HomeMy WebLinkAbout07.A- City Manager DOC ID: 4423 C
CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION
Public Hearing
From: Mark Scott M/CC Meeting Date: 05/02/2016
Prepared by: Mark Scott
Dept: City Manager Ward(s): All
Subject:
Request for Council Approval of the One-Year 2016-2017 Action Plan (#4423)
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.
Motion: Discuss and Take Possible Action.
Please refer to the attached memo for the full report.
Supporting Documents:
Exhibit A - CDCAC Recommendations (PDF)
Exhibit_B_2016-17_Action Plan (PDF)
Exhibit C - Draft Action Plan 2016-2017 (DOC)
REPLACEMENT PAGES (5)
ITEM #4423
Updated: 5/2/2016 by Tanya Romo C Page 1
Mark Scott,City Manager
300 North"D"Street
San Bernardino,CA 92418-0001
(909)384-5122
CITY OF SAN BERNARDINO
CITY MANAGER'S OFFICE
- INTEROFFICE MEMORANDUM
TO: Mayor and Common Council
FROM: Mark Scott, City Manager 100
SUBJECT: CDBG and ESG Funding
DATE: April 28,2016
Staff has prepared this revised CDBG and ESG funding report, focusing on the input from the recent Council
Workshop. While the input received that day was not definitive, it did provide some insights. For instance,the
Common Council asked to have the funding more closely address the City's top priorities — public safety,
neighborhood clean-up, quality of life. As such, staff has been re-evaluating what was presented during the
public hearing and will propose some changes below. For instance, the proposal included the following
proposed CDBG funding categories.
CDBG Funds
New Regional Access Center $300,000 Would contribute to a new regional access center
Parks Capital Projects 750,000
--Misc. park lighting projects
--Perris Hill Park ADA upgrades
--Seccombe Lake Park ADA
restrooms
--Jerry Lewis Center pool filtration
--Misc.park pool covers
--Misc.comm. center roofs
Construction Trades Programs 100,000 New job training program; not yet developed
Community Development
--Demolition funds 200,000 For Code Enforcement
--Downtown/SBX rehab 250,000 To acquire and rehab a blighted building
Police Cameras 225,000 Expand surveillance cameras
Vacant to Value 400,000 Expand the Receivership program thru the City
Attorney's Office.
Veteran's Supportive Housing 350,000 Convert an existing apartment complex into
permanent supportive housing
Public Service Agencies(15%) 465,000 21 different agencies
SUBTOTAL $3,040,000
Administration $629,705
Neigh. Revitalization Staff(3) 250,000
Fair Housing 57,000
Section 108 Loan 728,376
. TOTAL CDBG Projects $4,705,081
Staff concluded that the 4 funding purposes at the bottom of the list(below the subtotal)need to be retained, but
the Council might consider changes to the other proposed projects
Possible Cuts:
All or part of the following could be reduced and made available for other projects.
• Access Center(up to$300,000)
(Note: This is not for the current Access Center. It was proposed as a City contribution to a new
regional access center.)
• Downtown/SBX Rehab(up to$250,000)
• Construction trades(up to$100,000)
• Vacant to Value(up to$400,000)
• Public Services(up to $465,000)
Possible Allocation Changes:
Staff supports these spending categories,but the Council may wish to change the specific projects.
• Parks capital projects
• Police cameras
Please note: Staff does not recommend making large cuts this year to the 15% Public Service agency funding.
However, we did include this category on the above list because some reductions might be reasonable. The
City is allowed, but not required, to provide the distribution of these funds to local agencies. During the
downturn, some cities chose to cease this type of funding in favor of funding additional Qfty projects. This
makes sense for a City in our circumstances. Some of these "third-party" programs are closely aligned with
City program priorities and some may not be.
On the other hand, because many of these agencies have come to expect these funds on an annual basis, it may
be late in May to suddenly eliminate funds they expected on July 1. As such, perhaps the Council could
consider reasonable reductions this year to programs that do not closely align to City priorities, and perhaps
eliminate new allocations. The Council could chose to give notice that this 15% CDBG source will be more
closely evaluated next year,thereby giving agencies time to adjust.
CDBG Funding Alternatives
If the Council is so inclined, the following list of alternative CDBG funding options has been prepared for
Council discussion. As indicated above, the goal was to identify program options that more closely match
Council top priorities.
1. Quality of Life Program($400,000)
This CDBG funding would allow the new Quality of Life program to expand to a 6-day per week basis.
The remainder of total program costs would continue to come from the General Fund, supplemented by
the Tire Grant($50,000)and other possible sources.
On a 6-day basis, it is estimated that the Quality of Living program would cost something approaching
the following:
• Public Works and Parks&Recreation staffing $312,000
• Police staffing 831,000
• Rear loader truck costs(incl. operator and maint.) 250.000
$1,393,000 plus landfill fees
2. Parks Projects -- Staff had identified parks upgrade projects that meet core needs (ADA roofs, pool
systems, lights). These are all very legitimate needed projects. However, if the Council prefers, the
following projects are also worthy and might address neighborhoods that have had less attention from
the City in recent history. This is not an all-inclusive list,but staff does have detail that can be provided
to explain the scope of the projects involved.
• Delmann Heights Park $131,800
• La Plaza Park 151,400
• Meadowbrook Fields 167,800
• Colony Park 166,003
At the Tuesday night Town Hall meeting conducted by the Police Department,there was a considerable
interest in restoring park programming (i.e., quality activities for youth).. Another option would be to
set aside perhaps $200,000 in matching contributions to leverage larger government or foundation
grants. Staff is unsure if HUD would approve such allocations without identifying first the grants being
sought.
3. Revitalization Strategy Areas
In discussion with City staff from different departments, the concept of Revitalization Strategy Areas
was discussed. This would allow the City to designate one or two target areas per year and concentrate
policing, code enforcement and quality-of-life programs in such a way that noticeable neighborhood
improvement could be more immediately realized. This could then incentivize private investment in
the same areas. The City could also look to perform lighting, street amenity, parks or other capital
upgrades concurrently. The Police Department and Community Development code enforcement staffs
could target substandard multi-family complexes and work with landlords to improve tenant selection
• and property maintenance.
The Police Department currently has 4 target areas where they are focusing attention. Two of those
(Downtown and the 40th Street Corridor)would be CDBG eligible.
Each ward no doubt includes multi-family areas that would benefit by such a comprehensive approach.
Using CDBG funds, the City could address 2 or 3 such areas per year and make a very noticeable
impact over a 5-year period.
The overriding philosophy behind Revitalization Strategy Areas is that concentrating improvements is
more likely to generate substantial sustainable upgrades and to leverage private investment. Doing
projects piecemeal is sometimes necessary(a failing roof, for instance, or citywide ADA upgrades), but
they are less likely to lift the entire neighborhood.
Staff is suggesting a budget of$350,000 for each Revitalization Strategy Area. This would allow us to
supplement regular budgets with funds for targeted code enforcement, additional neighborhood clean-
up, and modest streetscape or public works upgrades. Staff does not have precise estimates for this first
time effort,but, it would seem to be adequate to make noticeable change.
ESG Funding(Emereency Shelter Grants)
In addition to CDBG funding, the Council also needs to adopt the 2016 ESG funding application. The total
2016 funding allocation is $280,000. As drafted during the public hearing process, the bulk of the funding
($200,000) was to go to current City Access Center (Operated by Mercy House). Additional $20,000
allocations were proposed for 4 other agencies — Catholic Charities of San Bernardino & Riverside, Time for
Change Foundation, Central City Lutheran Mission, and Community Action Partnership of San Bernardino
County.
Council input at the Workshop suggested a need to re-evaluate the current allocation of funds, and it was clear
that a majority of the Council wishes to move the Access Center from the current Seccombe Lake Park location
in the future. Council direction,while not definitive, did suggest a desire for change.
In making this policy decision, therefore, the Council might wish to address it by working through a series of
sequential questions, for instance:
1) Does the Council wish to close the current Access Center as of June 30, or would you prefer a longer
phase-out plan? Staff feels strongly that closing the current center before identifying alternative
services would be a mistake. The Police Department, for instance, feels that having an Access Center
for referrals is fundamental to operation of the Quality of Life mission.
2) Would you prefer to leave the current Access Center in operation while an alternate location or service
delivery option is developed?
3) If you wish to leave the Access Center in operation after June 30, do you wish to have staff issue a new
Request for Proposals(RFP)to operate the facility?
4) If the Council wishes to retain the program and issue a new RFP, it will be necessary to allocate the
bulk of the$280,000 for operations. Would that be the Council's choice?
5) Or, if the Council chooses to close the Access Center on or about June 30, then the Council should
discuss how else the $280,000 should be allocated.
In this report, at this late date, staff is not able to identify metrix for evaluating past or future performance. Staff
can,however,develop evaluation criteria in the issuance of any new homeless services contracts.
Conclusion:
Staff needs Mayor and Council direction on May 2 so that staff can complete the revised CDBG and ESG
applications and submit them to HUD by the May 15 deadline. While ideally this would all have occurred
months ago, that option does not exist this year and, quite candidly, the input during the last 2 months has been
very useful and constructive.
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City of San Bernardino
Program Year 2016 Draft Action Plan, 2015-2019
Consolidated Planning Period
The One Year Action Plan explains the City of San Bernardino's
planned use of CDBG, HOME and ESG dollars for the period of July
1, 2016 through June 30, 2017.
7.A.c
DRAFT ACTION PLAN
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On December 2, 2016 fourteen people were gunned down at the Inland Regional Center as a o
result of terrorism. The SB Strong logo stands as an enduring marker of the City of San
Bernardino's resilience and the determined spirit of the community. #SBStrong. r
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Annual Action Plan 1
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City of San Bernardino v
Annual Action Plan
Program Year 2016/2017 C4
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April 2016
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City of San Bernardino a
City Manager's Office—Housing Division
201 North "E" Street, Suite 301, San Bernardino, CA 92418
(909) 384-5122
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Annual Action Plan
Table of Contents
(Page Numbers and Appendices will be added after final pagination)
Executive Summary E (AP-05)
The Process Consultation (AP-10)
Citizen Participation (AP-12) U_
Expected Resources (AP-15) w
Annual Goals and Objectives Goals Summary Information (AP-20)
Affordable Housing (AP-55) ea
Summary of Projects (AP-35 and 38) o
Geographic Distribution (AP-50) v
Public Housing (AP-60) N
Homeless and Other Special Needs Activities (AP-65)
Barriers to Affordable Housing (AP-75) ,.
Other Actions (AP-85) N
Program Specific Requirements (AP-90) to
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Appendices:
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1. CDBG Final Statement of Community Development Objectives and Projected Use of °
Funds for Fiscal Year 2016-2017 Q
2. List of Proposed Projects
3. Capital Project and Public Service Project Recommendations
4. Applications for Federal Assistance v
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5. Non-State Grantee Certifications
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Executive Summary
AP-05 Executive Summary-24 CFR 91.200(c),91.220(b)
1. Introduction
The City of San Bernardino (City) is an entitlement jurisdiction that receives federal funds from
the U.S. Department of Housing and Urban Development (HUD) to invest in local communities.
The City receives those funds under the following programs:
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• Community Development Block Grant (CDBG)
• Home Investment Partnership (HOME) _
• Emergency Solutions Grant (ESG) uL
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In order to receive funding under the above mentioned "entitlement programs" (funding
allocated directly to a City based on Congressional action) the City must submit a Consolidated
Plan (CP) explaining how it plans to use those funds. A CP may be submitted every three or five m
°
years; the City has chosen to submit its CP every five years. In addition to the longer range plan v
(CP), an Annual Action Plan (AAP) must be submitted each of the five years. This document is N
the AAP for the upcoming program year, 2016 Program Year, the City's 2016-2017 Fiscal Year.
n
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-
® 2019 CDBG, HOME and ESG Program Strategy or Consolidated Plan (CP). The success of last N
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year's projects (known as "accomplishments" in HUD reporting) will be evaluated in the 2015 M
Consolidated Action Plan Evaluation Report (CAPER). c
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Funding Decisions a
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As an entitlement community the City sets its own priorities for use of CDBG, HOME and ESG °
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 °—
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). r
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Community Development Block Grant (CDBG)
The FY 2016/2017 CDBG budget is anticipated to be $5,134,376, including a total of$2,034,376
of prior year funding. The prior year funding number includes uncommitted CDBG line of credit
balance and a projection of current year (2015/2016) funding carryover.
Activities eligible for funding under the CDBG program include acquisition of real properties,
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construction, rehabilitation or improvements to public facilities, housing related services and
activities, economic development, public services, and program planning and administration.
Eligible activities are required to meet at least one of the three CDBG program National
Objectives, which are:
1) To assist low- and moderate-income persons,
2) Aid in the prevention or elimination of slum or blight, and
3) Meet urgent community needs.
Staff evaluated each of the proposals submitted by departments to determine eligibility and =
consistency with the goals and objectives of the Consolidated Plan, City Council Goals, General
Plan, etc. and track record of successful completion of compliant projects to determine how Ui
projects should be funded. In addition, as part of the adopted Citizen Participation Process staff
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also consulted the Community Development Citizen's Advisory Committee (CDCAC) to discuss
how the proposed projects address the community's needs as identified in the 2015-2019 0
Needs Assessment conducted during the development of the CP. The table below shows the m
recommended CDBG funding allocations for the 2016 Program Year. A detailed description of v
each project is included in the Projects' Table later in the document.
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Table / 1 1 Budget
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Administration (20% cap) $620,000 N
Public Service/Non-profits (15% cap) $465,000
v4w, Section 108 Payment $728,376 N
Mandated Fair Housing Compliance $46,000 R
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Micro-enterprise Program $150,000 C
Access Center $300,000
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Arts and Stroll $250,000 a
Construction Trades Employment Program $100,000 14
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Veteran's Supportive Housing $350,000
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Police Camera Expansion Program $225,000
Pocket Park Program $50,000 x
Corridor Revitalization $250,000 w
Demolition $200,000
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Neighborhood Revitalization $250,000 E
Vacant to Value $400,000 r
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Parks Improvement Projects $750,000
CDBG Program Totals (Including Prior Year Funding) $5,134,376.00
HOME Investment Partnerships (HOME) Program
The fundamental purpose of the HOME Program is to preserve and increase the supply of
decent, safe, and sanitary affordable rental and owner-occupied housing for persons at 80% or
below the area median household income.
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The City signed an agreement with the County of San Bernardino to join the County HOME
Consortium starting in FY 2015/16 for three years. As a result, the City will not receive HOME
funds through Fiscal Year 2018. Instead, the funding is diverted to the County HOME
Consortium. Much of the City's diverted HOME funds are earmarked for the development of
Waterman Gardens, an affordable housing project owned and operated by the Housing
Authority of the County of San Bernardino (HACSB) and is located in the City of San Bernardino.
However, for FY 2015/2016 HOME Program Income is anticipated to be $450,000 and the
balance from prior year funds is anticipated to be $1,020,000. The table below shows the
recommending HOME funding allocation for the 2016 Program Year.
Table 2: c
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Administration (10% cap) $300,000 w
Waterman Gardens 1 $734,000 c
Infill Housing Development $1,000,000 to
Homebuyer Assistance Program $600,000 0
HOME Program Totals (Including Prior Year Funding) $2,634,000 �?
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Emergency Solutions Grant (ESG)
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 c
program under the McKinney-Vento Homeless Assistance Act and made major revisions to the C4
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Emergency Shelter Grant program. The HEARTH Act renamed Emergency Shelter Grant to R
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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
needs of the homeless. The ESG Interim Rule published in the Federal Register on December 5, a
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.
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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
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 a
2016/2017 by general activity and funding amount.
Budget Table 3: ESG 2016-2017
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
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Homeless Access Center 1 $200,000
ESG Program Totals (Including Prior Year Funding) 1 $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
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supported by HUD. _
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Table 4: Five Year (2015-2019) Objectives and Outcomes U.
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OUTCOME o7
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OBJECTIVE
Availability/ Affordability Sustainability
Accessibility C9
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Implementing Programs: Implementing Programs: Implementing Programs: V
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Decent Housing • Compliance with the • Neighborhood • Provide residential
American with Revitalization services on energy
Disabilities Act • Rental Assistance and water efficiency
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• Fair Housing N
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Implementing Programs: Implementing Programs: Implementing Programs: N
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• Public • Transitional housing • Energy efficient a
Suitable Living =
Environment
Facility/Infrastructure • Supportive housing lighting in parks o Improvements • Emergency motel . Code Enforcement Q
• Youth Services vouchers activities
• Senior Services • Foster community
• Health Services engagement
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Implementing Programs: Implementing Programs: Implementing Programs:
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Economic Opportunity • Employment Training • Partner with Business • Support Business W
• Job Creation Improvement Districts c
(Neighborhood E
Revitalization)
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Summary of Changes to Priority Needs
The priorities listed below were identified during the Community Needs Survey process as part
of the 2015-2019 Consolidated Plan process. As part of the adoption of this AAP staff is
recommending an amendment to the CP needs as follows:
Needs Table 5: Changes to Priority
Existing Needs Proposed New Needs
Expand Home Ownership Opportunities Create opportunities for low income residents
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to move out of poverty 5
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Fair Housing Develop collaborative partnerships (to
support fair housing goals) U_
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Improve Facilities and Infrastructure Improve Public Facilities, Rehabilitation of w
Blighted Structures and Proactive Code
Enforcement/Crime Prevention
Improve Neighborhood Conditions Eliminate Vacant Lots, Rehabilitation of m
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Blighted Structures
Planning and Administration Efficient, effective and responsive program N
management 4
Preserve and Rehabilitate Housing Eliminate Vacant Lots, Rehabilitation of
Blighted Buildings C?
Promote Economic Development Targeted Job Creation, Business Opportunities c
for Niche/Microenterprise/WBE c
Provide Supportive Services Services for the Homeless, Services for a
Veterans, Create Opportunities for Low c
Income Residents to Move out of Poverty,
Develop collaborative partnerships (to a
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Creation
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High Priorities: r
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• Preserve and rehabilitate existing single-family dwellings.
• Improve neighborhood conditions through code enforcement and neighborhood E
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revitalization.
• Expand homeownership opportunities and assist homebuyers with the purchase of a
affordable housing.
• Assist homeless and special needs populations with supportive services.
• Promote economic development and employment opportunities for low and moderate
income persons.
• Improve and expand existing community facilities and infrastructure to meet current
and future needs.
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• Eliminate identified impediments to fair housing through education, enforcement, and
testing.
• Planning and administration
Low Priorities
• Provide rental assistance and preserve existing affordable rental housing.
• Expand the affordable housing inventory through new construction.
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Evaluation of Past Performance =
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HUD requires that the City assess its performance toward achieving the CP goals. The City will
measure performance outputs and outcomes for CDBG, ESG and HOME under the Consolidated W
Annual Performance Evaluation Report (CAPER) for FY 2015/2016. Through the annual
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 m
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well as reporting on outcomes of activities and programs. �?
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Summary
Since the AAP is prepared well in advance of the announcement of the CDBG and ESG funding N
numbers staff prepares an estimate based on prior year funding. It is anticipated that the City
will continue receiving new funding under the CDBG and ESG programs for the 2016-2017 Fiscal N
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Year as follows: —°
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Program Name 2016-2017 Amount
CDBG $3,100,000 a
ESG $280,000 L
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Prior year CDBG funding totaling $2,034,376 is being included in the AAP to meet department v
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
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Only prior year HOME funding is being included in the 2016-2017 AAP. The total amount of E
that funding is $2,634,000, which includes projected Program Income (PI)from property sales.
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The total amount of ESG funding proposed is $280,000. This amount would fully allocate the
projected revenue amount, but does not include any projected carryover from the 2015-2016
Fiscal Year. It is anticipated that 2015-2016 ESG activities will fully exhaust their funding.
Citizen Participation
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The City of San Bernardino, in compliance with HUD's regulations, consulted with a variety of
local agencies and the public through the citizen participation process. The City took the
following actions:
• The Community Development Citizens Advisory Committee met on January 30, 2016 to
review proposals and make funding recommendations.
• Public hearings were conducted to receive public comments on March 7, 2016, March
21, 2016 and April 4, 2016.
• Copies of the Draft Action Plan and Analysis of Impediments were available for a 30-day
public review and comment period beginning on March 5, 2016. These documents were c
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accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the
City's Central Library. U_
• These documents were also available online in PDF format on the City's website. W
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2. Summary of public comments
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A summary of public comments will be available in the final version of the Action Plan. v
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3. Summary of comments or views not accepted and the reasons for not accepting them
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A summary of public comments will be available in the final version of the Action Plan. N
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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 3
agencies regarding the needs of the low- and moderate-income community. An outreach list U_
consisting of 258 agencies, including but not limited to the following types of agencies were W
contacted and exposed to critical housing and community development concerns:
• Non-profit service providers that cater to the needs of low- and moderate-income o
households and persons with special needs, including persons with disabilities; L)
• local churches, including church-based charities and housing programs; N
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• Schools, including partnering with the San Bernardino Unified School District to identify
the needs of homeless children; r,
• 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 =
implementing homebuyer programs and providing assistance to homeowners; a
• Housing advocates; including Inland Fair Housing and Mediation Board (IFHMB); c
• Housing consultants and specialists;
• Public agencies (such as school districts, health services, public services departments);
• Economic development and employment organizations; and o
• Community and neighborhood groups. v
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These agencies were mailed notices of the plan development process and public meetings. x
Specific agencies were also contacted to obtain data in preparation of this AAP. For example, w
the State Developmental Services Department and State Social Services Department were
m
contacted to obtain data and housing resources for persons with disabilities. The Housing E
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.
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Consultation with Homeless Service Providers
The outreach list includes homeless service agencies in the San Bernardino County Continuum
of Care. The San Bernardino County 10-Year Strategy to End Homelessness Report was also
consulted to provide information on homelessness and resources available. Several agencies
that provide housing and supportive services for the homeless and those at risk of becoming
homeless also attended the Community Workshops and Public Hearings.
Homeless Table 7: Consultation with Providers c
Agency/Group/Organization Type Services—Housing =p
Services-Children
Services-Persons with Disabilities Li
Services-homeless 0
Services-Education cn
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless W
Homeless Needs—Families with children
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Homelessness Strategy
Non-Homeless Special Needs 0
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Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan p
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. U
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of N
this AP. Iq
2 Agency/Group/Organization CATHOLIC
BERNARDINO/RIVERSIDE ti
Agency/Group/Organization Type Services-Children o
Services-Elderly Persons
Services-homeless
Services-Health
Services-Education N
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What section of the Plan was addressed by Consultation? Homeless Needs—Families with children M
Homelessness Strategy a
Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan ,
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. v
coordination? Specific agencies contacts were also Q
contacted to obtain data in preparation of
this AP.
Agency/Group/Organization SAN BERNARDINO SEXUAL ASSAULT
SERVICES,INC.
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Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
Services-Education =
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Services—Victims W
What section of the Plan was addressed by Consultation? Homelessness Strategy
Non-Homeless Special Needs m
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan E
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also y
contacted to obtain data in preparation of Q
this AP.
Agency/Group/Organization OPTION HOUSE
Agency/Group/Organization Type Services-Victims of Domestic Violence
Services-homeless
Services—Victims
What section of the Plan was addressed by Consultation? Homeless Needs—Families with children
Homelessness Strategy
Non-Homeless Special Needs
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Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan
are the anticipated outcomes of the consultation or areas for improved development process and public meetings.
coordination? Specific agencies contacts were also
contacted to obtain data in preparation of
this AP.
5 Agency/Group/Organization 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. c
6 Agency/Group/Organization CENTRAL CITY LUTHERAN MISSION
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Agency/Group/Organization Type Services—Housing 0
Services-homeless U)
Services-Health LU
Services-Education
Services-Employment cca
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless 0
Homeless Needs—Families with children m
Homelessness Needs—Veterans
Homelessness Needs—Unaccompanied U
youth r)
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.
coordination? Specific agencies contacts were also c
contacted to obtain data in preparation of N
this AP. �p
7 Agency/Group/Organization HOME OF NEIGHBORLY 0
Agency/Group/Organization Type Services-Children N
Services-Elderly Persons c
Services-homeless M
Services-Education d
c
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless O
Homeless Needs—Families with children
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 V
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. x
Agency/Group/Organization RESOURCE W
CENTER
c
Agency/Group/Organization Type Services—Housing m
Services-Children E
Services-homeless L)
Services-Education r
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless Q
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.
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g Agency/G rou p/Organ ization 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
Agency/Group/Organization Type Services-homeless =p
Services-Education c
What section of the Plan was addressed by Consultation? Homeless Needs—Chronically homeless ti
Homeless Needs—Families with children
Homelessness Needs—Veterans cn
Homelessness Needs—Unaccompanied W
youth
Homelessness Strategy M
Briefly describe how the Agency/Group/Organization was consulted.What Agencies were mailed notices of the plan (g
are the anticipated outcomes of the consultation or areas for improved development process and public meetings. In
coordination? Specific agencies contacts were also V
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 eo
CD
among the City's funded access center project and existing program providers. Throughout the
2015 program year staff has worked with current ESG providers to strategize on the use of their r_
City ESG funding; especially, considering the access center's ongoing success with rapid re- _
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 a
align their proposed services with those being offered at the access center. In addition, the
access center budget is being reduced to account for the leveraging of other agency resources. °
v
Consultation with Continuum of Care(CoC)
s
X
w
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every c
community in the region. As the largest community in the County, the City also serves as a hub aD
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 a
Strategy involves four key components:
• Homeless Prevention—Provision of preventative services will decrease the number of
households and individuals who will become homeless and require emergency shelters
and assistance.The City seeks to prevent homelessness by funding emergency
assistance for families and households at-risk of being homeless. Educating residents
about available services is a key component in reducing homelessness.
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• Homeless Outreach and Needs Assessment—The homeless require a broad spectrum
of services from transportation assistance to life skills to childcare to prescriptions. The
City works with homeless providers to identify gaps in assistance and fund these
identified gaps on an annual basis.
• Emergency Shelter and Transitional Housing—The City provides funds to service
providers offering emergency shelter, transitional housing, motel vouchers, food, and a
variety of other services which address basic subsistence needs. Based on discussions
with homeless advocates and providers, permanent housing and support services are
priorities for addressing the immediate needs of the homeless population. _
• Homeless Transition Strategy— Providing emergency services without complementary u_
0
transitional and permanent housing services creates a situation where the homeless Cn
W
remain in San Bernardino for services but are 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 permanent housing assistance m
0
through case management, life skills, rental support and job assistance for homeless v
families and individuals transitioning to permanent housing. N
v
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 N
and those at-risk of being homeless.
0
N
Local, Regional and Federal Planning Efforts
a
_
0
Table 8: Local, Regional and Federal Planning Efforts
Name of Plan Lead • Q
General Plan City/Planning Funding/programs that increase low income housing supports
Department the City's Regional Housing and Needs Assessment(RHNA)goals
Continuum of Care Continuum of Care Potential funding allocations to address homeless needs will U
(COC) Alliance complement the CoC Strategy.
10-Year Strategy to End Continuum of Care Potential funding allocations to address homeless needs will be
K
Homelessness Alliance consistent with the 10-Year Strategy to End Homelessness W
c
m
E
r
.r
r
Q
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Citizen Participation
AP-12 Participation—91.105,91.200(c)
The City of San Bernardino, in compliance with HUD's regulations, consulted with a variety of
local agencies and the public through the citizen participation process. The City took the
following actions:
• The Community Development Citizens Advisory Committee met on January 30, 2016 to
review proposals and make funding recommendations.
a�
• Public hearings were conducted to receive public comments on March 7, 2016, March E
21, 2016 and April 4, 2016.
• Copies of the Draft Action Plan and Analysis of Impediments were available for a 30-day
c�
public review and comment period beginning on March 5, 2016. These documents were co
w
accessible in hard-copy at the City Manager's office, the City Clerk's office, and at the =
City's Central Library.
C7
• These documents were also available online in PDF format on the City's website. m
0
U
The table below summarizes public comments received on the Action Plan: N
v
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ti
0
N
W
O
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Table 9: Citizen Participation 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. pf
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
Service,Rebound CDC,Victor center/intake system. IL
Valley Family Resource 6.Prioritize Housing First models. 0
Center,House of Prayer 7.Increase outreach to the chronically homeless W
Vision of Hope,Veterans
Partnering with Communities, W
Mary's Mercy Center a
Public Hearing#2 Public AI-Shifa Clinic,Anointed Public Agencies oral testimonies&CDCAC funding m
January 30,2016 Services/Nonprofits Vessel Productions INC, recommendations U
Organization Assistance League of San
M
Bernardino,Big Brothers Big N
Sisters of the Inland Empire, S
Catholic Charities of San ti
Bernardino/Riverside,Center c
for Employment
Opportunities,Central City
Lutheran Mission,Children's N
Fund INC,Community Action =
tv
Partnership,Family Service d
Agency of San Bernardino, C
Friends of the C.I.D.,Gang ,
Reduction Intervention Team,
Q
GRID Alternatives,Highland
Senior Center,Inland 16
Congregations United for
Change,Inland Fair Housing U
and Mediation Board,Inland
Valley Drug and Alcohol
Recovery Service,Legal Aid K
LU
Society,UR Intellect Academy
of the Arts,Mary's Mercy
d
Center, E
Mercy House Living Centers, v
Project Fighting Chance, r
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.
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Table • Outreach
Outreach
comments ed
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. p�
Central City Lutheran Mission, 4.Educate the public on homelessness and ways to help. c
Home of the Neighborly 5.Develop partnerships and a central resource c
Service,Rebound CDC,Victor center/intake system. ILL
Valley Family Resource 6.Prioritize Housing First models. (�
Center,House of Prayer 7.Increase outreach to the chronically homeless N
W
Vision of Hope,Veterans -p
Partnering with Communities,
Mary's Mercy Center C7
Public Hearing#3 Citizens,non-profits TBD TBD m
March 7,2016 public service Summary of public comments will be available in the U
organizations and other final version of the Action Plan.
public agencies. N
r
0
N
Public Hearing#4 Citizens,non-profits TBD TBD
March 21,2016 public service Summary of public comments will be available in the c
N
organizations and other final version of the Action Plan. c
public agencies.
a
Public Hearing#3 Citizens,non-profits TBD TBD c
April 4,2016 public service Summary of public comments will be available in the C
r
organizations and other final version of the Action Plan. Q
public agencies.
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Expected Resources
AP-15 Expected Resources—91.220(c)(1,2)
The City receives funding from CDBG, ESG, and HOME as a means of benefiting its low- and
moderate-income residents. CDBG primarily focuses on projects that include: Economic
Development Programs, Human Services Programs, Neighborhood Revitalization Programs,
Public Facilities Improvements, and the Public Services Program.
• The city anticipates receiving $3,100,000 in CDBG and plans to allocate up to $2,034,376
of prior year CDBG funding. E-
• ESG focuses on rapid rehousing, temporary housing, case management, and other
ur
supportive services. The City anticipates $280,000 in ESG funds. 0
• The City will not be receiving new HOME funds in 2016/2017, however with prior year w
funds and Program Income the City anticipates having approximately $2,634,000.00 to
spend on affordable housing activities.
m
0
The City of San Bernardino will pursue a variety of public and private funds to leverage v
resources in a way that maximizes service to residents. The following section estimates the N
levels of major sources of potential funding to carry out activities that provide decent housing,
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. c
N
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DRAFT ACTION PLAN
Leveraging
The City leverages its resources with private capital in order to develop quality affordable
homes for San Bernardino residents. Additional funds to serve the needs of lower- and
moderate-income residents were derived from a variety of other sources, including:
• California Department of Education
• Catholic Healthcare West
• California Department of Justice
• Child Welfare Fund E-
• San Manuel Band of Mission Indians
• San Bernardino Unified School District 0
• Weingart Foundation w
• Arrowhead United Way c
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• Institute for Adult Education C)
• Local Fund Raising Efforts o
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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.
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DRAFT ACTION PLAN
2016-2017 Projects
AP-35 Projects—91.220(d)and AP-38 Projects Summary(Table 12)
This section outlines the specific projects the City will undertake in the upcoming fiscal year to
address the high priorities identified in the Consolidated Plan (CP). Those priority needs are
summarized in the table below.
Table 12: 2016-2017 Projects
Priority Needs (from development of 2015-2019 Consolidated Plan) compared to goals
highlighted in Action Plan and project selection.
3
U-
Priority Need Associated IDIS Project U
1. Targeted job creation Economic Development w
a
2. Services for the homeless Human Services M
3. Services for Veterans Human Services M
M
4. Business opportunities for Economic Development v
Niche/Microenterprise/WBE
5. Rehabilitation of Blighted Buildings Neighborhood Revitalization C4
6. Proactive Crime Prevention/Code Neighborhood Revitalization
Enforcement o
N
7. Eliminate Vacant Lots Neighborhood Revitalization
8. Improve Public Facilities Public Facilities and Improvements
9. Develop Collaborative Partnerships Economic Development C
10. Create opportunities for Public Service Program, Human Services r-
Low/Moderate Income residents to 2
move out of poverty. Q
M
L
Allocation Rationale
U
As an entitlement community the City sets its own priorities for use of CDBG, HOME and ESG
s
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
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facilities and infrastructure improvements within target low- and moderate-income areas.
Twelve percent (12%) of the City's allocation is reserved for administration costs and nine
percent (9%) is set aside for public services. The table below details each of the City's Project
areas and the associated activities, their funding levels and eligibility criteria.
Summary of Proposed Projects and Funding Amounts
Table 13: Summary of Proposed
City of San Bernardino B
Summary of Proposed Projects and Funding Amounts for FY 2016-2017 E
1 a
Activity#1 Arts and Stroll,$250,000
LL
Activity#2 Demolition,$200,000 U
Activity#3 Downtown Corridor and SBX Improvement Program,$250,000 to
w
Activity#4 Neighborhood Revitalization Program,$250,000 =
Activity#5 Pocket Park Program,$50,000 M
Activity#6 Vacant To Value,$400,000 U
m
Activity#7 Infill Housing Development,$1,000,0000
U
Activity#8 Waterman Gardens 1,$734,000
Target Area Citywide
Goals Supported Improve Neighborhood Conditions
Needs Addressed Rehabilitation of Blighted buildings r-
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 =
arts gallery on an ongoing basis through a partnership with a local non-profit.
a
$250,000 has been allocated to this project. c
0
:r
Downtown and SBX Corridor Revitalization Program:Acquisition and rehabilitation Q
of a dilapidated/blighted commercial building along the SBX corridor, between the
cc
Downtown area and Hospitality Lane.$250,000 has been allocated to Community p
Development for this program. '
U
y
Pocket Park Program:Vacant lot remediation through partnership with residents
and community groups interested in turning vacant lots into community assets. W
$50,000 has been allocated to Community Development for this program.
r
c
m
Demolition: Demolition of blighted properties in partnership with Code E
Enforcement.$200,000 has been allocated to Community Development for this
program. a
Neighborhood Revitalization Program:Targeted improvements of neighborhoods
citywide using two(2)Code Enforcement Officers and one(1)Customer Service
Representative. $250,000 has been allocated to this program.
Vacant to Value: Rehabilitation of single family properties when it is determined by
the City Attorney's office that the receivership process is not feasible.$400,000 has
been allocated to this program.
Infill Housing Development: Funds will be used to construct 3-4 single family homes
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on blighted lots.
Waterman Gardens 1:Construction of public housing units for low income residents.
Target Date 06/30/2017
Estimate the number An estimated 5,000 households are expected to benefit from this proposed activity.
and type of families An estimated 36 households will benefit from the demolition program.
that will benefit from
the proposed activities
Location Description Various Neighborhoods throughout the City.This project includes activities that
prevent and arrest area blight through rehabilitation, remediation,demolition,and
code enforcement.
2 c
V
Activity#1 Camera Expansion Project,$225,000
Activity#2 Parks Improvement Projects,$750,000 W
Target Area Citywide y
Goals Supported Improve facilities and infrastructure W
'a
Needs Addressed Improve Public Facilities,
ca
Funding CDBG:$975,000 U
Description This project includes activities that improve public facilities including parks, libraries, m
community centers,etc. especially those in areas of low-moderate-income. U
Target Date 06/30/2017 r>
Estimate the number Low-and moderate-income persons in the City will benefit from the proposed N CM
and type of families projects.
that will benefit from
the proposed activities N
Location Description Perris Hill Park,Jerry Lewis Community Center,Seccombe Lake Park and various
other locations for LED lighting upgrades,ADA compliance and replacement of
community center roofs. _�
Description of Project Camera Expansion Protect: a
Activities =
0
Installation of surveillance cameras at critical low/mod locations in the City with the Q
goal of reducing code related crimes in high service call areas.$225,000 has been
allocated to the Police Department for this project. L
Parks Proiects have been consolidated to one proposal with a total amount allocated U
of$750,000. B
M
• Park Lighting Projects: Installation of energy efficient LED lights at various w
parks
• Perris Hill Park Improvement: Installation of ADA compliant restrooms
Perris Hill Park
• Pool Cover Replacement: Installation of fixed pool covers at various parks
• Park Splash Pad Project: Purchase of new and improvement of old splash Q
pad systems at various parks.
• Jerry Lewis Center Pool Filtration System Replacement: Replace pool
filtration system at the Jerry Lewis Pool, located within Perris Hill Park.
• Seccombe Lake Park Improvement: Installation of ADA compliant restrooms
Seccombe Lake Park
• Community Center Roof Repair Project: Roof repair/replacement at various
community centers
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3
Activity#1 Section 108,$728,376
Target Area Citywide
Goals Supported Promote Economic Development
Needs Addressed Targeted Job Creation, Rehabilitation of Blighted Buildings, Elimination of Vacant
Lots
Funding CDBG:$728,376
Description The City's Debt Service Project includes repayment of loans,such as Section 108.
Target Date 06/30/2016
Estimate the number An estimated 475 jobs are expected to be created upon completion of the North
and type of families Arden Guthrie and Maya Cinemas projects.
that will benefit from E
the proposed activities
Location Description The project is located u_
Description of Project Section 108 loans were utilized for the acquisition of 22 blighted and socially
Activities problematic four-plex apartment dwellings in the North Arden Guthrie Area. The w
City also renegotiated a HUD Section 108 Loan for the 20-Plex movie theater
ea
(formerly known as the Cinema Star) in the amount of $9 million to repay the C9
original HUD 108 Loan of $4.6 million and provide necessary funds for new m
technology upgrades and remodeling by Maya Cinemas North America, Inc. This V
Project will include: new furniture and fixtures, carpeting, tile, counter-tops, M
paintwork, new seating, new digital projection equipment, movie screens and sound 10
equipment, correction of American with Disabilities Act deficiencies, expansion of ..
the main lobby and installation of equipment and expansion of one I-Max
auditorium. c°?
4 CO
T
Activity#1 Homeless Access Center(Rehab),$300,000 0°4
Activity#2 Veteran's Supportive Housing,$350,000
Activity#3 Central City Lutheran Mission,$20,000 0-
Activity#4 Catholic Charities of San Bernardino& Riverside Counties,$20,000 0
Activity#S 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
Target Area Citywide
Goals Supported Provide supportive services U
Needs Addressed Eliminate Vacant Lots, Rehabilitation of Blighted Buildings,Targeted Job Creation,
Funding CDBG:$650,000 x
ESG:$280,000 W
Description This project includes activities targeted at assisting the most vulnerable residents of m
the City, including homeless,veterans,AIDS and mentally ill persons. E
Target Date 06/30/2017
Estimate the number The City's 767 homeless persons are expected to benefit from this proposed activity
and type of families Q
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 1 Street, East of
H and North of Rialto and West of Waterman.
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® Description of Project Planned Activities:
Activities
Regional Access Center:Convert an existing blighted facility on the outskirts of town
_ into a regional access center where a number of Interagency Council on
Homelessness(ICH)partner services can be co-located.The City will contribute
$300,000 in CDBG funds to starting up a San Bernardino Area Regional Access
Center. Future amounts will be used for operations.
Veteran's Supportive Housing:Convert an existing blighted facility(multi-family) into
permanent supportive housing(PSH)for veterans with mental illness.$350,000 in
CDBG funds have been allocated to this program.
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San Bernardino Homeless Access Center:The City will continue to fund its Homeless c
Access Center,operated by Mercy House Living Centers.$200,000 in ESG funds are Ui
allocated to this activity. 0
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Community Action Partnership of San Bernardino County(CAPSBC):CAPSBC will
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provide Rapid-Rehousing and Homeless Prevention, and case management to the ca
homeless residents of the City.$20,000 in ESG funds is allocated to this activity. pp
O
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Catholic Charities of San Bernardino& Riverside Counties(CCSBRIV): CCSBRIV will
provide rapid-rehousing and homeless prevention to the City's homeless. $20,000 in
ESG funds is allocated to this activity.
Central City Lutheran Mission (CCLM): CCLM will provide emergency shelter and �o
other supportive services to the homeless men of San Bernardino. .$20,000 in ESG
funds is allocated to this activity. c
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Time for Change Foundation (TFCF):TFCF will provide street outreach and 14
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emergency shelter to the homeless women and children of the City.$20,000 in ESG C
funds is allocated to this activity. r
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Activity#1 Small Business Assistance Program,$150,000
Activity#2 Construction Trades Employment Program,$100,000 p`
Activity#3 Homebuyer Assistance Program,$600,000 V
Target Area Citywide
Goals Supported Promote Economic Development
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Needs Addressed Business Opportunity for Niche/Microenterprise/WBE,Create Opportunities for x
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Low Income Residents to Move out of Poverty,Targeted Job Creation r
Funding CDBG:$250,000 E
HOME:$600,000 t
Description The City's Economic Development Project includes activities that create economic
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opportunities and jobs for residents.
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Target Date 06/30/2017
Estimate the number Estimated that 2 businesses and 20 first-time homebuyer loans.
and type of families
that will benefit from
the proposed activities
Location Description
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Description of Project Small Business Assistance Program: Provide targeted training and technical
Activities assistance to businesses participating in the City's Small Business Program
Construction Trades Employment Program: Provide training to those interested in
learning construction related trades to acquire the skills necessary to compete on
union projects.
Homebuyer Assistance Program: Provide low income individuals and families first-
time homebuyer loans.
6
Activity#1 AI-Shifa Clinic,$22,500
Activity#2 Assistance League of San Bernardino,$20,000 =
Activity#3 Anointed Vessel Production,$10,000
Activity#4 Catholic Charities of San Bernardino,$15,000 u_
Activity#5 Center for Employment Opportunities(CEO),$40,000 co
Activity#6 Central City Lutheran Mission(CCLM),$15,000 W
Activity#7 Children's Fund, Inc.,$20,000
Activity#8 Community Action Partnership of San Bernardino& Riverside Counties,$30,000
Activity#9 Family Service Agency of San Bernardino,$15,000 M
Activity#10 Friends of the C.I.D.,$30,000 U
I Activity#11 Gang Reduction Intervention Team(GRIT),$15,000 M
Activity#12 Highland Senior Center,$25,000 N C4
Activity#13 Inland Congregations United for Change(ICUC),$15,000
Activity#14 Legal Aid Society,$15,000 c
Activity#15 Mary's Mercy Center,$10,000 N
Activity#16 Project Fighting Chance, $32,500 c
Activity#17 San Bernardino Sexual Assault Services,$20,000 N
Activity#18 Southern California Mountains Foundation,$40,000
Activity#19 St.John's Community Success Center,$15,000 a
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Activity#20 Time for Change Foundation,$40,000 C
Activity#21 Youth Action Project,$20,000
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Target Area Citywide
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Goals Supported Public Services, Human Services 0
Needs Addressed Public Service Program, Human Services&Economic Development
Funding CDBG:$465,000 r
Description Assistance to public service organizations including labor, materials,supplies,etc.)
for providing services that benefit low-moderate-income residents or areas of the K
City of San Bernardino. W
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.
that will benefit from Q
the proposed activities
Location Description Citywide
Description of Project AI-Shifa Clinic:This clinic provides primary medical,dental,as well as specialty care
Activities services,free of charge,to the indigent and under-served/uninsured without regard
to religion,ethnicity,gender,and/or sexuality through a network of volunteer
medical professionals.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
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underserved children.Children will receive dental services for a$20.00 service fee,
but no child is turned away due to inability to pay. Program services is sustained
through the organization's comprehensive corporate and foundation grant
programs,fund raising events,and individual donors
Catholic Charities of San Bernardino& Riverside Counties:The HOPE in the City
activity primarily emphasizes:improving the Educational, Nutritional, Physical well-
being of individuals and families,as well as the development of youth and children in
the community. Funds will be used for health, life skills,and cooking classes,as well
as summer lunches, Ken's Cafe,a Community Garden,case management,Zumba
classes,tutoring and career development.$15,000 in CDBG funds was granted to
Catholic Charities. _
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Center for Employment Opportunities(CEO): Provides immediate,effective, ti
comprehensive employment services to unemployed individuals with recent criminal N
convictions.Services include life skills education, paid transitional work, permanent w
job placement and retention services. _
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Central City Lutheran Mission: CCLM is receiving funding for a new program targeted Im
to assist low income families with necessary health and hygiene products for infants. a
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Diapers,wipes,formula, and other necessary items for parents struggling or provide
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; o
and to provide social development opportunities for abused,abandoned, neglected
or impoverished children.Children's fund was granted$20,000. o
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Community Action Partnership of San Bernardino County: CAPSBC will provide rapid M
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rehousing and eviction prevention alongside counseling services for housing as well c
as supportive services such as case management. CAPSBC received$30,000. r
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Family Service Agency of San Bernardino:This program provides professional V
counseling,family education,and supportive services to families and individuals.
Counseling services include individual/family therapy, parenting,anger
management,and domestic violence intervention support. FSASB received$15,000. U
Friends of the C.I.D.: Friends of CID is a non-profit fundraising and support x
organization for the Center for Individual Development(CID)and its Therapeutic W
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 E
received$30,000 in CDBG funds.
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Gang Reduction Intervention Team(GRIT):GRIT's mission is to provide gang Q
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.
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Inland Congregations United for Change(ICUC): ICUC operates CHORDS,an
organization that promotes positive youth development through music,arts,
performing arts, mentorship,and leadership training. ICUC received$15,000.
Legal Aid Society:This program provides legal services to low income residents.
Services include:legal advice, case strategy,and professionally prepared legal
documents to prevent unlawful evictions,foreclosure,secure restraining
orders/custody orders,and establish orders for non-parent caregivers to access
healthcare. Legal Aid Society was granted$15,000.
Mary's Mercy Center: MMC provides basic human health needs to homeless or low =_
income residents of San Bernardino.Services include showers, hygiene items, health c
care referrals,case management and transportation assistance. MMC was granted ti
$10,000.
W
Project Fighting Chance:The Fights Boxing Program provides a support system for
at-risk youth and young adults while assisting them to become positive contributing
members of the community.The program offers assistance in areas of tutoring, male M
and female life skills,support groups,child nutrition,obesity prevention and anger a
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management. Funds will help with boxing and golf equipment,as well as outreach
and community education,testing,and monitoring for weight related illnesses and N
treatment.$47,000 was contributed to this activity.
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San Bernardino Sexual Assault Services:SBSAS's mission is to provide understanding, N
and support to victims of sexual assault and domestic violence through immediate
crisis intervention,follow-up services, individual counseling, accompaniment, and N
advocacy services.This program was funded$20,000.
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Southern California Mountains Foundation:This program promotes employment =
opportunities,education and support services for youth that are low income, c
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formerly incarcerated,at-risk of committing crimes,young parents,and homeless Q
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 0
assistance;an accredited charter school to obtain a high school diploma with
teachers that work with special need populations,and a life skills transitions U
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program. UCC was granted$40,000 in CDBG funds.
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St.John's Community Success Center:The Safe Space programs provide tutoring for W
students,academic guidance for parents,career workshops, books for family m
literacy,and a variety of events to encourage leadership, healthy living,self E
confidence, responsibility and community citizenship.St.John's was granted
$15,000 in CDBG funds. r
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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
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® 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 c
City's high priority needs are met. LL
Funding CDBG:$620,000 0
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Description Administration of programs. Includes salaries,supplies, materials,and W
contractual/professional services. c
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The permanent program staff includes the following positions:
U
1. Deputy Housing Director
M
2. CDBG Coordinator(2) N
3. CDBG Program Assistant(2)
4. Financial Analyst(.80) ti
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Administration of the program is an on-going activity.
Target Date 06/30/2017 0
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Geographic Distribution
50 Geographic Distribution—91.220(f)
Cities are required to report the distribution of funding be geographic area, including the areas
of low income and minority concentration where funds are typically targeted. Staff provides an
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
will focus on the Downtown Area Focus Neighborhood, improve public facilities and a variety of U.
supportive services for low income residents.
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Table 14: Geographic Distribution
Area • • of •
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Staff is still finalizing the geographic distribution of funds. $0 v
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The City proposes to utilize its funding for the upcoming CP period to finance a variety of IV
housing, community development, economic development, and capital improvement projects.
The majority of the funding will be used to finance projects targeting low- to moderate-income N
individuals and families throughout the City, including those in special needs categories such as
abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, N
illiterate adults, and persons living with HIV/AIDS. Based on 2007-2011 CHAS data, about 59 0
percent of households in the City are considered low- or moderate-income households.
0
In addition to projects and programs available to eligible participants citywide, specific projects Q
and programs will be targeted to designated low/moderate income CDBG Benefit Service Areas.
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 v
r
low-to moderate-income. Much of the City qualifies as a CDBG Benefit Service Area. 8
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 d
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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
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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
O . . Supported
(Table 10)
Homeless (Based on 2015/2016 Homeless Access Center Accomplishments) 150 =
Non-Homeless 50
Special-Needs 50
Total 250 w
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Table 1 - One Year Goals for Affordable Housing by Support Requirement m
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Table • • . • Housing
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One • . for • ' of • • • Supported Through N
(Table
Rental Assistance 0 0
OMNI' The Production of New Units 10
Rehab of Existing Units 5 0 C,
Acquisition of Existing Units 8 M
Total 23 r_
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Table 2 - One Year Goals for Affordable Housing by Support Type Q
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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
Im
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
Consortium. Much of the City's diverted HOME funds are earmarked for the development of U.
Waterman Garden, an affordable housing project owned and operated by the Housing w
Authority of the County of San Bernardino, and is located in the City of San Bernardino. c
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Actions to encourage public housing residents to become more involved in management and o
participate in homeownership: L)
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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
assessment of one of HACSB's Public Housing communities—Maplewood Homes Community CM
(formerly known as Medical Center, 296 units)—to determine appropriate partners that could M
best serve residents based on resident input and professional analysis.
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Homeless and Other Special Needs Activities
AP-65 Homeless and Other Special Needs Activities—91.220(i)
According to the San Bernardino County 2015 Homeless Count and Subpopulation Survey, 767
adults and children in the City of San Bernardino were homeless during the Point-in-Time (PIT)
count conducted on January 22, 2015. The City receives a lot of feedback from residents and
other community members, including business owners that homelessness and panhandling are
one of the issues the City should focus on.
In addition, San Bernardino County's 10- Year Strategy to End Homelessness, which was =
recalibrated in 2013, includes a recommendation to increase the number of available
permanent supportive housing beds that serve the County's chronically homeless population. U.
San Bernardino prioritizes sustainable assistance to the homeless population which is W
effectively accomplished with a Housing First model.
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Describe the jurisdictions one-year goals and actions for reducing and ending homelessness m
including, reaching out to homeless persons (especially unsheltered persons) and assessing v
their individual needs:
N
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 c
Team works in partnership with local service providers, law enforcement, health professionals, o
city staff, and local residents and businesses to assist the homeless in securing stable housing, N
short and long-term, and achieve self-sufficiency. Service providers and community volunteers
assist the Team during "ride-along" conducted throughout the week. The Outreach Team a
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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). a
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In addition, San Bernardino County's 10- Year Strategy to End Homelessness, which was o
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 x
local "Housing First Engagement Teams" (ETs). US will identify, engage, house, and provide
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integrated supportive services to the most vulnerable, visible, and hardest-to-reach chronically
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 Y
respond to community calls and concerns for traditional street outreach and engagement Q
and/or assertive community treatment.
Addressing the emergency shelter and transitional housing needs of homeless persons
Even though the City of San Bernardino recognizes the effectiveness of the Housing First model,
it still realizes the immediate need of emergency shelter. The City funds various agencies that
address emergency shelter and transitional housing. Central City Lutheran Mission operates a
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men's shelter year round with the capacity for 70 men per night. The San Bernardino Homeless
Access Center has a motel voucher assistance program targeted at clients that are in the
process of being rapidly re-housed. Time for Change Foundation through the Sweet Dreams and
Mountain View shelters, provide women and children with shelter and supportive services. All
homeless service providers that the City funds with ESG or CDBG provide case management
services in order to ensure that all clients receive the support and assistance they need to exit
life on the streets and become stable.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were w
recently homeless from becoming homeless again
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The City of San Bernardino recognizes that homelessness is a regional issue that impacts every m
community in the region. As the largest community in the County, the City also serves as a hub L)
for service providers. The City supports the efforts of this network of agencies in ending N
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
homelessness by funding emergency assistance for families and households at-risk of being N
homeless. Educating residents about available services is a key component in reducing M
homelessness. °'
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Based on the City's discussions with homeless advocates and providers, permanent housing and a
support services are priorities for addressing the immediate needs of the homeless population.
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
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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 u
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permanent housing assistance through case management, life skills, rental support and job
assistance for homeless families and individuals transitioning to permanent housing. m
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As previously noted, many of the transitional housing programs assisted by the City include 0
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
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funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
The County's 10-Year Strategy for Ending Homelessness, recently recalibrated in 2013, includes
a recommendation to focus on discharge planning in order to prevent people from becoming
homeless when they are discharged from correctional, foster care, health care, or mental
health care systems. The McKinney-Vento Act requires that State and local governments have
policies and protocols in place to ensure that persons being discharged from a publicly-funded c
institution or system of care are not discharged immediately into homelessness. In order to
meet HUD's requirements, the 10-Year Strategy has established a Discharge Planning U_
Committee to focus on improving coordination between discharge planning agencies, local w
government, and homeless service providers in order to implement a "zero tolerance" plan that o
will prevent persons being discharged into homelessness.
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7.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
ar•
• Preserve and rehabilitate existing single-family dwellings.
• Improve neighborhood conditions through code enforcement and neighborhood
revitalization. U.
CD
• Expand homeownership opportunities and assist homebuyers with the purchase of N
w
affordable housing. _
• Assist homeless and special needs populations with supportive services. M
• Promote economic development and employment opportunities for low and moderate 00
0
income persons. �?
• Improve and expand existing community facilities and infrastructure to meet current N
and future needs. :3
• Eliminate identified impediments to fair housing through education, enforcement, and
testing.
• Planning and administration c
N
C
Low Priority cc
CL
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• Provide rental assistance and preserve existing affordable rental housing. a
• Expand the affordable housing inventory through new construction.
M
0
Actions planned to address obstacles to meeting underserved needs
As the City moves forward, it anticipates improvement due to reorganization of program staff,
increased capacity in the City's Finance Department and better goal alignment among policy w
setters. During the 2016/2017 Fiscal Year the program will hire two (2) additional CDBG C
m
Coordinators and promote existing support staff to full-time CDBG Program Assistants. In E
L
addition, a Human Services Coordinator will be added to assist with managing the City's goals r
and objectives for special needs/underserved residents.
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
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DRAFT ACTION PLAN
of housing and the promotion of home ownership opportunities in the City.
Actions planned to reduce lead-based paint hazards
Neighborhood Housing Services of Inland Empire (NHSIE) and Inland Housing Development
Corporation (IHDC), non-profit entities that administer the City's Housing Rehabilitation
Program, notify all Housing Rehabilitation Program applicants about the hazards of lead-based
paint. If applicants are low-income and have a child under the age of 6, they are referred to the
County's Lead-Based Paint Abatement Program for free lead-based paint inspections, testing
children for lead, providing information about lead, and lead-based paint abatement. Each S
household affected by the Lead-Based Paint Rule is provided with information on identifying
and controlling lead-based paint hazards. Properties not affected by the Lead Based Paint Rule U.
include the following: w
a
c
• Housing built after 1977
• Zero-bedroom units m
0
• Housing for the elderly (unless children live there) v
• Housing for the handicapped (unless children live there) N
The City has also incorporated HUD's Lead Safe Housing Rule (to protect children from the r
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
Housing Division for grant/loan programs to assist in mitigating that hazard. N
�a
a
Actions planned to reduce the number of poverty-level families =
0
The City continues to fund a robust public services program. Most years, funding is allocated at a
the maximum, 15% of the total CDBG allocation, to assist with reducing the number of families ;a
struggling with childcare concerns, preventative health services, family counseling and other
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
z
poverty, including health services, counseling, educational programs, food distribution, w
academic and vocational training, youth services, and senior services.
as
E
Actions planned to develop institutional structure
r
a
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
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Packet Pg.302
7.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
The City conducts extensive outreach to engage a wide range of non-profit agencies, groups w
and organizations to assist in the process of developing the Action Plan. The process includes: _
1. Press releases and notices circulated in the City inviting residents to participate in the o
process. v
2. E-mail notification to existing non-profit partners inviting them to participate in the plan N
process.
3. Public notices in the San Bernardino Sun advertising the Plan public comment and ti
review period, non-profit application period, and plan adoption hearing. N
4. Public application process for non-profit organizations based in the community. r
y 5. Internal application process for City departments.
6. Discussions with departments to identify funding priorities. cc
7. Discussions of funding and public meetings, including Council meeting.
a.
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Annual Action Plan 50
2016
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Packet Pg. 303
7.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
included in projects to be carried out. U.
w
1. The total amount of program income that will have been received before the
start of the next program year and that has not yet been reprogrammed. 0%
C7
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2. The amount of proceeds from section 108 loan guarantees that will be used L)
during the year to address the priority needs and specific objectives identified N
in the grantee's strategic plan. 0%
3. The amount of surplus funds from urban renewal settlements. 0% N
Awok to
4. The amount of any grant funds returned to the line of credit for which the N
planned use has not been included in a prior statement or plan. 0% a
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5. The amount of income from float-funded activities. 0%
Total Program Income: 0% a
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Other CDBG Requirements
1. The amount of urgent need activities 0% v
2. The estimated percentage of CDBG funds that will be used for activities w
that benefit persons of low and moderate income.
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Overall Benefit-A consecutive period of one, two or three years may be used
to determine that a minimum overall benefit of 70% of CDBG funds is used to
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%
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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:
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The City's Homebuyer Assistance Program (HAP) will be administered by Neighborhood w
Housing Services of the Inland Empire (NHSIE). This activity will provide down-payment
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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 o
between 5 to 10 years, depending on the amount of HOME funds provided. The maximum v
loan amount is the lesser of $24,200 or 10% of the purchase price, and will be determined N
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 c
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the HOME-assistance provided to the original homebuyer, plus 10% of the appreciation in r
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
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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 Q
homebuyers. Since the City only provides HOME assistance to develop the unit, and does
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 v
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 X
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continued affordability of the property, and enforce the resale provisions, an affordability
covenant that runs with the land is recorded against the property.
3. A description of the guidelines for resale or recapture that ensures the affordability of
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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
period will be between 5 to 10 years, depending on the amount of HOME funds provided.
The maximum loan amount is the lesser of $24,200 or 10% of the purchase price, and will
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be determined based on need. Since this activity provides a direct subsidy to the
homebuyer, the City will utilize recapture provisions per §92.253. This will allow the
original homebuyer to sell the property to any willing buyer during the period of
affordability, and the City will recapture the HOME-assistance provided to the original
homebuyer, plus 10% of the appreciation in the value of the home (10% equity-share).
Recapture provisions will be imposed and enforced through a deed of trust and affordability
covenant recorded against the property.
The City's Acquisition/Rehabilitation/Resale Program (ARR) provides loans to developers to
acquire single-family homes to be rehabilitated and sold to qualified first-time E-
homebuyers. Since the City only provides HOME assistance to develop the unit, and does
not provide HOME funds as direct subsidy to homebuyers, the resale provisions per §92.254 U_
are used. This means that if the homebuyer sells the HOME-assisted property during the w
affordability period, the property must be sold at an affordable price to another low-income
homebuyer, who will use the property as his or her principal residence. To ensure
continued affordability of the property, and enforce the resale provisions, an affordability o
covenant that runs with the land is recorded against the property. 0
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4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that :3
is rehabilitated with HOME funds along with a description of the refinancing guidelines ti
required that will be used under 24 CFR 92.206(b), are as follows: N
The City does not plan to use HOME funds to refinance existing debt secured by multifamily N
housing that is rehabilitated with HOME funds. v
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Emergency Solutions Grant(ESG)Reference 91.220(1)(4) °
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1. Include written standards for providing ESG assistance (may include as attachment) M
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In the coordination with the Homeless Provider Network and San Bernardino County v
Homeless Partnership, the City has elected to fund the San Bernardino Homeless Access Q
Center to assist with reducing the increasing number of homeless residing in the City. The x
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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.
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2. If the Continuum of Care has established centralized or coordinated assessment system
that meets HUD requirements, describe that centralized or coordinated assessment
system.
The Continuum of Care (Coca) is led by the County of San Bernardino, Department of
Behavioral Services. The Coordinated Entry System conducted a pilot phase of
development beginning July 2015 and has not been finalized. The CoC is working to
implement a coordinated assessment system and centralized waiting list. The Needs
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Assessment Committee of the CoC appointed a subcommittee to undertake this project.
Representatives from San Bernardino County Housing and Community Development
Department, HOPE Team, Catholic Charities, Veteran's Affairs, Housing Authority, and
various other providers sit on the committee.
During"the pilot phase, the Coordinated Assessment tool was available in HMIS and the
primary agencies serving populations in need of permanent supportive housing made
placements based upon that prioritization in the pilot areas (which currently exclude the
City of San Bernardino). The subcommittee is now working to overcome obstacles to placing
all clients on a centralized waiting list. As the pilot phase report is published, the
Coordinated Entry System will be implemented countywide with refinements from the pilot
phase. w
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3. Identify the process for making sub-awards and describe how the ESG allocation available c
to private nonprofit organizations (including community and faith-based organizations). M
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The City releases a Notice of Funding Availability (NOFA) and requests proposals for funding U
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, :3
2015. Staff reviews and rates the proposals and takes recommendations for funding to the ,.
Mayor and Common Council. N
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR N
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
regarding facilities and services funded under ESG. °
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The City consults with the Interagency Council on Homelessness, which has not less than
one former homeless member, in regards to funding recommendations.
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5. Describe performance standards for evaluating ESG.
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The application process and selection criteria for ESG funding has been developed by City
staff, approved by the City of San Bernardino Mayor and Common Council, in conjunction d
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with members and partners of the CoC. Outcome measures (performance standards) are
then developed for each sub recipient, based on their application, and reported through Q
HMIS. The City also reviews performance with reimbursement requests quarterly or
monthly, depending on the specific contract, and on-site monitoring visits take place at
least once a year.
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