,000 N
Public Service/Non-profits (15% cap) $465,000 c
NOW Section 108 Payment $728,376 �
Mandated Fair Housing Compliance $46,000 a
Micro-enterprise Program $150,000 0
Access Center $300,000 a
Arts and Stroll $250,000
Construction Trades Employment Program $100,000 0
Veteran's Supportive Housing $350,000
Police Camera Expansion Program $225,000
Pocket Park Program $50,000 W
Corridor Revitalization $250,000 r
Demolition $200,000 E
Neighborhood Revitalization $250,000
Vacant to Value $400,000 Q
Parks Improvement Projects $750,000
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CDBG Program Totals (Including Prior Year Funding) $5,134,376.00
HOME Investment Partnerships (HOME) Program
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.
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The City signed an agreement with the County of San Bernardino to join the County HOME
Consortium starting in FY 2015/16 for three years. As a result, the City will not receive HOME
funds through Fiscal Year 2018. Instead, the funding is diverted to the County HOME
Consortium. Much of the City's diverted HOME funds are earmarked for the development of
Waterman Gardens, an affordable housing project owned and operated by the Housing
Authority of the County of San Bernardino (HACSB) and is located in the City of San Bernardino.
However, for FY 2015/2016 HOME Program Income is anticipated to be $450,000 and the
balance from prior year funds is anticipated to be $1,020,000. The table below shows the
recommending HOME funding allocation for the 2016 Program Year.
a
Table 2: • r o
Administration (10% cap) $300,000 a
Waterman Gardens 1 $734,000
0
Infill Housing Development $1,000,000
Homebuyer Assistance Program $600,000 N
HOME Program Totals (Including Prior Year Funding) $2,634,000 c co
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Emergency Solutions Grant (ESG)
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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 o
" 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 a
Emergency Solutions Grants (ESG). The HEARTH Act also codified into law the Continuum of o
Care planning process to assist with homeless coordination of services and addressing the a
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 o
Emergency Solutions Grant. On January 4, 2012, the regulations went into effect.
The City is anticipating $280,970 in ESG funding for FY 2016/2017. 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 E
other funding sources. Consequently, the City places this matching requirement upon the ESG a
sub-recipients. The table below summarizes the proposed use of ESG funds during the FY a
2016/2017 by general activity and funding amount.
Table 3: ESG 2016-2017 Budget
Catholic Charities of San Bernardino & Riverside $20,000
Central City Lutheran Mission $20,000
Community Action Partnership of San Bernardino County $20,000
Time for Change Foundation $20,000
N.
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Homeless Access Center $200,000
ESG Program Totals (Including Prior Year Funding) $280,000
Summary of Objectives and Outcomes
The Consolidated Plan's strategy to meet the needs of the community, referred to as a Strategic
Plan, provides the general priorities and rationale for the City's investment of federal funds. The
City identified eight priority needs for the community and the corresponding goals to address
them. The priority needs were formed based on the national objectives and outcomes
supported by HUD.
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Table 4: Five Year(2015-2019) Objectives and •
OUTCOME Q
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OBJECTIVE Availability/ Affordability Sustainability N
Accessibility
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Implementing Programs: Implementing Programs: Implementing Programs:
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Decent Housing Compliance with the • Neighborhood • Provide residential
American with Revitalization services on energy r�
Disabilities Act o Rental Assistance and water efficiency N
• Fair Housing
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Implementing Programs: Implementing Programs: Implementing Programs: _
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• Public • Transitional housing • Energy efficient c
Suitable Living Facility/Infrastructure 9 Supportive housing lighting in parks
Environment Improvements . Emergency motel • Code Enforcement Q
• Youth Services vouchers activities
Senior Services • Foster community p`
• Health Services engagement V
Implementing Programs: Implementing Programs: Implementing Programs:
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Economic Opportunity • Employment Training • Partner with Business • Support Business
• Job Creation Improvement Districts E
(Neighborhood
Revitalization)
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Summary of Changes to Priority Needs
The priorities listed below were identified during the Community Needs Survey process as part
of the 2015-2019 Consolidated Plan process. As part of the adoption of this AAP staff is
recommending an amendment to the CP needs as follows:
Table 5: Changes to Priority Needs
Existing Needs Proposed New Needs
Expand Home Ownership Opportunities Create opportunities for low income residents
to move out of poverty c
Fair Housing Develop collaborative partnerships (to L
support fair housing goals) °
Improve Facilities and Infrastructure Improve Public Facilities, Rehabilitation of Q
Blighted Structures and Proactive Code c
Enforcement/Crime Prevention
Improve Neighborhood Conditions Eliminate Vacant Lots, Rehabilitation of N
Blighted Structures
Planning and Administration Efficient, effective and responsive program v
management "'
Preserve and Rehabilitate Housing Eliminate Vacant Lots, Rehabilitation of c
Blighted Buildings
Promote Economic Development Targeted Job Creation, Business Opportunities N
for Niche/Microenterprise/WBE a
Provide Supportive Services Services for the Homeless, Services for n.
Veterans, Create Opportunities for Low o
Income Residents to Move out of Poverty, Q
Develop collaborative partnerships (to
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High Priorities: X
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• Preserve and rehabilitate existing single-family dwellings.
• Improve neighborhood conditions through code enforcement and neighborhood
revitalization. Y
• Expand homeownership opportunities and assist homebuyers with the purchase of a
affordable housing.
• Assist homeless and special needs populations with supportive services.
• Promote economic development and employment opportunities for low and moderate
income persons.
• Improve and expand existing community facilities and infrastructure to meet current
and future needs.
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• Eliminate identified impediments to fair housing through education, enforcement, and
testing.
• Planning and administration
Low Priorities
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• Provide rental assistance and preserve existing affordable rental housing.
• Expand the affordable housing inventory through new construction.
c
Evaluation of Past Performance
n.
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HUD requires that the City assess its performance toward achieving the CP goals. The City will °
measure performance outputs and outcomes for CDBG, ESG and HOME under the Consolidated
Annual Performance Evaluation Report (CAPER) for FY 2015/2016. Through the annual c
monitoring of CDBG, ESG, and HOME sub-recipients, contractors, and community based
organizations/developers, the City ensures federal compliance of CDBG, ESG, and HOME, as N
well as reporting on outcomes of activities and programs. ••
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Summary
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numbers staff prepares an estimate based on prior year funding. It is anticipated that the City N
will continue receiving new funding under the CDBG and ESG programs for the 2016-2017 Fiscal
Year as follows: a
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Program Name 2016-2017 Amount Q
CDBG $3,100,000
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ESG $280,000 0`
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Prior year CDBG funding totaling $2,034,376 is being included in the AAP to meet department
requests and ensure timely expenditure of the City's CDBG funding. Including prior year x
funding, the total proposed CDBG budget for 2016-2017 is $5,134,376. "'
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Only prior year HOME funding is being included in the 2016-2017 AAP. The total amount of
that funding is $2,634,000, which includes projected Program Income (PI) from property sales.
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The total amount of ESG funding proposed is $280,000. This amount would fully allocate the
projected revenue amount, but does not include any projected carryover from the 2015-2016
Fiscal Year. It is anticipated that 2015-2016 ESG activities will fully exhaust their funding.
Citizen Participation
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The City of San Bernardino, in compliance with HUD's regulations, consulted with a variety of
local agencies and the public through the citizen participation process. The City took the
following actions:
• The Community Development Citizens Advisory Committee met on January 30, 2016 to
review proposals and make funding recommendations.
• Public hearings were conducted to receive public comments on March 7, 2016, March
21, 2016 and April 4, 2016.
• Copies of the Draft Action Plan and Analysis of Impediments were available for a 30-day
' public review and comment period beginning on March 5, 2016. These documents were co
accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the
City's Central Library.
• These documents were also available online in PDF format on the City's website. Q
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Action Plan Consultation Process
AP-10 Consultation—91.100,91.200(b),91.215(1)
1. Introduction
This AAP covers the second year of the 2015-2019 CP. It outlines the City's planned use of
CDBG, HOME and ESG funds from July 1, 2016 to June 30, 2017. Funding decisions are based
on needs and strategies identified through the CP process. Funding is also based on local
priorities as adopted by the Mayor and Common Council. To assist in the development of
'? specific projects for this year's AAP the City undertook an extensive outreach program to
consult and coordinate with non-profit agencies, affordable housing providers, and government a-
c
agencies regarding the needs of the low- and moderate-income community. An outreach list C
consisting of 258 agencies, including but not limited to the following types of agencies were
contacted and exposed to critical housing and community development concerns: c
N
• Non-profit service providers that cater to the needs of low- and moderate-income o
households and persons with special needs, including persons with disabilities, N
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• Local churches, including church-based charities and housing programs; N
• Schools, including partnering with the San Bernardino Unified School District to identify �-
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the needs of homeless children; c
• Mobile home park community managers; including informative sessions about
upcoming mobile home replacement programs; c
N
• Affordable housing providers; including discussions about the best methods for �
implementing homebuyer programs and providing assistance to homeowners; n.
• Housing advocates; including Inland Fair Housing and Mediation Board (IFHMB); o
• Housing consultants and specialists; Q
• Public agencies (such as school districts, health services, public services departments); $
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• Economic development and employment organizations; and
• Community and neighborhood groups. v
These agencies were mailed notices of the plan development process and public meetings. w
Specific agencies were also contacted to obtain data in preparation of this AAP. For example,
the State Developmental Services Department and State Social Services Department were a)
contacted to obtain data and housing resources for persons with disabilities. The Housing
Authority of the County of San Bernardino (HACSB) was also contacted to obtain information on Y
public housing and Housing Choice Vouchers. a
Once compiled from all sources, identified high priority needs and goals are consulted to
determine which projects best meet the objectives of the CP. The Housing Division provides a
standard Notice of Funding Availability (NOFA) process to internal and external grantees. The
Division also manages all grant awards and ensures the ongoing compliance of the City's CDBG,
HOME and ESG programs.
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Consultation with Homeless Service Providers
The outreach list includes homeless service agencies in the San Bernardino County Continuum
of Care. The San Bernardino County 10-Year Strategy to End Homelessness Report was also
consulted to provide information on homelessness and resources available. Several agencies
that provide housing and supportive services for the homeless and those at risk of becoming
homeless also attended the Community Workshops and Public Hearings.
Table 7: Consultation with Homeless Service Providers
Agency/Group/Organization TIME FOR CHANGE FOUNDATION
Agency/Group/Organization Type Services—Housing d
Services-Children
Services-Persons with Disabilities 0
Services-homeless v
Services-Education Q
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless ti
Homeless Needs—Families with children c
Homelessness Strategy N
Non-Homeless Special Needs m
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan N
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also 0
contacted to obtain data in preparation of 04
this AP.
2 Agency/Group/Organization CATHOLIC r`
BERNARDINO/RIVERSIDE
0
Agency/Group/Organization Type Services-Children N
Services-Elderly Persons co
Services-homeless o
Services-Health N
Services-Education =
cv
What section of the Plan was addressed by Consultation? Homeless Needs—Families with children d
Homelessness Strategy r_
Non-Homeless Special Needs 2
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan j
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. Q
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of Q
this AP.
3 Agencyl=p�/Organization SAN BERNARDINO SEXUAL ASSAULT U
SERVICES,INC.
Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence x
Services-Education W
Services—Victims
What section of the Plan was addressed by Consultation? Homelessness Strategy
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan _
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. v
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of Q
this AP.
4 Agency/Group/Organization OPTION HOUSE
Agency/Group/Organization Type Services-Victims of Domestic Violence
Services-homeless
Services—Victims
What section of the Plan was addressed by Consultation? Homeless Needs—Families with children
Homelessness Strategy
Non-Homeless Special Needs
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Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of
this AP.
5 • •' •
Agency/Group/Organization Type Services—Housing
Services-Children
Services-homeless
Services-Employment
What section of the Plan was addressed by Consultation? Homeless Needs—Families with children
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also S
contacted to obtain data in preparation of
this AP. �-
6 • • O
Agency/Group/Organization Type Services—Housing v
Services-homeless Q
Services-Health ti
Services-Education Services-Employment c°•i
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless cfl
Homeless Needs—Families with children c
Homelessness Needs—Veterans N
Homelessness Needs—Unaccompanied
youth N
Homelessness Strategyer
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also N
contacted to obtain data in preparation of •
this AP. V_
7 . . • . • • • •' N
Agency/Group/Organization Type Services-Children =
Services-Elderly Persons
Services-homeless n-
Services-Education =
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless v
Homeless Needs—Families with children Q
Homelessness Needs—Veterans
Homelessness Needs—Unaccompanied
youth p
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan U
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. *=
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of X
K
this AP. W
g Agency/Group/Organization VICTOR VALLEY FAMILY RESOURCE w
c
CENTER
0
Agency/Group/Organization Type Services—Housing E
Services-Children s
U
Services-homeless y
Services-Education Q
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless
Homeless Needs—Families with children
Homelessness Needs—Veterans
Homelessness Needs—Unaccompanied
youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of
this AP.
rr'
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g
Agency/Group/Organization HO OF PRAYER
OUTREACH
Agency/Group/Organization Type Services-Children
Services-homeless
Services-Education
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless
Homeless Needs—Families with children
Homelessness Needs—Veterans
Homelessness Needs—Unaccompanied
youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was consulted.What
are the anticipated outcomes of the consultation or areas for improved
coordination? =1
10 Agency/Group/Organization MARY'S MERCY CENTER
Agency/Group/Organization Type Services-homeless
Services-Education (-
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless 0
O
Homeless Needs—Families with children v
Homelessness Needs—Veterans Q
Homelessness Needs—Unaccompanied r
youth c
Homelessness Strategy N
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan o
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. c
coordination? Specific agencies contacts were also N
contacted to obtain data in preparation of Co
this AP. N
Summary of Feedback
0
N
The majority of the feedback from homeless service providers was the lack of coordination c
among the City's funded access center project and existing program providers. Throughout the c
2015 program year staff has worked with current ESG providers to strategize on the use of their a
City ESG funding; especially, considering the access center's ongoing success with rapid re- o
housing of homeless individuals needing supportive services and temporary housing to get back
on their feet. For the 2016 program year, staff has met with all recommended providers to Q
align their proposed services with those being offered at the access center. In addition, the o
access center budget is being reduced to account for the leveraging of other agency resources.
U
Consultation with Continuum of Care (CoC)
w
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every r_
community in the region. As the largest community in the County, the City also serves as a hub E
for service providers. The City supports the efforts of this network of agencies in ending
homelessness through the Regional Continuum of Care Strategy.The Continuum of Care Q
Strategy involves four key components:
• Homeless Prevention— Provision of preventative services will decrease the number of
households and individuals who will become homeless and require emergency shelters
and assistance.The City seeks to prevent homelessness by funding emergency
assistance for families and households at-risk of being homeless. Educating residents
about available services is a key component in reducing homelessness.
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• Homeless Outreach and Needs Assessment—The homeless require a broad spectrum
'of services from transportation assistance to life skills to childcare to prescriptions. The
City works with homeless providers to identify gaps in assistance and fund these
identified gaps on an annual basis.
• Emergency Shelter and Transitional Housing—The City provides funds to service
providers offering emergency shelter, transitional housing, motel vouchers, food, and a
variety of other services which address basic subsistence needs. Based on discussions
with homeless advocates and providers, permanent housing and support services are
priorities for addressing the immediate needs of the homeless population.
a
c
• Homeless Transition Strategy— Providing emergency services without complementary °
transitional and permanent housing services creates a situation where the homeless
remain in San Bernardino for services but are trapped in an emergency housing situation c
or lack shelter due to inadequate resources for transitional and permanent housing.The
City will emphasize services providing transitional and permanent housing assistance N
through case management, life skills, rental support and job assistance for homeless
00
families and individuals transitioning to permanent housing. N
The City uses ESG and CDBG public service grants to assist agencies that provide preventive c
services, emergency shelters, transitional housing, and supportive services for the homeless o
and those at-risk of being homeless. N
c
Local, Regional and Federal Planning Efforts a.
0
Table 8: Local, Regional and Federal Planning Efforts a
Name of Plan .. Organization
General Plan City/Planning Funding/programs that increase low income housing supports
Department the City's Regional Housing and Needs Assessment(RHNA)goals
Continuum of Care Continuum of Care Potential funding allocations to address homeless needs will U
(COC) Alliance complement the CoC Strategy.
10-Year Strategy to End Continuum of Care Potential funding allocations to address homeless needs will be w
Homelessness Alliance consistent with the 10-Year Strategy to End Homelessness ;-
c
CD
E
U
to
Q
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Citizen Participation
AP-12 Participation—91.105,91.200(c)
The City of San Bernardino, in compliance with HUD's regulations, consulted with a variety of
local agencies and the public through the citizen participation process. The City took the
following actions:
• The Community Development Citizens Advisory Committee met on January 30, 2016 to
review proposals and make funding recommendations.
• Public hearings were conducted to receive public comments on March 7, 2016, March
21, 2016 and April 4, 2016.
• Copies of the Draft Action Plan and Analysis of Impediments were available for a 30-day o
public review and comment period beginning on March 5, 2016. These documents were
accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the c
City's Central Library.
• These documents were also available online in PDF format on the City's website. N
co
The table below summarizes public comments received on the Action Plan:
N
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N
to
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O
N
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iP
V
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L
Q
K
W
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W
Q
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Table 9: Citizen Participation Outreach
Outreach Type Stakeholder Type Stakeholder Name Summary of
comments received
Public Hearing#1 Resident Resident Name Comment
September 1, Public Time for Change Foundation, Comments were received from various service providers
2015 Services/Nonprofits Catholic Charities,The and other City departments.Goals identified at the
Organization Salvation Army,Imtasik meeting on September 1,2015 are targeted at the
Family Counseling Services homeless residents of the City and are listed below:
INC,San Bernardino Sexual 1.Increase transportation assistance
Assault SVCS,Parks and 2.Increase mental health and other case management
Recreation,Option House,US services.
VETS,Operation Grace, 3.Expand bridge housing.
Central City Lutheran Mission, 4.Educate the public on homelessness and ways to help. M
Home of the Neighborly 5.Develop partnerships and a central resource �-
Service,Rebound CDC,Victor center/intake system. p
Valley Family Resource 6.Prioritize Housing First models. j
Center,House of Prayer 7.Increase outreach to the chronically homeless Q
Vision of Hope,Veterans
Partnering with Communities, N
Mary's Mercy Center
Public Hearing#2 Public AI-Shifa Clinic,Anointed Public Agencies oral testimonies&CDCAC funding N
January 30,2016 Services/Nonprofits Vessel Productions INC, recommendations
Organization Assistance League of San 00
Bernardino,Big Brothers Big N
Sisters of the Inland Empire,
Catholic Charities of San
0
Bernardino/Riverside,Center N
for Employment
Opportunities,Central City c
N
Lutheran Mission,Children's
c
Fund INC,Community Action
Partnership,Family Service d
C
Agency of San Bernardino, 2
Friends of the C.I.D.,Gang Q
Reduction Intervention Team,
GRID Alternatives,Highland CZ
Senior Center,Inland O
Congregations United for
Change,Inland Fair Housing r
and Mediation Board,Inland
Valley Drug and Alcohol
Recovery Service,Legal Aid W
Society,UR Intellect Academy
of the Arts,Mary's Mercy
E
Center, v
Mercy House Living Centers, w
Project Fighting Chance, Q
Project Life Impact,San
Bernardino Sexual Assault
Services,Smooth Transition,
Southern California Mountain
Foundation,St.John's
Community Success Center,
The Community Foundation,
Time for Change Foundation,
Togetherness Evolves All
Mankind,Youth Action
Project.
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Table • Participation Outreach
Summary of
Outreach Type Stakeholder Type Stakeholder Name comments received
Public Hearing#1 Resident Resident Name Comment
September 1, Public Time for Change Foundation, Comments were received from various service providers
2015 Services/Nonprofits Catholic Charities,The and other City departments.Goals identified at the
Organization Salvation Army,Imtasik meeting on September 1,2015 are targeted at the
Family Counseling Services homeless residents of the City and are listed below:
INC,San Bernardino Sexual 1.Increase transportation assistance
Assault SVCS,Parks and 2.Increase mental health and other case management
Recreation,Option House,US services.
VETS,Operation Grace, 3.Expand bridge housing.
Central City Lutheran Mission, 4.Educate the public on homelessness and ways to help. ig
Home of the Neighborly 5.Develop partnerships and a central resource (-
Service,Rebound CDC,Victor center/intake system. =p
Valley Family Resource 6.Prioritize Housing First models. v
Center, House of Prayer 7.Increase outreach to the chronically homeless Q
Vision of Hope,Veterans
Partnering with Communities, N
Mary's Mercy Center
r
Public Hearing#3 Citizens,non-profits TBD TBD N
March 7,2016 public service Summary of public comments will be available in the
organizations and other final version of the Action Plan. 00
public agencies.
r`
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0
N
tit
Public Hearing#4 Citizens,non-profits TBD TBD c
March 21,2016 public service Summary of public comments will be available in the N
organizations and other final version of the Action Plan. �
public agencies. (-
Public Hearing#3 Citizens,non-profits TBD TBD p
April 4,2016 public service Summary of public comments will be available in the
organizations and other final version of the Action Plan. Q
public agencies.
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Expected Resources
AP-15 Expected Resources-91.220(c)(1,2)
The City receives funding from CDBG, ESG, and HOME as a means of benefiting its low- and
moderate-income residents. CDBG primarily focuses on projects that include: Economic
Development Programs, Human Services Programs, Neighborhood Revitalization Programs,
Public Facilities Improvements, and the Public Services Program.
• The city anticipates receiving $3,100,000 in CDBG and plans to allocate up to $2,034,376
c
of prior year CDBG funding.
• ESG focuses on rapid rehousing, temporary housing, case management, and other =
supportive services.The City anticipates $280,000 in ESG funds.
• The City will not be receiving new HOME funds in 2016/2017, however with prior year ti
funds and Program Income the City anticipates having approximately $2,634,000.00 to c
N
spend on affordable housing activities. v;
0
N
The City of San Bernardino will pursue a variety of public and private funds to leverage
resources in a way that maximizes service to residents. The following section estimates the N
levels of major sources of potential funding to carry out activities that provide decent housing, ti
suitable living environments, and expand economic opportunities. N
0
The table on the next page outlines the City's expected resources for the 2016 Program Year. N
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DRAFT ACTION PLAN
Leveraging
The City leverages its resources with private capital in order to develop quality affordable
homes for San Bernardino residents. Additional funds to serve the needs of lower-and
moderate-income residents were derived from a variety of other sources, including:
• California Department of Education
• Catholic Healthcare West
• California Department of Justice
c
• Child Welfare Fund
• San Manuel Band of Mission Indians c
• San Bernardino Unified School District
• Weingart Foundation
• Arrowhead United Way N
• Institute for Adult Education
• Local Fund Raising Efforts N
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For those organizations that received ESG funds, agencies met the match requirement through
utilization of volunteerism, in-kind contributions and funds from other local, state and federal
programs. N
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DRAFT ACTION PLAN
2016-2017 Projects
AP-35 Projects-91.220(d)and AP-38 Projects Summary (Table 12)
This section outlines the specific projects the City will undertake in the upcoming fiscal year to
address the high priorities identified in the Consolidated Plan (CP). Those priority needs are
summarized in the table below.
Table Projects
Priority Needs (from development of 2015-2019 Consolidated Plan) compared to goals
highlighted in Action Plan and project selection. o.
0
Priority Need Associated IDIS Project
a
1. Targeted job creation Economic Development
2. Services for the homeless Human Services
3. Services for Veterans Human Services c
4. Business opportunities for Economic Development
Niche/Microenterprise/WBE N
5. Rehabilitation of Blighted Buildings Neighborhood Revitalization
6. Proactive Crime Prevention/Code Neighborhood Revitalization
0
Enforcement N
7. Eliminate Vacant Lots Neighborhood Revitalization o
8. Improve Public Facilities Public Facilities and Improvements =
9. Develop Collaborative Partnerships Economic Development a
10. Create opportunities for Public Service Program, Human Services o
Low/Moderate Income residents to
a
move out of poverty.
0
Allocation Rationale v
r
As an entitlement community the City sets its own priorities for use of CDBG, HOME and ESG x
funds. In order to effectively track and manage projects funded with these funds the Housing "I
Division follows a standard Notice of Funding Availability (NOFA) for most all internal and
external projects. However, excess prior year CDBG and HOME funding is often used as part of E
new housing or economic development projects that may arise during the program year. It is
not anticipated that this will be the case during the 2016 Program Year since staff is Q
recommending allocating all projected carryover dollars for all programs (ESG is fully committed
in the current program year).
Project Descriptions and Funding Levels
For FY 2016-2017, the City has a total CDBG budget of $5,134,376, including prior year funds.
The City also has $2,634,000 in HOME funds and $280,000 in ESG funds, including prior year
funds. The City has allocated approximately 19 percent (19%) of its CDBG allocation to public
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facilities and infrastructure improvements within target low- and moderate-income areas.
Twelve percent (12%) of the City's allocation is reserved for administration costs and nine
percent (9%) is set aside for public services. The table below details each of the City's Project
areas and the associated activities, their funding levels and eligibility criteria.
Summary of Proposed Projects and Funding Amounts
Table 13: Summary of Proposed Projects and Funding Amounts
City of San Bernardino
Summary of •..
i a
Activity#1 Arts and Stroll,$250,000 r_
0
Activity#2 Demolition,$200,000
Activity#3 Downtown Corridor and SBX Improvement Program,$250,000 Q
Activity#4 Neighborhood Revitalization Program,$250,000 c
Activity#5 Pocket Park Program,$50,000 N
Activity#6 Vacant To Value,$400,000 0
Activity#7 Infill Housing Development,$1,000,0000 N
Activity#8 Waterman Gardens 1,$734,000 00
Target Area Citywide N
v
Goals Supported Improve Neighborhood Conditions
ti
Needs Addressed Rehabilitation of Blighted buildings
0
Funding CDBG:$1,400,000 N
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HOME:$1,734,000
0
vrr�.
Description of Project Arts and Stroll Program:Converts an existing blighted commercial facility into a N
Activities community arts gallery and meeting center. The goal is to operate the community _CU
arts gallery on an ongoing basis through a partnership with a local non-profit. a
c
$250,000 has been allocated to this project. o
U
Downtown and SBX Corridor Revitalization Program:Acquisition and rehabilitation Q
of a dilapidated/blighted commercial building along the SBX corridor, between the
Downtown area and Hospitality Lane.$250,000 has been allocated to Community
Development for this program. U
.a
Pocket Park Program:Vacant lot remediation through partnership with residents
and community groups interested in turning vacant lots into community assets. w
$50,000 has been allocated to Community Development for this program.
a�
Demolition: Demolition of blighted properties in partnership with Code
Enforcement.$200,000 has been allocated to Community Development for this
program. Q
Neighborhood Revitalization Program:Targeted improvements of neighborhoods
citywide using two(2)Code Enforcement Officers and one(1)Customer Service
Representative.$250,000 has been allocated to this program.
Vacant to Value: Rehabilitation of single family properties when it is determined by
the City Attorney's office that the receivership process is not feasible.$400,000 has
been allocated to this program.
Infill Housing Development: Funds will be used to construct 3-4 single family homes
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on blighted lots.
Waterman Gardens 1:Construction of public housing units for low income residents.
Target Date 06/30/2017
Estimate the number An estimated 5,000 households are expected to benefit from this proposed activity.
and type of families An estimated 36 households will benefit from the demolition program.
that will benefit from
the proposed activities
Location Description Various Neighborhoods throughout the City.This project includes activities that
prevent and arrest area blight through rehabilitation,remediation,demolition,and
code enforcement.
c
2
Activity Camera Expansion y 1 m
p Project,$225,000 0.
Activity#2 Parks Improvement Projects,$750,000 O
Target Area Citywide
a
Goals Supported Improve facilities and infrastructure
Needs Addressed Improve Public Facilities, N
Funding CDBG:$975,000 to
Description This project includes activities that improve public facilities including parks, libraries, °
N
community centers,etc. especially those in areas of low-moderate-income.
°
Target Date 06/30/2017 m
N
Estimate the number Low-and moderate-income persons in the City will benefit from the proposed d',
and type of families projects.
that will benefit from °
N
the proposed activities
Location Description Perris Hill Park,Jerry Lewis Community Center,Seccombe Lake Park and various N
other locations for LED lighting upgrades,ADA compliance and replacement of
community center roofs. (L
Description of Project Camera Expansion Project: o
Activities
Installation of surveillance cameras at critical low/mod locations in the City with the Q
goal of reducing code related crimes in high service call areas.$225,000 has been
allocated to the Police Department for this project. p`
Parks Proiects have been consolidated to one proposal with a total amount allocated U
of$750,000. Z
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• Park Lighting Projects: Installation of energy efficient LED lights at various w
r
parks aa)
• Perris Hill Park Improvement: Installation of ADA compliant restrooms
Perris Hill Park
• Pool Cover Replacement: Installation of fixed pool covers at various parks Q
• Park Splash Pad Project: Purchase of new and improvement of old splash
pad systems at various parks.
• Jerry Lewis Center Pool Filtration System Replacement: Replace pool
filtration system at the Jerry Lewis Pool, located within Perris Hill Park.
• Seccombe Lake Park Improvement: Installation of ADA compliant restrooms
Seccombe Lake Park
• Community Center Roof Repair Project: Roof repair/replacement at various
community centers
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3
Activity#1 Section 108,$728,376
Target Area Citywide
Goals Supported Promote Economic Development
Needs Addressed Targeted Job Creation, Rehabilitation of Blighted Buildings, Elimination of Vacant
Lots
Funding CDBG:$728,376
Description The City's Debt Service Project includes repayment of loans,such as Section 108.
Target Date 06/30/2016
Estimate the number An estimated 475 jobs are expected to be created upon completion of the North
and type of families Arden Guthrie and Maya Cinemas projects. _
that will benefit from co
a
the proposed activities c
Location Description The project is located o
Description of Project Section 108 loans were utilized for the acquisition of 22 blighted and socially Q
Activities problematic four-plex apartment dwellings in the North Arden Guthrie Area. The r�
City also renegotiated a HUD Section 108 Loan for the 20-Plex movie theater N
(formerly known as the Cinema Star) in the amount of $9 million to repay the ca
original HUD 108 Loan of $4.6 million and provide necessary funds for new N
technology upgrades and remodeling by Maya Cinemas North America, Inc. This
Project will include: new furniture and fixtures, carpeting, tile, counter-tops, N
paintwork, new seating, new digital projection equipment, movie screens and sound
equipment, correction of American with Disabilities Act deficiencies, expansion of ti
the main lobby and installation of equipment and expansion of one I-Max N
auditorium. W
4 °
`, Activity#1 Homeless Access Center(Rehab),$300,000 N
c
Activity#2 Veteran's Supportive Housing,$350,000 a
Activity#3 Central City Lutheran Mission,$20,000 C
Activity#4 Catholic Charities of San Bernardino& Riverside Counties,$20,000 },
Activity#5 Community Action Partnership of San Bernardino County,$20,000 Q
Activity#6 Time for Change Foundation,$20,000
Activity#7 Homeless Access Center,$200,000 O
Target Area Citywide U
Goals Supported Provide supportive services
Needs Addressed Eliminate Vacant Lots, Rehabilitation of Blighted Buildings,Targeted Job Creation,
Funding CDBG:$650,000 W U
ESG:$280,000
Description This project includes activities targeted at assisting the most vulnerable residents of
the City,including homeless,veterans,AIDS and mentally ill persons. _
Target Date 06/30/2017
Estimate the number The City's 767 homeless persons are expected to benefit from this proposed activity Q
and type of families
that will benefit from
the proposed activities
Location Description Targeted and Citywide;funding will be provided for supportive services citywide
while the rehabilitation projects to include supportive housing will make use of
existing infill plans in the City's downtown residential area South of 5th Street, East of
H and North of Rialto and West of Waterman.
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Description of Project Planned Activities:
Activities
Regional Access Center: Convert an existing blighted facility on the outskirts of town
into a regional access center where a number of Interagency Council on
Homelessness(ICH) partner services can be co-located.The City will contribute
$300,000 in CDBG funds to starting up a San Bernardino Area Regional Access
Center. Future amounts will be used for operations.
Veteran's Supportive Housing: Convert an existing blighted facility(multi-family)into
permanent supportive housing(PSH)for veterans with mental illness.$350,000 in
CDBG funds have been allocated to this program.
c
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San Bernardino Homeless Access Center:The City will continue to fund its Homeless °-
Access Center,operated by Mercy House Living Centers. $200,000 in ESG funds are 0
0
y
allocated to this activity. Q
ti
Community Action Partnership of San Bernardino County(CAPSBC):CAPSBC will c
provide Rapid-Rehousing and Homeless Prevention,and case management to the
homeless residents of the City. $20,000 in ESG funds is allocated to this activity. c
N
Catholic Charities of San Bernardino&Riverside Counties(CCSBRIV): CCSBRIV will 00
provide rapid-rehousing and homeless prevention to the City's homeless. $20,000 in �
ESG funds is allocated to this activity.
ti
Central City Lutheran Mission (CCLM):CCLM will provide emergency shelter and N
other supportive services to the homeless men of San Bernardino. .$20,000 in ESG `°
0
funds is allocated to this activity. N
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Time for Change Foundation (TFCF):TFCF will provide street outreach and d
emergency shelter to the homeless women and children of the City.$20,000 in ESG o
funds is allocated to this activity. Q
5
Activity#1 Small Business Assistance Program,$150,000
Activity#2 Construction Trades Employment Program,$100,000
Activity#3 Homebuyer Assistance Program,$600,000 U
.F+
Target Area Citywide
Goals Supported Promote Economic Development -�
K
Needs Addressed Business Opportunity for Niche/Microenterprise/WBE,Create Opportunities for w
Low Income Residents to Move out of Poverty,Targeted Job Creation c
Q
Funding CDBG: $250,000 E
HOME:$600,000 v
Description The City's Economic Development Project includes activities that create economic
opportunities and jobs for residents. Q
Target Date 06/30/2017
Estimate the number Estimated that 2 businesses and 20 first-time homebuyer loans.
and type of families
that will benefit from
the proposed activities
Location Description
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Description of Project Small Business Assistance Program: Provide targeted training and technical
Activities assistance to businesses participating in the City's Small Business Program
Construction Trades Employment Program: Provide training to those interested in
learning construction related trades to acquire the skills necessary to compete on
union projects.
Homebuyer Assistance Program: Provide low income individuals and families first-
time homebuyer loans.
6
Activity#1 AI-Shifa Clinic,$22,500
c
Activity#2 Assistance League of San Bernardino,$20,000
Activity#3 Anointed Vessel Production,$10,000
c
Activity#4 Catholic Charities of San Bernardino,$15,000 0
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Activity#5 Center for Employment Opportunities(CEO),$40,000
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Activity#6 Central City Lutheran Mission (CCLM),$15,000 r.
Activity#7 Children's Fund, Inc.,$20,000
N
Activity#8 Community Action Partnership of San Bernardino&Riverside Counties,$30,000 cfl
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Activity#9 Family Service Agency of San Bernardino,$15,000
N
Activity#10 Friends of the C.I.D.,$30,000
00
Activity#11 Gang Reduction Intervention Team (GRIT),$15,000 W
N
Activity#12 Highland Senior Center,$25,000
Activity#13 Inland Congregations United for Change(ICUC),$15,000 ti
Activity#14 Legal Aid Society,$15,000 N
Activity#15 Mary's Mercy Center,$10,000
V_
Activity#16 Project Fighting Chance,$32,500 N
Activity#17 San Bernardino Sexual Assault Services,$20,000
Activity#18 Southern California Mountains Foundation,$40,000 a
Activity#19 St.John's Community Success Center,$15,000 0
Activity#20 Time for Change Foundation,$40,000
Activity#21 Youth Action Project,$20,000 Q
Target Area Citywide
Goals Supported Public Services, Human Services
Needs Addressed Public Service Program, Human Services& Economic Development U
Funding CDBG:$465,000
Description Assistance to public service organizations including labor,materials,supplies,etc.) x
for providing services that benefit low-moderate-income residents or areas of the w
City of San Bernardino.
Target Date 06/30/2017 m
E
Estimate the number Low-and moderate-income persons in the City will benefit from the proposed
and type of families projects.
that will benefit from Q
the proposed activities
Location Description Citywide
Description of Project AI-Shifa Clinic:This clinic provides primary medical,dental,as well as specialty care
Activities services,free of charge,to the indigent and under-served/uninsured without regard
to religion,ethnicity,gender,and/or sexuality through a network of volunteer
medical professionals.AI Shifa was granted$22,500 in CDBG funds.
Assistance League of San Bernardino:The goal of Dr. Earl Crane's Children's Dental
Now Health Center is to improve the oral and physical health of San Bernardino's
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underserved children.Children will receive dental services for a$20.00 service fee,
but no child is turned away due to inability to pay. Program services is sustained
through the organization's comprehensive corporate and foundation grant
programs,fund raising events,and individual donors
Catholic Charities of San Bernardino&Riverside Counties:The HOPE in the City
activity primarily emphasizes: improving the Educational, Nutritional, Physical well-
being of individuals and families,as well as the development of youth and children in
the community. Funds will be used for health,life skills,and cooking classes, as well
as summer lunches, Ken's Cafe,a Community Garden,case management,Zumba
classes,tutoring and career development.$15,000 in CDBG funds was granted to
Catholic Charities.
a
Center for Employment Opportunities(CEO): Provides immediate,effective, 0
0
comprehensive employment services to unemployed individuals with recent criminal Q
convictions.Services include life skills education, paid transitional work, permanent
job placement and retention services. c
N
W
Central City Lutheran Mission: CCLM is receiving funding for a new program targeted c
to assist low income families with necessary health and hygiene products for infants. N
Diapers,wipes,formula,and other necessary items for parents struggling or provide 00
for their small children.CCLM was granted$15,000 in CDBG funds. CN,
Children's Fund:The mission of the program is to prevent child abuse;to ensure that c
at-risk children have access to food,shelter,clothing, medical care,and education; N
and to provide social development opportunities for abused,abandoned, neglected T_
CD
►' or impoverished children. Children's fund was granted$20,000. N
c
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Community Action Partnership of San Bernardino County: CAPSBC will provide rapid n.
rehousing and eviction prevention alongside counseling services for housing as well c
as supportive services such as case management.CAPSBC received$30,000. U
Q
Family Service Agency of San Bernardino:This program provides professional a
counseling,family education,and supportive services to families and individuals. 0
Counseling services include individual/family therapy, parenting,anger U
management,and domestic violence intervention support. FSASB received $15,000. s
Friends of the C.I.D.: Friends of CID is a non-profit fundraising and support W
organization for the Center for Individual Development(CID)and its Therapeutic
Recreation Programs.The Sensory Center will allow clients to increase attention E
span,develop senses of hearing,sight,smell,touch and taste. Friends of the CID
received$30,000 in CDBG funds. 2
Q
Gang Reduction Intervention Team (GRIT): GRIT's mission is to provide gang
intervention services to local schools and job employment training/national
certification to marginalized young adults,ages 17-24. Partnering with the San
Bernardino School Police Department,services include:drug and alcohol education,
drug testing,anger management,gang prevention and intervention, life skills and
weapons diversion,and EMT training.GRIT was granted$15,000.
Highland Senior Center: Highland Senior Center is an active senior center that
provides physical fitness,recreational,social,educational classes,transportation
"41M services,and daily hot lunches to seniors.This agency was granted$25,000.
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Inland Congregations United for Change(ICUC): ICUC operates CHORDS,an
organization that promotes positive youth development through music,arts,
performing arts, mentorship,and leadership training. ICUC received$15,000.
Legal Aid Society:This program provides legal services to low income residents.
Services include: legal advice,case strategy,and professionally prepared legal
documents to prevent unlawful evictions,foreclosure,secure restraining
orders/custody orders,and establish orders for non-parent caregivers to access
healthcare. Legal Aid Society was granted$15,000.
Mary's Mercy Center: MMC provides basic human health needs to homeless or low =
income residents of San Bernardino.Services include showers,hygiene items, health o-
care referrals,case management and transportation assistance. MMC was granted 0
0
$10,000.
Q
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Project Fighting Chance:The Fights Boxing Program provides a support system for c
at-risk youth and young adults while assisting them to become positive contributing
members of the community.The program offers assistance in areas of tutoring, male o
and female life skills,support groups,child nutrition,obesity prevention and anger N
management. Funds will help with boxing and golf equipment,as well as outreach m
and community education,testing,and monitoring for weight related illnesses and N
treatment.$47,000 was contributed to this activity. S
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San Bernardino Sexual Assault Services:SBSAS's mission is to provide understanding, N
and support to victims of sexual assault and domestic violence through immediate T_
CD
crisis intervention,follow-up services,individual counseling, accompaniment,and C14
advocacy services.This program was funded $20,000.
o..
Southern California Mountains Foundation:This program promotes employment p
opportunities,education and support services for youth that are low income, Q
formerly incarcerated,at-risk of committing crimes,young parents,and homeless
and disconnected from family support.This Is achieved through a paid employment cLa
training program up to one year where they can earn up to$800 per month;job 0
assistance;an accredited charter school to obtain a high school diploma with U
teachers that work with special need populations,and a life skills transitions
program. UCC was granted$40,000 in CDBG funds.
w
St.John's Community Success Center:The Safe Space programs provide tutoring for c
students,academic guidance for parents,career workshops,books for family E
literacy,and a variety of events to encourage leadership, healthy living,self
confidence,responsibility and community citizenship.St.John's was granted M
$15,000 in CDBG funds. Q
Time for Change Foundation (TFCF): Direct Substance Abuse Services/Employment
Training and Childcare will utilize a proven approach to alleviating deep poverty in
vulnerable women and children by incorporating a comprehensive spectrum of
Housing,Case Management and Supportive Services with core components—
Substance Abuse Services, Employment Development and Childcare to facilitate the
achievement of self-sufficiency. Time for Change was granted$40,000 of CDBG
funds.
Youth Action Project:Young Scholars Program's mission is to assist San Bernardino's
ou i g g
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f,
youth in acquiring the skills and habits necessary to gain economic and social
success.YAP employs local college students to serve as academic mentors to high
school students in the San Bernardino City Unified School District(SBCUSD).The
program will employ 53 local college students and young adults(members)and
provide them with work experience and training. Members will tutor/mentor/case-
manage 250 high school students while actively seeking to engage their parents in
_ the students'success. CDBG funds will help Youth Action Project(YAP)sustain this
expansion by providing space for program activities and fingerprinting.Youth Action
Project was granted$20,000 in CDBG funds.
7 r
Target Area Target areas are not used for General Program Administration
c
Goals Supported Planning&Administration
Needs Addressed Appropriate planning and administration of entitlement funding ensures all the IL
c
City's high priority needs are met. o
r
Funding CDBG:$620,000
Q
Description Administration of programs. Includes salaries,supplies, materials,and �.
contractual/professional services. N
co
The permanent program staff includes the following positions: N
1. Deputy Housing Director
2. CDBG Coordinator(2)
3. CDBG Program Assistant(2) r
4. Financial Analyst(.80) c
N
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Administration of the program is an on-going activity. o
Target Date N
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Geographic Distribution
50 Geographic Distribution-91.220(f)
Cities are required to report the distribution of funding be geographic area, including the areas
of low income and minority concentration where funds are typically targeted. Staff provides an
3 estimate based on project locations of the amount of funds to be used city-wide and in
specified target areas.
The areas in the table below, in addition to showing the general distribution of the funding,
show how the City will meet the statutory requirement that 70% of CDBG funds be used to
benefit low income persons. For 2016-2017, the AAP is proposing a number of projects that a
will focus on the Downtown Area Focus Neighborhood, improve public facilities and a variety of c
supportive services for low income residents.
a
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. •le 14: Geographic Distri• • N
Area of • of •
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Staff is still finalizing the geographic distribution of funds. $0
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The City proposes to utilize its funding for the upcoming CP period to finance a variety of v
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 c
abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, c
illiterate adults, and persons living with HIV/AIDS. Based on 2007-2011 CHAS data, about 59 a
percent of households in the City are considered low- or moderate-income households. o
r
U
In addition to projects and programs available to eligible participants citywide, specific projects Q
and programs will be targeted to designated low/moderate income CDBG Benefit Service Areas. o
CDBG Benefit Service Areas are defined as geographic locations within the city of San
Bernardino boundaries where 51 percent or more of the households residing in those areas are
72
low-to moderate-income. Much of the City qualifies as a CDBG Benefit Service Area.
The plan for geographic distribution of resources and projects identified as serving an area w
benefit is based in part on the geographic distribution of low- and moderate-income a
households throughout the City. Appendix B includes a map identifying CDBG Benefit Services E
areas throughout the City by Council Ward. City Council members utilize this information as a
guide for determining the annual distribution of funding for projects
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Affordable Housing
AMS Affordable Housing-91.220(8)
The City plans to utilize funds to support a number of authorized housing activities, including
residential rehabilitation programs and a first-time homebuyer program.
Table 15: Affordable Housing
O . . Supported
(Table 10)
Homeless (Based on 2015/2016 Homeless Access Center Accomplishments) 150
a_
Non-Homeless 50 =
Special-Needs 50 2
Y
Total 250
0
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Table 1 - One Year Goals for Affordable Housing by Support Requirement
0
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Table • • • Housing
One Year Goals for the Number of Households Supported Through
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(Table 1�
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Rental Assistance 0 N
The Production of New Units 10 0
Rehab of Existing Units 5
Acquisition of Existing Units 8 a
Total 23 0
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Table 2 - One Year Goals for Affordable Housing by Support Type
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Public Housing
AP-60 Public Housing-91.220(h)
i
The needs of public housing in the City are met by the Housing Authority of the County of San
Bernardino (HACSB).
Actions planned during the next year to address the needs to public housing:
The City signed an agreement with the County of San Bernardino to join the County HOME
Consortium starting in FY 2015/16 for three years. As a result, the City will no longer be directly
receiving HOME funds for three years. Instead, the funding is diverted to the County HOME C-
c
Consortium. Much of the City's diverted HOME funds are earmarked for the development of 0
Waterman Garden, an affordable housing project owned and operated by the Housing Q
Authority of the County of San Bernardino, and is located in the City of San Bernardino. c
N
Actions to encourage public housing residents to become more involved in management and c
N
participate in homeownership:
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HACSB's centralized community affairs department assists in making and strengthening 7t
partnerships throughout the County to leverage services and programs to assist residents with
achieving self-sufficiency. In an effort to outreach to services of greatest need among the
residents, in 2010, HACSB partnered with Loma Linda University to conduct a detailed needs c
assessment of one of HACSB's Public Housing communities—Maplewood Homes Community =
(formerly known as Medical Center, 296 units)—to determine appropriate partners that could a
best serve residents based on resident input and professional analysis. o
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Homeless and Other Special Needs Activities
AP-65 Homeless and Other Special Needs Activities-91.220(i)
According to the San Bernardino County 2015 Homeless Count and Subpopulation Survey, 767
adults and children in the City of San Bernardino were homeless during the Point-in-Time (PIT)
count conducted on January 22, 2015. The City receives a lot of feedback from residents and
other community members, including business owners that homelessness and panhandling are
one of the issues the City should focus on.
In addition, San Bernardino County's 10- Year Strategy to End Homelessness, which was S
recalibrated in 2013, includes a recommendation to increase the number of available 0-
permanent supportive housing beds that serve the County's chronically homeless population. o
San Bernardino prioritizes sustainable assistance to the homeless population which is
effectively accomplished with a Housing First model. r`
0
N
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness o
including, reaching out to homeless persons (especially unsheltered persons) and assessing
their individual needs: co
v
The City of San Bernardino has formed a Homeless Street Outreach Team that provides daily
mobile outreach to the most service-resistant homeless population in San Bernardino. The N
Team works in partnership with local service providers, law enforcement, health professionals, o
city staff, and local residents and businesses to assist the homeless in securing stable housing, 4
short and long-term, and achieve self-sufficiency. Service providers and community volunteers CU
a
assist the Team during "ride-along" conducted throughout the week. The Outreach Team o
generally engages about 400 homeless individuals per year and operates from 7:30 a.m. to 5:30
p.m. on weekdays, with various weekend hours (as assigned). `t
In addition, San Bernardino County's 10- Year Strategy to End Homelessness, which was
recalibrated in 2013, includes a recommendation to expand street outreach and engagement v
services to include multidisciplinary practitioners and services and include volunteers from
various community groups. Specifically, the strategy calls for the design and implementation of w
local "Housing First Engagement Teams" (ETs). ETs will identify, engage, house, and provide
integrated supportive services to the most vulnerable, visible, and hardest-to-reach chronically E
homeless single adults and families who have been living on the streets of San Bernardino
County. The Strategy also recommended establishing a Central Contact Center that would a
respond to community calls and concerns for traditional street outreach and engagement
and/or assertive community treatment.
Addressing the emergency shelter and transitional housing needs of homeless persons
Even though the City of San Bernardino recognizes the effectiveness of the Housing First model,
it still realizes the immediate need of emergency shelter. The City funds various agencies that
address emergency shelter and transitional housing. Central City Lutheran Mission operates a
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men's shelter year round with the capacity for 70 men per night. The San Bernardino Homeless
Access Center has a motel voucher assistance program targeted at clients that are in the
process of being rapidly re-housed. Time for Change Foundation through the Sweet Dreams and
Mountain View shelters, provide women and children with shelter and supportive services. All
homeless service providers that the City funds with ESG or CDBG provide case management
services in order to ensure that all clients receive the support and assistance they need to exit
life on the streets and become stable.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that a.
c
individuals and families experience homelessness, facilitating access for homeless individuals o
r
and families to affordable housing units, and preventing individuals and families who were a
recently homeless from becoming homeless again c
N
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every c
community in the region. As the largest community in the County, the City also serves as a hub `".
for service providers. The City supports the efforts of this network of agencies in ending co
homelessness through the Regional Continuum of Care Strategy. The Continuum of Care
Strategy involves four key components, one of which is homeless prevention. The provision of
preventative services will decrease the number of households and individuals who will become
homeless and require emergency shelters and assistance. The City seeks to prevent c
homelessness by funding emergency assistance for families and households at-risk of being =
homeless. Educating residents about available services is a key component in reducing a
homelessness. o
U
Based on the City's discussions with homeless advocates and providers, permanent housing and a
support services are priorities for addressing the immediate needs of the homeless population. o
Providing emergency services without complementary transitional and permanent housing
services creates a situation where the homeless remain in San Bernardino for services but are
trapped in an emergency housing situation or lack shelter due to inadequate resources for x
transitional and permanent housing. The City will emphasize services providing transitional and w
permanent housing assistance through case management, life skills, rental support and job
assistance for homeless families and individuals transitioning to permanent housing. E
As previously noted, many of the transitional housing programs assisted by the City include
assistance with finding permanent housing. In addition, the County's 10-Year Strategy for Q
Ending Homelessness was recently recalibrated in 2013 to focus on a rapid re-housing approach
that is also consistent with a Housing First Model. This approach is intended to minimize the
amount a time an individual or family remains homeless or in shelters. The Housing First Model
also focuses on homeless prevention by emphasizing the need to keep individuals and families
in their current housing if appropriate.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
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funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The County's 10-Year Strategy for Ending Homelessness, recently recalibrated in 2013, includes
a recommendation to focus on discharge planning in order to prevent people from becoming
homeless when they are discharged from correctional, foster care, health care, or mental
health care systems. The McKinney-Vento Act requires that State and local governments have
policies and protocols in place to ensure that persons being discharged from a publicly-funded
institution or system of care are not discharged immediately into homelessness. In order to e.
c
meet HUD's requirements, the 10-Year Strategy has established a Discharge Planning o
Committee to focus on improving coordination between discharge planning agencies, local a
government, and homeless service providers in order to implement a "zero tolerance" plan that
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will prevent persons being discharged into homelessness.
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DRAFT ACTION PLAN
i
t
Other Actions
AP-85 Other Actions—91.220(k)
Priority Needs established in the FY 2015 - FY 2019 Five-Year Consolidated Plan, which form the
basis for establishing objectives and outcomes in the FY 2016-2017 One-Year Action Plan, are as
follows:
High Priority
• Preserve and rehabilitate existing single-family dwellings.
• Improve neighborhood conditions through code enforcement and neighborhood °-
revitalization. 0
y
• Expand homeownership opportunities and assist homebuyers with the purchase of a
affordable housing. c
• Assist homeless and special needs populations with supportive services.
to
• Promote economic development and employment opportunities for low and moderate N
income persons.
co
• Improve and expand existing community facilities and infrastructure to meet current N
and future needs.
ti
• Eliminate identified impediments to fair housing through education, enforcement, and c
N
testing.
• Planning and administration N
_
Low Priority °-
_
0
• Provide rental assistance and preserve existing affordable rental housing. a
• Expand the affordable housing inventory through new construction. M
0
Actions planned to address obstacles to meeting underserved needs v
Y
As the City moves forward, it anticipates improvement due to reorganization of program staff, w
increased capacity in the City's Finance Department and better goal alignment among policy
setters. During the 2016/2017 Fiscal Year the program will hire two (2) additional CDBG E
Coordinators and promote existing support staff to full-time CDBG Program Assistants. In
addition, a Human Services Coordinator will be added to assist with managing the City's goals
and objectives for special needs/underserved residents. a
Actions planned to foster and maintain affordable housing
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 also leverages its
resources with private capital in order to develop quality affordable homes for San Bernardino
residents. For FY 2016-2017, the City has allocated funds for the rehabilitation and preservation
law
Annual Action Plan 48
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DRAFT ACTION PLAN
of housing and the promotion of home ownership opportunities in the City.
Actions planned to reduce lead-based paint hazards
Neighborhood Housing Services of Inland Empire (NHSIE) and Inland Housing Development
Corporation (IHDC), non-profit entities that administer the City's Housing Rehabilitation
Program, notify 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 lead, providing information about lead, and lead-based paint abatement. Each
household affected by the Lead-Based Paint Rule is provided with information on identifying a
c
and controlling lead-based paint hazards. Properties not affected by the Lead Based Paint Rule 2
include the following: a
ti
0
• Housing built after 1977 N
• Zero-bedroom units o
N
• Housing for the elderly (unless children live there)
00
• Housing for the handicapped (unless children live there) N
v
The City has also incorporated HUD's Lead Safe Housing Rule (to protect children from the c
hazards of lead-based paint) into its Housing Rehabilitation Program administered by the Code
Enforcement Division. Any residents cited for potential lead abatement is referred to the N
Housing Division for grant/loan programs to assist in mitigating that hazard.
a
Actions planned to reduce the number of poverty-level families o
U
Q
The City continues to fund a robust public services program. Most years, funding is allocated at
M
the maximum, 15% of the total CDBG allocation, to assist with reducing the number of families o
struggling with childcare concerns, preventative health services, family counseling and other v
types of critical supportive services. During FY 2016-17, in partnership with its non-profit
partners, the City will be providing a variety of public and social services to residents living in x
poverty, including health services, counseling, educational programs, food distribution, W
y
academic and vocational training, youth services, and senior services.
>_
Actions planned to develop institutional structure
Q
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
'Raw moderate-income households within the City. Furthermore, the City will continue to work on
Annual Action Plan 49
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6.A.c
DRAFT ACTION PLAN
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
services and affordable housing opportunities.
In addition, the City will continue to improve internal processes regarding the allocation and
administration of all federal and state funded programs by identifying structural gaps and
enhancing protocols to allow for greater accuracy in reporting and monitoring.
Actions planned to enhance coordination between public and private housing and social
service agencies a.
c
0
The City conducts extensive outreach to engage a wide range of non-profit agencies, groups Q
and organizations to assist in the process of developing the Action Plan.The process includes:
0
N
1. Press releases and notices circulated in the City inviting residents to participate in the c
N
process.
2. E-mail notification to existing non-profit partners inviting them to participate in the plan N
process. n
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
irr�r+� 5. Internal application process for City departments. _
I
6. Discussions with departments to identify funding priorities. n
3
7. Discussions of funding and public meetings, including Council meeting. o
U
I a
t4
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W
W
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s C1
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Annual Action Plan 50
9 2016
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Packet Pg.668
DRAFT ACTION PLAN
s
Program Specific Requirements
AP-90 Program Specific Requirements—91.220(1)(1,2,4)
3
The City of San Bernardino participates in HUD's CDBG, ESG, and HOME Programs; the following
' section provides program specific information relevant to the City.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is C-
c
included in projects to be carried out. o
r
1. The total amount of program income that will have been received before the
start of the next program year and that has not yet been reprogrammed. 0% N
0
2. The amount of proceeds from section 108 loan guarantees that will be used `"
during the year to address the priority needs and specific objectives identified N
in the grantee's strategic plan. 0% �!
r~
3. The amount of surplus funds from urban renewal settlements. 0%
o
4. The amount of any grant funds returned to the line of credit for which the �
planned use has not been included in a prior statement or plan. 0% a
c
0
5. The amount of income from float-funded activities. 0% a
Total Program Income: 0%
0
Other CDBG Requirements '
U
1. The amount of urgent need activities 0%
_
:c
X
2. The estimated percentage of CDBG funds that will be used for activities W
that benefit persons of low and moderate income.
CD
E
Overall Benefit -A consecutive period of one, two or three years may be used U
to determine that a minimum overall benefit of 70% of CDBG funds is used to Q
i benefit persons of low and moderate income. Specify the years covered that
include this Annual Action Plan. (86% represents the total CDBG allocation
fl minus payments for the City's inactive Section 108 Loan, $728,376 or 14% of
the total allocation). 86.00%
t Annual Action Plan 51
I 2016
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DRAFT ACTION PLAN
HOME Investment Partnership Program (HOME)
ti Reference 24 CFR 91.220(1)(2)
I 1. A description of other forms of investment being used beyond those identified in Section
92.205 is as follows:
9
The City does not utilize forms of investment beyond those identified in 24 CFR 92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds
when used for homebuyer activities as required in 92.254, is as follows: a
_
0
The City's Homebuyer Assistance Program (HAP) will be administered by Neighborhood a
Housing Services of the Inland Empire (NHSIE). This activity will provide down-payment
assistance to qualified first-time homebuyers, in the form of a 0%, deferred payment loan N
that is forgivable at the end of the affordability period. The affordability period will be o
between 5 to 10 years, depending on the amount of HOME funds provided. The maximum `1'
loan amount is the lesser of $24,200 or 10% of the purchase price, and will be determined o
based on need. Since this activity provides a direct subsidy to the homebuyer, the City will
utilize recapture provisions per §92.253. This will allow the original homebuyer to sell the
property to any willing buyer during the period of affordability, and the City will recapture
the HOME-assistance provided to the original homebuyer, plus 10% of the appreciation in c
the value of the home (10% equity-share). Recapture provisions will be imposed and =
enforced through a deed of trust and affordability covenant recorded against the property. ii
0
The City's Acquisition/Rehabilitation/Resale Program (ARR) provides loans to developers to Q
acquire single-family homes to be rehabilitated and sold to qualified first-time $
homebuyers. Since the City only provides HOME assistance to develop the unit, and does o
bnot provide HOME funds as direct subsidy to homebuyers, the resale provisions per §92.254
are used. This means that if the homebuyer sells the HOME-assisted property during the
72
affordability period, the property must be sold at an affordable price to another low-income x
homebuyer, who will use the property as his or her principal residence. To ensure W
continued affordability of the property, and enforce the resale provisions, an affordability a
I covenant that runs with the land is recorded against the property. E
U
a.+
3. A description of the guidelines for resale or recapture that ensures the affordability of a
units acquired with HOME funds?See 24 CFR 92.254(a)(4) are as follows:
s
As stated above, the City's Homebuyer Assistance Program (HAP) will be administered by
Neighborhood Housing Services of the Inland Empire (NHSIE). This activity will provide
down-payment assistance to qualified first-time homebuyers, in the form of a 0%, deferred
payment loan that is forgivable at the end of the affordability period. The affordability
period will be between 5 to 10 years, depending on the amount of HOME funds provided.
The maximum loan amount is the lesser of $24,200 or 10% of the purchase price, and will
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be determined based on need. Since this activity provides a direct subsidy to the
homebuyer, the City will utilize recapture provisions per §92.253. This will allow the
original homebuyer to sell the property to any willing buyer during the period of
affordability, and the City will recapture the HOME-assistance provided to the original
homebuyer, plus 10% of the appreciation in the value of the home (10% equity-share).
Recapture provisions will be imposed and enforced through a deed of trust and affordability
covenant recorded against the property.
The City's Acquisition/Rehabilitation/Resale Program (ARR) provides loans to developers to
acquire single-family homes to be rehabilitated and sold to qualified first-time
homebuyers. Since the City only provides HOME assistance to develop the unit, and does 0-
not provide HOME funds as direct subsidy to homebuyers, the resale provisions per §92.254 0
are used. This means that if the homebuyer sells the HOME-assisted property during the q
affordability period, the property must be sold at an affordable price to another low-income
homebuyer, who will use the property as his or her principal residence. To ensure
continued affordability of the property, and enforce the resale provisions, an affordability c
covenant that runs with the land is recorded against the property.
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4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that
is rehabilitated with HOME funds along with a description of the refinancing guidelines
required that will be used under 24 CFR 92.206(b), are as follows:
0
The City does not plan to use HOME funds to refinance existing debt secured by multifamily =
housing that is rehabilitated with HOME funds. a.
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Emergency Solutions Grant(ESG)Reference 91.220(1) (4) Q
1. Include written standards for providing ESG assistance (may include as attachment) o
U
In the coordination with the Homeless Provider Network and San Bernardino County *=
Homeless Partnership, the City has elected to fund the San Bernardino Homeless Access x
Center to assist with reducing the increasing number of homeless residing in the City. The W
City has also adopted the Homeless Intervention Action Plan as the City's leading policy d
document; the document also sets forth funding guidelines for homeless projects, including E
Emergency Solutions Grant (ESG) funding. Y
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2. If the Continuum of Care has established centralized or coordinated assessment system
that meets HUD requirements, describe that centralized or coordinated assessment
system.
The Continuum of Care (Coca) is led by the County of San Bernardino, Department of
Behavioral Services. The Coordinated Entry System conducted a pilot phase of
development beginning July 2015 and has not been finalized. The CoC is working to
implement a coordinated assessment system and centralized waiting list. The Needs
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Assessment Committee of the CoC appointed a subcommittee to undertake this project.
Representatives from San Bernardino County Housing and Community Development
Department, HOPE Team, Catholic Charities, Veteran's Affairs, Housing Authority, and
various other providers sit on the committee.
During the pilot phase, the Coordinated Assessment tool was available in HMIS and the
primary agencies serving populations in need of permanent supportive housing made
placements based upon that prioritization in the pilot areas (which currently exclude the
City of San Bernardino). The subcommittee is now working to overcome obstacles to placing
all clients on a centralized waiting list. As the pilot phase report is published, the
Coordinated Entry System will be implemented countywide with refinements from the pilot a
phase.
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3. Identify the process for making sub-awards and describe how the ESG allocation available c
to private nonprofit organizations (including community and faith-based organizations).
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The City releases a Notice of Funding Availability (NOFA) and requests proposals for funding N
from local non-profits. The process is open and competitive. For Fiscal Year 2016/2017, The N
City released its NOFA on August 17, 2015 with a deadline from proposals of November 19, d
2015. Staff reviews and rates the proposals and takes recommendations for funding to the c
Mayor and Common Council.
0
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR =
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with a
homeless or formerly homeless individuals in considering policies and funding decisions o
regarding facilities and services funded under ESG. Q
The City consults with the Interagency Council on Homelessness, which has not less than o
one former homeless member, in regards to funding recommendations. v
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S. Describe performance standards for evaluating ESG. x
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The application process and selection criteria for ESG funding has been developed by City
staff, approved by the City of San Bernardino Mayor and Common Council, in conjunction E
with members and partners of the CoC. Outcome measures (performance standards) are
then developed for each sub recipient, based on their application, and reported through Q
HMIS. The City also reviews performance with reimbursement requests quarterly or
monthly, depending on the specific contract, and on-site monitoring visits take place at
least once a year.
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