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01.A- Public Hearing and Request for Council Approval of One-Year 2016-2017 Action Plan
1.A DOC ID: 4268 D CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION Public Hearing From: Brandon Mims M/CC Meeting Date: 04/08/2016 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 (At Meeting of March 7, 2016, Item Continued to March 21, 2016; Item Continued to April 4, 2016; Item Continued to April 8, 2016) (#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: Close the hearing; and adopt the One-Year 2016-2017 Action Plan. 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. Updated: 4/5/2016 by Linda Sutherland D Packet Pg.4 1.A 4268 Historically, CDBG funds have been used to support a broad range of services, 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 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: Updated: 4/5/2016 by Linda Sutherland D Packet Pg. 5 1.A 4268 Activities funded with Federal funds require some level of environmental review. All 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. i I Updated: 4/5/2016 by Linda Sutherland D Packet Pg. 6` 1.A 4268 2016-2017 Action Plan Summary: •rte 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 Small Business Assistance 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 Updated: 4/5/2016 by Linda Sutherland D Packet Pg. 7 1.A 4268 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 Updated: 4/5/2016 by Linda Sutherland D Packet Pg. 8 1.A 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) Updated: 4/5/2016 by Linda Sutherland D Packet Pg. 9 (ueld uoi;ay LLOZ-9LOZ : 99Zti) suoi;epuemwoaaa OdDa:D- b;igigx3 :;uOwgae;;d � o Q v o Cl 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 o d a o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0000 O O O O O O O N N C C C v rr O O O O O O o O N 0 0 N N N N N O " N u1 N Iri Y E V N N cr ct N H N ,A M M M N . 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O N co co N r N �O r O N _ R a 0 0 a 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 ci Bernardino's resilience and the determined spirit of the community. #SBStrong. x w c m E Annual Action Plan 1 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 15 1.A.c DRAFT ACTION PLAN CL �q RDIH0� a Figure 1:official uncolored embossed seal of 1886 courtesy of San Bernardino Historical and Pioneer Society r O N tC O City of San Bernardino Annual Action Plan 00 w Program Year 2016/2017 0 N w April 2016 c N C a 0 a M L K W w E V M d.d M a 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 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 16 1.A.c DRAFT ACTION PLAN Annual Action Plan Table of Contents (Page Numbers and Appendices will be added after final pagination) Executive Summary E (AP-05) R The Process Consultation (AP-10) a Citizen Participation (AP-12) o Expected Resources (AP-15) a Annual Goals and Objectives Goals Summary Information (AP-20) Affordable Housing (AP-55) c° v, Summary of Projects (AP-35 and 38) c Geographic Distribution (AP-50) Public Housing (AP-60) 00 co N Homeless and Other Special Needs Activities (AP-65) �* Barriers to Affordable Housing (AP-75) n Other Actions (AP-85) Program Specific Requirements (AP-90) c N C Appendices: a. _ 0 1. CDBG Final Statement of Community Development Objectives and Projected Use of Funds for Fiscal Year 2016-2017 Q 2. List of Proposed Projects o 3. Capital Project and Public Service Project Recommendations 4. Applications for Federal Assistance 5. Non-State Grantee Certifications r X w c a� E t w Q Annual Action Plan 3 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 17 1.A.c DRAFT ACTION PLAN 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) • Home Investment Partnership (HOME) n. r- • Emergency Solutions Grant (ESG) c r 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 N Plan (CP) explaining how it plans to use those funds. A CP may be submitted every three or five c years; the City has chosen to submit its CP every five years. In addition to the longer range plan `"• (CP), an Annual Action Plan (AAP) must be submitted each of the five years. This document is co the AAP for the upcoming program year, 2016 Program Year, the City's 2016-2017 Fiscal Year. ti An AAP includes projects the City plans to carryout/implement within that fiscal year. The 2016 N Program Year (the City's 2016-2017 Fiscal Year) is the second year of the City's adopted 2015- o 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 ii Consolidated Action Plan Evaluation Report (CAPER). c w Funding Decisions a L 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 E recommending allocating all projected carryover dollars for all programs (ESG is fully committed in the current program year). a 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, Annual Action Plan 4 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg. 18 1.A.c DRAFT ACTION PLAN 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 E 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 Q also consulted the Community Development Citizen's Advisory Committee (CDCAC) to discuss T how the proposed projects address the community's needs as identified in the 2015-2019 N Needs Assessment conducted during the development of the CP. The table below shows the `r° 0 recommended CDBG funding allocations for the 2016 Program Year. A detailed description of C4 each project is included in the Projects' Table later in the document. N . • 2016-2017 • r Administration (20% cap) $620,000 c°., Public Service/Non-profits (15% cap) $465,000 0 Section 108 Payment $728,376 c Mandated Fair Housing Compliance $46,000 a Micro-enterprise Program $150,000 c Access Center $300,000 Q Arts and Stroll $250,000 i Construction Trades Employment Program $100,000 0 Veteran's Supportive Housing $350,000 v Police Camera Expansion Program $225,000 Pocket Park Program $50,000 x W Corridor Revitalization $250,000 w Demolition $200,000 Neighborhood Revitalization $250,000 Vacant to Value $400,000 w Parks Improvement Projects $750,000 Q 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. Annual Action Plan 5 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 19 1.A.c DRAFT ACTION PLAN 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 CL Table 2: c • o Administration (10% cap) $300,000 a Waterman Gardens 1 $734,000 0 Infill Housing Development $1,000,000 Homebuyer Assistance Program $600,000 c HOME Program Totals (Including Prior Year Funding) $2,634,000 N 0 co N Emergency Solutions Grant (ESG) T O On May 20, 2009, the Homeless Emergency Assistance and Rapid Transition to Housing Act of C' v; 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 c 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 Q 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. v 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 w 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 r other funding sources. Consequently, the City places this matching requirement upon the ESG sub-recipients. The table below summarizes the proposed use of ESG funds during the FY Q 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 Annual Action Plan 6 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 20 1.A.c DRAFT ACTION PLAN 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. Table 4: Five Year(2015-2019) a c Objectives and Outcomes c r OUTCOME Q ti OBJECTIVE Availability/ Affordability Sustainability N Accessibility 0 N Implementing Programs: Implementing Programs: Implementing Programs: 0 W Decent Housing • Compliance with the 0 Neighborhood • Provide residential V American with Revitalization services on energy n Disabilities Act • Rental Assistance and water efficiency o N • Fair Housing 0 N Implementing Programs: Implementing Programs: Implementing Programs: _ M CL • Public • Transitional housing • Energy efficient c Suitable Living Facility/Infrastructure • Supportive housing lighting in parks .0 Environment Improvements • Emergency motel • Code Enforcement Q • Youth Services vouchers activities • Senior Services • Foster community p` • Health Services engagement Implementing Programs: Implementing Programs: Implementing Programs: t x W Economic Opportunity • Employment Training • Partner with Business • Support Business • Job Creation Improvement Districts y (Neighborhood E t Revitalization) to Q Annual Action Plan 7 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.21 1.A.c DRAFT ACTION PLAN 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: Needs Table 5: Changes to Priority Existing Needs Proposed New Needs Expand Home Ownership Opportunities Create opportunities for low income residents to move out of poverty Fair Housing Develop collaborative partnerships (to n. support fair housing goals) Improve Facilities and Infrastructure Improve Public Facilities, Rehabilitation of Blighted Structures and Proactive Code c Enforcement/Crime Prevention Improve Neighborhood Conditions Eliminate Vacant Lots, Rehabilitation of o Blighted Structures Planning and Administration Efficient, effective and responsive program co management v 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 Provide Supportive Services Services for the Homeless, Services for a Veterans, Create Opportunities for Low o Income Residents to Move out of Poverty, a Develop collaborative partnerships (to provide supportive services) and Targeted Job o Creation .r Z High Priorities: X W w • Preserve and rehabilitate existing single-family dwellings. d • Improve neighborhood conditions through code enforcement and neighborhood revitalization. w • 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. Annual Action Plan g 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 22 1.A.c DRAFT ACTION PLAN • Eliminate identified impediments to fair housing through education, enforcement, and testing. • Planning and administration Low Priorities • Provide rental assistance and preserve existing affordable rental housing. • Expand the affordable housing inventory through new construction. Evaluation of Past Performance a _ 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 c well as reporting on outcomes of activities and programs. c" 0 W N Summary 0 Since the AAP is prepared well in advance of the announcement of the CDBG and ESG funding numbers staff prepares an estimate based on prior year funding. It is anticipated that the City o will continue receiving new funding under the CDBG and ESG programs for the 2016-2017 Fiscal c �a Year as follows: a 0 Program Name 2016-2017 Amount a CDBG $3,100,000 ESG $280,000 0 U 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 funding, the total proposed CDBG budget for 2016-2017 is $5,134,376. w w c m Only prior year HOME funding is being included in the 2016-2017 AAP. The total amount of z that funding is $2,634,000, which includes projected Program Income (PI)from property sales. a a 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 Annual Action Plan 9 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 23 1.A.c DRAFT ACTION PLAN 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 E accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the a. c City's Central Library. .0 r • These documents were also available online in PDF format on the City's website. Q 0 2. Summary of public comments 0 A summary of public comments will be available in the final version of the Action Plan. `V co W N 3. Summary of comments or views not accepted and the reasons for not accepting them 0 A summary of public comments will be available in the final version of the Action Plan. 0 N C R n. C O r V a a r2 x W w c as E t a Annual Action Plan 10 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 24 (andugp¥ L OZ90Z99 LWZ 9WZ umdump¥g©Q - o mQx] ]uamt4,e ;■ ¥ k � � \ 0 % a / 0 2 to \ ro § .0 1 / M M L- ± u > 2 2 e 0 / \ y % ® E E° E y )/ > S f}« « 2 X o m m ƒ ./ / / / / 0 2 � � / U c c } / / / 0 O =13 3 u c Lu a- M § § / )® 0 _0 _0 _0 u 2 . E / E y E = E c E E y o 'B e /m 2 Lr) m 0 0 0 0 % � - 0 § 0 7 ` / k ® f 2 2 ra O O O O ± » / IA CL £ _ ^ _ 0 L ° ) ° « ) m g U / _ � .%ll < / / \ E E 7 / - 5 o _0 E � E / J / o E ( / / & / ƒ / @ 2 / / o E c e c = ra @ t . 0 0 0 E 0 m m _0 _0 _0 _0 Z E E 2 M § § § W Q) 0- ° o \ _ = o E E ° / { r . # E 2 E � � \ / o / c o « 2 k - \ 0 .\ � _/ § R E / 0 0 E o 5 © / U CL a G 2 ° c 2 L - ( ro 0 S / O E \ 7 k / ` � 2 c ) 2 2 - ƒ E / .- E / f - o } u / / o g m _ \ 2 f � 41 r z 2 k x : » o c ° E 2 0 § » \ E / ? / m 0 2 E . E £ \ A M 2 / 3 .2 v k / / \ 7 f § / p E ' U o ¥ 2 } @ \ . k k � ƒ tD j a 2 « 2 U ° ' / V \ I S m ui z / k k a LU 0 (ueld uoi;ab► LWZ-9WZ 89ZV) LLOZ-9WZ ueId uoi;ad iueaa - a I!q!yxa ;;uawg3e:pd c? m Q N r � a m Y U f6 CL N Z Q J CL CL � o� Qo C14 -Ft (0 7 O N M C) O Q X N O O O N O Z 0 c 0 U OD 0 1.A.c DRAFT ACTION PLAN 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 agencies regarding the needs of the low- and moderate-income community. An outreach list g consisting of 258 agencies, including but not limited to the following types of agencies were Q contacted and exposed to critical housing and community development concerns: r 0 N • Non-profit service providers that cater to the needs of low- and moderate-income c households and persons with special needs, including persons with disabilities; • Local churches, including church-based charities and housing programs; o • Schools, including partnering with the San Bernardino Unified School District to identify the needs of homeless children; • Mobile home park community managers; including informative sessions about upcoming mobile home replacement programs; c • Affordable housing providers; including discussions about the best methods for c implementing homebuyer programs and providing assistance to homeowners; a • Housing advocates; including Inland Fair Housing and Mediation Board (IFHMB); o • Housing consultants and specialists; a • Public agencies (such as school districts, health services, public services departments); • Economic development and employment organizations; and o • 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 0) 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 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. Annual Action Plan 13 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.27 1.A.c DRAFT ACTION PLAN 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 M Agency/Group/Organization TIME FOR CHANGE FOUNDATION Agency/Group/Organization Type Services—Housing f° Services-Children a Services-Persons with Disabilities = Services-homeless Services-Education a What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless Homeless Needs—Families with children c Homelessness Strategy N Non-Homeless Special Needs cc 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. N coordination? Specific agencies contacts were also 00 contacted to obtain data in preparation of N this AP. 2 Agency/Group/Organization CATHOLIC r` BERNARDINO/RIVERSIDE �- Agency/Group/Organization Type Services-Children N Services-Elderly Persons cc Services-homeless c Services-Health N Services-Education co What section of the Plan was addressed by Consultation? Homeless Needs—Families with children a Homelessness Strategy = Non-Homeless Special Needs O 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. Q coordination? Specific agencies contacts were also contacted to obtain data in preparation of this AP. Agency/Group/Organization SAN BERNARDINO SEXUAL ASSAULT SERVICES, INC. U Agency/Group/Organization Type Services-Children Z Services-Victims of Domestic Violence t Services-Education x Services—Victims W What section of the Plan was addressed by Consultation? Homelessness Strategy c Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan t are the anticipated outcomes of the consultation or areas for improved development process and public meetings. R coordination? Specific agencies contacts were also Z 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 Annual Action Plan 14 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.28 1.A.c DRAFT ACTION PLAN 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 OPERATION 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 contacted to obtain data in preparation of this AP. G. 6 • • c O Agency/Group/Organization Type Services—Housing Services-homeless Services-Health Q Services-Education r Services-Employment N What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless Homeless Needs—Families with children c Homelessness Needs—Veterans N Homelessness Needs—Unaccompanied youth to Homelessness Strategy N 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. n coordination? Specific agencies contacts were also 0 contacted to obtain data in preparation of N this AP. Agency/Group/Organization HOME OF NEIGHBORLY SERVICE,INC. Q r N Agency/Group/Organization Type Services-Children = Services-Elderly Persons �o Services-homeless 0- Services-Education C What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless Homeless Needs—Families with children v Homelessness Needs—Veterans Q Homelessness Needs—Unaccompanied youth 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 d contacted to obtain data in preparation of x this AP. W $ Agency/Group/Organization VICTOR VALLEY FAMILY RESOURCE CENTER C CD Agency/Group/Organization Type Services—Housing £ Services-Children v Services-homeless ea 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. Annual Action Plan 15 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.29 1.A.c DRAFT ACTION PLAN 9 Agency/Group/Organization HOUSE OF • 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? 10 • Agency/Group/Organization Type Services-homeless Services-Education a. What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless C Homeless Needs—Families with children Homelessness Needs—Veterans Homelessness Needs—Unaccompanied Q youth Homelessness Strategy N 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. c coordination? Specific agencies contacts were also N contacted to obtain data in preparation of this AP. m 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- 0 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) °- x ILL! The City of San Bernardino recognizes that homelessness is a regional issue that impacts every 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 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. Annual Action Plan 16 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.30 1.A.c DRAFT ACTION PLAN • 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. S a. C • Homeless Transition Strategy— Providing emergency services without complementary transitional and permanent housing services creates a situation where the homeless a 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 c through case management, life skills, rental support and job assistance for homeless families and individuals transitioning to permanent housing. N The City uses ESG and CDBG public service grants to assist agencies that provide preventive services, emergency shelters, transitional housing, and supportive services for the homeless and those at-risk of being homeless. c N c Local, Regional and Federal Planning Efforts a. C 0 Table 8: Local, Regional and Federal Planning Efforts Name of Plan a .. • $ i 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 V r (CoC) Alliance complement the Coc Strategy. .fl 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 d E r v R r a+ Q Annual Action Plan 17 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.31 1.A.c DRAFT ACTION PLAN 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. a • 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 accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the c City's Central Library. N • These documents were also available online in PDF format on the City's website. c N The table below summarizes public comments received on the Action Plan: co v O N �O O N c d C O V Q M x w c as E r w r Q Annual Action Plan 18 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg. 32 1.A.c DRAFT ACTION PLAN Table . Outreach Outreach received comments 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 a Service,Rebound CDC,Victor center/intake system. _ Valley Family Resource 6.Prioritize Housing First models. Center,House of Prayer 7.Increase outreach to the chronically homeless Q Vision of Hope,Veterans n Partnering with Communities, N Mary's Mercy Center Public Hearing#2 Public AI-Shifa Clinic,Anointed Public Agencies oral testimonies&CDCAC funding c January 30,2016 Services/Nonprofits Vessel Productions INC, recommendations N Organization Assistance League of San ao Bernardino,Big Brothers Big N Sisters of the Inland Empire, Catholic Charities of San n Bernardino/Riverside,Center N for Employment Opportunities,Central City c Lutheran Mission,Children's N Fund INC,Community Action Partnership,Family Service (- Agency of San Bernardino, r- 0 Friends of the C.I.D.,Gang v Reduction Intervention Team, Q GRID Alternatives,Highland L Senior Center,Inland � Congregations United for Change,Inland Fair Housing V and Mediation Board,Inland Valley Drug and Alcohol t K Recovery Service,Legal Aid W Society,UR Intellect Academy C of the Arts,Mary's Mercy Center, E Mercy House Living Centers, Q Project Fighting Chance, ;+ Project Life Impact,San Q 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. Annual Action Plan 19 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg. 33 1.A.c DRAFT ACTION PLAN Table . Outreach Outreach 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. Home of the Neighborly 5.Develop partnerships and a central resource d Service,Rebound CDC,Victor center/intake system. c Valley Family Resource 6.Prioritize Housing First models. Center,House of Prayer 7.Increase outreach to the chronically homeless Q Vision of Hope,Veterans n Partnering with Communities, N Mary's Mercy Center Public Hearing#3 Citizens,non-profits TBD TBD c March 7,2016 public service Summary of public comments will be available in the N organizations and other final version of the Action Plan. 00 W public agencies. N et n 0 N Public Hearing#4 Citizens,non-profits TBD TBD T_ March 21,2016 public service Summary of public comments will be available in the N organizations and other final version of the Action Plan. ca public agencies. d Public Hearing#3 Citizens,non-profits TBD TBD CO 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. M O s K W r C N E L V to r a Annual Action Plan 20 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.34 1.A.c DRAFT ACTION PLAN 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 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 Q funds and Program Income the City anticipates having approximately $2,634,000.00 to c spend on affordable housing activities. 0 The City of San Bernardino will pursue a variety of public and private funds to leverage N 00 resources in a way that maximizes service to residents. The following section estimates the i° levels of major sources of potential funding to carry out activities that provide decent housing, suitable living environments, and expand economic opportunities. c N The table on the next page outlines the City's expected resources for the 2016 Program Year. N c �a CL _ 0 r �a 0 X w c d E r �a a Annual Action Plan 21 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.35 (ueld uoi;3b LWZ-%OZ 89ZV) LWZ-9WZ ue1d uoiaod:Ueaa - 0 I!giyx3 :;uewLi3e:pd Q Ch a m Y c O o L is V 0 _ o ° o E a E L v Cl- � N vE °° v :,Ll mu •� a) LL o a� � > 1 O m o cu -o o v� o +- N p0 Q v \ u \ i O N LD .0 LL `� -p lD a) C l0 = O 0 O N O O — 0 7 = N O N m C N O p C t } p Z u >- cu Li Ql i E �i (C N L LU i O O_ 0 u- V o O V cu i O ,1 3 a) O O a1 d N @ N - O i n O LL 'p O a1 N p lo Ln LL"O Y Ln C � LO O � Ln N O p C o U, O � co > O_ O O E N tiD O_ O O_ Ln vi O 'n 7 — C 0 0 0 N O CL d v ° o > 3 E v a) zi t 0 \ w O N t l0 -4 -p t OD O N ra co ro C C C O O LO O M O O Z a a °O 00 Ln N _N d N v> AA- C c .2(0 o QM O Q N LL O - C Q N N O Q O O Ln O O .Ln co O GJ O p rl N N 4^ iN/� G7 � ` N N M C a1 N U tZ .Y m •� E E > d 0 u p ° p v of U Q S O- S v) n 4l u ° i f0 fa 76 (O 3 L L O p v v a) Ln H _0 6 - N aw) LLB LL LL Z u LU (D o GJ m U CL o o_ N m W u w O 1.A.c 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 • Child Welfare Fund • San Manuel Band of Mission Indians a _ • San Bernardino Unified School District °— r • Weingart Foundation a • Arrowhead United Way c • Institute for Adult Education N� • Local Fund Raising Efforts N co For those organizations that received ESG funds, agencies met the match requirement through a utilization of volunteerism, in-kind contributions and funds from other local, state and federal programs. c N O O N _ R a 0 w Q L x W r Cd C L V w V.+ Q Annual Action Plan 23 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 37 (ueld uoi;ob L40Z-9WZ 89ZV) LWZ-9WZ ueld uoi;od:ueJa - a Iigiyx3 :;uowyoe:pd co M Q r � a w c - 0 Q m CL o a, 0 W 'O O N 'O U L 7 \ O U 3 L a C N aO O E a+ Z Oq m a O c u m V D S Y m N O a) Q ai O c E to y Q - c O — -0 O. O 3 a U O O a a > O N > r m V aJ U t 0 > > ti Q L aj OC d n m K _N m U_ a w aJ a) a) a) a1 p_ Z. T T T T T T YO U U lV U U U U Z C C 0 0 O C co w m m m m m m m m r r r r r r r r C co co co G Do C 0 m m m m m m m m z Jm m m m m m m m C co d c r C C O C N Z Y c N Q° Q m 0 w w 3 " E � 'iNu ¢ mN Q t co N oo' m ` Z LL � o & 0 o 4 ¢ V1 N O. E OQ U m N N L_ C10 N ¢� p C p u c O c s v 3 c p ° N o v o oi T .`nn 3 '� v O c 2 a c = N CL c 3 Ln c O.'u > o = O l0 '� c in N C a-. L N O 'ul = y = a m ° ° o Q ° Ln O j d L p d d 3 E Q W m Q - N m v aJ 0 w U Y al al }+ c v °— +o- E c E : E ui Cn • O O _ u a1 - w - N �^ O if N�> . •- 2 c o N @ o f m \v v C ra w t Y ac 9>. a/ L cL ac) y c� ac/ 'O - U :Ll C V C U tlo 4 a v U O v O O . ° , a0 i O N O aO a, v M r x 3:L 0 o v O O O E O O p O p 0 O_ W Cl O Q CL S Cl a- S Z a) N 0 O ° (0 m O 'O O c a0 O c l( O H c a) � N V O O -0 .. E Q) O /� CO `V O fa f0 Z = CL Q v N E ' c U c> al O O. al t 0-p i O O> > O S E Q O p o O • ° o o o v_ C4 - 3 E v m E Zu 0 0 a a a O 1.A.c 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 12: 2016-2017 Projects Priority Needs (from development of 2015-2019 Consolidated Plan) compared to goals S highlighted in Action Plan and project selection. ii 0 Priority Need Associated IDIS Project ' 1. Targeted job creation Economic Development 2. Services for the homeless Human Services N 3. Services for Veterans Human Services 4. Business opportunities for Economic Development N Niche/Microenterprise/WBE co W 5. Rehabilitation of Blighted Buildings Neighborhood Revitalization 6. Proactive Crime Prevention/Code Neighborhood Revitalization Enforcement 7. Eliminate Vacant Lots Neighborhood Revitalization c 8. Improve Public Facilities Public Facilities and Improvements `" c 9. Develop Collaborative Partnerships Economic Development ii 10. Create opportunities for Public Service Program, Human Services = 0 Low/Moderate Income residents to a move out of poverty. 0 Allocation Rationale ci 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 w 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 a 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 Annual Action Plan 25 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg. 39 1.A.c DRAFT ACTION PLAN 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 . . . Projects and Funding Amounts City of San Bernardino Summary of Proposed Projects and Funding Amounts for FY 2016-2017 1 a Activity#1 Arts and Stroll,$250,000 c Activity#2 Demolition,$200,000 }0, Activity#3 Downtown Corridor and SBX Improvement Program,$250,000 Q Activity#4 Neighborhood Revitalization Program, $250,000 Activity#5 Pocket Park Program,$50,000 C? Activity#6 Vacant To Value,$400,000 Activity#7 Infill Housing Development,$1,000,0000 c°4 Activity#8 Waterman Gardens 1,$734,000 co Target Area Citywide N Goals Supported Improve Neighborhood Conditions Needs Addressed Rehabilitation of Blighted buildings Funding CDBG:$1,400,000 N HOME:$1,734,000 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 _R arts gallery on an ongoing basis through a partnership with a local non-profit. d $250,000 has been allocated to this project. p 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 Pocket Park Program:Vacant lot remediation through partnership with residents t and community groups interested in turning vacant lots into community assets. j L $50,000 has been allocated to Community Development for this program. m Demolition: Demolition of blighted properties in partnership with Code s 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 Annual Action Plan 26 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.40 1.A.c DRAFT ACTION PLAN 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. cc Activity#1 Camera Expansion Project, $225,000 a Activity#2 Parks Improvement Projects, $750,000 0 Target Area Citywide Q Goals Supported Improve facilities and infrastructure ti Needs Addressed Improve Public Facilities, o N Funding CDBG:$975,000 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 Estimate the number Low-and moderate-income persons in the City will benefit from the proposed and type of families projects. n that will benefit from c the proposed activities N m Location Description Perris Hill Park,Jerry Lewis Community Center,Seccombe Lake Park and various o other locations for LED lighting upgrades,ADA compliance and replacement of = community center roofs. ea a Description of Project Camera Expansion Project: _ Activities C :r 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 R allocated to the Police Department for this project. Parks Projects have been consolidated to one proposal with a total amount allocated U of$750,000. X • Park Lighting Projects: Installation of energy efficient LED lights at various w w parks • Perris Hill Park Improvement: Installation of ADA compliant restrooms E 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 Annual Action Plan 27 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.41 1.A.c DRAFT ACTION PLAN 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 ca the proposed activities a Location Description The project is located G :r Description of Project Section 108 loans were utilized for the acquisition of 22 blighted and socially v Q Activities problematic four-plex apartment dwellings in the North Arden Guthrie Area. The i. City also renegotiated a HUD Section 108 Loan for the 20-Plex movie theater (formerly known as the Cinema Star) in the amount of $9 million to repay the 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, to paintwork, new seating, new digital projection equipment, movie screens and sound le equipment, correction of American with Disabilities Act deficiencies, expansion of ti the main lobby and installation of equipment and expansion of one I-Max 0 auditorium. to 4 0 Activity#1 Homeless Access Center(Rehab),$300,000 N c Activity#2 Veteran's Supportive Housing,$350,000 t° a Activity#3 Central City Lutheran Mission,$20,000 = Activity#4 Catholic Charities of San Bernardino& Riverside Counties,$20,000 r 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 p` Target Area Citywide ' Goals Supported Provide supportive services r Needs Addressed Eliminate Vacant Lots, Rehabilitation of Blighted Buildings,Targeted Job Creation, Funding CDBG:$650,000 K W ESG:$280,000 Description This project includes activities targeted at assisting the most vulnerable residents of 44) the City, including homeless,veterans,AIDS and mentally ill persons. t 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 5`h Street, East of H and North of Rialto and West of Waterman. Annual Action Plan 28 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.42 1.A.c DRAFT ACTION PLAN 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 c� San Bernardino Homeless Access Center:The City will continue to fund its Homeless a Access Center, operated by Mercy House Living Centers.$200,000 in ESG funds are 0 allocated to this activity. a Community Action Partnership of San Bernardino County(CAPSBC):CAPSBC will c provide Rapid-Rehousing and Homeless Prevention,and case management to the N 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 C4 ESG funds is allocated to this activity. 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 V° funds is allocated to this activity. N c �a Time for Change Foundation (TFCF):TFCF will provide street outreach and o. emergency shelter to the homeless women and children of the City.$20,000 in ESG = 0 funds is allocated to this activity. 5 a Activity#1 Small Business Assistance Program,$150,000 Activity#2 Construction Trades Employment Program,$100,000 Activity#3 Homebuyer Assistance Program,$600,000 V Target Area Citywide Goals Supported Promote Economic Development K Needs Addressed Business Opportunity for Niche/Microenterprise/WBE,Create Opportunities for uJ Low Income Residents to Move out of Poverty,Targeted Job Creation Funding CDBG:$250,000 °' E HOME:$600,000 v Description The City's Economic Development Project includes activities that create economic r opportunities and jobs for residents. a 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 Annual Action Plan 29 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.43 1.A.c DRAFT ACTION PLAN 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 Activity#2 Assistance League of San Bernardino,$20,000 Activity#3 Anointed Vessel Production, $10,000 d c Activity#4 Catholic Charities of San Bernardino, $15,000 0 Activity#5 Center for Employment Opportunities(CEO),$40,000 a Activity#6 Central City Lutheran Mission(CCLM),$15,000 i. Activity#7 Children's Fund, Inc.,$20,000 N Activity#8 Community Action Partnership of San Bernardino&Riverside Counties,$30,000 Activity#9 Family Service Agency of San Bernardino,$15,000 N Activity#10 Friends of the C.I.D.,$30,000 Activity#11 Gang Reduction Intervention Team(GRIT),$15,000 co Activity#12 Highland Senior Center,$25,000 Activity#13 Inland Congregations United for Change(ICUC),$15,000 r� Activity#14 Legal Aid Society,$15,000 c N Activity#15 Mary's Mercy Center,$10,000 W r Activity#16 Project Fighting Chance,$32,500 c N Activity#17 San Bernardino Sexual Assault Services,$20,000 Activity#18 Southern California Mountains Foundation,$40,000 p. 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 a Target Area Citywide Goals Supported Public Services, Human Services Needs Addressed Public Service Program, Human Services& Economic Development V Funding CDBG:$465,000 Description Assistance to public service organizations including labor,materials,supplies,etc.) for providing services that benefit low-moderate-income residents or areas of the w City of San Bernardino. w% c Target Date 06/30/2017 Estimate the number Low-and moderate-income persons in the City will benefit from the proposed and type of families projects. R that will benefit from a 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.Al Shifa was granted$22,500 in CDBG funds. Assistance League of San Bernardino:The goal of Dr. Earl Crane's Children's Dental Health Center is to improve the oral and physical health of San Bernardino's Annual Action Plan 30 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.44 1.A.c DRAFT ACTION PLAN 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. c M a Center for Employment Opportunities(CEO): Provides immediate, effective, c 0 comprehensive employment services to unemployed individuals with recent criminal convictions.Services include life skills education, paid transitional work, permanent Q ti job placement and retention services. c N Central City Lutheran Mission: CCLM is receiving funding for a new program targeted cD 0 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. Children's Fund:The mission of the program is to prevent child abuse;to ensure that at-risk children have access to food,shelter, clothing, medical care,and education; cm and to provide social development opportunities for abused,abandoned, neglected t° or impoverished children.Children's fund was granted$20,000. c°4 c ca 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. Q Family Service Agency of San Bernardino:This program provides professional counseling,family education,and supportive services to families and individuals. Counseling services include individual/family therapy, parenting,anger V management,and domestic violence intervention support. FSASB received$15,000. Friends of the C.I.D.: Friends of CID is a non-profit fundraising and support x w organization for the Center for Individual Development(CID)and its Therapeutic Recreation Programs.The Sensory Center will allow clients to increase attention span,develop senses of hearing,sight,smell,touch and taste. Friends of the CID s received$30,000 in CDBG funds. R 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 services, and daily hot lunches to seniors.This agency was granted$25,000. Annual Action Plan 31 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.45 1.A.c DRAFT ACTION PLAN 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 a care referrals,case management and transportation assistance. MMC was granted p $10,000. a 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 N members of the community.The program offers assistance in areas of tutoring, male c 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 00 and community education,testing,and monitoring for weight related illnesses and treatment.$47,000 was contributed to this activity. San Bernardino Sexual Assault Services:SBSAS's mission is to provide understanding, C° and support to victims of sexual assault and domestic violence through immediate crisis intervention,follow-up services, individual counseling, accompaniment,and r advocacy services.This program was funded$20,000. a Southern California Mountains Foundation:This program promotes employment c opportunities, education and support services for youth that are low income, formerly incarcerated, at-risk of committing crimes,young parents, and homeless `t and disconnected from family support.This Is achieved through a paid employment training program up to one year where they can earn up to$800 per month;job 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. K 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 d literacy,and a variety of events to encourage leadership, healthy living,self s 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 Annual Action Plan 32 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.46 1.A.c DRAFT ACTION PLAN 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 Target Area Target areas are not used for General Program Administration Goals Supported Planning&Administration Needs Addressed Appropriate planning and administration of entitlement funding ensures all the a City's high priority needs are met. 0 Funding CDBG:$620,000 Q Description Administration of programs. Includes salaries,supplies, materials,and r, contractual/professional services. c N �D The permanent program staff includes the following positions: c N 1. Deputy Housing Director co W 2. CDBG Coordinator(2) N 3. CDBG Program Assistant(2) n 4. Financial Analyst(.80) c N Administration of the program is an on-going activity. c Target Date 06/30/2017 N _ ca a 0 a L L X w a� E r M w a Annual Action Plan 33 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.47 1.A.c DRAFT ACTION PLAN 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 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. Q T Table • • N 1 Area of Funds W T CD Staff is still finalizing the geographic distribution of funds. $0 N co W N The City proposes to utilize its funding for the upcoming CP period to finance a variety of 7t 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, 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. c In addition to projects and programs available to eligible participants citywide, specific projects a 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 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 households throughout the City. Appendix B includes a map identifying CDBG Benefit Services = 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 a Annual Action Plan 34 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.48 1.A.c DRAFT ACTION PLAN Affordable Housing AP-55 Affordable Housing-91.220(g) 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 One . . Supported (Table Homeless (Based on 2015/2016 Homeless Access Center Accomplishments) 150 Non-Homeless 50 a _ Special-Needs 50 ° Total 250 Q n 0 N Table 1 - One Year Goals for Affordable Housing by Support Requirement Table 16: Affordable Housing 00 0 N t0 One • . for • - of • • • Supported Through N (Table n Rental Assistance 0 N The Production of New Units 10 Rehab of Existing Units 5 N Acquisition of Existing Units 8 a Total 23 c r Table 2 - One Year Goals for Affordable Housing by Support Type $ L 0 x w r m E r a Annual Action Plan 35 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 49 1.A.c DRAFT ACTION PLAN Public Housing AP-60 Public Housing-91.220(h) 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 n. Consortium. Much of the City's diverted HOME funds are earmarked for the development of c w Waterman Garden, an affordable housing project owned and operated by the Housing a Authority of the County of San Bernardino, and is located in the City of San Bernardino. r o N Actions to encourage public housing residents to become more involved in management and c participate in homeownership: C4 co W N HACSB's centralized community affairs department assists in making and strengthening 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 N 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 4 (formerly known as Medical Center, 296 units)—to determine appropriate partners that could ii best serve residents based on resident input and professional analysis. c a M 0 r X W c m E r a Annual Action Plan 36 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.50 1.A.c DRAFT ACTION PLAN 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 c recalibrated in 2013, includes a recommendation to increase the number of available a. permanent supportive housing beds that serve the County's chronically homeless population. c San Bernardino prioritizes sustainable assistance to the homeless population which is a effectively accomplished with a Housing First model. ti 0 N Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including, reaching out to homeless persons (especially unsheltered persons) and assessing N their individual needs: co N le 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, city staff, and local residents and businesses to assist the homeless in securing stable housing, N _ short and long-term, and achieve self-sufficiency. Service providers and community volunteers M assist the Team during "ride-along" conducted throughout the week. The Outreach Team c generally engages about 400 homeless individuals per year and operates from 7:30 a.m. to 5:30 c p.m. on weekdays, with various weekend hours (as assigned). Q L 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 Annual Action Plan 37 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 51 1.A.c DRAFT ACTION PLAN 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 o. 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 0 N The City of San Bernardino recognizes that homelessness is a regional issue that impacts every 0 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 o 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 N 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. 0 Based on the City's discussions with homeless advocates and providers, permanent housing and $ 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 v trapped in an emergency housing situation or lack shelter due to inadequate resources for 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. Ec As previously noted, many of the transitional housing programs assisted by the City include a assistance with finding permanent housing. In addition, the County's 10-Year Strategy for a 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 Annual Action Plan 38 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 52 1.A.c DRAFT ACTION PLAN 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 a. 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 Q government, and homeless service providers in order to implement a "zero tolerance" plan that r will prevent persons being discharged into homelessness. N cn 0 N co W N r O N CO r O N C a _ 0 w a L x W a� E s Annual Action Plan 39 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 53 (ueld uoi;3d L60Z-940Z 89ZV) L60Z-960Z ueld uoi;oy:4eja - 0 I!giyx3 :;uGw4oe;;d cs � Q a r as .� a >1 o Q -cu cu o c .� ca : ca C o _0 E ca .=_ a) +r 4- a) E ° � (D (D c0a v Q- o m H ELF a) CD ^` {r L 0 C6 E M a) C/) a) L a) O n O E E c6 a) E C) o C U �-. 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E -O O O C U U � .� I" E ( col C o N M r O �[ X cu CL � G r O LO U) N E O .0 z° 70 _ o a) c � Q O 0 E o L6 U — m 0 1.A.c DRAFT ACTION PLAN 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 a c revitalization. 0 • Expand homeownership opportunities and assist homebuyers with the purchase of Q affordable housing. c • Assist homeless and special needs populations with supportive services. • Promote economic development and employment opportunities for low and moderate o N income persons. co • Improve and expand existing community facilities and infrastructure to meet current N and future needs. • Eliminate identified impediments to fair housing through education, enforcement, and c testing. N W • Planning and administration o c �a Low Priority a c 0 • Provide rental assistance and preserve existing affordable rental housing. Q • Expand the affordable housing inventory through new construction. V L Actions planned to address obstacles to meeting underserved needs As the City moves forward, it anticipates improvement due to reorganization of program staff, x increased capacity in the City's Finance Department and better goal alignment among policy w setters. During the 2016/2017 Fiscal Year the program will hire two (2) additional CDBG a) 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 w and objectives for special needs/underserved residents. Q 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 Annual Action Plan 48 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 62 1.A.c 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 and controlling lead-based paint hazards. Properties not affected by the Lead Based Paint Rule c include the following: Q • Housing built after 1977 N • Zero-bedroom units c • Housing for the elderly (unless children live there) • Housing for the handicapped (unless children live there) co 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 co Enforcement Division. Any residents cited for potential lead abatement is referred to the c Housing Division for grant/loan programs to assist in mitigating that hazard. c co a Actions planned to reduce the number of poverty-level families c r ¢ The City continues to fund a robust public services program. Most years, funding is allocated at 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 academic and vocational training, youth services, and senior services. C d E Actions planned to develop institutional structure r The City Manager's Office is responsible for the administration of the Community Planning and Development programs. Staff is specifically responsible for the administration, implementation, and the monitoring of programs funded with these sources. In conjunction with other City departments, such as Public Works, and Park, Recreation and Community Services, staff will continue to identify the community's greatest needs and allocate resources accordingly. Staff will continue to work with for-profit and non-profit developers and lenders to facilitate the improvement, preservation, and/or creation of affordable housing opportunities for low- to moderate-income households within the City. Furthermore, the City will continue to work on Annual Action Plan 49 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.63 1.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 n. 0 :r 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: r 0 N 1. Press releases and notices circulated in the City inviting residents to participate in the c process. 2. E-mail notification to existing non-profit partners inviting them to participate in the plan co process. 3. Public notices in the San Bernardino Sun advertising the Plan public comment and review period, non-profit application period, and plan adoption hearing. N 4. Public application process for non-profit organizations based in the community. c S. Internal application process for City departments. c 6. Discussions with departments to identify funding priorities. a 7. Discussions of funding and public meetings, including Council meeting. c a �a 0 a t X w m E s ca Q Annual Action Plan 50 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.64 1.A.c DRAFT ACTION PLAN Program Specific Requirements AP-90 Program Specific Requirements-91.220(1)(1,2,4) 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(1)(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 a included in projects to be carried out. r g 1. The total amount of program income that will have been received before the r start of the next program year and that has not yet been reprogrammed. 0% N m 0 2. The amount of proceeds from section 108 loan guarantees that will be used `1' during the year to address the priority needs and specific objectives identified o in the grantee's strategic plan. 0% d: 3. The amount of surplus funds from urban renewal settlements. 0% N 0 4. The amount of any grant funds returned to the line of credit for which the = planned use has not been included in a prior statement or plan. 0% a _ 0 5. The amount of income from float-funded activities. 0% Total Program Income: 0% L Other CDBG Requirements 1. The amount of urgent need activities 0% .c 2. The estimated percentage of CDBG funds that will be used for activities W that benefit persons of low and moderate income. m E s Overall Benefit -A consecutive period of one, two or three years may be used R to determine that a minimum overall benefit of 70% of CDBG funds is used to Q benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. (86% represents the total CDBG allocation minus payments for the City's inactive Section 108 Loan, $728,376 or 14% of the total allocation). 86.00% i Annual Action Plan 51 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.65 1.A.c DRAFT ACTION PLAN HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(1)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: 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 Q 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 c 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 co based on need. Since this activity provides a direct subsidy to the homebuyer, the City will 7 utilize recapture provisions per §92.253. This will allow the original homebuyer to sell the CD 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 0 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. a. c 0 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 ,a homebuyers. Since the City only provides HOME assistance to develop the unit, and does o not 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 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 uU continued affordability of the property, and enforce the resale provisions, an affordability covenant that runs with the land is recorded against the property. E R 3. A description of the guidelines for resale or recapture that ensures the affordability of Q units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: 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 6 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 Annual Action Plan 52 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg. 66 1.A.c DRAFT ACTION PLAN 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 S homebuyers. Since the City only provides HOME assistance to develop the unit, and does a. 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 a 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 N continued affordability of the property, and enforce the resale provisions, an affordability c covenant that runs with the land is recorded against the property. co to N 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: to 0 The City does not plan to use HOME funds to refinance existing debt secured by multifamily c housing that is rehabilitated with HOME funds. a. _ 0 Emergency Solutions Grant(ESG)Reference 91.220(1)(4) Q 1. Include written standards for providing ESG assistance (may include as attachment) o v 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 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 document; the document also sets forth funding guidelines for homeless projects, including E Emergency Solutions Grant (ESG) funding. R M r 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 Annual Action Plan 53 2016 OMB Control No:2506-0117(exp.07/31/2015) Packet Pg.67 1.A.c DRAFT ACTION PLAN 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. o r Q 3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations). N 0 The City releases a Notice of Funding Availability (NOFA) and requests proposals for funding 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, 2015. Staff reviews and rates the proposals and takes recommendations for funding to the r Mayor and Common Council. c°v, co 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 c 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 5. Describe performance standards for evaluating ESG. s K w 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 r 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. Annual Action Plan 54 2016 OMB Control No:2506-0117(exp. 07/31/2015) Packet Pg.68 San Bernardino County 2016 Homeless Count and Subpopulation Survey: Executive Summary Co�M�Two Hafts 1RSi j_,-� >O i a wl ri •ws lsxv �•a dwyRA�_ *♦ iy p 1 A"w1' 0.7.Mvw+ Ili riibK-" wltK�! � 1 hFiwi frt« Wive M-Va e ♦3MrYT Mk{!SG 1^^ dC-Y' Itl�1 p ' p e. r "' : a 1 • k v a r 1 *,Npnii ti Doti �,a(t�#. r"O,-I MJ,HY,•Y+¢w1 �t�'��T`_r`.�"� '��� a { R t � � p w * 'r +�11 „a+M �' rt""a�:r WOO Y + k � of ' t d + p '• p ” p r p fr a 1 p � aW+� it .1 �iM'� ` ._.,A�ad � -Csw"*`�rr dM1r°.. 4 ♦ �-p,ri„wMr`iigl '.- yam°°.- �.�J p ♦ a + + p 1 �'*21GR9��1�+.� •'°_ �:Yr�M{��.�,M _y� _ ' � li w p � N p ' %p ' p�II 4 aww1��C .0i { B '-y� ��(�}yy�b� �.�-��`-`b (1M�i�-�'��M•♦�'�i�{•- 1� � . N , n � „ 1 N ' p + , 111� ♦ k f /w/ir}I�MW�1 Mf� _ 111...E�1♦' 1 +. r p r Y ^S h Ef 1�■� + �,,, ♦ter. ljN�R't "7_pR VMr ♦ y too 00 .F.-I ♦ pM Owl irY�,M�f✓*_--- " �`�,� +!r►!"�l1e k.'��,A�N, -�MM+°-'R'' " ,�` � fir.. �q • q March 2016 Acknowledgements The San Bernardino County Homeless Partnership wishes to thank all of the individuals and organizations that contributed to the preparation, implementation and success of the 2016 Point-In-Time Count and Subpopulation Survey. Such an endeavor would not be possible without the collaboration and efforts of many volunteers, community groups,faith-and community-based organizations,county departments,city representatives and staff, homeless service providers, law enforcement and elected officials. Your hard work,time and dedication to ending homelessness are greatly appreciated. • Special thanks to the over 400 community volunteers from all across San Bernardino county who canvassed areas identified as "green count zones" the morning of January 28th, to complete the 2016 Point-In-Time- Count and Subpopulation Survey. • Special thanks to the following agencies and community organizations that contributed staff time, support and resources, and office space for planning, training and development activities to help make the 2016 Point-In-Time Count and Subpopulation Survey a success: 211-San Bernardino County Church of Latter Day Saints-Redlands Church for Whosoever-Apple Valley City of Adelanto City of Apple Valley City of Chino Community Services City of Chino Police Department City of Chino Hills City of Colton-Lawrence Hutton Community Center City of Highland City of Loma Linda City of Montclair City of Needles City of Ontario City of Rancho Cucamonga City of Rialto City of San Bernardino City of Upland Parks and Recreation City of Grand Terrace Community Action Partnership of San Bernardino County ESRI Family Assistance Program Good Shepherd Lutheran Church High Desert Outreach Center Housing Authority of The County of San Bernardino Lighthouse Social Service Centers Knowledge and Education for Your Success, Inc. Mercy House-Ontario Morongo Basin Haven New Hope Village San Bernardino County Board of Supervisors San Bernardino County-Department of Behavioral Health San Bernardino County-Probation San Bernardino County—Sheriff's HOPE Team St. Richards Episcopal Church—Skyforest United States Veterans Initiative Victor Valley Family Resource Center 1 i Water of Life Community Church/CityLink Youth Hope Foundation ■ Special thanks to all of the law enforcement agencies and officers throughout San Bernardino county for their time,knowledge,and expertise: Alma Hernandez Katryna Gonzalez Angela Pasco Karen Bell Anna Ulibarri Karyn Young-Lowe Carmen Laird Kent Paxton Caroline Reyna Lieutenant Rob McCoy Christopher Rymer Lois Levitt Claudia Benitez Nikki Hendricks Corporal Reggie Pahia Officer Cecil Smith Darryl Evey Officer Clint Walton Deanna Luttrell Officer David Hernandez Deputy Jeff Collins Officer Jennifer Ramstad Deputy Mike Jones Raushanah Walker Deputy Rocky Johnson Sergeant Keith Proctor Deputy Vince Balsitis Sergeant Manuel Gaitan Doug Story Sergeant Matt Borra Elizabeth Kirkland Sergeant Matthew Yost Gary Madden Shannon Kendall Janis Rice Sharon Green Jesse Smith Sam Matranga Judy Cannon Ted Bistarkey Judy Conner Tina Alfaro Julie Burnette Tricia Gonzales ■ Special thanks to our research consultants,the Institute for Urban Initiatives,for their expertise and guidance through the entire Point-In-Time Count and Subpopulation Survey process, including methodology development and implementation,planning coordination and guidance,and production of the final report. Joe Colletti, PhD, Executive Director Sofia Herrera, PhD, Research Director David Kim, Research Assistant Susan Washington, Research Assistant Thelma Herrera,Graphic Designer 2 Table of Contents Page Executive Summary 4 Unsheltered Persons 6 Sheltered Persons 9 Next Steps and Recommendations 11 3 I. Executive Summary There were 1,887 persons who were homeless on January 28, 2016 according to the San Bernardino 2016 Homeless Count and Survey Final Report. The previous homeless count and subpopulation survey was completed in 2015 during which 2,140 persons were counted. A comparison of the last two counts reveals that 253 fewer persons were counted in 2016 which represents a decrease of 12%. Table 1. Comparison of 2015 and 2016 Homeless Counts Sheltered Unsheltered Total 2015 Homeless Count 838 1,302 2,140 2016 Homeless Count 696 1,191 1,887 Variance: 1 142(17%) 1 111 (8.5%) 1 253 (12%) The following table provides a breakdown of the total number of sheltered and unsheltered persons counted in 2016 by jurisdiction. Table 2. Total Number of Sheltered and Unsheltered Persons by Jurisdiction Jurisdiction Sheltered Unsheltered Total Shelter Transitional Hg Adelanto 13 48 10 71 Apple Valley 6 0 39 45 Barstow 28 5 47 80 Big Bear 8 0 9 17 Bloomington 0 0 0 0 Chino 0 0 41 41 Chino Hills 0 0 0 0 Colton 0 0 50 50 Fontana 3 0 84 87 Grand Terrace 0 0 0 0 Hesperia 8 0 4 12 Highland 0 0 6 6 Joshua Tree 8 9 18 35 Lenwood 0 0 0 0 Loma Linda 0 0 17 17 Lytle Creek 0 0 0 0 Montclair 0 0 10 10 4 Jurisdiction Sheltered Unsheltered Total Shelter Transitional Hg Morongo Valley 0 0 0 0 Muscoy 0 0 0 0 Needles 0 0 7 7 Ontario 44 24 65 133 Rancho Cucamonga 0 0 11 11 Redlands 14 0 134 148 Rialto 7 0 48 55 San Bernardino 142 181 241 564 Twenty Nine Palms 0 0 32 32 Upland 0 82 82 164 Victorville 37 29 198 264 Yucaipa 0 0 10 10 Yucca Valley 0 0 28 28 Total: 318 378 1,191 1,887 Table 3 notes that more than three-fourths (76%) or 1,440 homeless adults and children were counted within six cities which include San Bernardino, Victorville, Upland, Ontario, Fontana, and Barstow. Also, these six cities had 71% of the unsheltered population as well as 84% of persons counted in shelters and transitional housing. Table 3.Jurisdictions with Largest Number of Homeless Persons Jurisdiction Sheltered Unsheltered Total Shelter Transitional Hg County 318 378 1,191 1,887 San Bernardino 142 181 241 564 Victorville 37 29 198 264 Upland 0 82 82 164 Redlands 14 0 134 148 Ontario 44 24 65 133 Fontana 3 0 84 87 Barstow 28 5 47 80 Total: 268 321 851 1,440 5 Unsheltered Persons Of the 1,887 persons counted in 2016, 1,191 or 65% were unsheltered, which is defined by the U.S. Department of Housing and Urban Development (HUD) as "An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning: (i) An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings." HUD also requires that the total number of unsheltered and sheltered adults be broken down by various subpopulations. Of the 1,191 unsheltered persons count, 1,129 were adults, 18 were unaccompanied youth under age 18, and 44 were children under age 18 in families. For a breakdown of unaccompanied youth under age 18 and families see pages 30—35. It is also important to note that HUD requires that "CoCs must collect and report on the age, gender, race, and ethnicity of persons included under each household category. The total number of people reported for each demographic characteristic must equal the total number of persons reported in the household category overall." and that "CoCs must use a statistically reliable method for estimating the demographic characteristics of people for whom data are missing to ensure a complete count. CoCs should consult the PIT Count Methodology Guide for additional guidance.i' Thus, in the tables regarding gender, ethnicity, race, and age below, extrapolation was the process used to produce estimates for missing data. 12016 Housing Inventory Count and Point-in-Time Count of Homeless Persons: Data Submission Guidance, February,2016. 6 Gender The following table provides a breakdown by gender for adults, unaccompanied youth under age 18, and children in families under age 18. HUD requires the summary to consist of men, women, and transgender. Table 4. Breakdown by Gender* Unaccompanied Children in Gender Adults Youth Under Families Under Age 18 Age 18 Men 812 71.9 12 66.7 18 40.9 Women 316 28.0 6 33.3 26 59.1 Transgender 1 00.1 0 0.0 - - Total: 1,129 100 18 100 44 100 *Gender was not recorded for 45 of the 1,129 adults, 0 of the 18 unaccompanied youth under age 18, and one of the 44 children in families under age 18.Extrapolation was the process used to produce estimates for missing data. Ethnicity Table 5 offers a breakdown by ethnicity. HUD requires the summary to consist of Hispanics or Latinos and non-Hispanics or Latinos. Table 5. Breakdown by Ethnicity* Unaccompanied Children in Ethnicity Adults Youth Under Families Under Age 18 Age 18 Hispanic or Latino 309 27.4 6 33.3 15 34.1 Non-Hispanic or Latino 820 72.6 12 66.7 29 65.9 Total: 1 1,129 100 1 18 100 44 100 *Ethnicity was not recorded for 129 of the 1,129 adults, 0 of the 18 unaccompanied youth under age 18, and 0 of the 44 children in families under age 18. Extrapolation was the process used to produce estimates for missing data. Race Table 6 provides a breakdown by race. It is important to note that instructions from HUD were to include Hispanics or Latinos in the race categories listed below because the designation "Hispanic or Latino" does not denote race. 7 Table 6. Breakdown by Race* Unaccompanied Children in Race Adults Youth Under Families Under Age 18 Age 18 American Indian or Alaska Native 47 4.2 0 0.0 8 16.7 Asian 19 1.7 0 0.0 0 0.0 Black or African American 209 18.5 3 16.7 10 23.3 Native Hawaiian or Other Pacific Islander 8 0.7 0 0.0 0 0.0 White 786 69.6 15 83.3 13 30.0 Multiple Races 60 5.3 0 0.0 13 30.0 Total: 1,129 100 18 100 44 100 *Race was not recorded for 300 of the 1,129 adults, five of the 18 unaccompanied youth under age 18, and 14 of the 44 children in families under age 18. Extrapolation was the process used to produce estimates for missing data. Age The next table offers a breakdown by age for adults. Table 7. Breakdown by Age for Adults* 2016 Youth Ages 18-24 105 9.3 Adults Age 25 - 61 923 81.8 Seniors Age 62+ 101 8.9 Total: 1129 100 *Age was not recorded for 108 of the 1,129 adults. Extrapolation was the process used to produce estimates for missing data. Other Subpopulations Table 8 provides a breakdown of other subpopulations for adults including youth ages 18 —24. For a separate breakdown of youth ages 18 — 24 and unaccompanied youth under age 18 see pages. I 8 I Table 8. Breakdown by Subpopulations 2016 Chronically Homeless Adults 360 31.9 Families including Chronically Homeless Families* 22 2.4** Persons w/HIV/AIDS 26 2.3 Persons w/ Mental Health Problems 228 20.2 Substance Users 277 24.5 Veterans*** 92 8.2 Victims of Domestic Violence 230 20.4 Youth 18—24 105 9.3 Persons Released from Prisons&Jails 263 23.3 Persons w/Chronic Health Conditions 345 30.6 Seniors Age 62+ 101 8.9 Total: 1129 100 *Of the 22 families,eight(8)were chronically homeless. **The total number of adults in families was 27 and represent 2.4%of the total adult population of 1,129. *** 47%or 43 veterans were Chronically Homeless Individuals Sheltered Persons Of the 1,887 persons counted in 2016, 696 persons or 36.9% were sheltered. Of these 696 persons, 318 were counted in shelters or received a motel voucher and 378 were counted in transitional housing programs. HUD states that persons living in shelters or transitional housing programs on the night of the count must be included in the homeless count and subpopulation survey. As required by HUD, the sheltered count included the number of persons and households sleeping in emergency shelters (including seasonal shelters), transitional housing, and Safe Haven programs (of which the County has none) that were listed on the Housing Inventory Chart (HIC). In addition, any persons staying in hotels or motels as a result of receiving a voucher from a social service agency were included in the sheltered count per HUD's instructions if the voucher program was listed on the HIC. HUD also requires that the total number of sheltered persons be broken down by pre- designated subpopulations. The total number of sheltered persons by the pre-designated subpopulations for 2016 are listed in the table below. 9 The HIC was submitted by the Office of Homeless Services (OHS) staff to HUD in May, 2015. Prior to the homeless count, the HIC was specifically left undated to include any new programs or exclude any programs no longer operational by OHS staff and Key Person Task Force members. A few changes were made to the HIC prior to the count. HUD encourages the use of Homeless Management Information Services (HMIS) data to generate sheltered counts and subpopulation data for programs with 100% of beds participating in HMIS. Thus, HMIS was used to gather the total number of occupied beds and the number of persons for each subpopulation. A "Data Collection Instrument" was used to collect the total number of occupied beds and the number of persons for each subpopulation for non-participating HMIS programs and for HMIS participating agencies that do not have their HMIS data complete and correct. The same questions used to collect subpopulation data through HMIS were used for the data collection instrument. Thus, sheltered count data for all sheltered programs was gathered either through a data collection sheet or HMIS. The following table provides a breakdown of the sheltered population (696 adults and children) by the subpopulations required by HUD. Table 9. Sheltered Population by Subpopulations Subpopulation Number Percent American Indian or Alaska Native 14 2% Asian 11 2% Black/African American 226 32% Chronically Homeless Families (#of families) 2 <1% Chronically Homeless Families (total persons) 4 <1% Chronically Homeless Individuals 16 2% Chronically Homeless Veteran Individuals 1 <1% Female 344 49% Hispanic/Latino 270 39% Households (total number) 423 61% Male 351 50% Multiple Races 29 4°% Native Hawaiian or Other Pacific Islander 13 2% Non-Hispanic/Latino 426 61% Number of Persons in Households 696 100°% Persons Over Age 24 373 54% Persons with HIV/AIDS 9 1% Persons with Mental Health Problems 66 9% Persons with Substance Abuse Problems 71 10% 10 Transgender 1 <11% Veterans 29 4% Victims of Domestic Violence 52 7% White 403 58% Youth Ages 18 - 24 67 10% Youth Under Age 18-Households w/only children 7 1% *There were 423 households that made up the total number of sheltered persons which was 696. Next Steps The U.S. Department of Housing and Urban Development (HUD) asked Continuums of Care (CoQ around the nation in the recently submitted 2015 Continuum of Care application if they "intend to meet the (goals and) timelines for ending homelessness as defined in Opening Doors," the federal strategic plan to prevent and end veteran homelessness by 2015, chronic homelessness by 2017, youth homelessness by 2020, family homelessness by 2020, and set a path to end all homelessness by 2020. The San Bernardino County Continuum of Care responded as follows: End Veteran Homelessness by 2015 Yes End Chronic Homelessness by 2017 Yes End Family Homelessness by 2020 Yes End Youth Homelessness by 2020 Yes Set a path to end all homelessness by 2020 Yes Section IV Subpopulation Summaries provides a breakdown of each of the following unsheltered subpopulations listed in the table above by other subpopulations: • Veterans; • Chronically homeless; • Families; • Youth ages 18—24; and • Unaccompanied Youth Under Age 18. Recommendations The following recommendations are aligned with the County of San Bernardino 10-Year Strategy to End Homelessness and are also aligned with several evidence-based and best practices that have helped achieve unprecedented decreases in the total number of homeless 11 persons, particularly among families, chronic homeless persons, and veterans, across the country since 2005. • Recommendation 1: End homelessness among veterans at the end of 2016 Homelessness among veterans has decreased significantly (31.3%) in San Bernardino County during the past year. Table 10. Comparison of Homelessness Among Veterans: 2015 and 2016 Unsheltered Sheltered Total # % # % # % 2015 145 82.4 31 17.6 176 100 2016 92 76.0 29 24.0 121 100 Variance (+/-) -53 -36.6 -2 -6.5 -55 -31.3 Homelessness among veterans has decreased significantly across the country and in San Bernardino County because of the following evidence-based and best practices • The HUD-Veterans Affairs Supportive Housing (HUD-VASH) program combines Housing Choice Voucher (HCV) rental assistance for homeless Veterans with case management and clinical services provided by the Department of Veterans Affairs (VA). VA provides these services for participating Veterans at VA medical centers (VAMCs) and community-based outreach clinics; • The Department of Veterans' Affairs (VA) Supportive Services for Veteran Families (SSVF) Program is designed to assist homeless persons and very low-income households among veterans. The VA awards grants to private nonprofit organizations and consumer cooperatives in order to provide outreach, time-limited rental assistance, case management, and assistance in obtaining VA and other benefits, which may include child care, health care, housing counseling, legal, and transportation services in order to help veterans and veteran families with obtaining and/or maintaining permanent housing. As noted in this report, there were 92 unsheltered homeless veterans of which 43 or 47% were chronically homeless. The HUD-VASH voucher program should be targeted for chronically homeless veterans and their families and the SSVF Program for non-chronically homeless veterans and their families. 12 • Recommendation 2: Continue to implement a Housing First approach for chronically homeless persons and families while placing them in permanent supportive housing A Housing First approach will continue to provide homeless people with permanent supportive housing quickly and then providing services as needed. By providing housing assistance, case management and supportive services responsive to individual or family needs (time-limited or long-term) after an individual or family is housed, communities can significantly reduce the time people experience homelessness and prevent further episodes of homelessness. A central tenet of the Housing First approach is that social services to enhance individual and family well- being can be more effective when people are in their own home. Permanent Supportive Housing provides long-term affordable rental housing and a broad range of on-site and/or off-site wrap-around supportive services. The goal is to increase independent living skills of residents who pay no more than 30% of their monthly income for rent so that they are able to maintain their housing. Those persons without permanent disabling conditions may ultimately become self-sufficient while living in affordable housing and may eventually pay 100%of their rent and may or may not need supportive services. • Recommendation 3: Continue to implement a Rapid Rehousing approach primarily for non-chronically homeless persons and families Rapid re-housing is an approach that focuses resources on helping families and individuals quickly move out of homelessness and into permanent housing, which is usually affordable housing in the private market. Priority is placed on helping individuals and families move into permanent housing as rapidly as possible and providing services to help them maintain housing. Services to support rapid re-housing include housing search and landlord negotiation, short- term financial and rental assistance, and the delivery of home-based housing stabilization services, as needed. • Recommendation 4: Provide permanent housing assistance for homeless Youth ages 18- 24 Permanent housing assistance should include a Rapid Rehousing approach primarily for non- chronically homeless youth ages 18 — 24 and include permanent supportive housing with a Housing First approach for chronically homeless youth ages 18—24. • Recommendation 5: Reunify unaccompanied homeless youth under age 18 13 If safe and appropriate, focus on reunifying unaccompanied youth under age 18 with immediate family or other family supports through agencies that can assist youth such as County of San Bernardino Children and Family Services, Our House, South Coast Community Services, Victor Family Vision, EMQ, Lutheran Social Services of Southern California, County of San Bernardino Department of Behavioral Health Healthy Homes and Transitional Age Youth programs. • Recommendation 6: Encourage each city to adopt their unsheltered homeless count numbers as noted in Appendix A. Each city should be encouraged to adopt the results of the unsheltered homeless count in their jurisdiction as noted in Appendix A. 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C7 rb a � U o � c v � m a m E a m aEi m u) m c z z m a :° R c u) o V' t0 z ° z co m Q. m E m o d o c ,Q � o ._ll cL aa ¢ H U am a` ¢ y U AVAILABLE HOME TO DRAW(LOC) IDIS PR01 -Hud Grants and Program Income Report-HOME Authorized Amount(all years) 33,386,674.39 Disbursed Amount(all years) (29,099,650.24) HUD IDIS Report-Amount Available to Draw $ 4,287,024.15 Less: Balance Reporting on PRO1 -Affordable Housing Solutions (HOME 1918 Local Account$759,255.84) (72,193.41) Adjusted Amount Available to Draw $ 4,214,830.74 Active Projects/Activities -Available Balance Remaining to be Drawdown* Administration (AD) (427,280.33) 2040 Acquisition/Rehabilitation/Resale (336,314.61) 2122 Single Family/Rehab Loan Program (543,000.00) 2123 Single Family/Rehab Loan Program (669,690.00) 2124 Mobile Home Grant Repair (75,500.00) 2129 Homebuyer Assistance Program (HAP) (600,000.00) 2195 Val 9 (County of San Bernardino-Sub-recipient) (81,000.00) 2196 Val 9 (National CORE-Developer) (150,000.00) Total Active Projects/Activities (2,882,784.94) Net Available to be Disbursed $ 1,332,045.80 Active Projects/Activities Protected Balance Available to be Reprogrammed or Carry Over after 6/3012016* 2122 Single Family/Rehab Loan Program 393,000.00 2123 Single Family/Rehab Loan Program 520,000.00 2124 Mobile Home Grant Repair 65,500.00 2129 Homebuyer Assistance Program (HAP) 300,000.00 2195 Val 9 (County of San Bernardino-Sub-recipient) - 2196 Val 9 (National CORE- Developer) - Total Available to be Reprogrammed or C/O 1,278,500.00 Available Funds $ 2,610,545.80 Proiect to be Carry Over to FY 201612017* 2122 Single Family/Rehab Loan Program (393,000.00) 2129 Homebuyer Assistance Program (HAP) (300,000.00) New Proiect to be added FY 2015116 New Waterman Gardens 1 (734,000.00) (1,427,000.00) Projected HOME Funds Available for FY 2016/17 1,183,545.80 Anticipated Program Income 200,000.00 Projected HOME Funds Available for FY 2016/17 $ 1,383,545.80 FY 2016/2017 Programs/Project-Action Plan Administration (300,000.00) Infill Housing Development (1,000,000.00) Homebuyer Assistance Program (60,000.00) Home Program Total-FY 2016117 (1,360,000.00) Balance Remaining $ 23,545.80 4/6/201611:33 AM UPDATE AS OF 4/6/2016-to included Amended Budget for FY 2015116 and prior year's uncommitted funds for 2011-2014 AVAILABLE ESG TO DRAW(LOC) IDIS PR91 -Hud Grants and Program Income Report-ESG Authorized Amount(all years) 994,588.00 Net Draw Amount(all years) (670,653.53) Amount Available Remaining (as of 02/0912016) 323,934.47 FY 2015/16 ESG Awarded 280,970.00 Amount Available to Draw including FY 2015/16 ESG Awarded 604,904.47 Programs/Projects Remaining to be Expended: Regional Access Center(Original Budget$300,000;Amended Budget$400,000 per Resolution 2015-279 dated 12/22/15) (400,000.00) Time for Change Foundation$75,000 per Resolution 2015-279 (75,000.00) Central City Lutheran Mission$50,000 per Resolution 2015-279 (50,000.00) Catholic Charitites$74,933 per Resolution 2015-279 (74,933.00) Administration$4,971 per Resolution 2015-279 (4,971.00) FY 2015/16 Amended ESG Budget-Committed (604,904.00) Balance Available 0.47 FY 2016/17 ESG Fund Award (Approximate) 280,000.00 Total Projected ESG Funds Available for FY 2016/2017 280,000.47 FY 2016/2017 Proposed Budget(based on Projected Award Amount for FY 2016117) ESG-Administration (7.5% cap)- Budgeted - Total Projected ESG Funds Remaining for Other Projects/Programs 280,000.47 FY 2016/2017 Programs/Project-Action Plan Catholic Charities of Sbndo& Riverside (20,000.00) Central City Lutheran Mission (20,000.00) Community Action Partnership of Sbndo County (20,000.00) Time for Change Foundation (20,000.00) Homeless Access Center (200,000.00) ESG Program Total-FY 2016/17 (280,000.00) Balance Remaining $ 0.47 4/6/201610:55 AM a N O N C) O N Lh C C C m m m O 3 C C C O O O O O U t; U O Q Q Q m a) � L _ O- L N O O O J N N N W 'O C LL LL LPL L L L L U_ O L L L i 2 m m m m _° E U a) O a) 5 w a a a W U LO J O n CD '-='- O f O O O 00 O V co 00 O 00 O O 00 (D r- (0 Ln O O O O O O n LD n 22 V O O O M 4N M Q I C3� N O N O vi n O N QO O LO (D O V LO C3 0 6 F- N d) oa 69 EA Cf3 ffl O tD V Cn Lo W O n N 'V' Ll m M LD "(ID'- m _ n N V � N Lp m ❑ (DNiCO ro `°- U U O Ln CD O N n 0 C m v O 00 (fl LL C (0 L U N 0) 0 C O` EIT ++ W LL W ED, r 00 m o ° E a a) N E N p N -2 W N p CO Q 0 00 m = U c- -0 LL ❑ 3 N a N co a1 ° 0 C �- a 0 ° m CL m a O ❑ x O > 0 U W e r� Q 3 m ca :7 a) a) O O p LO D a m @ a m O O o a3) 0 E >° o 0 V N C -p 'x Q O O) N LO E E co c mm E -0 m Q a �' t} 0 co o > c °' > Q ' E (� p Om .O• Q m Q -O LL — m cn m c ? p o co Q p -0 O 0' co R 'p' CO Q (D E U m - M LL OL N w — > Q CD E 0 — ❑ ) d aci m a 0 i m m c0 -0 ( m 0 `° 0-1 aci (� p a) to '� m O n U EC co .a E U E p 0 OL 0 ❑ L 0 C co a m o C U a d °� m a m a) -0U_ 3 Q m '- 0 o Q o O .N � C m C co � O ~ N � ❑ a) C Q. O O Q 7 O U O O CD C� .0 _ N L U) O O N N r O m m O U In Q J Q Z Q N L}L = (n LL J LL r Date: April 7, 2016 To: Mark Scott From: Mark Persico Subject: Additional CDBG Program Ideas Mark per your request, below are additional programs that would be eligible for CBDG funding: 1. Adoption of an Unreinforced Masonry (URM) Building Ordinance Purpose: The City of San Bernardino needs to update our URM Ordinance to address public safety concerns. Overview: Draft a URM Ordinance, conduct public workshops, inspect all URM buildings in City(approximately 95), adopt URM Ordinance. Assist property owners in paying for engineering costs. Up to$20,000 per eligible building Budget: $125,000 for staff costs, consulting costs, printing and direct payment to property owners. 2. Home loan/grant program Purpose: Provide home improvement loans or grants to eligible owner-occupied single family homes. Overview: Assist eligible owners with exterior home improvements for roofing, painting, new windows, drought tolerant landscaping, etc. Budget: $100,000-$2000,000 total and up to$25,000 per eligible property 3. Mobilehome loan/grant program Purpose: Provide home improvement loans or grants to eligible owner-occupied mobilehomes. Overview: Assist eligible owners with exterior home improvements for roofing, ADA access, patio covers, carports, etc. Budget: $100,000-$2000,000 total and up to$15,000 per eligible mobilehome. Unfunded Public Works Projects Available for CDBG April 6, 2016 Pavement Rehabilitation Projects FY 16/17 FY 17/18 FY18/19 FY 19/20 Total City Wide Slurry Project $662,500 $510,000 $800,000 $1,000,000 $2,972,500 City Wide Mill & Overlay Proiect $2,250,000 $2,250,000 $1,850,000 $1,900,000 $8,250,000 City Wide Full Street $1,300,000 $800,000 $800,000 $950,000 $3,850,000 Reconstruction Proiect Total $4,212,500 $3,560,000 $3,450,000 $3,850,000 $15,072,500 Building Projects 1. 5t" Street Senior Center HVAC Replacement Proiect Cost: $200,000 (Location is a State Certified Cooling Center) 2. Rowe Library Roof Replacement Project Cost: $140,000 (Roof is over 30 years old, building 5,600 sq. ft) 3. City Wide Street Light Pole Replacement Project Cost: $1,000,000 4. Perris Hill Park Roof Replacement and Building Restoration Cost: $175,000 (Roof is past its useful life, building 2,700 sq. ft) CITY OF SAN BERNARDINO INTEROFFICE MEMORANDUM CITY MANAGER'S OFFICE TO: MARK SCOTT, CITY MANAGER FROM: BRANDON MIMS, DEPUTY DIRECTOR OF HOUSING SUBJ: CDBG FUNDING IDEAS DATE: APRIL 8, 2016 Pursuant to your request for additional CDBG projects, please review the list below and let me know if you'd like further information on any of the ideas listed. 1. City-wide ADA Curb Cut-outs 2. City-wide street paving in low/mod areas (complete street improvement,ground down to the base later and brought back up) 3. Installation of ADA compliant restrooms at all parks, senior center, aquatic centers and all types of neighborhood facilities. 4. Installation of ADA compliant doors, water faucets, walkways, counter space on the interiors of all parks, senior center, aquatic centers and all types of neighborhood facilities. 5. Installation of ornamental security fencing to improve the aesthetics/prevent theft at all parks, senior center, aquatic centers and all types of neighborhood facilities. 6. Conversion of parkways in low/mod areas to xeriscapes and other drought tolerant landscaping 7. Removal/installation of trees in low/mod residential areas to mitigate health and safety hazards 8. Citywide installation of bus stops/shelters in low/mod areas 9. Matching grants to businesses for exterior and ADA improvements 10. Financing of off-site improvements for affordable housing developers Meadowbrook Fields 179 East Rialto Ave. Replace existing Playground Equipment $70,000 Re-furnish existing Ball field Restrooms $32,000 Renovate existing Concessions Building $28,000 Replace existing Bleachers and dugout Benches $ 7,800 Replace all chain link fabric on Backstop and Dugouts $18,000 Add material and level infield playing surface $12,000 TOTAL AMOUNT $167,800 Colony Park 153 East Harwick Drive Renovate Restrooms including Security Gates $56,000 Replace existing Playground Equipment $80,000 Install Solar Powered Park Lighting $24,000 Add material and level infield playing surface at ball field $6,000 TOTAL AMOUNT $166,000 Lytle Creek Park 380 South K Street Repair Parking Lot Lighting $20,000 Repair Park Roadway Lighting $24,000 Refurnish existing Restroom Building $28,000 Type II Slurry Seal and Re-Stripe Parking Lots $48,000 Replace Playground Equipment at North Tot-Lot $90,000 TOTAL AMOUNT $210,000 La Plaza Park 685 Mt.Vernon Ave. Replace existing Playground Equipment $85,000 Renovate Existing Restrooms $55,000 Replace existing Park Benches (8) $4,400 Replace existing Picnic Tables (4) $4,000 Replace Existing Trash Receptacles (8) $3,000 TOTAL AMOUNT $151,400 Perris Hill Park 607 — 1135 Highland Ave. Renovate Restrooms at "The Corral" $58,000 Renovate Restrooms at Ficalini Field $88,000 Replace Playground Equipment at two Tot-Lots $160,000 Repair Parking Lot Lighting at Perris Hill Senior Center $18,000 Relocate electrical service to Horseshoe Facility $12,000 Replace Irrigation Pumps (2) $9,000 TOTAL AMOUNT $345,000 Dellman Heights Park 2969 North Flores St Repair existing Playground Equipment $12,000 Renovate existing Concessions Building $30,000 Renovate existing Restroom Building $44,000 Renovate existing Football Field and Running Track $24,000 Replace existing Bleachers and Dugout Benches $9,800 Add material and level infield playing surface at ball field $12,000 TOTAL AMOUNT $131,800