Agenda packet — Mayor and City Council, June 21, 2023 (part 5 of 6)

RESOLUTION NO. 2023-081

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA,

APPROVING AN AMENDMENT TO THE CITY-WIDE

SALARY SCHEDULE FOR FULL-TIME, PART-TIME,

TEMPORARY AND SEASONAL POSITIONS
WHEREAS, the City of San Bernardino met and conferred in good faith with employee groups: General Unit, Middle Management, Management/Confidential, Police Safety and Police Management employees for cost of living adjustments effective the first pay period following July 1, 2023;
WHEREAS, the salary schedule includes all adopted and approved classifications and salaries;
WHEREAS, sworn employee compensation will continue to be consistent with the City of San Bernardino Police Department monthly pay rate table including the timing of the pay rates as noted in the document and incorporated into the comprehensive City-wide salary schedule; and WHEREAS, the salary schedule meets the California Public Employees’ Retirement Systems (CalPERS) pay rate reporting requirements in accordance to Government Code Section 20636 defining “Compensation Earnable” and the California Code of Regulations (CCR) Section 570.5.

BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City-wide salary schedule for all City of San Bernardino’s classifications attached hereto and incorporated herein as Exhibit “A”, is hereby approved.

SECTION 3. The Mayor and City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

SECTION 4. Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.

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Resolution No. 2023-081
Resolution 2023-081
June 21, 2023

Page 2 of 3 ends

SECTION 5. Effective Date. This Resolution shall become effective immediately.

APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 21st day of June 2023.

Helen Tran, Mayor
City of San Bernardino
Attest:

Genoveva Rocha, CMC, City Clerk
Approved as to form:

Sonia Carvalho, City Attorney
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Resolution No. 2023-081
Resolution 2023-081
June 21, 2023

Page 3 of 3 ends

CERTIFICATION

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss

CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of Resolution No. 2023-081, adopted at a regular meeting held on the 21st day of June 2023 by the following vote:

Council Members: AYES NAYS ABSTAIN ABSENT
SANCHEZ _____ _____ _______ _______
IBARRA _____ _____ _______ _______
FIGUEROA _____ _____ _______ _______
SHORETT _____ _____ _______ _______
REYNOSO _____ _____ _______ _______
CALVIN _____ _____ _______ _______
ALEXANDER _____ _____ _______ _______
WITNESS my hand and official seal of the City of San Bernardino this ___ day of ____________ 2023.

Genoveva Rocha, CMC, City Clerk
Packet Pg. 1341
ADOPTED 06/21/23
EFFECTIVE 07/01/23
CLASS
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
STEP
BOTTOM

HOURLY/

MONTHLY

NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
30011 ACCOUNTANT I (FLEX) 465 $5,001.98 MONTHLY $6,080.40 MONTHLY GENERAL 30012 ACCOUNTANT II 485 $5,527.33 MONTHLY $6,718.81 MONTHLY GENERAL 10012 ACCOUNTANT II - PAYROLL 485 $5,401.95 MONTHLY $6,566.40 MONTHLY CONFIDENTIAL 20013 ACCOUNTANT III 520 $6,575.74 MONTHLY $7,993.21 MONTHLY MIDDLE MANAGEMENT 10860 ACCOUNTING DIVISION MANAGER (U) 608 $9,976.33 MONTHLY $12,126.50 MONTHLY MANAGEMENT 30017 ACCOUNTING TECHNICIAN I (FLEX) 399 $3,599.92 MONTHLY $4,374.65 MONTHLY GENERAL 30018 ACCOUNTING TECHNICIAN II 419 $3,976.75 MONTHLY $4,833.51 MONTHLY GENERAL 30030 ACCOUNTING TECHNICIAN III 437 $4,350.27 MONTHLY $5,287.93 MONTHLY GENERAL 30709 ADMINISTRATIVE ASSISTANT 400 $3,617.65 MONTHLY $4,396.82 MONTHLY GENERAL 10081 ADMINISTRATIVE ASSISTANT TO CITY COUNCIL (U) 464 $4,864.68 MONTHLY $5,913.23 MONTHLY CONFIDENTIAL 10092 ADMINISTRATIVE ASSISTANT TO THE MAYOR I (U) 410 $3,716.48 MONTHLY $4,516.97 MONTHLY CONFIDENTIAL 10093 ADMINISTRATIVE ASSISTANT TO THE MAYOR II (U) 430 $4,106.44 MONTHLY $4,990.33 MONTHLY CONFIDENTIAL 10534 ADMINISTRATIVE CLAIMS SPECIALIST 420 $3,906.04 MONTHLY $4,747.69 MONTHLY CONFIDENTIAL 20457 ADMINISTRATIVE SERVICES SUPERVISOR 484 $5,494.91 MONTHLY $6,678.72 MONTHLY MIDDLE MANAGEMENT 10979 ADMINISTRATIVE SUPERVISOR AND EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 535 $6,931.44 MONTHLY $8,425.18 MONTHLY MANAGEMENT 09710 AGENCY DIRECTOR OF ADMINISTRATIVE SERVICES (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 09525 AGENCY DIRECTOR OF COMMUNITY, HOUSING AND ECONOMIC DEVELOPMENT (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 09760 AGENCY DIRECTOR OF PUBLIC WORKS, OPERATIONS AND MAINTENANCE (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 30140 ANIMAL CONTROL OFFICER I (FLEX) 411 $3,821.59 MONTHLY $4,645.09 MONTHLY GENERAL 30141 ANIMAL CONTROL OFFICER II 424 $4,077.61 MONTHLY $4,956.53 MONTHLY GENERAL 30092 ANIMAL LICENSE INSPECTOR 370 $3,114.46 MONTHLY $3,786.12 MONTHLY GENERAL 20320 ANIMAL SERVICES MANAGER 526 $6,775.07 MONTHLY $8,235.73 MONTHLY MIDDLE MANAGEMENT 30130 ANIMAL SERVICES REPRESENTATIVE 370 $3,114.46 MONTHLY $3,786.12 MONTHLY GENERAL 20319 ANIMAL SERVICES SUPERVISOR 478 $5,333.23 MONTHLY $6,482.71 MONTHLY MIDDLE MANAGEMENT 30119 ANIMAL SHELTER ATTENDANT 370 $3,114.46 MONTHLY $3,786.12 MONTHLY GENERAL 00300 APPRENTICE (PT) 381 $2,969.00 MONTHLY $3,608.00 MONTHLY NA 20620 AQUATICS SUPERVISOR 468 $5,073.00 MONTHLY $6,167.11 MONTHLY MIDDLE MANAGEMENT 30400 ARBORIST 452 $4,688.31 MONTHLY $5,699.13 MONTHLY GENERAL 30894 ASSESSMENT DISTRICT/REAL PROP SPECIALIST 500 $5,956.26 MONTHLY $7,239.73 MONTHLY GENERAL 10492 ASSISTANT BUILDING OFFICIAL 583 $8,806.47 MONTHLY $10,704.25 MONTHLY MANAGEMENT 30271 ASSISTANT BUYER 430 $4,201.75 MONTHLY $5,106.16 MONTHLY GENERAL 50141 ASSISTANT CHIEF OF POLICE P6 $23,765.30 MONTHLY $23,765.30 MONTHLY POLICE MANAGEMENT 10644 ASSISTANT CITY MANAGER (U) 705 $16,184.19 MONTHLY $19,669.95 MONTHLY EXECUTIVE 00212 ASSISTANT LITERACY PROGRAM COORDINATOR (PT) (GRANT FUNDED) 385 $3,029.00 MONTHLY $3,681.00 MONTHLY NA 30168 ASSISTANT PLANNER (FLEX) 486 $5,555.04 MONTHLY $6,752.06 MONTHLY GENERAL 10216 ASSISTANT TO THE CITY MANAGER (U) 580 $8,676.49 MONTHLY $10,546.10 MONTHLY MANAGEMENT 10104 ASSISTANT TO THE MAYOR I (U) 430 $4,106.44 MONTHLY $4,990.33 MONTHLY MANAGEMENT 10105 ASSISTANT TO THE MAYOR II (U) 480 $5,268.72 MONTHLY $6,403.92 MONTHLY MANAGEMENT 10106 ASSISTANT TO THE MAYOR III (U) 530 $6,761.38 MONTHLY $8,218.29 MONTHLY MANAGEMENT 10107 ASSISTANT TO THE MAYOR IV (U) 580 $8,676.49 MONTHLY $10,546.10 MONTHLY MANAGEMENT 20169 ASSOCIATE PLANNER 515 $6,414.06 MONTHLY $7,796.09 MONTHLY MIDDLE MANAGEMENT 00194 BACKGROUND INVESTIGATOR (PT) 493 $5,190.00 MONTHLY $6,308.00 MONTHLY NA 10060 BUDGET DIVISION MANAGER (U) 608 $9,976.33 MONTHLY $12,126.50 MONTHLY MANAGEMENT 10062 BUDGET OFFICER 581 $8,719.81 MONTHLY $10,598.09 MONTHLY MANAGEMENT 20250 BUILDING INSPECTION SUPERVISOR 542 $7,338.73 MONTHLY $8,920.10 MONTHLY MIDDLE MANAGEMENT 30072 BUILDING INSPECTOR I (FLEX) 460 $4,878.95 MONTHLY $5,930.77 MONTHLY GENERAL City of San Bernardino
Salary Schedule
SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 1 of 7
Packet Pg. 1342
ADOPTED 06/21/23
EFFECTIVE 07/01/23
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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MONTHLY UNIT
30073 BUILDING INSPECTOR II 487 $5,582.75 MONTHLY $6,785.31 MONTHLY GENERAL 30074 BUILDING INSPECTOR III 511 $6,292.09 MONTHLY $7,648.71 MONTHLY GENERAL 10500 BUILDING OFFICIAL (U) 613 $10,228.72 MONTHLY $12,431.96 MONTHLY MANAGEMENT 30502 BUSINESS REGISTRATION INSPECTOR 459 $4,854.57 MONTHLY $5,900.85 MONTHLY GENERAL 20263 BUSINESS REGISTRATION MANAGER 530 $6,912.39 MONTHLY $8,401.84 MONTHLY MIDDLE MANAGEMENT 30650 BUSINESS REGISTRATION REPRESENTATIVE I 419 $3,976.75 MONTHLY $4,833.51 MONTHLY GENERAL 30651 BUSINESS REGISTRATION REPRESENTATIVE II 429 $4,180.69 MONTHLY $5,080.67 MONTHLY GENERAL 20271 BUYER 460 $4,874.77 MONTHLY $5,925.69 MONTHLY MIDDLE MANAGEMENT 30292 CEMETERY CARETAKER 395 $3,527.87 MONTHLY $4,288.20 MONTHLY GENERAL 10398 CHIEF DEPUTY CITY CLERK (U) 565 $8,050.39 MONTHLY $9,785.69 MONTHLY MANAGEMENT 50280 CHIEF OF POLICE NA $28,565.57 MONTHLY $28,565.57 MONTHLY EXECUTIVE 10399 CITY CLERK (U) NA $10,590.00 MONTHLY $12,873.00 MONTHLY NA 00601 CITY COUNCIL NA $3,125.00 MONTHLY $3,125.00 MONTHLY NA 10370 CITY MANAGER (U) NA $23,750.00 MONTHLY $23,750.00 MONTHLY MANAGEMENT 10495 CIVIL ENGINEERING DIVISION MANAGER (U) 620 $10,591.59 MONTHLY $12,873.91 MONTHLY MANAGEMENT 10273 CODE ENFORCEMENT DIVISION MANAGER (U) 563 $7,970.23 MONTHLY $9,688.20 MONTHLY MANAGEMENT 30450 CODE ENFORCEMENT OFFICER I (FLEX) 441 $4,437.83 MONTHLY $5,394.33 MONTHLY GENERAL 30455 CODE ENFORCEMENT OFFICER II 472 $5,180.42 MONTHLY $6,296.53 MONTHLY GENERAL 10135 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) COORDINATOR 482 $5,321.79 MONTHLY $6,468.91 MONTHLY CONFIDENTIAL 30135 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)/HOUSING PROGRAM ASSISTANT 420 $3,996.70 MONTHLY $4,857.89 MONTHLY GENERAL 30890 COMMUNITY DEVELOPMENT TECHNICIAN 446 $4,549.77 MONTHLY $5,530.66 MONTHLY GENERAL 30120 COMMUNITY INTERVENTION PROGRAM COORDINATOR 438 $4,372.43 MONTHLY $5,314.53 MONTHLY GENERAL 10100 COMMUNITY INTERVENTION PROGRAM MANAGER (U) 600 $9,586.38 MONTHLY $11,652.05 MONTHLY MANAGEMENT 30754 COMMUNITY POLICING SPECIALIST 470 $5,128.33 MONTHLY $6,234.46 MONTHLY GENERAL 20923 COMMUNITY RECREATION MANAGER 556 $7,869.18 MONTHLY $9,564.61 MONTHLY MIDDLE MANAGEMENT 30821 COMMUNITY RECREATION PROGRAM COORDINATOR 388 $3,407.06 MONTHLY $4,141.90 MONTHLY GENERAL 20925 COMMUNITY RECREATION PROGRAM SUPERVISOR 488 $5,605.65 MONTHLY $6,813.83 MONTHLY MIDDLE MANAGEMENT 20504 COMMUNITY SERVICES CENTER SUPERVISOR 458 $4,827.15 MONTHLY $5,867.00 MONTHLY MIDDLE MANAGEMENT 30758 COMMUNITY SERVICES OFFICER 427 $4,138.57 MONTHLY $5,030.79 MONTHLY GENERAL 20781 COMMUNITY SERVICES OFFICER SUPERVISOR 480 $5,386.39 MONTHLY $6,546.94 MONTHLY MIDDLE MANAGEMENT 30990 COMMUNITY SERVICES PROGRAM COORDINATOR 438 $4,372.43 MONTHLY $5,314.53 MONTHLY GENERAL 20424 CONSTRUCTION MANAGER 585 $9,093.96 MONTHLY $11,052.95 MONTHLY MIDDLE MANAGEMENT 10072 COUNCIL ADMINISTRATIVE SUPERVISOR (U) 506 $5,998.80 MONTHLY $7,291.06 MONTHLY CONFIDENTIAL 30604 CRIME ANALYSIS SUPPORT ASSISTANT 400 $3,617.65 MONTHLY $4,396.82 MONTHLY GENERAL 30603 CRIME ANALYST 493 $5,752.33 MONTHLY $6,991.46 MONTHLY GENERAL 00605 CRIME DATA TECHNICIAN (PT) 362 $2,700.00 MONTHLY $3,282.00 MONTHLY NA 20600 CRIME FREE PROGRAM COORDINATOR 490 $5,662.13 MONTHLY $6,882.49 MONTHLY MIDDLE MANAGEMENT 30602 CRIMINAL INVESTIGATION OFFICER 493 $5,752.33 MONTHLY $6,991.46 MONTHLY GENERAL 00054 CUSTODIAL AIDE (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 20616 CUSTODIAL SUPERVISOR 477 $5,306.66 MONTHLY $6,449.49 MONTHLY MIDDLE MANAGEMENT 30621 CUSTODIAN 368 $3,083.43 MONTHLY $3,748.43 MONTHLY GENERAL 30222 CUSTOMER SERVICE REPRESENTATIVE 386 $3,373.81 MONTHLY $4,100.89 MONTHLY GENERAL 30226 CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) 396 $3,545.61 MONTHLY $4,310.37 MONTHLY GENERAL 30227 CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) (U) 396 $3,545.61 MONTHLY $4,310.37 MONTHLY GENERAL 30224 CUSTOMER SERVICE REPRESENTATIVE (U) 386 $3,373.81 MONTHLY $4,100.89 MONTHLY GENERAL 30100 DATA ANALYST 444 $4,505.44 MONTHLY $5,476.35 MONTHLY GENERAL 10650 DEPUTY CITY CLERK I (U) 490 $5,538.44 MONTHLY $6,732.13 MONTHLY CONFIDENTIAL 10654 DEPUTY CITY CLERK II (U) 530 $6,761.38 MONTHLY $8,218.29 MONTHLY MANAGEMENT 10372 DEPUTY CITY MANAGER (U) 681 $14,357.90 MONTHLY $17,452.63 MONTHLY MANAGEMENT 10066 DEPUTY DIRECTOR OF FINANCE (U) 629 $11,077.95 MONTHLY $13,465.34 MONTHLY MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 2 of 7
Packet Pg. 1343
ADOPTED 06/21/23
EFFECTIVE 07/01/23
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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NEW TOP STEP TOP HOURLY/

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10720 DEPUTY DIRECTOR OF HOUSING AND HOMELESSNESS (U) 629 $11,077.95 MONTHLY $13,465.34 MONTHLY MANAGEMENT 10610 DEPUTY DIRECTOR OF HUMAN RESOURCES (U) 629 $11,077.95 MONTHLY $13,465.34 MONTHLY MANAGEMENT 10638 DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY (U) 629 $11,077.95 MONTHLY $13,465.34 MONTHLY MANAGEMENT 10830 DEPUTY DIRECTOR OF OPERATIONS (U) 629 $11,077.95 MONTHLY $13,465.34 MONTHLY MANAGEMENT 10732 DEPUTY DIRECTOR OF PARKS/REC/COMM SVCS (U) 612 $10,177.81 MONTHLY $12,370.22 MONTHLY MANAGEMENT 10803 DEPUTY DIRECTOR OF PUBLIC WORKS/CITY ENGINEER (U) 678 $14,144.51 MONTHLY $17,192.66 MONTHLY MANAGEMENT 10802 DEPUTY DIRECTOR/CITY PLANNER (U) 662 $13,060.22 MONTHLY $15,874.39 MONTHLY MANAGEMENT 10400 DEPUTY LIBRARY DIRECTOR (U) 575 $8,462.01 MONTHLY $10,286.13 MONTHLY MANAGEMENT 40466 DETECTIVE/CORPORAL P2 $8,746.90 MONTHLY $11,471.16 MONTHLY POLICE SAFETY 10685 DIRECTOR OF ANIMAL SERVICES (U) 630 $11,133.20 MONTHLY $13,532.50 MONTHLY EXECUTIVE 10520 DIRECTOR OF COMMUNITY AND ECONOMIC DEVELOPMENT (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 10711 DIRECTOR OF FINANCE (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 10665 DIRECTOR OF HUMAN RESOURCES (U) 660 $12,930.24 MONTHLY $15,716.25 MONTHLY EXECUTIVE 10625 DIRECTOR OF INFORMATION TECHNOLOGY (U) 660 $12,930.24 MONTHLY $15,716.25 MONTHLY EXECUTIVE 10731 DIRECTOR OF PARKS/REC/COMMUNITY SERVICES (U) 662 $13,060.22 MONTHLY $15,874.39 MONTHLY EXECUTIVE 10753 DIRECTOR OF PUBLIC WORKS (U) 692 $15,168.14 MONTHLY $18,436.18 MONTHLY EXECUTIVE 20200 DISADVANTAGED BUSINESS ENTERPRISE (DBE) SPECIALIST 560 $8,027.54 MONTHLY $9,757.29 MONTHLY MIDDLE MANAGEMENT 10140 DIVERSITY, EQUITY & INCLUSION OFFICER (U) 590 $9,119.52 MONTHLY $11,085.54 MONTHLY MANAGEMENT 10125 ECONOMIC DEVELOPMENT DIVISION MANAGER (U) 600 $9,586.38 MONTHLY $11,652.05 MONTHLY MANAGEMENT 10127 ECONOMIC DEVELOPMENT PROJECT MANAGER 560 $7,852.17 MONTHLY $9,544.13 MONTHLY MANAGEMENT 10120 ECONOMIC DEVELOPMENT SPECIALIST 500 $5,821.15 MONTHLY $7,075.51 MONTHLY CONFIDENTIAL 30831 ELECTRICIAN I (FLEX) 445 $4,527.60 MONTHLY $5,502.95 MONTHLY GENERAL 30841 ELECTRICIAN II 465 $5,001.98 MONTHLY $6,080.40 MONTHLY GENERAL 10367 EMERGENCY OPERATIONS MANAGER 565 $8,050.39 MONTHLY $9,785.69 MONTHLY MANAGEMENT 30432 ENGINEERING ASSISTANT I (FLEX) 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 30434 ENGINEERING ASSISTANT II 475 $5,258.00 MONTHLY $6,391.85 MONTHLY GENERAL 30436 ENGINEERING ASSISTANT III 511 $6,292.09 MONTHLY $7,648.71 MONTHLY GENERAL 20441 ENGINEERING ASSOCIATE 532 $6,981.04 MONTHLY $8,486.00 MONTHLY MIDDLE MANAGEMENT 10180 ENGINEERING PROJECT MANAGER 590 $9,119.52 MONTHLY $11,085.54 MONTHLY MANAGEMENT 30445 ENGINEERING TECHNICIAN 446 $4,549.77 MONTHLY $5,530.66 MONTHLY GENERAL 10200 ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER 532 $6,828.53 MONTHLY $8,300.61 MONTHLY MANAGEMENT 30420 ENVIRONMENTAL PROGRAMS COORDINATOR 464 $4,977.59 MONTHLY $6,050.47 MONTHLY GENERAL 20444 ENVIRONMENTAL PROJECT MANAGER 560 $8,027.54 MONTHLY $9,757.29 MONTHLY MIDDLE MANAGEMENT 20024 EQUIPMENT MAINTENANCE MANAGER 551 $7,675.38 MONTHLY $9,329.84 MONTHLY MIDDLE MANAGEMENT 20025 EQUIPMENT MAINTENANCE SUPERVISOR 523 $6,675.40 MONTHLY $8,113.91 MONTHLY MIDDLE MANAGEMENT 30921 EQUIPMENT MECHANIC I (FLEX) 431 $4,221.70 MONTHLY $5,131.65 MONTHLY GENERAL 30902 EQUIPMENT MECHANIC II 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 30943 EQUIPMENT SERVICE WORKER 408 $3,765.06 MONTHLY $4,576.37 MONTHLY GENERAL 30707 EXECUTIVE ASSISTANT 430 $4,201.75 MONTHLY $5,106.16 MONTHLY GENERAL 10707 EXECUTIVE ASSISTANT (U) 430 $4,106.44 MONTHLY $4,990.33 MONTHLY CONFIDENTIAL 10982 EXECUTIVE ASSISTANT TO DIRECTOR (U) 464 $4,864.68 MONTHLY $5,913.23 MONTHLY CONFIDENTIAL 10978 EXECUTIVE ASSISTANT TO MAYOR (U) 502 $5,879.65 MONTHLY $7,147.00 MONTHLY CONFIDENTIAL 10976 EXECUTIVE ASSISTANT TO THE CITY MANAGER (U) 502 $5,879.65 MONTHLY $7,147.00 MONTHLY CONFIDENTIAL 10951 EXECUTIVE STAFF ASSISTANT TO CITY COUNCIL (U) 550 $7,469.79 MONTHLY $9,080.52 MONTHLY MANAGEMENT 00083 EXTRA RELIEF HEAVY LABORER (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 10939 FACILITIES & FLEET MAINTENANCE DIVISION MANAGER (U) 591 $9,165.01 MONTHLY $11,140.78 MONTHLY MANAGEMENT 30623 FACILITIES MAINTENANCE MECHANIC 420 $3,996.70 MONTHLY $4,857.89 MONTHLY GENERAL 20092 FACILITIES MAINTENANCE SUPERVISOR 515 $6,414.06 MONTHLY $7,796.09 MONTHLY MIDDLE MANAGEMENT 10512 FINANCIAL ANALYST 532 $6,828.53 MONTHLY $8,300.61 MONTHLY MANAGEMENT 30506 FLEET PARTS STOREKEEPER 398 $3,581.07 MONTHLY $4,353.59 MONTHLY GENERAL SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 3 of 7
Packet Pg. 1344
ADOPTED 06/21/23
EFFECTIVE 07/01/23
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
30944 FLEET PARTS TECHNICIAN 438 $4,372.43 MONTHLY $5,314.53 MONTHLY GENERAL 00259 FOOD SERVICE PROGRAM SPECIALIST (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 20060 FOOD SERVICE SUPERVISOR 478 $5,333.23 MONTHLY $6,482.71 MONTHLY MIDDLE MANAGEMENT 30165 FORENSICS SPECIALIST I (FLEX) 448 $4,596.32 MONTHLY $5,586.08 MONTHLY GENERAL 30166 FORENSICS SPECIALIST II 478 $5,337.81 MONTHLY $6,488.27 MONTHLY GENERAL 20160 FORENSICS SUPERVISOR 543 $7,375.28 MONTHLY $8,964.40 MONTHLY MIDDLE MANAGEMENT 20490 FORESTRY SUPERVISOR 542 $7,338.73 MONTHLY $8,920.10 MONTHLY MIDDLE MANAGEMENT 10624 GIS ADMINISTRATOR 580 $8,676.49 MONTHLY $10,546.10 MONTHLY CONFIDENTIAL 10623 GIS ANALYST 483 $5,347.79 MONTHLY $6,500.32 MONTHLY CONFIDENTIAL 10730 GRANT DIVISION MANAGER (U) 601 $9,634.04 MONTHLY $11,710.55 MONTHLY MANAGEMENT 10778 GRANT WRITER 506 $5,998.80 MONTHLY $7,291.06 MONTHLY CONFIDENTIAL 30133 GRANTS ANALYST 476 $5,284.61 MONTHLY $6,423.99 MONTHLY GENERAL 30136 GRANTS ASSISTANT 390 $3,441.42 MONTHLY $4,182.91 MONTHLY GENERAL 20100 GRANTS MANAGER (U) 506 $6,132.78 MONTHLY $7,453.90 MONTHLY MIDDLE MANAGEMENT 30098 GROUNDWORKER ARBORIST 392 $3,475.78 MONTHLY $4,225.02 MONTHLY GENERAL 30516 HAZMAT TECHNICIAN 452 $4,688.31 MONTHLY $5,699.13 MONTHLY GENERAL 10700 HOMELESS SERVICES COORDINATOR 556 $7,697.27 MONTHLY $9,355.66 MONTHLY MANAGEMENT 10121 HOUSING COMPLIANCE SPECIALIST 500 $5,821.15 MONTHLY $7,075.51 MONTHLY MANAGEMENT 10129 HOUSING DIVISION MANAGER (U) 601 $9,634.04 MONTHLY $11,710.55 MONTHLY MANAGEMENT 10657 HUMAN RESOURCES ANALYST 518 $6,368.17 MONTHLY $7,740.59 MONTHLY CONFIDENTIAL 10683 HUMAN RESOURCES ANALYST I 500 $5,821.15 MONTHLY $7,075.51 MONTHLY CONFIDENTIAL 10684 HUMAN RESOURCES ANALYST II 518 $6,368.17 MONTHLY $7,740.59 MONTHLY CONFIDENTIAL 10682 HUMAN RESOURCES ANALYST TRAINEE 476 $5,164.73 MONTHLY $6,278.27 MONTHLY CONFIDENTIAL 10672 HUMAN RESOURCES DIVISION MANAGER (U) 590 $9,119.52 MONTHLY $11,085.54 MONTHLY MANAGEMENT 10673 HUMAN RESOURCES GENERALIST 490 $5,538.44 MONTHLY $6,732.13 MONTHLY CONFIDENTIAL 30207 HUMAN RESOURCES TECHNICIAN 418 $3,956.80 MONTHLY $4,810.23 MONTHLY GENERAL 30101 HVAC MECHANIC 460 $4,878.95 MONTHLY $5,930.77 MONTHLY GENERAL 10627 INFORMATION TECHNOLOGY ANALYST I (FLEX) 498 $5,763.74 MONTHLY $7,006.18 MONTHLY CONFIDENTIAL 10626 INFORMATION TECHNOLOGY ANALYST II 520 $6,432.08 MONTHLY $7,818.59 MONTHLY CONFIDENTIAL 10637 INFORMATION TECHNOLOGY MANAGER 599 $9,538.72 MONTHLY $11,593.56 MONTHLY MANAGEMENT 10631 INFORMATION TECHNOLOGY OPERATIONS SUPERVISOR 530 $6,761.38 MONTHLY $8,218.29 MONTHLY CONFIDENTIAL 10388 INFORMATION TECHNOLOGY TECHNICIAN I (FLEX) 430 $4,106.44 MONTHLY $4,990.33 MONTHLY CONFIDENTIAL 30638 LANDSCAPE & IRRIGATION INSPECTOR I (FLEX) 447 $4,573.05 MONTHLY $5,558.37 MONTHLY GENERAL 30639 LANDSCAPE & IRRIGATION INSPECTOR II 467 $5,052.96 MONTHLY $6,141.36 MONTHLY GENERAL 00308 LAW ENFORCEMENT TRAINEE NA $34.77 HOURLY $34.77 HOURLY NA 30113 LEAD ANIMAL CONTROL OFFICER 437 $4,350.27 MONTHLY $5,287.93 MONTHLY GENERAL 30080 LEAD BUILDING INSPECTOR 526 $6,780.88 MONTHLY $8,242.79 MONTHLY GENERAL 30463 LEAD CODE ENFORCEMENT OFFICER 498 $5,897.52 MONTHLY $7,168.80 MONTHLY GENERAL 30311 LEAD CUSTODIAN 397 $3,563.34 MONTHLY $4,331.43 MONTHLY GENERAL 30932 LEAD EQUIPMENT MECHANIC 470 $5,128.33 MONTHLY $6,234.46 MONTHLY GENERAL 20170 LEAD FORENSICS SPECIALIST 516 $6,446.17 MONTHLY $7,834.85 MONTHLY MIDDLE MANAGEMENT 30490 LEAD MAINTENANCE WORKER 452 $4,688.31 MONTHLY $5,699.13 MONTHLY GENERAL 30593 LEAD PARKS CONSTRUCTION AND MAINTENANCE WORKER 471 $5,154.93 MONTHLY $6,265.49 MONTHLY GENERAL 10319 LEGAL ADMINISTRATIVE ASSISTANT (U) 497 $5,734.50 MONTHLY $6,970.44 MONTHLY CONFIDENTIAL 30335 LIBRARIAN I (FLEX) 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 30366 LIBRARIAN II 479 $5,364.41 MONTHLY $6,520.41 MONTHLY GENERAL 30341 LIBRARY ASSISTANT 370 $3,114.46 MONTHLY $3,786.12 MONTHLY GENERAL 20388 LIBRARY CIRCULATION SUPERVISOR 460 $4,874.77 MONTHLY $5,925.69 MONTHLY MIDDLE MANAGEMENT 10401 LIBRARY DIRECTOR (U) 635 $11,414.83 MONTHLY $13,873.71 MONTHLY MANAGEMENT 20385 LIBRARY NETWORK ADMINISTRATOR 492 $5,718.61 MONTHLY $6,951.14 MONTHLY MIDDLE MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 4 of 7
Packet Pg. 1345
ADOPTED 06/21/23
EFFECTIVE 07/01/23
CLASS
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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BOTTOM

HOURLY/

MONTHLY

NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
30380 LIBRARY NETWORK TECHNICIAN 422 $4,036.60 MONTHLY $4,906.66 MONTHLY GENERAL 00361 LIBRARY PAGE (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 20387 LIBRARY PROGRAM COORDINATOR 450 $4,637.79 MONTHLY $5,637.77 MONTHLY MIDDLE MANAGEMENT 30391 LIBRARY TECHNICIAN I (FLEX) 380 $3,274.06 MONTHLY $3,980.08 MONTHLY GENERAL 30392 LIBRARY TECHNICIAN II 402 $3,653.12 MONTHLY $4,441.15 MONTHLY GENERAL 00133 LIFEGUARD (PT) 370 $2,810.00 MONTHLY $3,416.00 MONTHLY NA 30215 LITERACY PROGRAM COORDINATOR 470 $5,128.33 MONTHLY $6,234.46 MONTHLY GENERAL 20484 MAINTENANCE SUPERVISOR 522 $6,642.18 MONTHLY $8,072.94 MONTHLY MIDDLE MANAGEMENT 30486 MAINTENANCE WORKER I (FLEX) 393 $3,493.51 MONTHLY $4,246.08 MONTHLY GENERAL 30487 MAINTENANCE WORKER II 415 $3,898.06 MONTHLY $4,738.19 MONTHLY GENERAL 30488 MAINTENANCE WORKER III 425 $4,097.56 MONTHLY $4,980.92 MONTHLY GENERAL 10530 MANAGEMENT ANALYST I (FLEX) 476 $5,164.73 MONTHLY $6,278.27 MONTHLY MANAGEMENT 10531 MANAGEMENT ANALYST I (FLEX)(U) 476 $5,164.73 MONTHLY $6,278.27 MONTHLY MANAGEMENT 10532 MANAGEMENT ANALYST II 506 $5,998.80 MONTHLY $7,291.06 MONTHLY MANAGEMENT 10533 MANAGEMENT ANALYST II (U) 506 $5,998.80 MONTHLY $7,291.06 MONTHLY MANAGEMENT 10516 MARKETING & MEDIA SPECIALIST 476 $5,164.73 MONTHLY $6,278.27 MONTHLY CONFIDENTIAL 30515 MARKETING & PUBLIC RELATIONS SPECIALIST 461 $4,903.33 MONTHLY $5,960.70 MONTHLY GENERAL 00502 MAYOR NA $4,166.67 MONTHLY $4,166.67 MONTHLY NA
10503 MAYOR'S CHIEF OF STAFF (U) 580 $8,676.49 MONTHLY $10,546.10 MONTHLY MANAGEMENT 10190 NEIGHBORHOOD & CUSTOMER SERVICE MANAGER (U) 561 $7,891.16 MONTHLY $9,591.80 MONTHLY MANAGEMENT 10528 NETWORK SYSTEMS ADMINISTRATOR 566 $8,090.47 MONTHLY $9,834.43 MONTHLY CONFIDENTIAL 30425 NPDES INSPECTOR I (FLEX) 461 $4,903.33 MONTHLY $5,960.70 MONTHLY GENERAL 30426 NPDES INSPECTOR II 485 $5,527.33 MONTHLY $6,718.81 MONTHLY GENERAL 20555 NPDES MANAGER 525 $6,741.85 MONTHLY $8,194.75 MONTHLY MIDDLE MANAGEMENT 10868 OPERATIONS & MAINTENANCE DIVISION MANAGER (U) 591 $9,165.01 MONTHLY $11,140.78 MONTHLY MANAGEMENT 30581 PARKING ENFORCEMENT OFFICER 380 $3,274.06 MONTHLY $3,980.08 MONTHLY GENERAL 20603 PARKS AND LANDSCAPE MAINTENANCE SUPERVISOR 534 $7,050.81 MONTHLY $8,571.27 MONTHLY MIDDLE MANAGEMENT 30611 PARKS MAINTENANCE WORKER I (FLEX) 390 $3,441.42 MONTHLY $4,182.91 MONTHLY GENERAL 30622 PARKS MAINTENANCE WORKER II 421 $4,016.65 MONTHLY $4,882.27 MONTHLY GENERAL 10064 PAYROLL SUPERVISOR 521 $6,464.58 MONTHLY $7,857.58 MONTHLY MANAGEMENT 10068 PAYROLL TECHNICIAN 430 $4,106.44 MONTHLY $4,990.33 MONTHLY CONFIDENTIAL 20400 PERMIT SERVICES SUPERVISOR 494 $5,776.19 MONTHLY $7,020.91 MONTHLY MIDDLE MANAGEMENT 30691 PLANNING AIDE 456 $4,782.52 MONTHLY $5,813.29 MONTHLY GENERAL 10713 PLANNING DIVISION MANAGER (U) 594 $9,303.66 MONTHLY $11,308.68 MONTHLY MANAGEMENT 30680 PLANS EXAMINER I (FLEX) 499 $5,927.45 MONTHLY $7,204.26 MONTHLY GENERAL 30682 PLANS EXAMINER II 534 $7,056.85 MONTHLY $8,578.62 MONTHLY GENERAL 30481 PLUMBER 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 00192 POLICE CADET (PT) NA $15.50 HOURLY $17.00 HOURLY NA 00520 POLICE CALL TAKER (PT) 396 $19.85 HOURLY $24.14 HOURLY NA 50283 POLICE CAPTAIN P5 $19,412.09 MONTHLY $19,412.09 MONTHLY POLICE MANAGEMENT 20775 POLICE DISPATCH MANAGER 528 $6,843.73 MONTHLY $8,318.78 MONTHLY MIDDLE MANAGEMENT 20772 POLICE DISPATCH SUPERVISOR 498 $5,892.47 MONTHLY $7,162.66 MONTHLY MIDDLE MANAGEMENT 32767 POLICE DISPATCHER I (FLEX) 425 $4,146.40 MONTHLY $5,040.29 MONTHLY POLICE DISPATCHER 32768 POLICE DISPATCHER II 456 $4,839.53 MONTHLY $5,882.58 MONTHLY POLICE DISPATCHER 30848 POLICE FLEET MAINTENANCE EXPEDITOR 398 $3,581.07 MONTHLY $4,353.59 MONTHLY GENERAL 50402 POLICE LIEUTENANT P4 $16,494.29 MONTHLY $16,494.29 MONTHLY POLICE MANAGEMENT 40751 POLICE OFFICER P1 $7,532.62 MONTHLY $10,059.74 MONTHLY POLICE SAFETY 30218 POLICE PERSONNEL AND TRAINING TECHNICIAN 430 $4,201.75 MONTHLY $5,106.16 MONTHLY GENERAL 20765 POLICE RECORDS SUPERVISOR 464 $4,973.33 MONTHLY $6,045.29 MONTHLY MIDDLE MANAGEMENT 30219 POLICE RECORDS TECHNICIAN I (FLEX) 369 $3,098.94 MONTHLY $3,767.28 MONTHLY GENERAL SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 5 of 7
Packet Pg. 1346
ADOPTED 06/21/23
EFFECTIVE 07/01/23
CLASS
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
30220 POLICE RECORDS TECHNICIAN II 390 $3,441.42 MONTHLY $4,182.91 MONTHLY GENERAL 40332 POLICE SERGEANT P3 $9,898.35 MONTHLY $12,962.73 MONTHLY POLICE SAFETY 30585 POOL MAINTENANCE COORDINATOR 421 $4,016.65 MONTHLY $4,882.27 MONTHLY GENERAL 00331 POOL MANAGER I (PT) 421 $3,624.00 MONTHLY $4,405.00 MONTHLY NA 00333 POOL MANAGER II (PT) 443 $4,044.00 MONTHLY $4,916.00 MONTHLY NA 20019 PRINCIPAL ACCOUNTANT 550 $7,636.62 MONTHLY $9,283.33 MONTHLY MIDDLE MANAGEMENT 10182 PRINCIPAL CIVIL ENGINEER 600 $9,586.38 MONTHLY $11,652.05 MONTHLY MANAGEMENT 10243 PRINCIPAL PLANNER 580 $8,676.49 MONTHLY $10,546.10 MONTHLY MANAGEMENT 20864 PROCUREMENT CONTRACT SPECIALIST 520 $6,575.74 MONTHLY $7,993.21 MONTHLY MIDDLE MANAGEMENT 00360 PROGRAMMING/TRAFFIC ASSISTANT 400 $3,264.00 MONTHLY $3,967.00 MONTHLY NA 10132 PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U) 550 $7,469.79 MONTHLY $9,080.52 MONTHLY MANAGEMENT 10639 PROJECT MANAGER/COMMUNITY SERVICES 550 $7,469.79 MONTHLY $9,080.52 MONTHLY MANAGEMENT 20949 PROPERTY AND EVIDENCE SUPERVISOR 494 $5,776.19 MONTHLY $7,020.91 MONTHLY MIDDLE MANAGEMENT 30947 PROPERTY AND EVIDENCE TECHNICIAN I (FLEX) 411 $3,821.59 MONTHLY $4,645.09 MONTHLY GENERAL 30948 PROPERTY AND EVIDENCE TECHNICIAN II 472 $5,180.42 MONTHLY $6,296.53 MONTHLY GENERAL 10212 PUBLIC INFORMATION OFFICER (U) 593 $9,257.08 MONTHLY $11,252.35 MONTHLY MANAGEMENT 30580 PUBLIC WORKS INSPECTOR I (FLEX) 476 $5,284.61 MONTHLY $6,423.99 MONTHLY GENERAL 30583 PUBLIC WORKS INSPECTOR II 499 $5,927.45 MONTHLY $7,204.26 MONTHLY GENERAL 30584 PUBLIC WORKS INSPECTOR III 529 $6,883.95 MONTHLY $8,366.92 MONTHLY GENERAL 10900 PUBLIC WORKS SAFETY AND TRAINING OFFICER 510 $6,119.03 MONTHLY $7,438.38 MONTHLY MANAGEMENT 10863 PURCHASING DIVISION MANAGER (U) 598 $9,491.06 MONTHLY $11,536.15 MONTHLY MANAGEMENT 30770 RANGEMASTER 465 $5,001.98 MONTHLY $6,080.40 MONTHLY GENERAL 10440 REAL PROPERTY MANAGER 580 $8,676.49 MONTHLY $10,546.10 MONTHLY MANAGEMENT 10259 RECORDS MANAGEMENT SPECIALIST (U) 460 $4,768.28 MONTHLY $5,796.24 MONTHLY CONFIDENTIAL 00222 RECREATION AIDE (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 00244 RECREATION LEADER (PT) 368 $2,782.00 MONTHLY $3,382.00 MONTHLY NA 00230 RECREATION SPECIALIST (PT) 393 $3,152.00 MONTHLY $3,831.00 MONTHLY NA 00256 RECREATION SUPERVISOR (AQUATICS) (PT) 481 $4,888.00 MONTHLY $5,942.00 MONTHLY NA 30825 RECREATION THERAPIST 468 $5,077.34 MONTHLY $6,172.39 MONTHLY GENERAL 30115 REGISTERED VETERINARY TECHNICIAN 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 10690 RISK DIVISION MANAGER (U) 590 $9,119.52 MONTHLY $11,085.54 MONTHLY MANAGEMENT 10538 SAFETY OFFICER 530 $6,761.38 MONTHLY $8,218.29 MONTHLY CONFIDENTIAL 00266 SECURITY OFFICER I (PT) 371 $2,824.00 MONTHLY $3,433.00 MONTHLY NA 00265 SECURITY OFFICER II (PT) 395 $3,183.00 MONTHLY $3,869.00 MONTHLY NA 30708 SENIOR ADMINISTRATIVE ASSISTANT 420 $3,996.70 MONTHLY $4,857.89 MONTHLY GENERAL 30229 SENIOR ANIMAL SERVICES REPRESENTATIVE 390 $3,441.42 MONTHLY $4,182.91 MONTHLY GENERAL 30410 SENIOR ARBORIST 502 $6,016.12 MONTHLY $7,312.88 MONTHLY GENERAL 10154 SENIOR CIVIL ENGINEER 581 $8,719.81 MONTHLY $10,598.09 MONTHLY MANAGEMENT 30228 SENIOR CUSTOMER SERVICE REPRESENTATIVE 435 $4,307.04 MONTHLY $5,235.84 MONTHLY GENERAL 30230 SENIOR CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL) 445 $4,527.60 MONTHLY $5,502.95 MONTHLY GENERAL 30232 SENIOR CUSTOMER SERVICE REPRESENTATIVE (BILINGUAL)(U) 445 $4,527.60 MONTHLY $5,502.95 MONTHLY GENERAL 10222 SENIOR CUSTOMER SERVICE REPRESENTATIVE (U) 435 $4,209.34 MONTHLY $5,117.07 MONTHLY CONFIDENTIAL 10632 SENIOR GIS ANALYST 530 $6,761.38 MONTHLY $8,218.29 MONTHLY CONFIDENTIAL 10656 SENIOR HUMAN RESOURCES TECHNICIAN 461 $4,792.11 MONTHLY $5,825.49 MONTHLY CONFIDENTIAL 10689 SENIOR HUMAN RESOURCES/RISK ANALYST 559 $7,813.17 MONTHLY $9,496.47 MONTHLY CONFIDENTIAL 10622 SENIOR INFORMATION TECHNOLOGY ANALYST 553 $7,582.45 MONTHLY $9,217.01 MONTHLY CONFIDENTIAL 10385 SENIOR INFORMATION TECHNOLOGY TECHNICIAN 488 $5,483.19 MONTHLY $6,664.97 MONTHLY CONFIDENTIAL 00283 SENIOR LIFEGUARD (PT) 396 $3,199.00 MONTHLY $3,889.00 MONTHLY NA 10513 SENIOR MANAGEMENT ANALYST 556 $7,697.27 MONTHLY $9,355.66 MONTHLY MANAGEMENT 10514 SENIOR MANAGEMENT ANALYST (U) 556 $7,697.27 MONTHLY $9,355.66 MONTHLY MANAGEMENT SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 6 of 7
Packet Pg. 1347
ADOPTED 06/21/23
EFFECTIVE 07/01/23
CLASS
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CLASSIFICATION TITLE SALARY RANGE NEW BOTTOM
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BOTTOM

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NEW TOP STEP TOP HOURLY/

MONTHLY UNIT
10529 SENIOR NETWORK SYSTEMS ADMINISTRATOR 592 $9,211.59 MONTHLY $11,196.02 MONTHLY CONFIDENTIAL 30710 SENIOR OFFICE ASSISTANT 375 $3,193.15 MONTHLY $3,881.44 MONTHLY GENERAL 10223 SENIOR OFFICE ASSISTANT (U) 375 $3,120.72 MONTHLY $3,793.39 MONTHLY CONFIDENTIAL 20243 SENIOR PLANNER 549 $7,598.97 MONTHLY $9,236.82 MONTHLY MIDDLE MANAGEMENT 00294 SENIOR RECREATION LEADER (PT) 375 $2,881.00 MONTHLY $3,502.00 MONTHLY NA 10300 SHELTER VETERINARIAN 644 $11,938.02 MONTHLY $14,511.72 MONTHLY MANAGEMENT 30978 SOLID WASTE FIELD INSPECTOR 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 20995 STATION MANAGER 490 $5,662.13 MONTHLY $6,882.49 MONTHLY MIDDLE MANAGEMENT 00019 STUDENT INTERN (PT) 361 $2,687.00 MONTHLY $3,266.00 MONTHLY NA 20336 TECHNOLOGY LIBRARIAN 502 $6,010.96 MONTHLY $7,306.62 MONTHLY MIDDLE MANAGEMENT 10443 TRAFFIC ENGINEER 573 $8,378.60 MONTHLY $10,184.31 MONTHLY MANAGEMENT 20437 TRAFFIC ENGINEERING ASSOCIATE 532 $6,981.04 MONTHLY $8,486.00 MONTHLY MIDDLE MANAGEMENT 20438 TRAFFIC OPERATIONS AND SYSTEMS ANALYST 552 $7,714.14 MONTHLY $9,376.35 MONTHLY MIDDLE MANAGEMENT 20370 TRAFFIC SIGNAL AND LIGHTING SUPERVISOR 533 $7,016.48 MONTHLY $8,528.08 MONTHLY MIDDLE MANAGEMENT 30447 TRAFFIC SIGNAL TECHNICIAN I (FLEX) 450 $4,641.76 MONTHLY $5,642.60 MONTHLY GENERAL 30448 TRAFFIC SIGNAL TECHNICIAN II 484 $5,499.62 MONTHLY $6,684.45 MONTHLY GENERAL 30449 TRAFFIC SIGNAL TECHNICIAN III 513 $6,355.27 MONTHLY $7,725.19 MONTHLY GENERAL 30667 TREASURY ASSISTANT 399 $3,599.92 MONTHLY $4,374.65 MONTHLY GENERAL 10740 TREASURY MANAGER 598 $9,491.06 MONTHLY $11,536.15 MONTHLY MANAGEMENT 20666 TREASURY SUPERVISOR 502 $6,010.96 MONTHLY $7,306.62 MONTHLY MIDDLE MANAGEMENT 30620 VOLUNTEER COORDINATOR (GRANT FUNDED) 358 $2,933.80 MONTHLY $3,565.56 MONTHLY GENERAL 30000 WEED ABATEMENT COORDINATOR 462 $4,927.72 MONTHLY $5,990.62 MONTHLY GENERAL REVISION ADOPTED BY MCC 6/19/17 REVISION ADOPTED BY MCC 7/20/22 REVISION ADOPTED BY MCC 6/20/18 REVISION ADOPTED BY MCC 8/17/22 REVISION ADOPTED BY MCC 06/19/19 REVISION ADOPTED BY MCC 9/21/22 REVISION ADOPTED BY MCC 8/21/19 REVISION ADOPTED BY MCC 10/19/22 REVISION ADOPTED BY MCC 1/15/20 REVISION ADOPTED BY MCC 11/2/22 REVISION ADOPTED BY MCC 6/24/20 REVISION ADOPTED BY MCC 11/16/22 REVISION ADOPTED BY MCC 9/2/20 REVISION ADOPTED BY MCC 12/7/22 REVISION ADOPTED BY MCC 12/16/20 REVISION ADOPTED BY MCC 1/18/23 REVISION ADOPTED BY MCC 2/17/21
REVISION ADOPTED BY MCC 7/21/21
REVISION ADOPTED BY MCC 6/16/21
REVISION ADOPTED BY MCC 7/21/21
REVISION ADOPTED BY MCC 8/4/21
REVISION ADOPTED BY MCC 9/15/21
REVISION ADOPTED BY MCC 10/20/21
REVISION ADOPTED BY MCC 11/3/21
REVISION ADOPTED BY MCC 2/2/22
REVISION ADOPTED BY MCC 2/16/22
REVISION ADOPTED BY MCC 3/16/22
REVISION ADOPTED BY MCC 4/6/22
REVISION ADOPTED BY MCC 5/18/22
REVISION ADOPTED BY MCC 6/15/22
(U) DENOTES UNCLASSIFIED
* Part-time, seasonal, and temporary filled positions shall be paid the hourly equivalent of the salary listed in the 2023/2024 Salary Schedule and shall be provided only those benefits mandated by applicable Federal, State and/or local laws, rules or regulations.

SALARY SCHEDULE FOR FISCAL YEAR 2023/2024 7 of 7
Packet Pg. 1348

CITY OF SAN BERNARDINO POLICE DEPARTMENT
First 6 Following Third Fourth Fifth & SubJOB Months 18 Months Year Year sequent Yrs TITLE Service Service Service Service Service
Monthly Pay Rates Effective July 1, 2023:

Police Officer $7,532.62 $8,164.13 $8,796.73 $9,428.23 $10,059.74 P-1
Detective/Corporal $8,746.90 $9,428.23 $10,109.56 $10,789.83 $11,471.16 P-2
Sergeant $9,898.35 $10,664.17 $11,430.00 $12,196.91 $12,962.73 P-3
Lieutenant -- -- -- -- $15,898.11
P-4
Captain -- -- -- -- $18,710.45
P-5
Assistant Chief -- -- -- -- $22,906.31
P-6
Packet Pg. 1349

DISCUSSION
City of San Bernardino
Request for Council Action
Date: June 21, 2023
To: Honorable Mayor and City Council Members
From: Helen Tran, Mayor
Department: Mayor's Office
Subject: 2023 State of the City (All Wards)
Recommendation:

Adopt Resolution No. 2023-082 of the Mayor and City Council of the City of San Bernardino, California authorizing the Agency Director of Administrative Services to amend the FY 2022/23 operating budget in the amount of $16,000 to facilitate the 2023 San Bernardino State of the City event.

Background
The State of the City is an annual report presented by the Mayor to the residents and businesses as to the conditions and affairs of the city. Topics discussed generally include but are not limited to: city finances, housing and homelessness, workforce development and training, public safety, environment and climate change, transportation and infrastructure, real estate and development, business and economic development, and community investments and highlights.

Discussion
The San Bernardino State of the City event has not consistently taken place in recent years due to the COVID pandemic. For 2023, the State of the City will be a free event open to all residents, businesses, and visitors. To accomplish this, a budget amendment of $16,000 is being requested to facilitate the event. Soliciting sponsorships to offset the financial cost of the event was considered; however, staff recommends that sponsorships not be sought at this time until clear and transparent policies are established regarding the seeking and securing of sponsorships for a State of the City event.

The Mayor’s State of the City event will hosted by the City of San Bernardino on August 24, 2023, at 5:30 PM (date & time is subject to change) at:

The California Theatre of Performing Arts
562 W. 6th St
San Bernardino, CA 92401
Packet Pg. 1350
Tickets will be available online via Eventbrite at no charge. The California Theatre of Performing Arts seats approximately 1727 people, allowing ample space for attendees. Beverages will be available for sale by The California Theatre of Performing Arts.

The breakdown of the estimated costs for the event are as follows:

Sound & Production Rentals $3,000
Decorations & Props $4,000
Advertising $1,500
Swag Bags $2,500
Food $3,500
Performers $500
Photographer $1,000
Total $16,000
Hosting a State of the City event is important because it promotes transparency and accountability, shares important information with the community, builds community pride, attracts economic development and investment, and facilitates long-term planning. It serves as a valuable communication tool between city officials and residents, fostering a stronger and more inclusive community.

Transparency and Accountability: The State of the City address allows the Mayor or city leaders to communicate directly with the residents, providing them with a comprehensive overview of the city's progress, achievements, challenges, and plans for the future. It promotes transparency in governance and holds city officials accountable for their actions.

Information Sharing: The State of the City address is a platform for sharing important information about the city's economic development, infrastructure projects, public safety measures, educational initiatives, environmental sustainability efforts, and more.

It helps to keep residents informed about key issues and developments affecting their community.

Building Community Pride: By highlighting the city's accomplishments and showcasing its potential, the State of the City event can foster a sense of pride and unity among residents. It celebrates community achievements, recognizes outstanding individuals or organizations, and reinforces a shared vision for the future.

Economic Development and Investment: A well-executed State of the City address can also attract businesses, investors, and tourists to the city. By presenting a positive image of the city's growth and development, it can inspire confidence in potential investors and encourage economic opportunities for the community.

Packet Pg. 1351
Long-term Planning: The State of the City address provides a platform for city leaders to outline their vision and priorities for the future. It allows them to discuss long-term planning, set goals, and rally public support for key initiatives. This can help guide policy decisions and shape the city's strategic direction. 2021-2025 Strategic Targets and Goals
This action aligns with Key Target No 2c: Improved Operational & Financial Capacity - Develop and Implement a Community Engagement Plan.

Fiscal Impact
The impact to the General Fund is $16,000.

Conclusion
Adopt Resolution No. 2023-082 of the Mayor and City Council of the City of San Bernardino, California authorizing the Agency Director of Administrative Services to amend the FY 2022/23 operating budget in the amount of $16,000 to facilitate the 2023 San Bernardino State of the City event.

Attachments
Attachment 1: Resolution No. 2023-082
Ward:

All Wards
Synopsis of Previous Council Actions:

April 11, 2018 Mayor and City Council adopted Resolution No. 2018-44, approving the allocation of $16,000.00 from the General Fund for the 2023 State of the City.

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RESOLUTION NO. 2023-XXX

RESOLUTION OF THE MAYOR AND CITY COUNCIL OF

THE CITY OF SAN BERNARDINO, CALIFORNIA,

AUTHORIZING THE AGENCY DIRECTOR OF

ADMINISTRATIVE SERVICES TO AMEND THE FY
2023/24 OPERATING BUDGET TO RECORD A

SUPPLEMENTAL APPROPRIATION IN THE AMOUNT OF
$16,000.00 FROM THE GENERAL FUND BALANCE FOR
THE STATE OF THE CITY.

WHEREAS, on June 21, 2023, the Mayor and City Council appropriated funding from the General Fund for the 2023 State of the City not to exceed $16,000.00; and WHEREAS, the allocation General Funds will allow the City to provide well executed, free of charge, and enjoyable 2023 State of the City address to all residents, business owners, and visitors.

WHEREAS, it is important to recognize the achievements, challenges, and future plans of our great city; and
WHEREAS, the State of the City address serves as a platform for city leaders to communicate directly with the residents, promoting transparency, accountability, and civic engagement; and
WHEREAS, the State of the City address aims to highlight the ongoing efforts and initiatives taken by our city's government to enhance quality of life, promote economic development, and ensure the well-being of our residents; and WHEREAS, by sharing information about the city's progress, projects, and future plans, we encourage active involvement from residents and foster a shared vision for the future.

BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS:

SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.

SECTION 2. Adopt Resolution No. 2023-xxxx of the Mayor and City Council of the City of San Bernardino, California authorizing the Agency Director of Administrative Services to amend the FY 2023/24 operating budget in the amount of $16,000 to facilitate the 2023 San Bernardino State of the City event.

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SECTION 3. Mayor and City Council hereby authorize the Agency Director of Administrative Services to amend the FY 2023/24 Operating Budget recording a supplemental appropriation not to exceed the amount of $16,000.00 from the General Fund balance for the 2023 State of the City.

SECTION 4. The Mayor and City Council finds this Resolution is not subject to the California Environmental Quality Act (CEQA) in that the activity is covered by the general rule that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty, as in this case, that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA.

SECTION 5. Severability. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Resolution are declared to be severable.

SECTION 6. Effective Date. This Resolution shall become effective immediately.

APPROVED and ADOPTED by the City Council and signed by the Mayor and attested by the City Clerk this 21st day of June, 2023.

Helen Tran, Mayor
City of San Bernardino
Attest:

Genoveva Rocha, CMC, City Clerk
Approved as to form:

Sonia Carvalho, City Attorney
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CERTIFICATION

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO) ss

CITY OF SAN BERNARDINO )
I, Genoveva Rocha, CMC, City Clerk, hereby certify that the attached is a true copy of Resolution No. 2023-___, adopted at a regular meeting held on the 21st day of June 2023 by the following vote:

Genoveva Rocha, CMC, City Clerk
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PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date: June 21, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Cassandra Searcy, Deputy Director of Housing and
Homelessness
Department: Community, Housing, & Economic Development (CED) Subject: Proposed Fiscal Year 2023-2024 Annual Action Plan Associated with Community Development Block Grant,
HOME Investment Partnership, and Emergency Solutions
Grant Programs (All Wards)
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Conduct a second Public Hearing to obtain citizens’ comments on the proposed Fiscal Year 2023-2024 Annual Action Plan for the Community Development Block Grant, HOME Investment Partnership, and Emergency Solutions Grant Programs; and

2. Approve the Fiscal Year 2023-2024 Annual Action Plan as an application for funding under Community Development Block Grant, Home Investment Partnerships, and Emergency Solutions Grant programs; and

3. Approve the execution of the Subrecipient Agreements with Inland Fair Housing Mediation Board, Asociacion de Emprendedor@s, Nehemiah Charitable Fund, Neighborhood Housing Services of the Inland Empire, Lutheran Social Services of Southern California, Salvation Army, a California Corporation, Community Action Partnership of San Bernardino County, and Family Service Association of Redlands to effectuate the funding allocations outlined in the Fiscal Year 2023-2024 Annual Action Plan; and

4. Authorize the City Manager or designee to take any further actions and execute any further documents as necessary to effectuate the submittal of the HUD Fiscal Year 2023-2024 Annual Action Plan and certification to HUD.

Background
The City of San Bernardino (City) is entitled to receive Community Development Block Packet Pg. 1356
Grant (CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG) funds from the United States Department of Housing and Urban Development (HUD). The funds are made available to provide decent housing, suitable living environments, and expanded economic opportunities, principally for low- and moderate-income persons.

Each year, the City prepares an Annual Action Plan (AAP), which describes how the City will spend its federal CDBG, HOME, and ESG funds that it expects to receive from the HUD. To receive federal funding from HUD, the City must submit an AAP that identifies the proposed activities that will be used to address the priority needs and specific goals identified in the City’s 2020-2025 (Five-Year) Consolidated Plan.

The Fiscal Year (FY) 2023-2024 AAP includes 3 HUD-funded programs including:

CDBG: The primary objective of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and expanded economic opportunities, principally for persons of low- and moderate incomes.

Jurisdictions receiving CDBG funds must use the funds to meet one of the three national objectives:

1. To benefit low- and moderate-income persons;

2. To aid in the prevention or elimination of slums and blight; or

3. To meet community development needs having a particular urgency.

HOME: The objectives of the program are:

1. To strengthen the ability of state and local governments to design and implement strategies for achieving adequate supplies of decent, affordable housing;

2. To assist in participating jurisdictions for the development of affordable housing; and

3. To strengthen partnerships among all levels of government and the private sector.

ESG: The program provides funding for the:

1. Engagement of individuals and families living on the streets;

2. Improvement of homeless shelters and operation of shelters; or

3. Rapid re-housing of homeless persons and homeless prevention (to help regain housing stability in a resident’s current permanent housing or move into other permanent housing and achieve stability in that housing).

On July 1, 2021, the City awarded Step Up On Second (Step Up) $87,624 for the FY 2021-2022. Step Up has requested to terminate their FY 2021-2022 ESG agreement with a remaining balance of $28,454 and has rescinded the allocation of $87,624 for FY 2022-2023. The total balance of $116,078 will be utilized to fund the FY 2023-2024 ESG service providers.

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On May 3, 2023, City staff presented the Mayor and City Council a proposed FY 2023- 2024 AAP for review. The public and Councils’ comments were incorporated into the AAP.

On May 17, 2023, the City approved the Professional Services Agreement with Hope the Mission to provide services as the City’s Homeless Outreach Team utilizing the American Rescue Plan Act allocation dedicated to the homeless initiatives. This has allowed the FY 2023-2024 ESG funds to focus on Emergency Shelter, Homeless Prevention, and Homeless Management Information System costs.

The FY 2023-2024 AAP serves as the City's grant application for the grant programs.

The City’s proposed FY 2023-2024 AAP recommends projects that best meet identified community needs eligible under CDBG, HOME, and ESG programs.

Discussion
For FY 2023-2024, the City anticipates receiving approximately $2,942,853 in CDBG funds, $1,460,936 in HOME funds, and $273,557 in ESG funds. Subject to limitations imposed by federal regulations, HOME, ESG, or CDBG funds may be used for homeowner assistance, emergency shelter, homelessness prevention, housing preservation, economic development, capital improvements, public services, housing development, fair housing, and program management.

The City staff reviewed the providers' ability to adhere to federal regulations, meet expenditure obligations, adhere to reporting requirements, and experience administrating CDBG funds.

During the City staff’s review of the CDBG annual allocations, it was determined $1,627,000 in grant funds from years 2018 through 2022 should be committed to CDBG-eligible activities.

CDBG requirement restricts funding to 15% of total CDBG allocation, or $441,427.

Based on the review the City staff is recommending the following CDBG Public Service activities:
 Inland Fair Housing and Mediation Board (Required)
o Fair Housing/Tenant Landlord Mediation
 Asociacion de Emprendebor@s
o Micro Enterprise - providing technical assistance and 1:1 business consulting service.
 Nehemiah Charitable Fund
o Emergency Assistance Program - emergency food distribution, food vouchers, motel vouchers, transportation and utility assistance, and case management.
 Neighborhood Housing Services of the Inland Empire
o Brick by Brick Education and Advising - homebuyer education and financial capabilities trainings, individualized counseling, foreclosure prevention, down-payment assistance, and realty and lending support.

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A summary below identifies the recommended ESG and HOME activities and funding levels, for the FY 2023-2024 AAP:

HUD regulations, 24 CFR 570.503, require the City to have written agreements that govern the required activities and funding. City Staff are currently drafting the subrecipient agreements. Upon approval, the City staff will execute sub-recipient agreements to effectuate the funding allocations outlined in the Fiscal Year 2023-2024 Annual Action Plan, effective July 1, 2023. City staff is requesting this approval to expedite the execution of agreements to provide much-needed funding resources to the City’s local non-profit organizations and the community residents.

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During FY 2023-2024, additional resources, such as program income from CDBG and HOME, may become available and be allocated to eligible CDBG and HOME activities.

Any activities identified to receive additional CDBG or HOME resources will be brought to the Council for approval.
2021-2025 Strategic Targets and Goals
The proposed Action Plan will meet Key Target No. 3: Improved Quality of Life by providing infrastructure, fair housing, and business assistance in the City. This funding will allow the City to continue to fund programs that preserve and improve the quality of the housing stock, promote homeownership, assist in small business start-ups and expansions, fund infrastructure projects, and maintain a working relationship with the federal government.

Fiscal Impact
There is no fiscal impact on the General Fund associated with this report.

Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

Attachments
Attachment 1 – Fiscal Year 2020-2025 Consolidated Plan
Attachment 2 – Proposed FY 2023-2024 Annual Action Plan Attachment 3 – Fiscal Year 2022-2023 AAP
Ward:

All Wards
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Synopsis of Previous Council Actions:

April 15, 2020 The City Council adopted the draft Fiscal Year 2020-2025 Consolidated Plan.

May 3, 2023 1st Hearing for Draft Fiscal Year 2023-2024 AAP associated with CDBG, ESG, and HOME Investment Partnership (All
Wards).

May 17, 2023 The City Council approved the Professional Services Agreement with Hope of the Mission to oversee the City’s Homeless Outreach Project.

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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of San Bernardino (City) is an entitlement City that receives federal funding from the US Department of Housing and Urban and Development (HUD). The City receives funds through the Community Development Block Grant (CDBG) program, HOME Investment Partnerships Program (HOME), and the Emergency Solutions Grant (ESG).

The CDBG entitlement program provides formula funding to cities and counties to address community development needs. Seventy percent of gross funding must be used to serve low- to moderate-income households. Eligible activities must meet one of the following national objectives for the program:
• Benefit low- and moderate-income persons
• Prevent or eliminate slums or blight
• Address community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community for which other funding is not available
The HOME entitlement program provides formula grant funding for a wide range of activities including building, purchasing, and/or rehabilitating affordable housing for rent or homeownership and providing direct rental assistance to low-income households. The program’s flexibility allows states and local governments to use HOME funds for grants, direct loans, loan guarantees or other forms of credit enhancements, or rental assistance or security deposits.

The ESG program provides formula grant funding to cities and counties to engage homeless individuals and families living on the street, rapidly re-house homeless individuals and families, help operate and provide essential services in emergency shelters for homeless individuals and families, and prevent individuals and families from becoming homeless.

The Consolidated Plan (ConPlan) is a five-year planning document. This plan covers the period from fiscal year 2020-21 through fiscal year 2024-25. The purpose of the ConPlan is to guide a jurisdiction to:
• Assess their affordable housing and community development needs and market conditions; • Make data-driven, place-based investment decisions; and • Conduct community-wide discussions to identify housing and community development priorities that align and focus on eligible activities for CDBG funding.

Recipients of CDBG and HOME funding must also prepare and submit to HUD an Annual Action Plan (AAP) that describes in detail, each year, how the ConPlan will be carried out. The AAP must provide a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the ConPlan. Additionally, at the end of each fiscal year, jurisdictions must complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) to report on the accomplishments and progress toward the Packet Pg. 1363
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ConPlan’s goals.

The City anticipates approximately $15,000,000 in CDBG funds, $6,000,000 in HOME funds, and $1,400,000 in ESG funds during the 2020-2025 ConPlan period.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The objective of the Needs Assessment is to gather information from the community and all partners, as well as demographic and economic data regarding the City’s homeless population, need for affordable housing, special needs population, and community development needs. This information is used to make data-driven decisions to establish priority community needs and strategies based on current conditions, expected funds, and local capacity. Through data collection, outreach, and analysis presented in this plan, a clear outline of the City’s priority needs is formed, along with the projects and facilities that are most likely to aid in the City’s development.

A summary of needs identified in the City of San Bernardino include:
 Rehabilitation of single-family owner-occupied housing and rental units  Housing for households below 80% area median income
 Expanding homeownership
 Homeless services and homeless prevention services
 Economic development
 Improvement of facilities and infrastructure
 Fair housing services
See Needs Assessment (NA) section beginning on page 26 for additional discussion on these identified needs.

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Strategic Plan Summary

3. Evaluation of past performance
The City’s CDBG, HOME, and ESG funds successfully contributed to several projects over the last five years. Those projects have contributed to improved housing affordability and expanded economic opportunities for low- and moderate-income households.

Affordable Housing. HOME funds were used to construct new homeowner housing and CDBG funds were used to rehabilitate existing housing. For example, in FY 2018-2019, three new homeowner units were added, and seven homeowner houses were rehabilitated. Additionally, in FY 2019-2020, the City anticipates adding eight new single-family ownership units for households earning between 50 and 80 percent AMI.

Fair Housing. CDBG funds were used to contract with the Inland Fair Housing Mediation Board to provide fair housing services, including landlord/tenant mediation, housing counseling, alternative dispute resolution, and senior services to San Bernardino residents. For example, in FY 2018-2019, approximately 2,700 residents were served. For FY 2019-2020, the City anticipates serving approximately 3,300 residents.

Homelessness. ESG funds were used to connect homeless individuals to services, such as street outreach, rapid rehousing, emergency shelter, and homeless prevention services. As of FY 2018-19, 566 people were served through these programs. Additionally, in FY 2018-2019, the City assisted in the acquisition and rehabilitation of a 38-unit apartment complex to assist homeless households into Packet Pg. 1365
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permanent supportive housing. In FY 2019-2020, the City anticipates serving 350 persons experiencing homelessness.

4. Summary of citizen participation process and consultation process Robust community engagement was achieved through engaging a diverse group of stakeholders to identify priorities, concerns, and values. The feedback provided through the community engagement process supported the development of this ConPlan, including the development of housing and community development needs, priorities, goals, and strategies for funding allocation.

For the purposes of this plan, the community outreach included residents, business owners, and interest groups. Targeted outreach was provided to youth, elderly, racial and ethnic minorities, renters and property owners, and business owners across the City. Leveraging existing stakeholder contacts, recognizing underrepresented stakeholders, and identifying new stakeholders was integral to the process of reaching the greater San Bernardino community and ensuring a broad depth of participation.

The City announced the various community engagement opportunities through its social media, newspaper noticing, and email blasts.

Members of the public had the following opportunities for participation and comment, all of which were offered throughout San Bernardino during the ConPlan process:
 Public Meetings: Walk-in meetings were held across the City so that members of the public could describe what needs and concerns they see in their community.  Housing Summit: A housing summit was held for community leaders, agency representatives, service providers, planning professionals, developers, and business owners to learn and exchange information about the current state of housing and development in the City.  Stakeholder Interviews: Various local organizations were interviewed to receive feedback on the most pressing priorities and needs of target populations.  Pop-Up Events: Structured for short interactions, the pop-up took the form of a booth set up at an event to allow access to a specific stakeholder group. Feedback provided at pop-up events was collected through interactive exercises (dot votes, etc.) or verbal responses to big picture questions.
 Online Feedback Collection (Survey): To broadly access and efficiently obtain information from a large number of geographically distributed citizens, an online survey was prepared. The survey provided an opportunity to leave additional, relevant comments. The survey was announced through City media outlets and disseminated through key community liaisons or stakeholders with access to resident and community groups, business owners, and interest groups.

A detailed summary of community engagement, including participation, methods, and feedback, can be found in Sections PR-10 (Consultations) and PR-15 (Citizen Participation) of this ConPlan.

5. Summary of public comments
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The regional meetings yielded numerous public comments that identified priorities for residents of the City. High priorities identified during the meetings included:
 Affordable housing
 Housing and mental health programs for people with disabilities  Veterans homelessness assistance
 Street outreach to homeless individuals
 Jobs
 Neighborhood revitalization
 Pedestrian and traffic improvements
Stakeholders provided feedback on the priority needs of the City. Priority needs related to housing, services, and public facilities were summarized into several overarching themes including to:
 Increase affordable housing;
 Increase housing opportunities and services for homeless individuals, including homeless prevention;
 Provide respite care for homeless individuals discharged from hospitals; and  Enable emergency/natural disaster resiliency for homeless individuals and low-income families.

Community members provided feedback via the community needs survey. The highest areas of need included:
 Infrastructure
 Homeless services
 Economic development (jobs/businesses)

6. Summary of comments or views not accepted and the reasons for not accepting them The City did not receive any public comments that were not accepted. The City attempted to incorporate all feedback received through outreach efforts into the plan.

7. Summary
This 2020-2025 ConPlan combines resident feedback, demographic data and analysis, community stakeholder input, and consideration of City resources, goals, other relevant plans, and policies. The results of this combined effort and analysis is the City’s five-year Strategic Plan for the allocation of CDBG, HOME, and ESG funds and activities. These funds will focus on preserving affordable housing, improving community facilities and infrastructure, providing public services to homeless individuals, and improving neighborhood conditions.

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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency SAN BERNARDINO
CDBG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA Administrator
HOME Administrator SAN BERNARDINO Community and Economic Development Department
ESG Administrator SAN BERNARDINO Community and Economic Development Department
HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative
The City of San Bernardino (City) is the lead and responsible agency for the US Department of Housing and Urban Development’s (HUD) entitlement programs in San Bernardino. The City’s Housing Division is responsible for administering the City’s HUD entitlement grants, including CDBG, HOME, and ESG.

Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD.

By federal law, the City is required to submit a five-year ConPlan and Annual Action Plan to HUD listing priorities and strategies for the use of its federal funds. The ConPlan helps local jurisdictions to assess their affordable housing and community development needs and market conditions to meet the housing and community development needs of its populations.

Consolidated Plan Public Contact Information
Gretel K. Noble
Housing Division Manager
Community & Economic
Development Department
201 North E Street
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3rd Floor
San Bernardino, CA 92401
Tel: (909) 384-7270
Email: [email protected]
Website: www.ci.san-bernardino.ca.us
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The consultation section of the ConPlan provides detailed information about the agencies, offices, staff and interested parties that were interviewed or consulted during the engagement process.Â Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City of San Bernardino created a comprehensive community engagement program. Community engagement is key for helping the City to identify needs, priorities, goals, strategies, and activities for future housing and community development activities over the five-year Consolidated Plan period.

Engagement activities included a community survey, community meetings, pop-up events, a housing summit, and stakeholder consultations.

As a part of the stakeholder consultation process, the City consulted with a variety of stakeholders, including local and regional community-based organizations, health and mental and behavioral health care providers, and housing service organizations.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness Homelessness. During the development of its ConPlan and Annual Plans and as a general practice, the City coordinated with a variety of housing/shelter organizations, public and mental health agencies, and service providers to discuss community needs. Examples of those consulted include Salvation Army âÂ¿Â¿ Hospitality House, Dignity Health, Inland Valley Recovery Services, and Community Action Partnership of San Bernardino County; for a complete list see Table 2 below. Their collective feedback was especially valuable in gathering information and shaping priorities for this plan as it relates to special needs populations, general health, and mental health services in the City. Through this process, the City interviewed the Continuum of Care (CoC) to ascertain the needs of homeless individuals throughout the City as well as the organizational needs and challenges of the CoC itself. The CoCâÂ¿Â¿s feedback will be used to shape the goals identified in this ConPlan, which will then address the needs of homeless individuals in the City.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS Packet Pg. 1370
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The San Bernardino County Homeless Partnership (SBCHP) is the administrator of the regional CoC, which serves the entire County. The City continuously coordinates with the CoC to end and prevent homelessness in the County. The CoC is a group composed of stakeholders throughout the County, including governmental agencies, homeless service and shelter providers, homeless persons, housing advocates, affordable housing developers, and various private parties, including businesses and foundations.

The SBCHP is a collaboration among community and faith-based organizations, educational institutions, nonprofit organizations, private industry, and federal, state, and local governments. The partnership focuses on addressing issues of homelessness within the County.

The SBCHP was developed to direct the planning, development, and implementation of the CountyâÂ¿Â¿s 10-year Strategy to end chronic homelessness. The partnership leads the creation of a comprehensive network to deliver much-needed services to the homeless and to families and individuals at risk of homelessness through careful planning and coordination among all entities that provide services and resources to prevent homelessness. The CityâÂ¿Â¿s ConPlan is aligned with the SBCHPâÂ¿Â¿s 10-year Strategy to end chronic homelessness.

According to the CityâÂ¿Â¿s ESG Policies and Procedures, consultation takes place with participation of City officials, staff serving on the CoC Governance Board, and the Advisory Committee of the CoC Board.

In these roles, the City participates in setting local priorities, certifying need, and the annual review of ESG programs. The Community and Economic Development Department serves as the administrative entity for the ESG and compiles program documentation which includes information about the responsibilities of the CoC and ESG programs, HUD regulations, and policy statements such as coordinated entry system, prioritization and Homeless Management Information System (HMIS) participation. Compiled data is used to report on project outcomes to HUD through the ESG CAPER.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community meeting and provided input to help
prioritize the community needs in the City.
2 Agency/Group/Organization National CORE - Hope Through Housing Foundation
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.
3 Agency/Group/Organization NEIGHBORHOOD PARTNERSHIP HOUSING SERVICES, INC.

Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.
4 Agency/Group/Organization Omnitrans
Agency/Group/Organization Type Transit
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What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
5 Agency/Group/Organization County of San Bernardino Homeless Partnership Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
6 Agency/Group/Organization San Bernardino County Department of Behavioral Health
Agency/Group/Organization Type Services-Health
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
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
7 Agency/Group/Organization Project Fighting Chance
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
8 Agency/Group/Organization INLAND FAIR HOUSING AND MEDIATION BOARD Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
9 Agency/Group/Organization SALVATION ARMY
Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
10 Agency/Group/Organization Center for Employment Opportunities Agency/Group/Organization Type Services-Employment
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
11 Agency/Group/Organization Inland Valley Recovery Services, Inc.

Agency/Group/Organization Type Services-Health
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What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
12 Agency/Group/Organization FOUNDATION FOR CSU SAN BERNARDINO Agency/Group/Organization Type Services-Health
Civic Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
13 Agency/Group/Organization Inland Congregations United for Change Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
14 Agency/Group/Organization COMMUNITY ACTION PARTNERSHIP OF SAN

BERNARDINO COUNTY
Agency/Group/Organization Type Services-Children
Services-homeless
Services-Health
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
15 Agency/Group/Organization Habitat for Humanity San Bernardino Area Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
16 Agency/Group/Organization San Bernardino City Council Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
17 Agency/Group/Organization Wells Fargo
Agency/Group/Organization Type Services - Housing
Business and Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
18 Agency/Group/Organization Community Education Partnership Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
19 Agency/Group/Organization Housing Authority of the County of San Bernardino
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
20 Agency/Group/Organization CATHOLIC CHARITIES SAN

BERNARDINO/RIVERSIDE
Agency/Group/Organization Type Services-Elderly Persons Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
21 Agency/Group/Organization HOPE THROUGH HOUSING FOUNDATION Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.

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22 Agency/Group/Organization LOCAL INITIATIVES SUPPORT CORPORATION Agency/Group/Organization Type Housing
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
23 Agency/Group/Organization Step Up on Second
Agency/Group/Organization Type Services-homeless
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
24 Agency/Group/Organization MARY'S MERCY CENTER
Agency/Group/Organization Type Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
25 Agency/Group/Organization Alvord Unified School District Agency/Group/Organization Type Services-Health
Other government - State
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
26 Agency/Group/Organization Blair Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
27 Agency/Group/Organization El Sol Neighborhood Educational Center Agency/Group/Organization Type Services-Children
Services-Health
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
28 Agency/Group/Organization San Bernardino Staff
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
29 Agency/Group/Organization NEIGHBORHOOD HOUSING SERVICES OF THE

INLAND EMPIRE
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
30 Agency/Group/Organization Housing Authority County of San Bernardino Agency/Group/Organization Type Housing
Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
31 Agency/Group/Organization San Bernardino Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
32 Agency/Group/Organization Terrace West Housing
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
33 Agency/Group/Organization Valon Consulting
Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
34 Agency/Group/Organization Wildwood Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
Consolidated Plan.
35 Agency/Group/Organization TMobile
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by
Consultation?
Local mobile service provider
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
T-Mobile and AT&T were invited to attend the
City's Housing Summit held in February, 2020.

They participated in housing discussions and
solutions at the Summit.
36 Agency/Group/Organization San Bernardino Valley Municipal Water District Agency/Group/Organization Type Regional organization
What section of the Plan was addressed by
Consultation?
Resiliency and water resources
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
As part of the consultation process SBVMWD
was consulted to discuss water resources for
existing and proposed future development as
well as on-going issues related to water.

Identify any Agency Types not consulted and provide rationale for not consulting No agency types were excluded from engagement.

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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
Continuum of
Care
Potential funding allocations to address homeless needs will complement the CoC strategy.
10 Year Strategy
to End
Homelessness
Continuum of
Care
Potential funding allocations to address homeless needs will be consistent with the 10-Year Strategy to End Homelessness. 2015-2023
Housing Element
City of San
Bernardino
Barriers to and opportunities for affordable housing development analyzed in this plan were considered in the Market Assessment.

The Housing element also provided resiliency data related to housing problems caused by flood prone areas and general water supply needs for all residents.

General Plan City of San
Bernardino
The General Plan was reviewed particularly the Natural
Resources, Energy and Water Conservation, and Utilities chapters. The City enforces the Unreinforced Masonry Law, 1998 related to seismic changes and earthquakes. The City enforces FEMA floodplain requirements particularly for the southeastern portions of the City which is prone to flooding.

Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The collaborative implementation of this ConPlan over the course of the next five years begins with the coordinated efforts of multiple public agencies working together to gather feedback and information for regional and local community needs and priorities. Once needs and priorities are identified, they are then incorporated into the City’s ConPlan, forming both regional and local strategies for addressing those needs and priorities.

Furthermore, community outreach to local leaders, stakeholders, and residents is a critical first step in implementing this plan’s desired community changes. By successfully establishing relationships and trust between the government, those providing services or community improvements, and the beneficiaries of these services or improvements, the City and community can move toward a joint vision for what and how to make community improvements. The agencies, groups, and organizations who participated are listed in the table above. Other local/regional/federal planning efforts can be found above.

Narrative (optional):

City staff, with assistance from consultants, worked to involve housing, social service, and other agencies in the community engagement process including direct solicitation for these agencies to Packet Pg. 1382
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participate in the community survey, community meetings, and stakeholder interviews. The City will continue to include them in future planning efforts. Agencies who were invited but did not participate are listed here: California Endowment; Cathedral of Praise International Ministries; Center for Individual Development; Central City Lutheran Mission; Clay Counseling Foundation; Community Investment Corporation; Diocese of San Bernardino; Enterprise Community Partners, Inc., Family Service Association of Redlands; Foothill AIDS Project, Grid Alternatives; Home of Neighborly Service; HomeAid Inland Empire; Inland Empire Health Plan; Inland Regional Center; Kaiser Permanente; Legal Aid of San Bernardino; LJR Intellect Academy; Lutheran Social Services of Southern California; Mental Health Systems; Mercy House Living Centers; Molina Healthcare; Mosiac Community Planning, LLC; New Generation for Jesus Christ; Option House; Project Life Impact; Provisional Euducational Services; Restoration House of Refuse, Inc.; San Bernardino Clergy Association; San Bernardino Community College District; San Bernardino County HOPE Team; San Bernardino Public Library; San Bernardino Sexual Assault Services; San Bernardino Unified School District; San Bernardino Valley College; Smooth Transition; Temple Missionary Baptist Church; Time for Change; Ureach-Loma Linda; US Vets; Youth Action Project.

Stakeholders were asked questions and provided feedback on priorities, issues, and solutions in relation to CDBG- and HOME-eligible activities including housing, neighborhood revitalization, and low- to moderate-income household issues. They were asked about their top priorities, neighborhood revitalization, housing problems and their solutions, local organization support, families vulnerable to crisis, broadband internet issues, and how the jurisdiction should spend CDBG and HOME funding.

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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting Outreach is essential to the City’s ability to create an accurate and effective plan, and to allocate resources appropriately. The City attempted to reach as many residents as possible within specific demographics, such as low-income families, persons with disabilities, elderly persons, femaleheaded households, and parents/guardians of children. Receiving feedback from residents, especially those who may receive assistance from grant funds, is critical to the success of the CDBG program. The City reached out to practitioners, agencies, leaders, organizations, and companies who may have the specialized knowledge, experience, resources, and capacity to discuss needs, opportunities, solutions, investments, and how community improvements can be made. All City residents were encouraged to provide input on community needs through citizen participation opportunities.

Community Needs Survey. This community survey was noticed through the newspaper, the City’s website, and distribution of flyers in both English and Spanish. The online and paper survey was made available to the public between January 7, 2020, and February 28, 2020. The survey was provided in English and Spanish. Data gathered from the survey provided community feedback needs for housing, public facilities, infrastructure, homelessness, economic development, and community services, as well as on local demographic data. A copy of the survey, along with the final results, can be found at the attached Community Engagement Summary.

Public Meetings, Stakeholder Interviews, Pop-Up Events, and Housing Summit. Six public meetings were held in the City of San Bernardino, Stakeholder interviews, and a Housing Summit were conducted as part of the engagement program. Flyers were posted beforehand to inform the public of the meetings. To maximize attendance, they were offered at different locations and times of the day. Three meetings were held during the day and three were held in the evening. The Community Engagement Summary includes a flyer of the public meetings. A total of 65 people attended six meetings. Those in attendance included local residents, service providers, and members of the business community.

Community engagement meeting notes held in January 2020 and input from stakeholders helped identify community priorities. Stakeholders were contacted either by phone or visited in person. Each stakeholder were asked a listing of questions that asked about their interaction with the city and future goals and priority needs over the next five years. A Housing Summit was held in the City of which a total of 65 people. Those in attendance included local residents, service providers, and members of the business community. The notes and feedback were helpful in identifying priorities, creating a dialogue with the attendees, and gaining input from stakeholders and the public. Six community engagement meetings were held in January 2020. Pop-Up events included a short dialogue and feedback were also obtained from the public. Three pop-up Packet Pg. 1384
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events were attended: 1) San Berardino High School football game November 1, 2019, 2) San Bernardino Airshow on November 2, 2019, and 3) City of San Bernardino Winter Wonderland on December 14, 2019. Community Needs Surveys were distributed at the pop-up events and a total of 314 residents responded to the survey from these pop-up events (See attached Community Engagement Summary).

Public Hearings and 30-Day Public Review Period of Draft Consolidated Plan The City will hold a Council public hearing on March 18, 2020, to review the draft ConPlan, and on April 15, 2020, to review and approve the final plan. The City posted notice of the public hearings and draft ConPlan on February 27 for the first public hearing and March 12 for the second hearing. The 30-day public review period began on March 12, 2020 and ended on April 15, 2020.

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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Public Meeting Nontargeted/broad
community
A total of 65
individuals attended
6 public meetings.

All meeting
discussions are
included in the
Community
Engagement
Summary.

The priority needs
discussed at the
meetings were:
housing, housing
programs for people
with disabilities and
mental health
challenges, affordable
housing, homelessness
issues with veterans
and chronic homeless
individuals,
employment services,
at-risk youth programs,
community facilities for
at risk-youth,
downtown
revitalization and
pedestrian safety
through traffic calming
on 9th, Olive and
Valencia Ave.

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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
2 Housing Summit Nontargeted/broad
community
Service providers
41 attendees from 31
service providers and
organizations.

All Summit
comments were
documented in the
Community
Engagement
Summary (See
attached)
All Summit comments
were documented in
the Community
Engagement Summary
(See attached)
3 Housing Summit Service providers,
municipal staff,
council
15 stakeholders were
interviewed. All
comments were
documented in the
Community
Engagement
Summary (See
attached)
All interview
comments were
documented in the
Community
Engagement
Summary (See
attached)
All interview comments
were documented in
the Community
Engagement Summary
(See attached)
4 Housing Summit Nontargeted/broad
community
The survey received
1,011 responses. All
survey information is
documented in the
Community
Engagement
Summary (See
attached)
All survey
information is
documented in the
Community
Engagement
Summary (See
attached)
All survey information
is documented in the
Community
Engagement Summary
(See attached)
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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 Housing Summit Nontargeted/broad
community
314 responses All pop-up data is
documented in the
Community
Engagement
Summary (See
attached)
All pop-up data is
documented in the
Community
Engagement Summary
(See attached)
6 Newspaper Ad Nontargeted/broad
community
Newspaper, website
flyers and email
outreach was
undertaken
All news
documents are
documented in the
Community
Engagement
Summary (See
attached)
All news documents
are documented in the
Community
Engagement Summary
(See attached)
7 Public Hearing Nontargeted/broad
community
There were no
written or public
comments from the
public hearing.

There were no
written or public
comments from the
public hearing.

There were no written
or public comments
from the public
hearing.
8 Housing Summit Nontargeted/broad
community
There was no written
or public comments
during the 30-day
public comment
period.

There was no
written or public
comments during
the 30-day public
comment period.

There was no written
or public comments
during the 30-day
public comment
period.

Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment is a collection and analysis of data that assesses the extent of housing problems and housing needs for residents of the City of San Bernardino. The assessment focuses on affordable housing, special needs housing, community development, and homelessness. The information in this section was gathered from HUD’s Comprehensive Housing Affordability Strategy (CHAS) data, American Community Survey (ACS) data, and various other online and City resources. Stakeholder consultations conducted with public agencies, advocates, and local experts have identified the need for transit, workforce training, additional affordable housing in safe areas, and rehabilitation of existing units for low- to moderate-income households. Findings are summarized below.

San Bernardino has a population of 214,115 persons and a total of 57,547 households. Nearly 59 percent of households in San Bernardino (33,760 total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income (HAMFI).A disproportionately greater need exists when the members of racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level as a whole.

Housing cost burden is the most common housing problem experienced by households in the City. As a whole, 23 percent of households in the City are cost burdened and 26 percent are severely cost burdened. While no households experience disproportionate need, Black/African American households have the highest rates of severe cost burden at 33 percent. A household is considered severely overcrowded when there are more than 1.5 persons per room and severely cost burdened when paying more than 50 percent of household income toward housing costs. In the City, Asian households are disproportionately affected by severe housing problems. Overall, 49 percent of LMI Asian households have at least one severe housing problem compared to all LMI households in the jurisdiction.

The minority racial and ethnic groups were found to experience housing problems at a greater rate of incidence than the region as whole, often exhibiting disproportionate need. Asian, Black/African American, American Indian/Alaskan Native, and Pacific Islander households are disproportionately affected by housing problems in the City. Overall, 76 percent of LMI Black/African American households, 65 percent of LMI Asian households, 82 percent of LMI American Indian and Alaskan Native households, and 90 percent of LMI Pacific Islander households have at least one housing problem.

The Housing Authority of the County of San Bernardino (HACSB) administers the housing choice voucher (HCV) program across the County, including the City, and manages the public housing units in the City.

The HACSB manages multiple public housing units in the City: 154 public housing units at the Maplewood Homes Community, 338 units at Wilson Street Apartments, 400 units at Arrowhead Grove, and various scattered sites throughout the City. The HACSB is currently accepting applications (in early Packet Pg. 1389
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2020) for Crestview Terrace, a new community on the site of the former Waterman Gardens under construction in the City of San Bernardino. This property will have 116 new units for occupancy, ranging from one to five bedrooms. In addition to public housing, there are approximately 3,000 affordable units, and approximately 2,600 HCV holders live in the City.

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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Identified housing needs in the City include additional housing for single persons particularly the elderly and small families, housing that is affordable to those living below poverty levels, housing for persons living with disabilities, safe neighborhoods, and available affordable housing for the extremely lowincome households. Additionally, supportive services such as access to affordable health care, childcare, nutrition assistance, public transportation, and short-term financial assistance (first/last month’s rent, security deposit, and moving costs) relieve the financial burden for extremely low-income families and can help prevent homelessness. Rapid rehousing assistance is an integral component of San Bernardino County’s response to homelessness.

LMI households (earning less than 80% AMI) experience housing problems at a greater rate than households that do not fall in lower income categories. Housing problems are more frequent among households that rent their home as compared to households that own their home.

Community engagement activities identified affordable housing and, specifically, housing programs that support persons with disabilities and mental health issues as priority housing needs for the City.

Demographics Base Year: 2009 Most Recent Year: 2015 % Change Population 209,924 214,115 2%
Households 57,547 57,580 0%
Median Income $39,405.00 $37,047.00 -6%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 13,335 9,795 10,630 6,275 17,550
Small Family Households 5,535 4,230 4,845 2,535 8,815
Large Family Households 2,765 2,225 2,574 1,404 3,150
Household contains at least one
person 62-74 years of age 1,735 1,815 1,974 1,199 3,765 Household contains at least one
person age 75 or older 1,085 975 895 509 1,350
Households with one or more
children 6 years old or younger 4,204 2,905 3,040 1,610 2,319 Table 6 - Total Households Table
Data Source: 2011-2015 CHAS
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Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen facilities 355 100 120 20 595 40 0 45 4 89
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 1,060 490 145 200 1,895 90 90 245 150 575
Overcrowded -
With 1.01-1.5
people per
room (and none
of the above
problems) 1,535 905 735 335 3,510 250 375 575 380 1,580 Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 5,310 2,510 370 25 8,215 1,390 1,110 744 170 3,414 Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 555 1,860 2,454 815 5,684 300 785 1,540 804 3,429 Packet Pg. 1393
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Zero/negative
Income (and
none of the
above
problems) 920 0 0 0 920 185 0 0 0 185
Table 7 – Housing Problems Table
Data
Source:
2011-2015 CHAS

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 8,265 4,005 1,370 580 14,220 1,770 1,575 1,604 710 5,659 Having none of
four housing
problems 1,525 2,525 4,059 2,480 10,589 670 1,685 3,590 2,505 8,450 Household has
negative income,
but none of the
other housing
problems 920 0 0 0 920 185 0 0 0 185
Table 8 – Housing Problems 2
Data
Source:
2011-2015 CHAS

3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,905 2,870 1,635 8,410 705 745 1,165 2,615 Large Related 2,120 1,120 674 3,914 435 685 655 1,775
Elderly 895 830 245 1,970 630 515 524 1,669
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Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Other 1,575 840 680 3,095 230 270 260 760
Total need by
income
8,495 5,660 3,234 17,389 2,000 2,215 2,604 6,819
Table 9 – Cost Burden > 30%
Data
Source:
2011-2015 CHAS

4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,710 1,475 245 5,430 595 425 380 1,400
Large Related 1,810 520 35 2,365 345 365 160 870
Elderly 745 495 50 1,290 460 325 194 979
Other 1,385 465 90 1,940 210 145 25 380
Total need by
income
7,650 2,955 420 11,025 1,610 1,260 759 3,629
Table 10 – Cost Burden > 50%
Data
Source:
2011-2015 CHAS

5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 2,310 1,215 695 340 4,560 210 365 530 330 1,435 Multiple,
unrelated family
households 280 215 230 150 875 100 100 290 195 685
Other, non-family
households 65 0 0 39 104 30 0 0 10 40
Total need by
income
2,655 1,430 925 529 5,539 340 465 820 535 2,160
Table 11 – Crowding Information – 1/2
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Data
Source:
2011-2015 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present 3,760 2,030 1,725 7,515 444 875 1,315 2,634 Table 12 – Crowding Information – 2/2
Alternate Data Source Name:

Households with Children
Data Source
Comments: CHAS 2011-2015
Describe the number and type of single person households in need of housing assistance.

According to the ACS 2014-2018 5-Year Estimates, there are 11,511 single-person households in the City, which represents 19 percent of households in San Bernardino (Table 5). Based on the ACS 2014-2018 5- Year Estimates, single-person households are primarily persons between 35 and 64 years of age (49 percent); however, persons over 65 years make up 38 percent of single-person households. The housing needs of elderly persons may be more problematic to meet than for other residents since the elderly are often living on a fixed income and many have special housing and care needs. The ACS 2014-2018 5-Year Estimates shows that 17.2 percent of persons living below the poverty level ($12,140 for a single-person household) are seniors over the age of 65 years.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.

Persons with Disabilities: According to the ACS 2014-2018 5-Year Estimates, approximately 12.5 percent (26,221 persons) of the population living in San Bernardino is affected by one or more disabilities. The most prevalent disability affecting this population is ambulatory difficulties, with 53 percent of persons experiencing disabilities having an ambulatory difficulty. This is closely followed by cognitive difficulty at 47 percent.

The symptoms and functional impairments that result from disabling health and behavioral health conditions can make it difficult for people to earn income from employment. Income from disability benefits, such as Supplemental Security Income, is not always sufficient to afford rent without additional assistance. Of 348 survey respondents in the 2019 San Bernardino Homeless Point-In-Time Count, 26 unsheltered adults (7.5 percent) in the City reported to have developmental disabilities and 79 unsheltered adults (22.7 percent) reported to have a mental health disability or disorder that affect their ability to live independently.

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Victims of Domestic Violence: In 2017, the state of California saw 169,362 domestic-violence related calls.[1] The California Department of Justice data reports that calls for services related to domestic violence in San Bernardino County increased by 51 percent since 2014, with 12,012 calls documented in 2017—7 percent of all calls within California. ACS 2013-2107 data shows that residents of San Bernardino County (2,121,220 persons) make up 5.4 percent of the state’s population (38,982,847 persons). Nationwide data is collected annually during a 24-hour Census period; on September 13, 2017, 19,147 domestic violence-related calls were received by local and state hotline staff of the 1,694 out of 1,873 (90%) participating domestic violence programs, and the National Domestic Violence Hotline staff answered 2,205 calls or texts.[2] This averages more than 14 calls every minute. If this level of need continues, the hotlines would receive more than 7.5 million calls per year; the hotlines do not include the supportive services needed to help a victim and their family.

This reflects the larger trend of a rise in violent crime in San Bernardino County. The San Bernardino County Community Indicator Report finds that violent crime has increased by 20 percent since 2014, and specifically the rate of rape increased 74 percent since 2014 (California Department of Justice, 2017 data). In the state of California overall, after reaching a low in 2014, the violent crime rate increased by 13 percent from 2014 to 2017, with rape specifically increasing by 34 percent, although this drastic increase is much lower than the County’s during the same period.[3] Domestic violence, dating violence, sexual assault, and stalking can be precursors to homelessness. The 2019 San Bernardino Homeless Point-In-Time survey identified 35 persons residing in the City who were experiencing homelessness due to fleeing domestic violence, dating violence, sexual assault, and stalking, representing 10.1 percent of the 348 persons experiencing homelessness residing in the City who participated in the survey.

What are the most common housing problems?
As shown in Table 7 (Housing Problems Table), housing cost burden is the most common housing problem experienced by both renters and homeowners. Of the 57,580 households in the city, 20 percent experience severe cost burden (more than 50 percent of monthly earnings going toward housing costs) and 16 percent experience cost burden (more than 30 percent of monthly earnings going toward housing costs).

Are any populations/household types more affected than others by these problems? Forty-six percent of the City’s households are small families. Since small households comprise the largest type of household and since 55 percent of these households are also low-income, they could be more significantly affected by housing problems.

Across all categories (substandard housing, overcrowding, and cost burden), renter households consistently experience housing problems at a greater rate than owner-occupied households (Housing Problems Table). LMI renter households experience housing problems at a higher rate (60 percent) than LMI owner households (44 percent). The disparity between renters and homeowners is most significant for households experiencing severe housing cost burden (more than 50 percent of monthly earnings Packet Pg. 1397
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going toward housing costs), where of the 11,629 households experiencing severe cost burden, 71 percent are renter households. This is followed by housing cost burden (more than 30 percent of monthly earnings going toward housing costs), where 62 percent of the total number of households experiencing cost burden are renter households. As discussed in the previous question, housing cost burden represents the most common housing challenge.

Housing problems are predominantly experienced by extremely low-income households, particularly extremely low-income renters. With the exception of housing cost burden, where low-income (50 to 80 percent AMI) households make up the majority of renting households experiencing cost burden, extremely low-income households consist of at least 40 percent of renters experiencing each housing problem. Further, extremely low-income households (renter and owner-occupied households) are more likely to experience more than one housing problem, with over half of households (55 percent) experiencing more than one housing problem.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Just over 23 percent of households in San Bernardino (13,335 households) qualify as extremely lowincome (Table 6), largely unchanged since 2015 when the 2015-2019 Consolidated Plan was prepared.

Small families (families of four persons or less) comprise 42 percent (5,535 households) of the City’s extremely low-income households. Further, almost a third (4,204) extremely low-income households have at least one child six years or younger. Compounding financial demands that affect low-income families with small children can lead to a high risk of homelessness. Families that rely on low-wage jobs often work nonstandard and/or inflexible hours, which can be restrictive to families with both schoolage and young children. Additionally, low-wage jobs have less access to paid leave or health insurance as compared to high-wage jobs, further exacerbating stress on families with limited resources when children experience injuries and illness.

As evidenced by the number of extremely low-income households experiencing housing cost burden and severe cost burden, affordable housing is a significant need for extremely low-income households in the City. Additionally, supportive services such as access to affordable health care, childcare, nutrition assistance, public transportation, and short-term financial assistance (first/last month’s rent, security deposit, and moving costs) relieve the financial burden for extremely low-income families and can help prevent homelessness.

Rapid rehousing assistance is an integral component of San Bernardino County’s response to homelessness. Rapid rehousing is designed to help individuals and families quickly exit homelessness and return to permanent housing through a “housing first” approach where the recipients of assistance do not need to graduate through a series of services before reaching permanent housing. Based on the Rapid Rehousing Program Standards, Practices, & Model Guidelines adopted by the San Bernardino Packet Pg. 1398
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County Homeless Partnership in January 2019, the program prioritizes a housing first approach to assisting homeless families with children, recognizing that the crisis of homelessness is preventative to obtaining housing and maintaining stability (such as finding affordable housing, employment, assistance programs, etc.). By providing permanent housing quickly, the family is more likely to establish a stable housing situation and avoid returning to homelessness. Rapid rehousing provides community benefits through improving the effectiveness of the County’s homeless services and reducing demand for shelters and other temporary solutions.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

The City generally defines those households of extremely low incomes and those living below the poverty status to be at risk of becoming homeless. The estimates are based on CHAS data provided by HUD and on ACS data by the US Census Bureau, respectively.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Housing problems and severe housing problems occur at a higher rate among very low- and extremely low-income households. Cost burden, overcrowding, and poor housing conditions, particularly for renters, all link to an instability in housing that can lead to homelessness. Many lowâÂ¿ÂÂÂÂ•income households have difficulty finding reasonably affordable, suitable rental housing. The lack of options available for these populations leads to housing problems and severe housing problems. Households in the very low- and extremely low-income categories live in housing above their means and face cost burden. Alternatively, they avoid high housing costs by living in substandard housing or with other families or extended families, which contributes to overcrowding.

Discussion
Overall, this assessment finds that:

Extremely low-income renters make up the majority of household types experiencing housing problems.

Extremely low-income households, for both renter and owner-occupied households, are more likely to experience more than one housing problem, with over half of the households (55 percent) experiencing more than one housing problem falling within the extremely low-income bracket.

The above findings indicate a lack of affordable housing available to lower income renters, but especially housing that would be affordable to extremely low-income households. Results from the community Packet Pg. 1399
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meeting corroborate these findings. Attendees identified affordable housing and, specifically, housing programs that support persons with disabilities and mental health issues as priority housing needs for the City.

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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
For the purposes of this ConPlan, disproportionately greater need is assumed to exist when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percentage point of persons in the category as a whole. A household is considered to have a housing problem when their home lacks complete kitchen or plumbing facilities, when there is more than one person per room, or when a cost burden (30% or more of income toward housing) exists.

This section's tables demonstrate the disproportionately greater need across the lower-income levels (0%–30%, 30%–50%, and 50%–80% of AMI). Consistently, across each of the income brackets shown below, American Indian/Alaska Native households experience housing problems at a disproportionate rate. Conversely, White households never exceed the jurisdictional rate for housing problems across all households. It should be noted that the sample sizes for both American Indians/Alaska Native and Pacific Islander households are comparatively small, which may mean the data is not accurate. 0%-30% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 10,885 1,340 1,105
White 1,760 255 365
Black / African American 2,400 325 335
Asian 395 165 70
American Indian, Alaska Native 8 0 0
Pacific Islander 10 0 4
Hispanic 6,110 565 255
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
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30%-50% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 8,225 1,575 0
White 1,360 360 0
Black / African American 1,405 390 0
Asian 230 95 0
American Indian, Alaska Native 15 0 0
Pacific Islander 10 0 0
Hispanic 4,925 695 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 6,968 3,660 0
White 1,109 920 0
Black / African American 1,120 445 0
Asian 225 125 0
American Indian, Alaska Native 50 15 0
Pacific Islander 20 0 0
Hispanic 4,279 2,080 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
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80%-100% of Area Median Income
Housing Problems Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,909 3,360 0
White 555 855 0
Black / African American 470 355 0
Asian 135 185 0
American Indian, Alaska Native 25 0 0
Pacific Islander 0 0 0
Hispanic 1,729 1,945 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2011-2015 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
The following summarizes the needs of racial and ethnic households by income bracket. Racial and ethnic household groups that experience housing problems at disproportionate rates are bolded.

Eighty-two percent of households with 0%-30% AMI experience at least one severe housing problem:
 One hundred percent of American Indian/Alaska Native households experience at least one housing problem.
 Seventy-one percent of Pacific Islander households experience at least one housing problem.  Seventy-eight percent of Black/African American households experience at least one housing problem.
 Seventy-four percent of White households experience at least one housing problem.  Sixty-three percent of Asian households experience at least one housing problem.  Eighty-eight percent of Hispanic households experience at least one severe housing problem.

Eighty-four percent of households with 30%-50% AMI experience at least one housing problem:
 One hundred percent of American Indian/Alaska Native households experience at least one housing problem.
 One hundred percent of Pacific Islander households experience at least one housing problem.

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 Seventy-eight percent of Black/African American households experience at least one housing problem.
 Seventy-nine percent of White households experience at least one housing problem.  Seventy-one percent of Asian households experience at least one housing problem.  Eighty-eight percent of Hispanic households experience at least one severe housing problem.

Sixty-six percent of households with 50%-80% AMI experience at least one housing problem:
 Seventy-seven percent of American Indian/Alaska Native households experience at least one housing problem.
 One hundred percent of Pacific Islander households experience at least one housing problem.  Seventy-two percent of Black/African American households experience at least one housing problem.
 Fifty-five percent of White households experience at least one housing problem.  Sixty-four percent of Asian households experience at least one housing problem.  Sixty-seven percent of Hispanic households experience at least one severe housing problem.

Forty-six percent of households with 80%-100% AMI experience at least one housing problem:
 One hundred percent of American Indian/Alaska Native households experience at least one housing problem.
 There is no data for Pacific Islander households in this income bracket.  Fifty-seven percent of Black/African American households experience at least one housing problem.
 Thirty-nine percent of White households experience at least one housing problem.  Forty-two percent of Asian households experience at least one housing problem.  Forty-seven percent of Hispanic households experience at least one severe housing problem.

In summary, American Indian/Alaska Native are disproportionately affected by housing problems across all categories. Pacific Islander households are disproportionately affected in almost every category where there is data for their households, with exception for extremely low-income households (0%-30% AMI).

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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
A household is considered severely overcrowded when there are more than 1.5 persons per room and severely cost burdened when paying more than 50 percent of household income toward housing costs.

For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage payment, taxes, insurance, and utilities.

Per HUD definitions, disproportionate housing needs are defined as “significant disparities in the proportion of members of a protected class experiencing a category of housing need when compared to the proportion of members of any other relevant groups or the total population experiencing that category of housing need in the applicable geographic area” (24 CFR § 5.152). For the purposes of this ConPlan, a disproportionate need refers to a group that has housing needs which are at least 10 percentage points higher than the total population.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 10,035 2,195 1,105
White 1,480 540 365
Black / African American 2,280 450 335
Asian 325 230 70
American Indian, Alaska Native 8 0 0
Pacific Islander 10 0 4
Hispanic 5,750 925 255
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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30%-50% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,580 4,210 0
White 930 790 0
Black / African American 970 825 0
Asian 140 185 0
American Indian, Alaska Native 10 4 0
Pacific Islander 10 0 0
Hispanic 3,295 2,320 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,974 7,649 0
White 414 1,615 0
Black / African American 285 1,280 0
Asian 180 175 0
American Indian, Alaska Native 19 50 0
Pacific Islander 20 0 0
Hispanic 2,020 4,339 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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80%-100% of Area Median Income
Severe Housing Problems* Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,290 4,985 0
White 140 1,265 0
Black / African American 155 665 0
Asian 80 245 0
American Indian, Alaska Native 25 0 0
Pacific Islander 0 0 0
Hispanic 890 2,779 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
The following is an analysis of the rates of severe housing problems amongst racial and ethnic minorities of different income categories in comparison to the overall rate of severe housing problems. Racial and ethnic household groups that experience severe housing problems at disproportionate rate are bolded.

Overall, Asian households earning between 50-80 percent AMI disproportionately experience severe housing problems.

Seventy-five percent of households with 0%-30% AMI experience at least one severe housing problem:
 Seventy-four percent of Black/African American households experience at least one severe housing problem.
 Sixty-two percent of White households experience at least one severe housing problem.  Fifty-two percent of Asian households experience at least one severe housing problem.  Eighty-three percent of Hispanic households experience at least one severe housing problem.

Fifty-seven percent of households with 30%-50% AMI experience at least one severe housing problem:
 Fifty-four percent of Black/African American households experience at least one severe housing problem.
 Fifty-four percent of White households experience at least one severe housing problem.

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 Forty-three percent of Asian households experience at one severe housing problem.  Fifty-nine percent of Hispanic households experience at least one severe housing problem.

Twenty-eight percent of households with 50%-80% AMI experience at least one severe housing problem:
 Eighteen percent of Black/African American households experience at least one severe housing problem.
 Twenty percent of White households experience at least one severe housing problem.  Fifty-one percent of Asian households experience at least one severe housing problem.  Thirty-two percent of Hispanic households experience at least one severe housing problem.

In summary, Asian households are disproportionately affected by severe housing problems. Overall, 49 percent of LMI Asian households have at least one severe housing problem.

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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

A household is considered cost burdened if they pay more than 30 percent of their household income toward housing costs. As per HUD definitions, disproportionate housing needs are defined as “significant disparities in the proportion of members of a protected class experiencing a category of housing need when compared to the proportion of members of any other relevant groups or the total population experiencing that category of housing need in the applicable geographic area” (24 CFR §

5.152). For the purposes of this ConPlan, a disproportionate need refers to a group that has housing needs which are at least 10 percentage points higher than the total population.

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 28,175 13,053 15,039 1,315
White 8,355 2,655 2,520 440
Black / African American 3,869 2,325 3,259 335
Asian 1,415 380 595 90
American Indian, Alaska
Native 85 30 60 0
Pacific Islander 35 20 20 4
Hispanic 13,940 7,414 8,160 365
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2011-2015 CHAS
Discussion:

As a whole, 23 percent of households are cost burdened and 26 percent are severely cost burdened.

Approximately 19 percent of White households, 24 percent of Black/African American households, 15 percent of Asian households, and 25 percent of Hispanic households are cost burdened. No households are disproportionately cost burdened or severely cost burdened.

Overall, there is a high rate of cost burden within the City; however, Black/African American households have the highest rates of severe cost burden at 33 percent.

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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? Asian, Black/African American, American Indian and Alaskan Native, and Pacific Islander households are disproportionately affected by housing problems in the City. Overall, 76 percent of LMI Black/African American households, 65 percent of LMI Asian households, 82 percent of LMI American Indian and Alaskan Native households, and 90 percent of LMI Pacific Islander households have at least one housing problem.

Asian households are disproportionately affected by severe housing problems. Overall, 49 percent of LMI Asian households have at least one severe housing problem compared to all LMI households in the jurisdiction.

Citywide, 23 percent of households are cost burdened and 26 percent are severely cost burdened.

Approximately a quarter of Hispanic households and one-third of all Black/African American households are cost burdened. However, no racial or ethnic groups are disproportionately cost burdened or severely cost burdened.

Please see discussions in NA-15, NA-20, and NA 25 for more information.

If they have needs not identified above, what are those needs? Stakeholder consultations have identified the need for transit, workforce training, additional affordable housing in safe areas, and rehabilitation of existing units for low- to moderate-income households.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
Minority concentration is defined as a census tract where the percentage of individuals of a particular racial or ethnic minority group is at least 20 percentage points higher than the citywide average.

Minority refers to all ethnic groups other than non-Hispanic White.

The City of San Bernardino is 60 percent White, 16.7 percent Black/African American, 5.7 percent Asian, and 64.3 percent Hispanic (regardless of race). The map below displays census tracts in the City that have a minority concentration. As displayed in the attached minority concentration map. Five census tracts have a Hispanic minority concentration.

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NA-35 Public Housing – 91.205(b)
Introduction
The HACSB is the regional entity that manages and maintains housing units and administers Housing Choice Voucher programs across the County, including the City of San Bernardino. There are approximately 2,600 voucher holders in the City of San Bernardino.

Over 10,700 housing vouchers are currently active countywide. The majority of voucher holders have a tenant-based voucher, which is a type of voucher that allows the holder to use the voucher at any housing unit where the landlord will accept it. Currently, there are approximately 31,000 households on the Housing Choice Voucher waiting list for project-based and 23,023 for tenant-based vouchers. Some households are duplicates.

The following tables describe the number of housing vouchers in use within the County and the demographics of those receiving vouchers. Data on the number of vouchers in use within the City is unavailable.

Totals in Use
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 1,177 5,277 517 4,660 54 0 0 Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
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Characteristics of Residents
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 13,755 14,084 14,172 13,978 14,467 0 Average length of stay 0 0 6 6 1 7 0 0
Average Household size 0 0 3 2 1 2 1 0
# Homeless at admission 0 0 0 30 1 22 7 0
# of Elderly Program Participants
(>62) 0 0 239 1,122 357 754 3 0
# of Disabled Families 0 0 200 1,284 39 1,200 28 0
# of Families requesting accessibility
features 0 0 1,177 5,277 517 4,660 54 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 644 2,226 372 1,791 38 0 0
Black/African American 0 0 425 2,911 114 2,763 16 0 0
Asian 0 0 57 94 21 70 0 0 0
American Indian/Alaska
Native 0 0 3 27 5 22 0 0 0
Pacific Islander 0 0 29 12 3 9 0 0 0
Other 0 0 19 7 2 5 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 504 1,326 167 1,132 14 0 0
Not Hispanic 0 0 670 3,951 350 3,528 40 0 0
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Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

As shown in the above tables, the average annual income of all vouchers holders is approximately $14,084, which is 22 percent of the County household median income. This indicates these voucher holders have limited income to cover basic transportation, medical, food, and personal needs. As indicated in Table 23, 5,277 voucher holders (37 percent) have requested some type of accessible feature, demonstrating a need. Also, given the number of persons with disabilities across the County, the need for accessible units would be great.

Additionally, for persons with disabilities who are already on the HACSB waiting list, there is a need for case management and comprehensive support services.

As a Moving-to-Work agency, the HACSB is implementing activities designed to increase the cost effectiveness of federal programs and increase the amount of affordable, quality housing units. As such, the HACSB is implementing a local project-based voucher program designed to increase the number of affordable units, a local family self-sufficiency program to increase household income, and the No Child Left Unsheltered program which provides Housing Choice Vouchers to eligible homeless families.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders HACSB identified that the current housing program waiting lists are too long and have been closed for quite some time. Furthermore, there is a need for applicant assistance in the housing program application process. The most immediate need is finding housing units and property owners that will accept vouchers.

How do these needs compare to the housing needs of the population at large Although Housing Choice Vouchers are available to low-income households, the voucher program is unable to accommodate all low-income households. As discussed in MA-15, there is a gap of 11,445 units for households earning between 0 to 30 percent AMI and a gap of 2,750 units for households earning between 30 to 50 percent AMI. Moderate- and above moderate-income categories are more able to secure affordable housing in the City.

Discussion
See above discussion.

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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

In the most current County Point-in-Time Count (2019), the County identified a total of 2,607 homeless individuals. Of these individuals, 687 are sheltered and 1,920 are unsheltered. There are an estimated 890 persons experiencing homelessness in the City of San Bernardino.

The table below displays the County’s homeless subpopulations. Information for some subpopulations were unavailable.

Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s)
and Child(ren) 401 87 488 0 0 0
Persons in Households with Only
Children 5 5 10 0 0 0
Persons in Households with Only
Adults 281 1,828 2,109 0 0 0
Chronically Homeless Individuals 64 703 757 0 0 0
Chronically Homeless Families 5 34 39 0 0 0
Veterans 32 175 207 0 0 0
Unaccompanied Child 29 140 5 0 0 0
Persons with HIV 6 41 47 0 0 0
Table 26 - Homeless Needs Assessment
Alternate Data Source Name:

County Homeless Race, HMIS 2019
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Data Source Comments: County of San Bernardino, HUD HMIS, 2019 Indicate if the homeless population is: Has No Rural Homeless If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

Subpopulation data is not available for several of catgories in the table above.

Between October 1, 2018, and September 30, 2019, 426 individuals exited homelessness from emergency shelters or transitional housing. Of these individuals, 13 percent reentered homelessness within less than six months, 9 percent reentered between 6 and 12 months, and 2 percent reentered between 13 and 24 months. Overall, 25 percent reentered homelessness within two years.

During the same period, the average length of time being homeless was 118 days and the median time was 56 days.

According to the County and City Point-in-Time Counts, the City has noticed an increase in homeless population since 2018. From 2018 to 2019 the homeless population increased in the City 37 percent. The County experienced a 23 percent increase over the same period of time. The preceeding table acknowledges the number of unsheltered individuals is overwelming compared to those who find shelter and that a majority of the homeless people have been categorized as chronically homeless individuals as well as veterans.

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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 141 0
Black or African American 114 0
Asian 3 0
American Indian or Alaska
Native 6 0
Pacific Islander 1 0
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 102 0
Not Hispanic 10 0
Alternate Data Source Name:

County Homeless Race, HMIS 2019
Data Source
Comments:

Not Hispanic category data in this table refers to the number of multi-racial homeless individuals.There is no data on unsheltered homeless individuals or families.

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

The 2019 County Point-in-Time count identified 34 homeless families with children in San Bernardino County. The count identified four individuals with veteran status within the families surveyed.

The 2019 PIT counts for the City of San Bernardino subpopulations included 28 homeless veteran individuals of which only 7 were sheltered and 32 families with children sheltered. There was not data for unsheltered families with children.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

Race and ethnic composition of homeless individuals reported to be receiving services within the City, according to HMIS 2020 data.

Out of the 281 Point-In-Time survey respondents residing in the City, 141 (50.2 percent) were White, 114 (40.6 percent) were Black/African American, and 102 were Hispanic of any race (36.3 percent). This data is for sheltered homeless individuals only. Data was not available for unsheltered homeless individuals.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

According to 2019 PIT Count data for the City, there are approximately 639 unsheltered homeless individuals and 244 sheltered homeless individuals living in the City. According to the Point-in-Time Packet Pg. 1418
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count survey, 17 percent of unsheltered homeless individuals residing in the City had been homeless for less than a year; 59 percent were homeless between one and five years; 12 percent were homeless between six and ten years; and 11 percent were homeless for more than ten years. Seventy-one percent of respondents stated that they lived in the City of San Bernardino before becoming homeless.

Discussion:

There are approximately 2,607 homeless individuals counted in the County of those counted, 883 reside in the City. As identified in MA-30, homeless providers still complain there is not enough emergency shelter space, transitional, rapid rehousing, or permanent supportive housing beds to accommodate them. The CoC’s service capacities have increased within the previous five years; however, there is still a need for beds and additional supportive services.

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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

The following section describes the special needs of the following populations:
 Elderly households (defined as 62 years and older)
 Persons with mental, physical, and/or developmental disabilities  Large households
 Female-headed households
 Persons living with HIV/AIDS and their families
Describe the characteristics of special needs populations in your community:

Elderly Households (defined as 62 years and older). Many elderly people live on fixed incomes, making housing affordability a key issue. Access to properly sized units, transit, and healthcare are also important concerns of elderly households. Elderly households may also require residential care from time to time. Approximately 11 percent of City residents (23,827) are 62 years of age or older.

Persons with mental, physical, and/or developmental disabilities. Persons with disabilities may require special housing accommodations, such as wheelchair accessibility and other modifications to live independently. Access to transit is also a high priority for this population. According to the ACS 2014- 2018 5-Year Estimates, 26,221 residents (12.5 percent) are living with a disability. Of those 65 years and older, 46.5 percent are living with a disability.

Female Household. Female-headed households may have special needs related to accessing childcare and other supportive services as well as an increased risk of poverty. As displayed in the table below, female-headed households comprise 35 percent of households with children.

What are the housing and supportive service needs of these populations and how are these needs determined?
Elderly, disabled, small, large, and female-headed households and households with children are a significant portion of the City’s population and tend to have special housing needs that require diverse types of affordable housing. HACSB does not have enough HCVs to meet the need of all special needs households.

When surveyed during the community engagement process, residents selected “construction of new affordable rental housing” as one of the highest priority housing needs in the community. Additionally, Packet Pg. 1420
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stakeholder interviews identified housing for the physically disabled, mentally ill, and single women as needs within the City.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

HIV/AIDS. Those living with HIV/AIDS and their families require stable and affordable housing in order to consistently access medical care and avoid hospitalizations. On the county level, there are approximately 4,401 people living with HIV (PLWH). Approximately 3,120 PLWH are currently in care and 2,278 are virally suppressed. Statewide, male-to-male sexual contact is the most common transmission mode at 71.4 percent of all new cases in 2017. Black/African American individuals make up 35.2 percent of all new transmissions, followed by Hispanic/Latinx individuals at 14.3 percent, American Indian/Alaskan Native at 10.8 percent, Native Hawaiian/other Pacific Islander at 9.1 percent, White at

8.2 percent, and Asian at 6.7 percent.

Discussion:

The County provides rapid HIV testing, counseling, prevention education, AIDS Drug Assistance Program (ADAP), and HIV clinic services for clients who do not qualify for any other medical resources.

People living with HIV/AIDs require affordable housing to maintain consistent access to medical care, adhere to medical plans, and avoid hospitalizations. They require affordable housing that will suit their needs, which include proximity to health care centers.

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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

Community meetings identified the need for facilities for at-risk youth, pedestrian improvements, and traffic-calming measures. Survey respondents identified the need for community centers, parks and recreational facilities, youth centers, and healthcare facilities.

How were these needs determined?
The needs were determined through extensive community engagement efforts including a survey, stakeholder interviews, community meetings, and pop-up events. The survey and pop-up events sought to solicit feedback from City residents, while stakeholder interviews focused on community development practitioners and experts. The survey was made available in four languages and online. In total, 1,011 survey responses were received and approximately 12 stakeholder organizations participated in the process. Several residents provided feedback at community meetings and pop-up events.

Describe the jurisdiction’s need for Public Improvements:

Community Engagement events and data gathering from the City revealed the top public improvements were needed:
 Survey respondents identified the need for the following public improvements:
 Street/alley/sidewalk improvements
 Street lighting improvements
 Safe routes to schools
 Water/sewage improvements
How were these needs determined?
See the description of community engagement above.

Describe the jurisdiction’s need for Public Services:

Stakeholders identified the need for the following public services:
 Crime reduction
 Domestic violence services
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 Family self-sufficiency programs
 Mental health services
 Tech literacy education
 Vocational training for those with criminal backgrounds  Youth life skill education
Feedback at community meetings identified the need for:
 Services for at-risk youth
 Neighborhood revitalization
 Survey respondents identified the need for the following:
 Programs for at-risk youth
 Youth activities
 Children after school/summer camp program or services How were these needs determined?
Community engagement activities noted above. Area service providers primarily assisted in this effort.

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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:

This overview summarizes the key points of each section of the market analysis and sets a basis for some of the funding priorities listed in the Strategic Plan. The Market Analysis identifies the City’s housing market, which includes the housing stock, the cost of housing in the City, housing needs for lowincome and special needs populations, and barriers to the development of new housing, especially affordable housing.

As with many suburban cities, the City of San Bernardino is made up mostly of one-unit detached structures. Multiunit structures make up the second highest portion of housing stock. Multifamily units have increased more rapidly than single-family development, but only by approximately two percentage points. The cost of home purchase is more affordable in the City of San Bernardino compared to other cities in California. However, like the rest of the state, San Bernardino has followed the same trend of steadily increasing costs for both homeownership and renting. Housing stock is aging; nearly 70 percent of residential units were built prior to 1980.

There are many housing resources in the City and County for low-income, special needs, and homeless households. The Housing Authority of the County of San Bernardino (HACSB) is the largest provider of affordable housing in the County. The HACSB owns and/or manages more than 10,000 housing units and serves approximately 30,000 individuals throughout the County. For special needs, in the City of San Bernardino alone, there are 39 adult residential facilities providing capacity to accommodate 835 persons; there are 24 residential elder care facilities in the City that accommodate 505 persons. Finally, the City utilizes the Emergency Solutions Grant (ESG) program to support services that include emergency shelter, rapid rehousing, homelessness prevention, street outreach, and HMIS costs.

There continue to be barriers to the provision of affordable housing. But through many initiatives and supportive services funded by local and federal resources, efforts are continuously being made to increase affordable housing units, provide supportive services and job training, and offer other tools to build the workforce for a strong community.

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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The City is made up mostly of one-unit detached structures, at 61 percent of residential properties.

Multiunit structures make up the second highest percentage at 19 percent of the housing stock. From 2000 to the present, the development of housing stock has only increased by three to five percentage points, with multifamily units increasing more rapidly than single-family detached by approximately two percentage points.

Vacant land is available for immediate residential development in the City. Opportunities for development are identified in maps in the City’s Housing Element. City policies and goals make evident that the City is committed to both redevelopment and new development. Areas of opportunity include infill housing and new development in the Downtown Core as well as along major corridors.

A healthy vacancy rate is associated with choice and mobility. A healthy vacancy rate for owneroccupied housing is 2-3 percent and 5-6 percent for rental units. In 2010, the vacancy rate for owneroccupied housing was 3.7 percent; in 2017 it was 1.3 percent, 0.7 percent below the range considered healthy. In 2010, the renter-occupied rate was 6.9 percent, above the healthy range by 0.9 percent. By 2017, the rental vacancy rate returned to the healthy range at 6 percent.

Residential mobility is influenced by tenure. Ownership housing is associated with a much lower turnover rate than rental housing. Tenure preferences are primarily related to household income, composition, and age of the householder. Between 2010 and 2017, the number of occupied units decreased, and tenure shifted from majority owner-occupied units to majority renter-occupied units.

All residential properties by number of units
Property Type Number %
1-unit detached structure 37,940 61%
1-unit, attached structure 2,825 5%
2-4 units 5,660 9%
5-19 units 6,460 10%
20 or more units 5,755 9%
Mobile Home, boat, RV, van, etc 4,045 6%
Total 62,685 100%
Table 27 – Residential Properties by Unit Number
Data Source: 2011-2015 ACS
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Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 215 1% 1,135 4%
1 bedroom 675 3% 7,460 24%
2 bedrooms 5,620 21% 12,530 41%
3 or more bedrooms 20,520 76% 9,424 31%
Total 27,030 101% 30,549 100%
Table 28 – Unit Size by Tenure
Data Source: 2011-2015 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City has a total of 25 assisted multifamily housing projects that provide 3,034 affordable housing units. Fourteen projects (San Bernardino Senior Housing, Sierra Vista, Monte Vista, Buena Vista, Hacienda, AHEPA 302 Apartments, Arrowhead Vista, The Magnolia, Casa Bernadine, Casa Ramona, Jeffrey Court, Laurel Place, Light’s Rancho Linda, and The Plaza) are designated as affordable senior communities and have a combined total of 1,329 units. Most of the City’s affordable housing was funded by HUD, including Section 202, Section 108, PRAC, HOME, or HFDA. Many projects were also financed through Low Income Housing Tax Credits (LIHTC). Affordable housing units also received funding through the former redevelopment agency or bonds. The HACSB also assisted with the development of the Medical Center Apartments (287 affordable units).

The City falls within the jurisdiction of the HACSB. The HACSB administers the Housing Choice Voucher program, which provides rental assistance to income-eligible residents of San Bernardino by providing monthly rental assistance to participants who rent from a private landlord but pay only 30 percent of the monthly rental payment, with the rest paid to the landlord by HUD. In 2018, the HACSB provided 10,120 housing choice vouchers throughout San Bernardino County and 2,669 vouchers were issued to San Bernardino City residents.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

Assisted units convert to market rate when affordable housing contracts expire. In addition, many of the City’s affordable housing projects were assisted with project-based Section 8 contracts and a significant number of these units are considered at risk of converting to market-rate housing due to expiration of subsidy contracts. A total of 15 projects, with a combined total of 1,627 affordable units, are at risk of losing their affordability status.

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HACSB does not anticipate losing affordable housing units due to expiration of contracts in the next five years.

Does the availability of housing units meet the needs of the population? Findings in the data show that there is not enough adequate housing affordable to LMI households, especially for extremely low- and very low-income households. Affordable units accommodate only half the number of households in the 0-30 percent and 30-50 percent HAMFI categories, creating an insufficient amount of housing for households at these income levels.

There is a surplus of affordable units for households in the 50-80 percent and the 80-100 percent HAMFI categories.

Describe the need for specific types of housing:

According to data gathered through community outreach, there is a lack of single-family and other quality housing development. Existing housing stock is also in need of rehabilitation. The primary housing problem is affordability; households in the middle and lower-income categories have difficulty affording homeownership. A need for affordable rental housing is a top need but owner-occupied housing is considered one of the more critical housing needs in the community. The community outreach process also revealed a need for housing for persons with mental and physical disabilities.

The needs identified through community outreach are substantiated in the CHAS 2011-2015 data.

As shown in Table 29, Unit Size by Tenure, renters in the City outnumber homeowners by 13 percent.

Renters also tend to reside in smaller units: 3-bedroom units are occupied by owners by 2.18 times that of renters, whereas most no-bedroom, 1-bedroom, and 2-bedroom units are occupied by renters (69 percent).

Discussion
See discussion above
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Housing costs have the potential to cause housing problems in a community. If housing costs are high relative to household income, there will be a higher rate of cost burden and overcrowding. According to HUD, families who pay more than 30 percent of their income toward housing costs are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation and medical care. This section analyzes the cost of housing in the City of San Bernardino.

The City’s housing market has fluctuated greatly over the last ten years. During the 2000 Census, the median home value (MHV) in the City was $94,000; it then saw a steep increase during the housing boom of the 2000s, increasing 115 percent by 2009 to an MHV of $270,200. Soon after, the US went into the Great Recession and housing market crash, where homes across California were foreclosed on and the City saw the MHV drop. Although the MHV has continued to decrease, it is still 41 percent higher than it was before the housing boom in 2000, and wages in the area have not increased accordingly. In 2000, the median income in the City was $31,140, which would have allowed an average household to purchase a home without becoming cost burdened (less than 30 percent of their income). In 2015, the median income in the City was $37,047, a 16 percent increase, with an MHV of $159,800, which would make most homeowners cost burdened.

Based on the 2011-2015 ACS, the median income would be sufficient for a renter to afford $1,029 in housing costs per month, which includes rent and utilities, and not be cost burdened; 72 percent of the City’s renter population pays $999 or less per month.

Cost of Housing
Base Year: 2009 Most Recent Year: 2015 % Change
Median Home Value 270,200 159,800 (41%)
Median Contract Rent 780 813 4%
Table 29 – Cost of Housing
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year) Rent Paid Number %
Less than $500 4,200 13.8%
$500-999 17,740 58.1%
$1,000-1,499 7,279 23.8%
$1,500-1,999 1,155 3.8%
$2,000 or more 180 0.6%
Total 30,554 100.0%
Table 30 - Rent Paid
Data Source: 2011-2015 ACS
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Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 1,890 No Data
50% HAMFI 4,130 2,915
80% HAMFI 18,415 7,975
100% HAMFI No Data 11,994
Total 24,435 22,884
Table 31 – Housing Affordability
Data Source: 2011-2015 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 0 0 0 0 0
High HOME Rent 0 0 0 0 0
Low HOME Rent 0 0 0 0 0
Table 32 – Monthly Rent
Data Source Comments:

Is there sufficient housing for households at all income levels? Findings in the data show that there is not enough adequate housing affordable to LMI households, especially for extremely low- and very low-income households. Overall, affordable units accommodate only half the number of households in the 0-30 percent and 30-50 percent HAMFI categories, creating an insufficient amount of housing for households at these income levels.

According to the CHAS 2011-2015 data, approximately 13,335 households are at 0-30 percent AMI, yet there are only 1,890 rental units available that are affordable to these households (no data is available on homeowner units).

For the approximately 9,795 households in the City that are at 30-50 percent AMI, 4,130 rental units are affordable, and 2,915 units are affordable for ownership.

There is a surplus of affordable units for some of the 10,630 households in the 50-80 percent HAMFI bracket: there are approximately 18,415 rental units and 7,975 ownership units affordable to these households.

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The same is true of the 6,275 households in the City that are in the 80-100 percent HAMFI bracket: there are 11,994 units that are affordable to households earning 100 percent HAMFI, again, creating a surplus of affordable units for households in this range.

How is affordability of housing likely to change considering changes to home values and/or rents?
As illustrated in the table below, home prices in the City of San Bernardino are low compared to those of the state. However, the median single-family home price has increased by approximately 23 percent between January 2016 and January 2019, which is similar to both the County of San Bernardino (24 percent increase) and the state of California as a whole (23 percent increase), during that same time period.

According to the ACS 2015-2018 5-Year Estimates, the majority of renters have consistently spent between $500 and $1,499 between 2015 and 2018; renters spending between $1,500 to $1,999 doubled during the same time period. Overall, San Bernardino is experiencing an increase in rental housing costs. Between 2015 and 2018, the median rent increased from $976 to $1,068. As shown in the table below, both the lowest cost categories (up to $999) and the highest cost categories ($2,000- $2,999) decreased as a percentage of the rental market.

Based upon market data for home prices and rental units, it can be expected that costs will increase, by small percentages.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? The median gross rent for San Bernardino, according to the ACS 2018 1-Year Estimate, was $1,068; however, the HUD fair market rent for a three-bedroom is higher at $1,717.

According to the number of units available, there is a need to develop affordable units for extremely low- to very low-income households. HUD defines cost burden as 30 percent or more of family’s household income spent on housing costs, including utilities. Affordable housing cost then would be 30 percent or less of a household’s income. The HAMFI for the Riverside-San Bernardino-Ontario, CA MSA is $69,700. Affordable rent for a family of four, earning 80 percent of the area median family income, or $55,760, would be $1,436; for a family earning a very low income of 35,900, $894; and for a family earning extremely low income of 25,750, $644. A strategy to address affordable housing needs would be to put HOME and CDBG dollars toward affordable housing construction for extremely low- and very lowincome households.

Discussion
See discussion above.

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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
This section of the ConPlan discusses existing housing supply, age and condition of housing, the number of vacant and abandoned units, and the risk posed by lead-based paint.

As discussed in MA-10, 61 percent of the housing stock in the City of San Bernardino is single-family detached. Multiunit structures make up the second highest percentage at 19 percent of housing stock.

As is common in many cities in the nation, most residential development in the City occurred between 1950 and 1979.

The following section describes the conditions of the housing stock in the City. HUD defines housing “conditions” similarly to the definition of housing problems discussed in the Needs Assessment. These conditions are:

1. More than one person per room;

2. Cost burden greater than 30 percent;

3. Lack of complete plumbing; and

4. Lack of complete kitchen facilities.

Definitions
In the City of San Bernardino, substandard housing conditions may consist of the following: structural hazards, poor construction, inadequate maintenance, faulty wiring, plumbing, fire hazards, and inadequate sanitation. Substandard units suitable for rehabilitation are those units where the total rehabilitation costs do not exceed 25 percent of the after-rehabilitation value.

Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 10,325 38% 16,544 54%
With two selected Conditions 1,080 4% 4,305 14%
With three selected Conditions 10 0% 160 1%
With four selected Conditions 0 0% 20 0%
No selected Conditions 15,620 58% 9,515 31%
Total 27,035 100% 30,544 100%
Table 33 - Condition of Units
Data Source: 2011-2015 ACS
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Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 2,265 8% 1,530 5%
1980-1999 6,644 25% 8,275 27%
1950-1979 12,720 47% 15,580 51%
Before 1950 5,405 20% 5,155 17%
Total 27,034 100% 30,540 100%
Table 34 – Year Unit Built
Data Source: 2011-2015 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 18,125 67% 20,735 68% Housing Units build before 1980 with children present 4,650 17% 1,905 6% Table 35 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 3,570 0 3,570
Abandoned Vacant Units 0 0 0
REO Properties 193 0 193
Abandoned REO Properties 0 0 0
Table 36 - Vacant Units
Alternate Data Source Name:

Vacant Unit Data
Data Source Comments: Vacant Units, 2017 ACS 1-Year EstimatesSan Bernardino, CA REO, Realtytrac.com, January 27, 2020 Need for Owner and Rental Rehabilitation
Most occupied units were built before 1980. Sixty-eight percent of renter-occupied units and 67 percent of owner-occupied units were built prior to 1980. For units built between 1950 and 1979, renters outnumber owners by nearly 25 percent. The disproportionate share of renters that occupy older units could indicate a more urgent need for the rehabilitation of rental units in the City. The high percentage of older units, both owned-occupied and renter-occupied, indicates the potential need for rehabilitation for both.

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Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
To estimate the number of housing units in the City with lead-based paint (LBP) hazards that are occupied by LMI families, the building age of each unit is evaluated. The use of LBP on residential units was prohibited after 1978, but for the sake of this plan, the number of units built before 1980 will be used to determine how many LMI households are at risk of LBP hazards.

The 2011-2015 ACS data in Table 36 shows that approximately 38,860 units in San Bernardino were built before 1980 and could be at risk of LBP.

Based upon the 2012-2016 CHAS data, approximately 31,062 residential units built prior to 1980 are occupied by LMI families and are at risk of exposure to LBP hazards.

Discussion
The City will continue to develop policies to rehabilitate older and abandoned housing in the City in an effort to fulfill its Regional Housing Need Allocation (RHNA) obligation and provide housing to LMI households.

The City will continue efforts to reduce LBP hazards in housing constructed prior to 1978 and assisted through the Owner-Occupied Residential Rehabilitation Program by testing for LBP. If LBP is found, safe work practices or abatement procedures will be included in the scope of work for the rehabilitation. All City procedures for the prevention of LBP poisoning when working on residential structures will comply with 24 CFR Part 35.

The City still has several abandoned homes that have been foreclosed, have deteriorated, and have been vandalized. In Ward 1, there is a focus on the City’s Single-Family Unit Acquisition and Rehabilitation program, but foreclosed homes citywide are eligible properties. The City has identified providers, including Housing Partners 1, Inc. and Neighborhood Housing Service of the Inland Empire, to rehabilitate, manage, market, and close the sale of foreclosed homes.

The vacant unit table found in this section only includes the number of vacant units and REO units. The City has not completed a recent housing conditions study to determine which units are not suitable for rehabilitation. As properties are rehabilitated using CDBG and HOME funds each is evaluated to determine whether it is suitable for rehabilitatioin.

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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The HACSB is the largest provider of affordable housing in the County. The HACSB owns and/or manages more than 10,000 housing units and serves approximately 30,000 individuals throughout the County. Currently, the HACSB does not anticipate awarding new project-based vouchers.

Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based Special Purpose Voucher Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 0 1,321 8,678 552 8,126 352 1,109 834
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 37 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

Under the FY12 HUD appropriations act, the Rental Assistance Demonstration (RAD) program allows public housing agencies (PHAs) to convert their public housing units from their original sources of HUD financing to project-based Section 8 contracts. Similar to the Section 8 Housing Packet Pg. 1434
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Choice Voucher (HCV) program, income eligible tenants pay 30 percent of their income and the project-based rental assistance makes up the difference between what an extremely low-, low-, or very low-income household can afford and the approved rent for the unit. Tenants would have the option of applying to renew the Section 8 contract. As of FY 2020, all public housing units under the HACSB will be converted to projectbased vouchers, commonly referred to as Section 8 units. Planned existing project-based voucher properties include:
 Family Community, New Development – 333 units
 Family Community, Existing Development – 434 units
 RAD Conversion, Existing Public Housing Community – 1,003 units  Senior Community, Existing Development – 349 units
 Family & Senior Community, New Development – 11 units  Veterans’ Housing, New Development – 37
 Permanent Supportive Housing for Chronically Homeless – 69  Veterans’ Housing, Scattered Sites – 12
In June 2018, the City of San Bernardino received $20 million from the state’s Strategic Growth Council through the California Affordable Housing and Sustainable Communities program. The funding has been prioritized to revitalize the Arrowhead Grove neighborhood, formerly the Waterman Gardens Public Housing site, and the adjacent corridor. The project will include 147 affordable housing units and 36 market-rate units, along with pedestrian and transit improvements that will benefit the community at large. The National Community Renaissance (National CORE), an affordable housing developer, has partnered with the HACSB for the project.

As mentioned above, all units under the HACSB will be converted to project-based vouchers, commonly referred to as Section 8 units. The primary benefit of RAD is that properties that convert under this process are no longer restricted from securing private sources of capital financing, and the owners are therefore able to address deferred maintenance issues that have caused public housing and other HUD rental stock to deteriorate nationwide. HACSB refers to housing projects as Asset Management Projects (AMPs). The initial phase of the RAD conversion included rehabilitation at the following sites:
 97 scattered site units in AMP 120
 330 units in AMP 130 (Maplewood Homes)
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 75 units in AMP 150 (Brockton site 19-05)
 50 units in AMP 160 (Monte Vista site 19-06)
In September 2018, the second phase of the RAD conversion of public housing units closed and rehabilitation work identified under the RAD physical needs assessments commenced. The second phase of the conversion included the following sites:
 12 scattered site units in AMP 150 (E. 9th Street)
 125 units in AMP 160 (Colton sites 19-04 & 19-10)
 217 units in AMP 170 (Barstow sites 19-07, 19-12, 19-13 and Deseret) All public housing units have been converted through RAD and therefor there are no public housing units in the City.

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Public Housing Condition
Public Housing Development Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:

The HACSB has received approval under HUD’s RAD program and has converted its entire public housing portfolio. As of FY 2020, all units have been or will be converted to project-based vouchers, commonly referred to as Section 8 units.

Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:

The HACSB works to facilitate opportunities for families and individuals to become self-sufficient and financially independent so that they can transition from dependency on housing subsidy through the following strategies:
 Develop and maintain policies, programs, and services that foster accountability, responsibility, and economic independence.
 Partner with external organizations to support clients in acquiring life skills, education, and training.
 Strengthening tenants’ personal accountability and in transitioning to home ownership/market rentals
In addition to implementing non-MTW activities to address the goal of self-sufficiency, the HACSB has implemented nine MTW activities that address this goal: Local Policies for Portability, Elimination of Earned Income Disallowance, Minimum Rent, Pilot Work Requirement, Local Income Inclusion, implementation of a local Family Self Sufficiency program, Term-Limited Lease Assistance Program, No Child Left Unsheltered, and Transition for Over-Income Families Discussion:

Over 10,700 housing vouchers are currently active countywide, of which there are approximately 2,600 voucher holders in the City of San Bernardino. Approximately 37 percent of the voucher holders have requested accessible units or features. The majority of voucher holders have a tenant-based vouchers.

Currently, there are approximately 31,000 households on the Housing Choice Voucher waiting list for project-based and 23,023 for tenant-based vouchers. There is a need for applicant assistance in the housing program application process as well as finding property owners that will accept vouchers.

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The Housing Choice Vouchers program is unable to accommodate all low-income households. There is a housing gap of 11,445 units for households earning between 0 to 30 percent AMI as well as a housing gap of 2,750 units for households earning between 30 to 50 percent AMI. Hispanic and Black/African American households are the most prevelent cost burdened populations.

Assisted units sometimes convert to market rate units when affordable housing contracts expire. Many of the City’s affordable housing projects that are assisted with project-based Section 8 contracts are considered at risk of converting to market-rate housing due to expiration of subsidy contracts.

Specifically, a total of 15 projects, with a combined total of 1,627 affordable units, are at risk of losing their affordability status.

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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The City of San Bernardino assists homeless populations through funding supportive service providers in the community. The City has traditionally provided funding through the ESG program to support services that include emergency shelter, rapid rehousing, homelessness prevention, street outreach, and HMIS costs.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren) 252 17 145 695 0
Households with Only Adults 176 0 101 833 0
Chronically Homeless Households 0 0 0 652 0
Veterans 29 0 5 712 0
Unaccompanied Youth 5 0 0 3 0
Table 39 - Facilities and Housing Targeted to Homeless Households Data Source Comments: 2019 San Bernardino City and County CoC Housing Inventory Count Packet Pg. 1439
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons Many organizations in San Bernardino, including businesses, civic groups, corporations, educational institutions, faith-based organizations, local government, and nonprofit agencies, provide financial assistance, food, health care, clothing, legal assistance, public assistance, rental assistance, and utility assistance at little or no cost. Mainstream benefit programs such as CalFresh, Medicaid/Medi-Cal, Social Security Disability Income (SSDI), Supplemental Security Income (SSI), and Veteran’s Benefits are available to homeless persons in the City.

Additionally, the Homeless Provider Network (HPN) acts as an advocate for homeless populations and those at risk of becoming homeless. The HPN facilitates the collaboration between the public and private sectors to coordinate services to assist and prevent homelessness. Member organizations of the HPN meet monthly.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

The City works with various agencies and provides referrals for services to homeless populations and those at risk of homelessness:
• Community Action Partnership of San Bernardino County – provides homeless persons and those at risk of homelessness with temporary rental assistance, financial literacy education, and linkages to other support services.
• Family Service Association of Redlands – provides emergency shelter (motel vouchers), wraparound services, and case management to prevent homelessness.
• Lutheran Social Services – provides emergency shelter as a "bridge" to permanent housing, and wraparound services to help homeless men 18 years and older to achieve self-sufficiency. • Step Up on Second – provides supportive services which begin with engagement and street outreach activities.
• The Salvation Army Hospitality House – provides emergency shelter, referrals to permanent housing services, and meals to families and single females experiencing homelessness.

Other agencies in the County providing services to address homelessness include:
 Catholic Charities San Bernardino
 High Desert Homeless Services, Inc.
 Victor Valley Family Resource Center
Time for Change Foundation provides emergency shelter services to women and children as well as permanent housing. Helping Hands Pantry, a food bank, serves the communities of the County of San Bernardino; programs include a mobile food pantry and the College Student Food Assistance Program for students who do not have the resources to buy enough food.

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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
There are 39 adult residential facilities in the City of San Bernardino. Such facilities provide safe and secure places for the elderly and persons with disabilities to stay while their primary caretakers work or run errands. In January 2020, there were 60 licensed adult residential facilities in the City with the capacity to accommodate a total of 835 persons.

Residential care facilities for the elderly are family homes, group care facilities, or other similar facilities in which non-medical care is provided 24 hours per day to support daily activities and ensure personal security of the elderly. There are 24 residential elder care facilities in the City that accommodate 505 persons.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Elderly. Elderly persons may have special housing needs primarily due to income, health care costs, and physical or mental disabilities, particularly those that tend to increase with age. As a result, the elderly may face difficulty in finding housing and may become victims of housing discrimination or fraud.

According to the 2011-2015 ACS, approximately 15,302 persons 62 years and older reside in the City, representing seven percent of the total population. The senior population is growing at a faster pace than the overall population. According to the ACS, between 2010 and 2017, the total number of elderly persons in San Bernardino increased by more than 12 percent while the City’s total population increased by only 2.5 percent.

Persons with Disabilities. Persons with disabilities frequently have special housing needs, often related to a potentially limited ability to earn enough income, a lack of accessible and affordable housing, and higher health costs associated with a disability. Persons with self-care and mobility limitations may also require housing design features such as wheelchair ramps, grab bars, special bathroom designs, and/or wider doorway openings.

According to the ACS 2014-2018 5-Year Estimates, 12.5 percent of San Bernardino residents reported a disability, a decrease from the 2009-2013 estimates, which estimated that 13.2 percent of the population had one or more disabilities.

Approximately 16.5 percent of those between the ages of 35 to 64 reported having a disability.

Approximately 38.5 percent of those between the ages of 65 to 74 reported having a disability, which is approximately 8 percent higher than the County level. For those 75 years and older, 60.9 percent of the population reported having a disability, which is approximately 5 percent higher than the County level.

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A major challenge facing the City is the availability of housing stock with accessible features that meet the needs of disabled residents and their families. The ACS 2014-2018 5-Year estimates showed that

14.2 percent, or 2,586, residents above the age of 65 were living below the poverty level. Living below the poverty level further limits resources and puts an additional constraint on the already limited housing options available to seniors with a disability.

Community outreach also revealed a need for housing programs with mental health services for people with mental and physical disabilities.

Drugs/Alcohol. The County of San Bernardino provides alcohol and drug services through the Substance Use Disorder and Recovery Services (SUDRS) program. Services are available to all County residents.

Additionally, Supervised Treatment After Release (STAR) is the treatment component of the Mental Health Court System of Care. Individuals are generally referred while incarcerated in the West Valley Detention Center. STAR arranges for:
 Day treatment
 Intensive case management
 Residential placement
 Drug and alcohol treatment
 Periodic court reviews
HIV/AIDS. The National Commission on AIDS states that up to half of all Americans with HIV or AIDS are either homeless or at imminent risk of becoming homeless because of their illness, lack of income or other resources, and having a weak support network. Persons with HIV/AIDS may also require a broad range of services, including counseling, medical care, in-home care, transportation assistance, and food provision.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
The City has worked with St. Bernadine Hospital to transition homeless individuals who are being discharged from the hospital into transitional housing and ultimately transition into permanent housing.

The City will continue to support the regional Continuum of Care’s efforts to implement the San Bernardino County 10-Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning to prevent people from becoming homeless when they are discharged from correctional, foster care, health care, or mental health care systems. The McKinney-Vento Act requires that state and local governments have policies and protocols in place to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. To meet HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers in order to implement a “zero tolerance” plan that will prevent persons from being discharged into homelessness. The City has provided ESG funding to Step Up on Second (Step Packet Pg. 1442
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Up) for essential service referrals and housing placement services to homeless and near-homeless persons. Step Up also provides daily street outreach to the most service-resistant homeless population in San Bernardino.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Through CDBG, ESG, and other available resources, the City traditionally funds organizations that provide services to residents in need. Such funding support includes ADA accessibility for public spaces and service organizations providing assistance and referrals to low-income persons in need of various supportive services. In 2020-2021 the City intends to fund several affordable housing initiatives including the development of new affordable rental housing (100 units), expand home ownership opportunties to eligible LMI households through its Infill Housing Program (4 new units) and its First Time Home Ownership Program (2 existing units), rental housing rehabilitation (239 units), and through fair housing assistance which will help over 2,000 property owners and tenants citywide. The City prioritizes families whose household income is extremely low and low income income.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) See above discussions.

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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City recognizes that barriers to affordable housing exist and continues to employ strategies to overcome them. Policies can create barriers to the production of affordable housing and residential investment because such factors increase costs.

The high cost of affordable housing and residential investment can be contributed to the following:

Lack of Affordable Housing Funds: Funding for affordable housing usually comes from the government at the local, state, or federal levels or from nonprofit organizations specializing in the construction of affordable housing. Before 2012, redevelopment had the ability to borrow against future property tax revenue in order to finance capital projects and address blight; 20 percent of redevelopment money was required to be allocated toward affordable housing. Due to state budgetary problems, redevelopment agencies were dissolved. Now the City relies on private resources, federal grant programs, state resources, and philanthropy to fund affordable housing projects.

Environmental Review: Environmental review can be a long process and is expensive if extensive environmental review is required under the California Environmental Quality Act (CEQA) or the National Environmental Policy Act. Additionally, if a developer is applying to rezone an area or parcel, an amendment to the General Plan or Zoning Ordinance is required, which is a project under CEQA. Such an amendment requires environmental review, which can become a long and even political process that can slow or even stop the development of projects.

Site Improvements: Many parts of the City of San Bernardino are undeveloped and lack adequate pedestrian and automobile infrastructure to support new residential subdivisions. All new residential development is required to provide sidewalk with curbs and gutters and must be served by appropriate roadways consistent with the General Plan Circulation Element and adopted road development standards. The cost of these improvements increases the cost of development but is necessary to facilitate pedestrian and vehicular access and movement in the City.

Planning and Development Fees: Planning and development impact fees, such as for transportation, water, and sewer infrastructure improvements, often add to the overall cost of development. The City’s fees reflect the fair share of the costs of providing permitting, infrastructure, and services for new residences.

Infrastructure and Impact Fees: Impact fees are charged to housing developers to pay for City infrastructure that will support the project, or pay for parks or other City services that protect the welfare of residents. A primary financial deterrent for developers is the high cost of impact fees.

Construction costs, permitting fees, and impact fees are passed on to the consumer, driving up the cost of housing at all income levels.

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State and Federal Davis-Bacon Prevailing Wages: The state Department of Industrial Relations (DIR) expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to the overall cost of development. A prevailing wage must also be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multifamily project over eight units. Based on discussions with developers, various prevailing wage requirements typically inflate the development costs by 35 percent.

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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
The City of San Bernardino is located in the Inland Empire, which is part of a populous area west of Los Angeles in Southern California. Top employers in the City include California State University, San Bernardino, Caltrans, and the Community Hospital of San Bernardino. There are 57,889 jobs in the City with a labor force of approximately 88,000. The City has strong millennial growth with an average age of 32, younger than both the state (36) and the nation (37). Additionally, the County is the second-fastest growing county in the state, likely due to lower home prices and commercial vacancy rates, making the area ideal for investment.

Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 771 229 1 0 -1 Arts, Entertainment, Accommodations 7,079 7,320 13 13 0 Construction 4,002 2,357 7 4 -3
Education and Health Care Services 11,756 14,338 21 25 4 Finance, Insurance, and Real Estate 2,248 3,649 4 6 2
Information 752 350 1 1 0
Manufacturing 5,683 3,438 10 6 -4
Other Services 2,023 2,422 4 4 0
Professional, Scientific, Management Services 3,168 4,139 6 7 1 Public Administration 0 0 0 0 0
Retail Trade 8,041 8,264 15 14 -1
Transportation and Warehousing 5,321 7,872 10 14 4
Wholesale Trade 4,046 3,511 7 6 -1
Total 54,890 57,889 -- -- --
Table 40 - Business Activity
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Labor Force
Total Population in the Civilian Labor Force 88,507
Civilian Employed Population 16 years and over 73,795
Unemployment Rate 16.60
Unemployment Rate for Ages 16-24 34.05
Unemployment Rate for Ages 25-65 9.00
Table 41 - Labor Force
Data Source: 2011-2015 ACS
Occupations by Sector Number of People
Management, business and financial 9,155
Farming, fisheries and forestry occupations 4,155
Service 10,555
Sales and office 18,790
Construction, extraction, maintenance and
repair 7,535
Production, transportation and material moving 5,500
Table 42 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 45,150 66%
30-59 Minutes 15,889 23%
60 or More Minutes 7,445 11%
Total 68,484 100%
Table 43 - Travel Time
Data Source: 2011-2015 ACS
Education:

Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 14,685 3,539 14,005
High school graduate (includes
equivalency) 16,405 2,535 10,015
Some college or Associate's degree 19,900 2,590 7,675
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Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Bachelor's degree or higher 8,335 615 2,630
Table 44 - Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 535 2,144 3,713 7,580 3,660
9th to 12th grade, no diploma 5,399 5,765 5,350 7,669 2,500 High school graduate, GED, or
alternative 9,005 9,785 7,140 12,035 4,600
Some college, no degree 10,905 8,939 5,085 9,830 3,385
Associate's degree 1,004 2,258 1,405 2,665 1,224
Bachelor's degree 1,179 2,595 1,775 3,705 1,394
Graduate or professional degree 15 754 850 1,894 918
Table 45 - Educational Attainment by Age
Data Source: 2011-2015 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 33,509
High school graduate (includes equivalency) 65,568
Some college or Associate's degree 88,789
Bachelor's degree 57,200
Graduate or professional degree 109,150
Table 46 – Median Earnings in the Past 12 Months
Data Source: 2011-2015 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Education and health care services is the top employment sector with the highest percentage of local workers within the sector in San Bernardino, followed by retail trade, arts/entertainment/accommodations, transportation and warehousing, and manufacturing. The sectors with the highest percentage of jobs within the sector are education and healthcare services, retail, transportation and warehousing, and arts, entertainment and accommodations. Manufacturing has the Packet Pg. 1449
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most oversupply of labor (more workers than jobs). Education/health care services and finance/insurance/real estate both have the most undersupply of labor (more jobs than workers).

Describe the workforce and infrastructure needs of the business community:

The City has a civilian labor force of 88,507. However, the unemployment rate is unusually high at 16.6 percent overall, and 9 percent for those in the 25-65 age cohort; the national rate is 3.7 percent and for comparably sized cities, 5.5 percent. Though education and health care services are the top business sector, the most occupations are in sales and office. As discussed above, there is a need for workers in the finance, insurance, and real estate sector. Additionally, because of the finding that there are more workers than jobs in manufacturing, it could be beneficial to incentivize manufacturing companies to locate in the City. The public outreach process for the 2020-2025 ConPlan also expressed the need for job training for residents.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

The City of San Bernardino has developed the San Bernardino Downtown Vision & Action Plan, which includes the development of the 48.2-acre Carousel District. A goal of the plan is to capitalize on the Carousel District’s ability to attract visitors to its arts and entertainment amenities by further developing the area. Projects being considered for this mixed-use development include residential market-rate housing and retail redevelopment with future phases of office, educational, and/or additional housing.

In addition to development, the InTech Center in Fontana is part of an initiative designed to provide hands-on training that manufacturing employers are looking for. Manufacturing sectors are growing in the County and include advanced manufacturing, food, plastics, and metal manufacturing. The center provides individual certificate programs as well as comprehensive career skill development, such as in industrial maintenance, pre-engineering, robotics, and IT.

Tens of thousands of new residential units are anticipated. As such, the County also has resources in place to attract retail by assisting investors with site selection, business planning, obtaining permits to operate retail, workforce assistance, and demographic and market reports.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
As discussed above, there is a need for workers in the finance, insurance and real estate sector, possibly indicating a need for related job training and educational opportunities. Additionally, because of the finding that there are more workers than jobs in manufacturing, it could be beneficial to incentivize Packet Pg. 1450
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manufacturing companies to locate in the City. As mentioned above, job training is a need in the community.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The San Bernardino Community and Economic Development Department will continue consulting with County Workforce Development, County Department of Behavioral Health, and County Office on Aging and Adult Services, all of which are involved in the delivery of housing, supportive services and economic development to low- and moderate-income San Bernardino residents. Workforce Development provides job placement services for persons in the County and paid on-the-job training and any equipment that an employee may require to carry their new job. In the realm of economic development, the City recently established a partnership with the Mexican Consulate’s Emprendedores program. The program partners with the Small Business Administration and the City’s Micro Enterprise program to provide Spanish language training for persons interested in launching a small business or expanding an existing small business. Through the City’s partnership with the Emprendedores program, the City will cross promote the services available through Workforce Development.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City does not have a comprehensive economic development strategy.

Discussion
See discussion above.

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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
As discussed below, there are racial and ethnic concentrations and LMI concentrations within the City.

The definition of “concentration” is provided below.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") A minority concentration is defined as census tracts where the percentage of individuals of racial or ethnic minority groups is at least 20 percent higher than the City average. An LMI concentration is defined as a census tract in which the median household income is less than or equal to 80 percent of the statewide median family income, in which the median family income is less than or equal to 80 percent of the metropolitan area’s median family income, or in which the federal poverty rate is 20 percent or greater.

As discussed in NA-30, five census tracts have a Hispanic minority concentration.

A majority of the City is considered an LMI area (see attached LMI Concentration Map).

What are the characteristics of the market in these areas/neighborhoods? According to the ACS 2014-2018 5-Year Estimates, the median household income for the City is $43,136, which is less than the County’s median household income of $60,164.

As of January 24, 2020, there are approximately 185 houses in various states of foreclosure throughout the City. Housing units in foreclosure generally overlap with LMI neighborhoods displayed in the attached Map.

Are there any community assets in these areas/neighborhoods? The County operates an Employment Resource Center in downtown San Bernardino near City Hall in an LMI neighborhood. California State University, San Bernardino is also located in an LMI neighborhood.

Are there other strategic opportunities in any of these areas? The City has several economic advantages, including modern industrial buildings, convenient freeway access, and generally lower labor costs.

Additionally, the City continues to encourage economic development and will continue to fund nonprofits that develop the capacity of residents through job and small business development training.

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Minority Concentration Map
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

According to the California Interactive Broadband Map, most of the City is served by fixed-service broadband. Most unserved areas are nonresidential; however, approximately 150 mobile homes are unserved in the City. Stakeholders also identified a need for internet access among homeless individuals and housing program participants.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Charter Communications (Spectrum) and Frontier Communications are the primary fixed-service internet service providers (ISPs) operating within the City. Charter and Frontier generally cover the entire City, save for the unserved pockets discussed above. Frontier provides DSL and fiber internet, whereas Charter provides broadband with small pockets of fiber service.

The table attached with this section displays the monthly price of internet (excluding equipment rental fees) by ISP as of January 24, 2020.

For households that are recipients of the National School Lunch Program (NSLP), the Community Eligibility Provision of the NSLP, or Supplemental Security Income (SSI; 65 years and older), Charter offers broadband internet access (up to 30Mbps) for $14.99 per month with no equipment rental fees.

Frontier also provides low-cost internet access (1.61Mbps to 12Mbps) for $19.99 per month for recipients of CalFresh, SSI, Medi-Cal, and Bureau of Indian Affairs programs. This offer also comes with a Chromebook provided by funding from the California Emerging Technology Fund.

LMI households who are participants of these programs would be able to access the internet at a low cost. LMI households who are not participants of these specific programs or cannot afford the reduced price would be unable to access the internet.

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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

Climate change is a phenomenon where greenhouse gases (GHGs) produced by natural and man-made sources trap heat in the atmosphere, causing an increase in the global average air and ocean temperatures and the melting of snow and ice, which consequently causes sea level rise.

Depending on the level of emissions, by 2099, the average temperature of San Bernardino County is projected to rise between 3.8 and 6.7 degrees Fahrenheit. Increased temperatures could manifest as heat waves, which would lead to increased incidents of heat stress and heat stroke and exacerbate existing health conditions. Furthermore, the lack of moisture in the air, when compounded by long-term drought, may also increase the risk of wildfires, resulting in more deaths, destroyed property, and increased air pollution.

Climate change may also cause increased occurrences of extreme weather events, such as storms and flooding. This would increase fatal and nonfatal injuries, ruin housing, and may result in permanent displacement.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

LMI households and those with special needs without the means to evacuate would be more vulnerable during natural disasters caused by climate change. It would be difficult for households to acquire transportation and housing accommodations during an emergency. Additionally, housing destroyed by natural disasters would be difficult to replace in the already constrained housing market.

Furthermore, households without adequate air conditioning systems would also be at increased risk of heat stress and heat stroke.

Stakeholders identified homeless individuals as having the greatest risk from emergencies and natural disasters. Extreme heat events require cooling centers; however, resources may not be available to accommodate all homeless persons. Additionally, it was identified that households at risk of fire hazard may not have the resources to find replacement housing, and resources may not be available to provide emergency shelter.

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Strategic Plan
SP-05 Overview
Strategic Plan Overview
This overview summarizes the key points of each section of the market analysis and sets a basis for some of the funding priorities listed in the Strategic Plan. The Market Analysis identifies the City’s housing market, which includes the housing stock, the cost of housing in the City, housing needs for lowincome and special needs populations, and barriers to the development of new housing, especially affordable housing.

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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 47 - Geographic Priority Areas
1 Area Name: CityWide
Area Type: Local Target area
Other Target Area Description:

HUD Approval Date:
% of Low/ Mod:

Revital Type: Other
Other Revital Description: Housing & Public Services
Identify the neighborhood boundaries
for this target area.

San Bernardino continues to want to fund projects and
services for LMI residents throughout the City. Creating inclusive neighborhoods and reducing barriers and
boundardies to affordable is a high priority.

Include specific housing and commercial
characteristics of this target area.

The City's commercial corridors are considered major
hub areas of activity (routes 10, 215 and 210 and W. 5th Street). Dense residential and nonresidential
development including multi-family and multi-story
commercial buildings, exists in the southern half of the City in the downtown, while less dense residential
neighborhoods exist in the northern most areas of the
City. Around the periphery of the downtown there are
medium density neighborhoods containing townhomes,
apartments, doubles and dense single family housing
units.

How did your consultation and citizen
participation process help you to identify
this neighborhood as a target area?
The consultation process did not pinpoint any specific
region. Stakeholders and service agencies noted they
assist homeless and or LMI residents located
throughout the City.

Identify the needs in this target area. Citywide affordable housing is an issue, particularly for extremely low and low income families.

What are the opportunities for
improvement in this target area?
The City's housing rehabilitation, rental and
homebuyers assistance, and infill development
programs are the right tools to create more available
affordable permanent housing units.

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Are there barriers to improvement in
this target area?
Yes, there is an ongoing issues of funding, assistance, both private and public, for affordable housing
develpment and families living in poverty.
2 Area Name: LMI Areas of the City
Area Type: Local Target area
Other Target Area Description:

HUD Approval Date:
% of Low/ Mod:

Revital Type: Other
Other Revital Description: Public and community facilities Identify the neighborhood boundaries
for this target area.

LMI areas in the city are designated on attached
mapping. They are the census tracts and block groups
that have been designated as 51% or more as being LMI.

A large majority of the City are desginated as LMI.

However this designation does not apply to the census
tracts located in the very northeastern portion of the
City.

Include specific housing and commercial
characteristics of this target area.

How did your consultation and citizen
participation process help you to identify
this neighborhood as a target area?
The consultation process did not pinpoint any specific
region. City staff and officials intend to prioritize and upgrade public infrastructure and recreation facilities and community centers.

Identify the needs in this target area. Aging sewer and water infrastructure, park equipment, accessibility of public streets and sidewalks, and
community facilities.

What are the opportunities for
improvement in this target area?
Improve aging facilities that could, if left go, affect the health and safety of the community residents.

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Are there barriers to improvement in
this target area?
The top barrier is the ability to fully-fund infrastructure projects and improve all the City parks ontop funding
routine maintenance costs.

General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City will use most of its federal funding to finance projects targeted to low- to moderate-income households throughout the City, including those in special needs categories. Based on 2011-2015 CHAS data, 59 percent of households in the City are low- to moderate-income households. Because more than half of residents would qualify for CDBG assistance and there are no concentrated areas of poverty, the City is taking the approach of allocating CDBG funds across the whole City.

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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 48 – Priority Needs Summary
1 Priority Need
Name
Preserve and Rehabilitate Housing
Priority Level High
Population Low
Moderate
Large Families
Families with Children
Elderly
Persons with Physical Disabilities
Geographic
Areas
Affected
CityWide
Associated
Goals
Preserve and Rehabilitate Housing
Description The preservation and rehabilitation of single-family owner-occupied housing and multi-family rental units.

Basis for
Relative
Priority
As discussed in MA-20, 67 percent of both owner-occupied housing (18,125) and rental units (20,735) were built prior to 1980. In general, housing begins to require major repairs after 30 or 40 years of age. Those repairs could include important health and safety repairs such as for heating/air systems, roof, kitchen appliances, bathroom or kitchen plumbing, and insulation. Many low- to moderate-income households may be unable to afford these needed repairs.

Community engagement efforts also identified a need for housing rehabilitation. 2 Priority Need
Name
Expand Home Ownership
Priority Level High
Population Low
Moderate
Large Families
Families with Children
Geographic
Areas
Affected
CityWide
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Associated
Goals
Expand Home Ownership
Description Affordable homeownership housing units added and first-time homebuyer assistance programs.

Basis for
Relative
Priority
The median income of the City is approximately $16,000 lower than the national average; however, the cost of living in the County is higher than the national average. Consequently, City residents will likely need assistance to secure their first home without incurring a cost burden.

Survey respondents also identified a first-time homebuyer program as a critical housing need.
3 Priority Need
Name
Provide Homeless and Homeless Prevention Services
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Geographic
Areas
Affected
CityWide
Associated
Goals
Provide Homeless and Homeless Prevention Services
Description Provide emergency shelters, rapid rehousing, and homelessness prevention services to homeless individuals and persons at risk of homelessness.

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Basis for
Relative
Priority
As discussed in NA-20, there are approximately 890 homeless individuals living in the City of San Bernardino. Discussions with the San Bernardino County Homeless Partnership identified that homeless individuals are in need of services to alleviate or prevent homelessness.
4 Priority Need
Name
New Affordable Rental Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Geographic
Areas
Affected
CityWide
Associated
Goals
Preserve and Rehabilitate Housing
New Affordable Rental Housing
Description New affordable rental housing (new construction or rehabilitation) and new affordable rental housing with supportive services for homeless individuals and veterans.

Basis for
Relative
Priority
There is a significant mismatch between housing supply and affordability within the City. As discussed in MA-15, there is a 11,445-unit gap for households earning between 0 and 30 percent AMI and a 2,750-unit gap for households earning between 30 and 50 percent AMI. Additionally, 17,398 low-income renter households are paying more than 30 percent of their income toward housing costs. 5 Priority Need
Name
Promote Economic Development
Priority Level High
Population Extremely Low
Low
Moderate
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Geographic
Areas
Affected
CityWide
Associated
Goals
Promote Economic Development
Description Create job opportunities.

Basis for
Relative
Priority
The unemployment rate of the City is high at 16.6 percent. Additionally, only 10 percent of the labor force has a bachelor’s degree or higher and 21 percent have not graduated high school. Furthermore, 73 percent of survey respondents identified job creation as a critical economic development need. 6 Priority Need
Name
Improve Facilities and Infrastructure
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Non-housing Community Development
Geographic
Areas
Affected
CityWide
Associated
Goals
Improve Facilities and Infrastructure
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Basis for
Relative
Priority
The City of San Bernardino’s 2018-2023 Capital Improvement Plan (CIP) has indicated the need for the replacement of streetlights, pavement rehabilitation, improvement of safe routes to schools, and citywide accessibility improvements.

Community engagement efforts also identified a need for street, street lighting, and water/sewage improvements within the City.
7 Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Geographic
Areas
Affected
CityWide
Associated
Goals
Fair Housing
Description Promote fair housing ans support fair housing services.

Basis for
Relative
Priority
Between 2015 and 2016, 114 fair housing discrimination cases were forwarded to the Office of Fair Housing and Equal Opportunity; 51.8 percent of these cases were based on disability.
8 Priority Need
Name
Planning and Administration
Priority Level Low
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Public Housing Residents
Other
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Geographic
Areas
Affected
CityWide
Associated
Goals
Planning and Administration
Description Implement goals of Consolidated Plan.

Basis for
Relative
Priority
Compliance with all HUD Consolidated Plan and CDBG, HOME, and ESG program regulations is a requirement for participation in this program.

Narrative (Optional)
In establishing the above priorities, the City has considered input from community engagement efforts, including the surveys, stakeholder interviews, and engagement meetings, as well as demographic and data analysis. Activities that address the high priority needs will be funded using CDBG, HOME, and ESG funds during the ConPlan period and activities that address low priority needs may be funded by these funds pending availability.

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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
The City does not offer TBRA.

TBRA for NonHomeless Special
Needs
The City does not offer TBRA.

New Unit Production As discussed in the Market Assessment, there is a gap of 11,445 housing units for those earning less than 30 percent AMI and a gap of 2,750 housing units for those earning between 30 and 50 percent AMI.

Rehabilitation As discussed in the Market Assessment, approximately 67 percent of owneroccupied housing and 68 percent of renter-occupied housing was built before 1980. Generally, housing begins to require major repairs after 30 or 40 years of age.

Acquisition,
including
preservation
The abundance of land within the City may make this option less desirable than new unit production; however, if acquisition costs are not too high, then rehabilitation can be less expensive than new construction Table 49 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
San Bernardino estimates they will receive roughly $25 Million over the next five years from CDBG, HOME and ESG funds. In year 1 the City will receive:
 CDBG $3,405,816
 HOME $1,404,784
 ESG $295,799
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services 3,405,816 817,368 0 4,223,184 13,200,000 The estimated amount of CDBG
funds available over the
planning period is based on
allocations for FY 2019-2020.

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Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA 1,404,784 1,965,694 0 3,370,478 10,750,000
The estimated amount of HOME
funds available over the
planning period is based on
allocations for FY 2019-2020.

ESG public -
federal
Conversion and
rehab for transitional
housing
Financial Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional housing 295,799 0 0 295,799 1,500,000
The estimated amount of ESG
funds available over the
planning period is based on
allocations for FY 2019-2020.

Table 50 - Anticipated Resources
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Consolidated Plan SAN BERNARDINO 108
OMB Control No: 2506-0117 (exp. 06/30/2018)
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will leverage its federal resources with state and private capital in order to develop quality affordable housing 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:

Federal Resources. Section 8 Housing Choice Voucher Program, Federal Low-Income Housing Tax Credit Program, Tax Exempt Bond Financing, Community Investment Funds from Dignity Health
State Resources. Tax Exempt bonds, State Low-Income Housing Tax Credit Program, No Place Like Home, Community Reinvestments Funds, Permanent Local Housing Allocation (PLHA) from California State Department of Housing, Veteran Housing and Homeless Prevention Program. In 2017, the governor signed the Building Homes and Jobs Act (SB 2), which established a $75 recording fee on real estate documents to increase the supply of affordable housing in California. Funding is used to help cities and counties accelerate housing production, streamline approval of housing development, facilitate housing affordability, promote development, and ensure geographic equity in the distribution of funds. The City submitted a grant application under SB 2 to the California Department of Housing and Community Development for the sum of $625,000.

Local Resources. San Bernardino County Continuum of Care, Housing Authority of San Bernardino County (HACSB) Private Resources. Dignity Health, San Manuel Band of Mission Indians, San Bernardino Unified School District, City of San Bernardino Successor Housing Agency
HOME Match. HUD requires HOME recipients to match 25 percent of their HOME annual allocation. In FY 2019-2020, the City received a 100 percent match reduction due to severe fiscal distress. It is anticipated that in 2020-2021 the City will also receive a 100 percent match reduction.

If a reduction is not granted, the City of San Bernardino will continue to leverage its HOME funds with other housing resources. Any funds that are used in a HOME activity in excess of the required match will be documented by the City and reported to HUD as part of the Consolidated Annual Performance and Evaluation Report each year.

ESG Match. HUD requires ESG recipients to match 100 percent of their ESG annual allocation. For those organizations that received ESG funds, agencies met the match requirement through utilization of volunteerism, in-kind contributions and funds from other local, state and federal programs. In addition, qualified City staff will provide in-kind services for necessary program oversight, review project work receipts, and Packet Pg. 1469
Consolidated Plan SAN BERNARDINO 109
OMB Control No: 2506-0117 (exp. 06/30/2018)
administer other matching funds from state and federal programs, such as CDBG. Staff timecards will be used to document all in-kind service hours.

If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
According to the City’s 2013-2021 Housing Element update, the City of San Bernardino has enough vacant land and land designated for residential use to satisfy all projected housing needs. Additionally, the City has not identified any constraints on these sites that would prevent development or reuse. The City estimates that 12,918 housing units could be accommodated on this land.

Additionally, the governor of California continues to explore the use of state and federal surplus property to provide housing for homeless individuals
Discussion
The City has enough available land and residential designations to meet the affordable housing needs of the community. HUD allocations are critical to meeting these needs; however, they are not sufficient to address all the needs of LMI households. Therefore, the City will continue to continue to leverage other funding sources to provide services to populations in need.

Packet Pg. 1470
Consolidated Plan SAN BERNARDINO 110
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic Area Served

CITY OF SAN

BERNARDINO
Government Economic
Development
Homelessness
Non-homeless special
needs
Planning
neighborhood
improvements
public facilities
public services
Jurisdiction

SAN BERNARDINO

COUNTY HOUSING

AUTHORITY
PHA Public Housing
Rental
Region
San Bernardino County
Homeless Partnership
Continuum of care Homelessness Region
Table 51 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City has invested significantly in its CDBG, HOME, and ESG programs, specifically for consulting, auditing, and program design; however, it remains financially constrained. The City continues to improve its capacity and effectiveness in using federal funding.

Additionally, the City of San Bernardino participates in the San Bernardino County Homeless Partnership (SBCHP) through the Central Valley Steering Committee on the Interagency Council on Homelessness, which directs the SBCHP. The SBCHP coordinates homeless services and housing throughout the County.

The partnership understands that homelessness is a massive issue which takes an enormous amount of planning and resources to address. Given this, the SBCHP continually tries to address gaps in its institutional structure and bolster its strengths. A gap analysis is performed annually to determine gaps in the service and structure of the partnership.

The primary gap identified is a lack of funding to house or shelter all homeless individuals in the County.

As identified in NA-40, there are approximately 2,600 homeless individuals living in San Bernardino County.

Packet Pg. 1471
Consolidated Plan SAN BERNARDINO 111
OMB Control No: 2506-0117 (exp. 06/30/2018)
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X
Utilities Assistance
Street Outreach Services
Law Enforcement
Mobile Clinics
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education
Employment and Employment
Training X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Table 52 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Besides CDBG funding, ESG funding is also used to combat homelessness within the City. The City coordinates with emergency shelters and funds nonprofit agencies that operate emergency shelters and transitional housing. These shelters offer basic needs and drop-in services. Transitional housing provides assistance in helping homeless individuals become more stable and continue independent living.

Additionally, the SBCHP coordinates homeless services and housing throughout the County, including for the City of San Bernardino. The partnership has created an initiative to house veteran families, which has resulted in 1,260 veteran families being housed between 2015 and 2020. The SBCHP also has created initiatives to house the elderly and chronically homeless population.

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Consolidated Plan SAN BERNARDINO 112
OMB Control No: 2506-0117 (exp. 06/30/2018)
Furthermore, the organization has partnered with the Inland Empire Health Plan to provide health care services to homeless individuals throughout the County.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
Numerous resources are available for homeless individuals living with HIV/AIDS in the County, including service providers which provide permanent supportive housing. Additionally, the Inland Empire Health Plan serves anyone who is chronically homeless, which is defined as an individual who is homeless for more than a year or homeless four or more times in three years and has a disabling health condition, which includes HIV/AIDS.

The SBCHP identifies a significant gap of resources for elderly persons and persons with disabilities. On average, elderly persons and persons with disabilities receive approximately $1,000 per month in social security income (SSI). However, the HUD fair market rent for the County is $986 for a one-bedroom unit.

This leaves individuals receiving SSI without the means to afford housing, potentially leaving some homeless.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs Currently, the SBCHP works with 62 homeless service providers and all cities within the County. Steering committees, comprising service providers and representatives from some of these cities, including the City of San Bernardino, contribute to the partnership’s decision-making process. The partnership encourages continued participation to overcome gaps in institutional structure. Additionally, the SBCHP performs an annual gap analysis to determine areas in which the partnership can improve.

The partnership is continually finding ways to fill gaps in services, including through partnerships with nonprofits, businesses, and municipalities as well as through new approaches to problem solving. This includes motel, hotel, shared, and bridge housing as well as employment training.

Packet Pg. 1473
Consolidated Plan SAN BERNARDINO 113
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Preserve and
Rehabilitate Housing
2020 2025 Affordable
Housing
CityWide Preserve and
Rehabilitate Housing
New Affordable
Rental Housing
HOME:
$3,500,000
Rental units rehabilitated:
400 Household Housing
Unit
Homeowner Housing
Rehabilitated:
50 Household Housing Unit
2 Expand Home
Ownership
2020 2025 Affordable
Housing
CityWide Expand Home
Ownership
HOME:
$500,000
Homeowner Housing
Added:
100 Household Housing
Unit
Direct Financial Assistance
to Homebuyers:
10 Households Assisted
3 Provide Homeless
and Homeless
Prevention Services
2020 2025 Homeless CityWide Provide Homeless
and Homeless
Prevention Services
ESG:
$1,795,799
Public service activities
other than Low/Moderate
Income Housing Benefit:
3000 Persons Assisted
4 New Affordable
Rental Housing
2020 2025 Affordable
Housing
CityWide New Affordable
Rental Housing
HOME:
$7,296,500
Rental units constructed:
500 Household Housing
Unit
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Consolidated Plan SAN BERNARDINO 114
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
5 Promote Economic
Development
2020 2025 Economic
Development
CityWide Promote Economic
Development
CDBG:
$300,000
Public service activities
other than Low/Moderate
Income Housing Benefit:
50 Persons Assisted
6 Improve Facilities
and Infrastructure
2020 2025 Non-Housing
Community
Development
CityWide
LMI Areas
of the City
Improve Facilities
and Infrastructure
CDBG:
$12,500,000
Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit:
160000 Persons Assisted
7 Fair Housing 2020 2025 Non-Housing
Community
Development
CityWide Fair Housing CDBG:
$400,000
Public service activities
other than Low/Moderate
Income Housing Benefit:
5000 Persons Assisted
8 Planning and
Administration
2020 2025 Program
administration
funds
CityWide Planning and
Administration
CDBG:
$4,223,184
HOME:
$2,823,978
Other:
1 Other
Table 53 – Goals Summary
Goal Descriptions
1 Goal Name Preserve and Rehabilitate Housing
Goal
Description
Provide funding for homeowner-occupied and rental housing rehabilitation.

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Consolidated Plan SAN BERNARDINO 115
OMB Control No: 2506-0117 (exp. 06/30/2018)
2 Goal Name Expand Home Ownership
Goal
Description
Provide funding for the construction of new owner housing units and first-time homebuyer assistance programs, such as down payment assistance. Additionally, NSP funds are being used for new home construction. 3 Goal Name Provide Homeless and Homeless Prevention Services Goal
Description
Provide funding to assist homeless individuals and those with special needs with supportive services; includes funding for emergency shelters, rapid rehousing, homelessness prevention, street outreach, and HMIS costs. 4 Goal Name New Affordable Rental Housing
Goal
Description
Provide funding for new affordable rental housing (new construction or rehabilitation) and affordable rental housing with supportive services for homeless individuals and veterans. 5 Goal Name Promote Economic Development
Goal
Description
Provide funding for the City's Micro-Enterprise Program as well as support programs and projects that create jobs, promote economic revitalization.
6 Goal Name Improve Facilities and Infrastructure
Goal
Description
Provide funding to improve public facilities and infrastructure, including parks, community centers, and sidewalks. 7 Goal Name Fair Housing
Goal
Description
Promote fair housing choice through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord-tenant mediation.
8 Goal Name Planning and Administration
Goal
Description
Provide funding to implement the goals and objectives of the ConPlan, comply with planning and reporting requirements, and monitor use of the funds.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
Packet Pg. 1476
Consolidated Plan SAN BERNARDINO 116
OMB Control No: 2506-0117 (exp. 06/30/2018)
The City estimates that HOME funds will provide affordable housing to approximately total 510 households over the life of the ConPlan period.

Aproximately 40% (204 units) of the units will be obtained by extremely low income, 50% (255 units) to low income and 10% (51 units) to moderate income families. In 2020-2021 239 rental units will be rehabilitated, 2 new owner-occupied housing units will be constructed, 100 new rental units will be added and 4 low income families will receive financial assistance for home ownership.

Packet Pg. 1477
Consolidated Plan SAN BERNARDINO 117
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Households in California with at least one member living with a disability have a median household income of $56,600, approximately $26,000 less than the median household income of all households at $82,000. Consequently, the need for accessible affordable units would be high for this population.

As discussed in NA-35, the average annual income of all vouchers holders is approximately $14,084, which indicates these voucher holders have limited income to cover basic transportation, medical, food, and personal needs. As indicated in NA-35, 5,277 voucher holders (37 percent) have requested some type of accessible feature, demonstrating a need. Given the number of persons with disabilities across the County, the need for accessible units would be great.

Activities to Increase Resident Involvements
The City does not own public housing units. HACSB Board of Commissioners has regular meetings twice per month that call for public comment on agenda items. The HACSB also operates a Family Self Sufficiency Program designed so that residents can be involved in the development of self-sufficiency goals, job training, and other services. The City provides several programs that public housing residents can participate including the First Time Homebuyers Program which funds homebuyers with an income range between 50% and 80% AMI. The City's Infill Program also caters to eligible LMI families wanting to purchase a home. The City works with HACSB to provide homeownership opportunities as they are available.

Is the public housing agency designated as troubled under 24 CFR part 902? No
Plan to remove the ‘troubled’ designation
The City is not designated as troubled.

Packet Pg. 1478
Consolidated Plan SAN BERNARDINO 118
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
The City recognizes that barriers to affordable housing exist and continues to employ strategies to overcome them. Policies can create barriers to the production of affordable housing and residential investment because such factors increase costs.

The high cost of affordable housing and residential investment can be contributed to the following:

Construction costs, permitting fees, and impact fees are passed on to the consumer, driving up the cost of housing at all income levels.

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Consolidated Plan SAN BERNARDINO 119
OMB Control No: 2506-0117 (exp. 06/30/2018)
State and Federal Davis-Bacon Prevailing Wages: The state Department of Industrial Relations (DIR) expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to the overall cost of development. A prevailing wage must also be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multifamily project over eight units. Based on discussions with developers, various prevailing wage requirements typically inflate the development costs by 35 percent.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City continues to make the development process more efficient for developers through amendments to the Development Code. The City plans to make the following updates to its development code:
 General Lot Consolidation Incentive – This incentive would increase development potential by allowing a 15 percent density bonus for projects with a residential component, maintenance plan, and on-site management.
 Density Bonus Provisions – The City plans to update the Development Code to reflect the latest amendments to state density bonus law.
 Transitional and Supportive Housing – The City plans to update the Development Code to adequately define transitional and permanent supportive housing to eliminate confusion and facilitate the review and approval process for this housing type.  Streamlined Processing – The City plans to analyze potential programs that seek to eliminate land use constraints related to the development of new housing and rehabilitation of existing housing. Additionally, the City has applied for an SB 2 planning grant to assist with streamlining.

Packet Pg. 1480
Consolidated Plan SAN BERNARDINO 120
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of San Bernardino provides ESG funding to Step Up on Second (Step Up), which provides essential service referrals and housing placement services to homeless persons and near-homeless persons. Step Up also provides daily mobile outreach to the most service-resistant homeless population in the City.

Addressing the emergency and transitional housing needs of homeless persons The City funds nonprofits that operate emergency shelters and transitional housing for homeless individuals. Emergency shelters provide shelter, nutrition, supportive services, counseling, medical treatment, transportation assistance, referrals to mental health and social service agencies, and housing assistance. Transitional housing programs provide shelter and services such as job training, financial literacy training, drug and alcohol rehabilitation, and counseling to help individuals reestablish independent living.

The City will provide ESG funding for supportive services to assist homeless individuals, including funding for emergency shelters, rapid rehousing, homelessness prevention, and street outreach. The City will also fund nonprofit agencies that operate emergency shelters and provide services to help homeless individuals stabilize and live independently. The City will continue to fund nonprofits that help homeless individuals transition to permanent housing.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
As discussed above, the City funds a number of nonprofits that provide homeless prevention services to those at risk of homelessness. Additionally, the Coordinated Entry System (CES) is used to quickly identify, assess, refer, and connect clients to housing assistance and services in the event they are Packet Pg. 1481
Consolidated Plan SAN BERNARDINO 121
OMB Control No: 2506-0117 (exp. 06/30/2018)
hospitalized. The City also collaborates with St. Bernardine’s Hospital and Community Hospital in the City of San Bernardino to connect homeless patients with bridge housing.

Packet Pg. 1482
Consolidated Plan SAN BERNARDINO 122
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The City follows all applicable lead-based paint hazard (LBP) regulations, which primarily affect projects funded by the City’s Housing Rehabilitation Program. All applicants are notified about LBP risk and, if they are low-income and have a child under six at home, are then referred to the County’s LBP Abatement Program for free paint inspections, lead testing for children, information about LBP, and abatement. In general, housing built after 1977, zero-bedroom units, and housing for the elderly or disabled persons (unless children are present) are exempt from this rule.

How are the actions listed above related to the extent of lead poisoning and hazards? Units built prior to 1980 may contain LBP, to which children under the age of six years are especially vulnerable. As discussed in MA-20, approximately 31,000 housing units were built prior to 1980, of which approximately 6,500 are occupied by children under six years of age.

How are the actions listed above integrated into housing policies and procedures? The City, as part of its Housing Rehabilitation Program, requires that all LBP be controlled or abated and disposed of properly to eliminate or reduce the hazard of environmental or human contamination.

Packet Pg. 1483
Consolidated Plan SAN BERNARDINO 123
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The City annually allocates federal funds for economic development activities, which includes microloan programs and Section 108 loan repayment. HUD’s Section 108 Loan Guarantee Program provides CDBG recipients with financing for economic development activities. The goal of the program is to provide the public investment needed to catalyze private economic activity in underserved areas. The City utilizes Section 108 financing to acquire properties for the development of commercial centers and in the process creates jobs for City residents.

Additionally, the City uses its CDBG, HOME, and ESG funds to reduce the number of poverty-level families through the provision of supportive services and housing assistance. Specifically, at least 70 percent of CDBG dollars must be used to benefit low- to moderate-income families.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City allocated up to 15 percent of its CDBG funds annually to public and nonprofit service providers to offer a range of supportive services, including those that fight poverty. Additionally, the City is using its funds to support other activities that address poverty, such as housing rehabilitation, homeownership programs, rental assistance, and economic development.

Packet Pg. 1484
Consolidated Plan SAN BERNARDINO 124
OMB Control No: 2506-0117 (exp. 06/30/2018)
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City undertakes monitoring: program monitoring for ESG, CDBG and HOME.

ESG. The City is required to monitor Sub-Recipients for compliance with ESG regulations. As per Federal regulations, 24 CFR Part 576 of HUD’s Monitoring Guidance for the ESG Program, the City has developed comprehensive monitoring process. As part of the monthly claim reimbursement process, a desk audit will be conducted on each claim prior to approval for payment. Additional information or documentation may be requested, at the time of desk audit. A recipient will be notified 30 days in advance of the monitoring visit and interview and provided with a monitoring checklist, tools and resources. After the monitoring visit, the City will provide Sub-Recipient with a written monitoring report inclusive of any findings, concerns or comments. If required, the sub-recipient must provide timely corrective action to findings and failure to do so may result in the withholding and/or return of ESG funds to the City or other possible remedies as described in the Sub-Recipient Agreement signed by Sub-Recipient and the City (See attached Sub-Recipient monitoring checklist).

HOME. The City provides ongoing monitoring and conducts annual inspections in order to ensure compliance with the following requirements for its TBRA program: Units must meet Section 8 Housing Quality Standards (HQS) and meet lead-based paint standards per the Lead Safe Housing Rule of 24 CFR Part 35, Units must be of an appropriate size for the household based on either local or state codes or a PJ’s established standard, Any rent increases by the landlord must be reviewed and approved by the PJ throughout the length of the household’s TBRA assistance contract. Staff is required to create an affordable housing monitoring file for each HOME assisted rental property; with the contents of the file generally including a copy of the recorded affordability covenant, a summary coversheet detailing the specific affordability requirements for the property as described within the covenant, annual HOME Income Limit Tables, annual HOME rent schedules, all utility allowance schedules. Program staff shall retain copies of all correspondence related to the property owner.

CDBG. HD Staff performs monitoring visits at Subrecipient locations to determine compliance with federal rules and regulations and in accordance with 2 CFR 200.330 and 2 CFR 200.331. Monitoring visits involve HD Staff members who examine program and financial matters related to the City’s CDBG Program. Subrecipients answer a series of questions that are consistent with the CDBG Subrecipient Monitoring Checklist, which includes questions pertaining to the CDBG Program and other federal requirements (See CDBG Monitoring Checklist). Program staff has developed the following monitoring procedures to ensure consistency with HUD’s recommended best practices: Send notification letter/email to Subrecipient prior to scheduled monitoring visit, Conduct entrance interview, Complete CDBG Subrecipient Monitoring Checklist, including determination if Subrecipient is subject to Single Audit Packet Pg. 1485
Consolidated Plan SAN BERNARDINO 125
OMB Control No: 2506-0117 (exp. 06/30/2018)
requirement (i.e., those that receive more than $750,000 in federal grants), Conduct exit interview, Send follow-up monitoring response to the Subrecipient within 15 working days of the completion of the monitoring, Allow Subrecipient 15 days to respond to findings and/or concerns, Reply to Subrecipient’s response within 15 days of receipt, and Send clearance letter to Subrecipient.

Packet Pg. 1486
Consolidated Plan SAN BERNARDINO 126
OMB Control No: 2506-0117 (exp. 06/30/2018)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
San Bernardino estimates they will receive roughly $25 Million over the next five years from CDBG, HOME and ESG funds. In year 1 the City will receive:
 CDBG $3,405,816
 HOME $1,404,784
 ESG $295,799
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services 3,405,816 817,368 0 4,223,184 13,200,000 The estimated amount of CDBG
funds available over the
planning period is based on
allocations for FY 2019-2020.

Packet Pg. 1487
Consolidated Plan SAN BERNARDINO 127
OMB Control No: 2506-0117 (exp. 06/30/2018)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA 1,404,784 1,965,694 0 3,370,478 10,750,000
The estimated amount of HOME
funds available over the
planning period is based on
allocations for FY 2019-2020.

Table 54 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Packet Pg. 1488
Consolidated Plan SAN BERNARDINO 128
OMB Control No: 2506-0117 (exp. 06/30/2018)
The City will leverage its federal resources with state and private capital in order to develop quality affordable housing 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:

ESG Match. HUD requires ESG recipients to match 100 percent of their ESG annual allocation. For those organizations that received ESG funds, agencies met the match requirement through utilization of volunteerism, in-kind contributions and funds from other local, state and federal programs. In addition, qualified City staff will provide in-kind services for necessary program oversight, review project work receipts, and administer other matching funds from state and federal programs, such as CDBG. Staff timecards will be used to document all in-kind service hours.

Packet Pg. 1489
Consolidated Plan SAN BERNARDINO 129
OMB Control No: 2506-0117 (exp. 06/30/2018)
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan According to the City’s 2013-2021 Housing Element update, the City of San Bernardino has enough vacant land and land designated for residential use to satisfy all projected housing needs. Additionally, the City has not identified any constraints on these sites that would prevent development or reuse. The City estimates that 12,918 housing units could be accommodated on this land.

Packet Pg. 1490
Consolidated Plan SAN BERNARDINO 130
OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Expand Home
Ownership
2020 2025 Affordable
Housing
CityWide Expand Home
Ownership
HOME:
$910,718
Homeowner Housing Added: 6
Household Housing Unit
2 Provide Homeless
and Homeless
Prevention Services
2020 2025 Homeless CityWide Provide Homeless
and Homeless
Prevention
Services
ESG:
$273,614
Tenant-based rental assistance /
Rapid Rehousing: 20 Households
Assisted
Homeless Person Overnight
Shelter: 130 Persons Assisted
Overnight/Emergency
Shelter/Transitional Housing Beds
added: 220 Beds
3 New Affordable
Rental Housing
2020 2025 Affordable
Housing
CityWide Preserve and
Rehabilitate
Housing
HOME:
$1,789,282
Rental units constructed: 100
Household Housing Unit
4 Preserve and
Rehabilitate
Housing
2020 2025 Affordable
Housing
CityWide Preserve and
Rehabilitate
Housing
HOME:
$500,000
Rental units rehabilitated: 239
Household Housing Unit
5 Promote Economic
Development
2020 2025 Economic
Development
CityWide Promote Economic
Development
CDBG:
$798,021
Public service activities other than
Low/Moderate Income Housing
Benefit: 10 Persons Assisted
Packet Pg. 1491
Consolidated Plan SAN BERNARDINO 131
OMB Control No: 2506-0117 (exp. 06/30/2018)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
6 Improve Facilities
and Infrastructure
2020 2025 Non-Housing
Community
Development
CityWide
LMI Areas
of the City
Improve Facilities
and Infrastructure
CDBG:
$2,671,000
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 32000 Persons Assisted
7 Fair Housing 2020 2025 Non-Housing
Community
Development
CityWide Fair Housing CDBG:
$73,000
Public service activities other than
Low/Moderate Income Housing
Benefit: 1000 Persons Assisted
Public service activities for
Low/Moderate Income Housing
Benefit: 0 Households Assisted
8 Planning and
Administration
2020 2025 Program
administration
funds
CityWide Preserve and
Rehabilitate
Housing
Expand Home
Ownership
Provide Homeless
and Homeless
Prevention
Services
New Affordable
Rental Housing
Promote Economic
Development
Improve Facilities
and Infrastructure
Fair Housing
CDBG:
$681,163
HOME:
$140,478
ESG:
$22,185
Other: 1 Other
Table 55 – Goals Summary
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Goal Descriptions
1 Goal Name Expand Home Ownership
Goal
Description
There are 2 projects proposed that will expand home ownership opportunities:

1. $700,000 in HOME funds for 4 new infill owner-occupied units city-wide

2. $210,718 in HOME-CHDO funds for 2 new owner-occupied units city-wide 2 Goal Name Provide Homeless and Homeless Prevention Services Goal
Description
The City intends to fund public service programs and activities related to homelessness. Activities include: rapid rehousing, emergency shelters, increase the number of shelter and transitional housing beds as well as homelessness prevention programs.
3 Goal Name New Affordable Rental Housing
Goal
Description
100 new affordable rental units will be constructed in Seccombe Park. 4 Goal Name Preserve and Rehabilitate Housing
Goal
Description
Rehabilitate 239 affordable rental units in 2601-2675 W 2nd Street. 5 Goal Name Promote Economic Development
Goal
Description
Funding will be provided tha twill assist a minimum of 10 small businesses. Funding will also be used for Section 108 Loan repayment for a revitalization project on HIghland Avenue. The project is slated to create and retain 214 jobs. 6 Goal Name Improve Facilities and Infrastructure
Goal
Description
Funding will be used to improve five community facilities including three parks, a community center and a senior center.

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7 Goal Name Fair Housing
Goal
Description
Funds will be provided for IFHMB to provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws. 8 Goal Name Planning and Administration
Goal
Description
Funds are allocated for City staff for planning and administration of HOME, CDBG, ESG funds for the various projects and grantee monitoring requirements.

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Projects
AP-35 Projects – 91.220(d)
Introduction
With its CDBG, HOME, and ESG funds, the City of San Bernardino will fund eligible projects in the following categories: preserve and rehabilitate housing; improve neighborhood conditions; expand homeownership opportunities; provide supportive services; new affordable housing construction or rehabilitation; new affordable housing construction; promote economic development; improve facilities and infrastructure; fair housing, and program planning and administration.

Projects
# Project Name
1 Infill Housing Program
2 First Time Home Ownership
3 Homeless Outreach and Homeless Prevention
4 New Rental Housing Construction
5 Affordable Rental Housing Rehabilitation
6 Micro-Enterprise Program
7 Section 108 Repayment Program - Promote Economic Development 8 Improve Public Facilities and Infrastructure
9 Fair Housing
10 Planning & Administration
Table 56 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The allocation priorities are a result of input received from the community and based on the identified needs such as the state of the City's infrastructure, housing stock and poverty. The primary obstacle in addressing underserved needs is insufficient resources to meet the ongoing needs of persons, especially those with special needs such as the homeless.

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AP-38 Project Summary
Project Summary Information
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1 Project Name Infill Housing Program
Target Area CityWide
Goals Supported Expand Home Ownership
Needs Addressed Expand Home Ownership
Funding HOME: $700,000
Description Construction of single family ownership housing on vacant City-owned lots.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
Four(4) families will benefit from this project.

Location Description Citywide
Planned Activities Homeownership Housing units added.
2 Project Name First Time Home Ownership
Target Area CityWide
Goals Supported Expand Home Ownership
Needs Addressed Expand Home Ownership
Funding HOME: $210,718
Description New construction of single family homes on vacant City-owned lots. This project is a CHDO project with a 15% Set-Aside.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
2 households will benefit.

Location Description To be determined
Planned Activities New construction of single family homes on vacant City-owned lots.

Income will range 50% to 80% of Area Median Income (AMI). 3 Project Name Homeless Outreach and Homeless Prevention Target Area CityWide
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Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding ESG: $295,799
Description Assist homeless and special needs populations with supportive services.

Funding for various Emergency Solutions Grant Program Projects to include Emergency Shelter, Rapid Rehousing, Homelessness Prevention, Street Outreach and HMIS costs.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
Approximately 600 persons at very low income to zero income will benefit from the proposed activities.

Location Description The following locations will benefit from ESG funding.

1. Community Action Partnership - 696 S. Tippecanoe Avenue, San Bernardino, CA 92408

2. Family Service Association of Redlands - 612 Lawton St, Redlands, CA 92374

3. Lutheran Social Services - 813 N D St, San Bernardino, CA 92401

4. Step Up on Second - 201 North E Street, San Bernardino, CA 92401
Planned Activities The ESG Program will fund four agencies and programs plus grant and project management.

Community Action Partnership. Provide homeless persons and those at risk of homelessness with temporary rental assistance, financial literacy education and linkages to other support services. Award $54,446.

Family Service Association of Redlands. Provide emergency shelter, motel vouchers, wraparound services and case management to prevent homelessness. Award $63,000.

Lutheran Social Services. Provide emergency shelter as a bridge to permanent housing, wraparound services to help homeless men 18 years and older to achieve self-sufficiency. Award $70,000.

Step Up On Second. Provide supportive services which begin with engagement and street outreach activities. Award $86,168 4 Project Name New Rental Housing Construction
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Target Area CityWide
Goals Supported New Affordable Rental Housing
Needs Addressed New Affordable Rental Housing
Funding HOME: $1,819,282
Description New affordable rental units constructed at Seccombe Park Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
100 families will benefit from this proposed project.

Location Description Seccombe Park
160 E. 5th Street San Bernardino, CA
Census Tract: 58.00
Planned Activities Construction of new affordable rental housing units 5 Project Name Affordable Rental Housing Rehabilitation Target Area CityWide
Goals Supported Preserve and Rehabilitate Housing
Needs Addressed Preserve and Rehabilitate Housing
Funding HOME: $500,000
Description Rehabilitation of 239 existing rental housing units.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
239 families will benefit from this proposed project.

Location Description Property address is 2601-2675 W. 2nd Street San Bernardino, CA Planned Activities Rehabilitation of existing rental housing units. 6 Project Name Micro-Enterprise Program
Target Area CityWide
Goals Supported Promote Economic Development
Needs Addressed Promote Economic Development
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Funding CDBG: $35,000
Description Provide business development training and support to income qualified existing or potential business owners. City staff monitors how many business have been created through Emprenadoras Program. Training class administration includes participant sign-in and intake forms.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
Approximately ten existing or potential business owners will be trained.

Location Description Citywide - Available to all existing or potential business owners.

Workshops are held at City Hall located at 201 North E Street, San Bernardino, CA and at the Mexican Consulate located at 293 North D Street, San Bernardino, CA.

Planned Activities The Micro-Enterprise program promotes economic development in the City. The program provides business development training and support to income qualified participants who wish to start their own business. The Program will use CDBG funds to provide education and training for existing or potential business owners, to launch and retain a successful businesses and improve business viability. City staff monitors how many business have been created through Emprenadoras Program. Training class administration includes participant sign-in and intake forms. 7 Project Name Section 108 Repayment Program - Promote Economic Development Target Area CityWide
Goals Supported Promote Economic Development
Needs Addressed Promote Economic Development
Funding CDBG: $763,021
Description Section 108 loan repayment for Arden Guthrie Property (B-03-MC-06- 0539, Loan number 119-090-0053-5801) obtained to forward economic revitalization and create jobs (214 jobs) in the City.

Target Date 6/30/2021
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Estimate the number
and type of families
that will benefit from
the proposed
activities
214 individuals will benefit from this proposed activity.

Location Description 17.43 acre commercial property located along Highland Avenue between Arden Street and Guthrie Street in the City of San Bernardino.

Planned Activities A Section 108 loan, FY 2006, was obtained for the acquisition of 22 blighted and socially problematic apartment buildings in the North Arden Guthrie Area of the City. The City is moving forward with the sale of the property to a developer who will build a multi-tenant commercial shopping center.
8 Project Name Improve Public Facilities and Infrastructure Target Area CityWide
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $2,671,000
Description Three (3) parks will be funded for replacement of playground equipment in addition to an existing baseball field to be converted into a Miracle League park to be ADA compliant. A concrete/ADA project will also be funded to replace sidewalks and ADA accessibility. Encanto Community Center Phase I roof replacement/facility repairs.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
32,000 persons within households earning an income level of 30% to 50% of AMI will benefit of the improvements made to these parks and facility.

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Location Description The City has proposed to fund the following three (3) parks, a community center and public facilities at a senior center:

1. Meadowbrook Fields Park - 179 E Rialto Ave., San Bernardino, CA

2. Anne Shirrel Park – 1367 North California, San Bernardino, CA

3. Nicholson Park - 2737 W. 2nd Street, San Bernardino, CA (Playground equipment replacement and existing baseball field conversion)

4. Encanto Community Center – Phase 1 – 1180 W. 9th Street, San Bernardino, CA Roof replacement/facility repairs.

5. Citywide Concrete Repairs – to replace sidewalks and ADA accessibility for Fifth Street Senior Center, Perris Hill Senior Center, Ruben Campos, Lytle Creek, Rudy Hernandez, Nicholson and Delmann Heights Community Centers.

Planned Activities The City plans to improve three (3) parks, a community center and public facilities at a senior center. Specifically the replacement of playground equipment to provide safe equipment for the community in addition to a Miracle League Park for ADA compliant and citywide concrete repairs. 9 Project Name Fair Housing
Target Area CityWide
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $73,000
Description Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.

Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
This program will benefit Low/Moderate Income Households/Tenants.

Location Description Fair housing events and discrimination assistance will benefit aproximately 1,000 LMI households and tenants.

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Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.
10 Project Name Planning & Administration
Target Area CityWide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $681,163
HOME: $140,478
Description The City will implement the goals and objectives of the Action Plan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the Action Plan regulations and CDBG, HOME and ESG regulations.Assist homeless and special needs populations with supportive services. Funding for various Emergency Solutions Grant Program Projects to include Emergency Shelter, Rapid Rehousing, Homelessness Prevention, Street Outreach and HMIS costs. Annually, the City will monitor its use of CDBG, HOME and ESG funds to ensure effective and appropriate use of funds. CDBG Administration: $681,163; HOME Administration: $140,478; ESG Administration: $22,185
Target Date 6/30/2021
Estimate the number
and type of families
that will benefit from
the proposed
activities
The entire city benefits from planning and administration efforts lead by the City.

Location Description 201 North E Street, San Bernardino, CA 92401 Planned Activities Grant and Project Management
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City will use its funding for PY 2020-2021 to finance a variety of housing, community development, economic development, and capital improvement projects. The majority of the funding will be used to finance projects targeting low- to moderate-income individuals and families throughout the City.

CDBG Benefit Service Areas are defined as geographic locations within the City of San Bernardino where 51 percent or more of the households in those areas are low- to moderate-income. The 2010 U.S.

Census identified approximately 68.9 percent of the City consisted of households with low or moderate incomes. A map of the Low / Moderate Income Target Areas is attached to this document.

According to the U.S. 2010 Census, approximately 60 percent of the population is of Hispanic Origin, 19 percent is Non-Hispanic, White, 14.2 percent is Black, 3.8 percent is Asian and 2.9 percent is comprised of some “Other” race or ethnicity.

Geographic Distribution
Target Area Percentage of Funds
CityWide 70
LMI Areas of the City 30
Table 57 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The funding available under the 2020-2021 Action Plan may be used to meet a variety of community development and housing needs. As part of the development of the 2020-2021 Action Plan, the City established priority needs based on an in depth analysis of the several factors housing, homelessness, poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this document.

The City’s primary intent is to spend its CDBG funds in predominantly low income neighborhoods where residents have the greatest need for housing/services. The City will focus on low to moderate income neighborhoods where there is a greatest need in the parks, such as having the playground equipment replaced, because those are the areas of greatest need.

Discussion
The City of San Bernardino has not designated any Neighborhood Revitalization Strategy Areas (NRSA) Packet Pg. 1504
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within in the City.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
In accordance with the Housing Needs Assessment of the Consolidated Plan, housing problems within the City of San Bernardino include: 1) Units with physical defects; 2) overcrowded conditions; and 3) housing cost burden. The City will use CDBG and HOME funds to pursue three affordable housing goals:
1) Preserve and Rehabilitation Housing, 2) Expand Home Ownership Opportunities and 3) Provide Assistance to Renter Households.

One Year Goals for the Number of Households to be Supported Homeless 45
Non-Homeless 200
Special-Needs 100
Total 345
Table 58 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 104
Rehab of Existing Units 241
Acquisition of Existing Units 0
Total 345
Table 59 - One Year Goals for Affordable Housing by Support Type Discussion
The table “One Year Goals for the Number of Households to be Supported” consists of 600 homeless individual to be supported and 349 units to be built or rehabilitated. The following projects detail households that will benefit as well as the number of units in the City to be constructed or rehabed.  Homeownership of two (2) housing units added in Eastpointe neighborhood. Incomes will range from 50% to 80% of Area Median Income (AMI);
 New Infill Housing construction of four (4) for-sale single family homes, incomes will range from 50% to 80% of Area Median Income (AMI);
 100 affordable rental units to be built at Seccombe Park; and  Affordable rental housing rehabilitation of 239 existing units at Foothill Villas Apartments.

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AP-60 Public Housing – 91.220(h)
Introduction
Public housing and other assisted housing programs are crucial elements of the City’s efforts to address affordable housing needs of low- and moderate-income families, senior citizens, disabled individuals, and other individuals.

The City falls within the jurisdiction of the Housing Authority of the County of San Bernardino (HACSB).

This agency administers the Housing Choice Voucher Program, which provides rental assistance to eligible residents of San Bernardino by providing monthly rental assistance to participants who want to rent from a private landlord, but cannot afford the full monthly rental payment. The Housing Choice Voucher program is funded by the U.S. Department of Housing and Urban Development (HUD).

In 2019, the latest year for which data is available, HACSB provided 10,798 housing choice vouchers throughout San Bernardino County, assisting 25,331 individuals. Of those 10,798 housing choice vouchers, 2,694 were issued to San Bernardino City residents.

The City will continue to support the efforts of HACSB in the administration of the Housing Choice Voucher and maximize the use of those funds and other resources in San Bernardino.

Actions planned during the next year to address the needs to public housing To assist HACSB in addressing public housing needs, the City will do the following:

Monitor At-Risk Units. The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk units affordable and utilize, if feasible, local incentives to preserve any at-risk units
Support and Assist Local Non-Profit Organizations. In order to develop or preserve the City's affordable stock, the City will provide technical and/or financial assistance to local non-profit organizations that provide affordable housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City does not own any public housing units, therefore has not undertaken efforts to encourage public housing residents to become more involved in the management of public housing units. However, the Housing Authority of the County of San Bernardino (HACSB) does undertake actions to encourage public housing residents to contribute and participate in the management and HACSB has a homeownership program for residents of public housing.

As for homeownership opportunities, the City has initiated an Infill Housing Program that will acquire Packet Pg. 1507
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distressed properties within San Bernardino, rehabilitate them and sell them to income qualified homebuyers. The City will work with HACSB, to identify any households who may be eligible for the Housing Choice Voucher Program.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Housing Authority of the County of San Bernardino has not been designated as troubled. Actually it has a moving to work designation which is a designation that a limited number of PHAs across the country have.

Discussion
See above discussion.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
According to the San Bernardino County 2019 Homeless PIT Count there were 883 homeless persons in the City. A total of 244 individuals were sheltered and 639 were unsheltered. To address this issue, the City will allocate approximately $295,799 in ESG funds to homeless service providers who are skilled at transitioning homeless individuals and families from homelessness to permanent housing through a variety of activities including street outreach, homeless prevention, rapid re-housing, emergency shelter and essential services.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City is an active member of the San Bernardino CoC and fully supports the goals and objectives of the San Bernardino County 10-Year Strategy to End Homelessness. To reach out to homeless persons and assess their individual needs, the City will continue to support the CoC’s coordinated entry system, 2-1-1 San Bernardino County. The Coordinated Entry System will provide people who are at imminent risk of becoming homeless (HUD Homeless definition (Category 2) with problem solving support to retain current housing or to locate get housing placement.

The City is continuing its contract in FY 2020-2021 with Step Up On Second, with the goal of reaching 78 homeless persons through street outreach, providing social service referrals to 49 of those 78 persons and facilitating the placement of 13 homeless persons into permanent housing.

Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue to fund Lutheran Social Services Southern California (LSSC) to provide an emergency men’s shelter. LSSSC has submitted plans to the City for a preliminary review of a new men’s shelter with a 75-bed capacity.

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 recently homeless from becoming homeless again
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every Packet Pg. 1509
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community in the region. As the largest community in the County, the City also serves as a hub for service providers. The City supports the efforts of the network of agencies working to end homelessness through the Regional Continuum of Care Strategy. The Continuum of Care Strategy involves four key components, one of which is homeless prevention. The provision of preventative services will decrease the number of households and individuals who will become homeless and require emergency shelters and assistance. The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.

Utilizing its HOME dollars, the City funded the acquisition of the Golden Apartments a 21-unit apartment complex that has been rehabilitated and converted into 38 one-bedroom apartments of supportive housing for homeless persons. Residents moved into their new one-bedroom flats in December 2019.

Golden has onsite health and mental health services available through the Department of Behavioral Health and Molina Health.

The City has partnered with Step Up on Second to provide street outreach services to homeless persons and assist them with obtaining their vital documents, housing navigation, transportation to appointments and placement in permanent housing. To date, in FY 2019-2020, Step Up has housed 13 individuals and provided linkage to services to 78 persons.

San Bernardino County’s 10-Year Strategy for Ending Homelessness was 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 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 City will continue to support the regional CoC’s efforts to implement the San Bernardino County 10- Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning in order to prevent people from becoming homeless when they are discharged from correctional, foster care, health care, or mental health care systems. The McKinney-Vento Act requires that State and local governments have policies and protocols in place to ensure that persons being discharged from a publicly-funded institution or system of care are not discharged immediately into homelessness. In order to meet HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers in order to implement a “zero tolerance” plan that will prevent persons being discharged into homelessness.

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Discussion
In 2018, the City declared a shelter crisis which allowed agencies to apply for the State’s Homeless Emergency Aid Program (HEAP) funding. Four agencies serving homeless persons in the City of San Bernardino received $2.1 million in HEAP funds that can be used over four years. The CoC’s coordinated entry system provides a single point of entry for people who are homeless to be screened and assessed for a range of CoC and City funded homeless programs, including emergency shelters, transitional housing, permanent supportive housing, and rapid rehousing services. All contracted service providers report outcomes based on the countywide outcome standards developed by the County Office of Homeless Services, in order to inform future adjustments to the service system.

In FY 18-19, the City facilitated the purchase of two (2) multi-family properties by Foothill Aides Project.

In FY 19-20 those properties will be rehabilitated and leased to low-income persons with HIV/Aids.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The City recognizes that barriers to affordable housing exist and continues to employ strategies to overcome them. Policies can create barriers to the production of affordable housing and residential investment because such factors increase costs. The high cost of affordable housing and residential investment can be contributed to the following:
 Lack of Affordable Housing Funds: The availability of funding for affordable housing has been severely affected by the dissolution of redevelopment agencies. Prior to 2012, redevelopment activities and funding was the City’s primary tool for assisting with neighborhood revitalization efforts and production of affordable housing. The loss of this funding represents a constraint for the City of San Bernardino’s efforts to continue to support neighborhood revitalization. Now the City relies on private resources, federal grant programs, state resources, and philanthropy to fund affordable housing projects.
 Environmental Protection: State law (California Environmental Quality Act and California Endangered Species Act) and federal law (National Environmental Policy Act and Federal Endangered Species Act) regulations require environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.). Costs and time delay resulting from the environmental review process are also added to the cost of housing.  Site Improvements: Many parts of San Bernardino are undeveloped and lack adequate pedestrian and automobile infrastructure to support new residential subdivisions. All new residential development is required to provide sidewalk with curbs and gutters and must be served by appropriate roadways consistent with the General Plan Circulation Element and adopted road development standards. The cost of these improvements increases the cost of development, but is necessary to facilitate pedestrian and vehicular access and movement in the City.
 Planning and Development Fees: Planning and development impact fees, such as for transportation, water, and sewer infrastructure improvements, often add to the overall cost of development. The City’s fees reflect the fair share of the costs of providing permitting, infrastructure, and services for new residences.
 Permit and Processing Procedures: Builders and developers frequently cite the cost of holding land during the evaluation and review process as a significant factor in the cost of housing. The City of San Bernardino’s development review process is designed to accommodate growth without compromising quality. Project quality is of critical concern, as the City faces challenges in securing foreclosed single-family homes and poorly maintained multifamily complexes.  State and Federal Davis-Bacon Prevailing Wages: The State Department of Industrial Relations (DIR) expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to the overall cost of development. A prevailing wage must also be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multiPacket Pg. 1512 Consolidated Plan SAN BERNARDINO 152
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family project over eight units. Based on discussions with developers, various prevailing wage requirements typically inflate the development costs by 35 percent.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City undertook a major effort to eliminate constraints, with respect to land use regulations, by developing and adopting a new Development Code that unified and simplified the City’s development regulations and processes. That effort was followed by a reorganization of the City to unify the various development-related departments into a single Community Development Department and a one-stop permit counter. The City has made the following additional amendments to the Municipal Code in order to further reduce barriers to affordable housing:

1. General Lot Consolidation Incentive - Small, individual lots offer limited development potential, and generally cannot support onsite property management. Development opportunities could be increased through a small-lot consolidation program that offers a 15 percent density bonus for projects with a residential component that are committing to a maintenance plan and having on-site management. The City is anticipating amending the Development Code to incentivize lot Consolidation.

2. Density Bonus Provisions - Density bonus projects can be an important source of housing for lower and moderate income households. The City anticipates amending the Development Code to reflect the latest amendments to State density bonus law.

3. Transitional and Supportive Housing - The City plans to amend the Development Code to adequately define transitional and permanent supportive housing and permit these uses based on unit type, in accordance with Senate Bill 2.

4. Streamlined Processing - The City is committed to continuing the streamlining of development activities and regulations and will continue to analyze potential programs that seek to eliminate land use constraints, particularly as related to the provision of new housing and rehabilitation of existing housing. The City amended its Development Code in 2012 to make it more user-friendly and to minimize confusion for staff and the development community. As part of the Development Code update, the City also introduced a new streamlined type of Conditional Use Permit: the Minor Use Permit (MUP). The MUP is reviewed by the Development/Environmental Review Committee rather than the Planning Commission, which requires less staff time (and a relatively shorter process for developers), lower fees, and can be used in lieu of a CUP for certain qualified projects.

5. The City will update its General Plan.

Discussion:

To address housing affordability and the lack of monetary resources for affordable housing, the Packet Pg. 1513
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Consolidated Plan calls for the investment of CDBG and/or HOME funds to preserve and rehabilitate housing units and provide homeownership opportunities to low and moderate-income households.

For PY 2020-2021, the City will continue to fund its Infill Housing Program and its Owner Occupied Residential Rehabilitation Program (OORP). The OORP will be funded with carryover funds from last year that were not fully expended. Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low- and moderate-income households. The Owner Occupied Residential Rehabilitation Program will provide deferred loans for the rehabilitation of single family units owned by low and moderate income households.

Although the City no longer has access to redevelopment funds, the City will continue to leverage its CDBG and HOME funds to attract private and other available public resources, including land conveyed to the City for the purpose of creating affordable housing for low- and moderate- income households.

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AP-85 Other Actions – 91.220(k)
Introduction:

Priority Needs established in the FY 2020-2025 Five-Year Consolidated Plan, which form the basis for establishing objectives and outcomes in the FY 2020-2021 One-Year Action Plan, are as follows:

High Priority
 Preserve and Rehabilitate Housing
 Expand homeownership opportunities
 Provide Homeless and Homeless Prevention Services
 Promote economic development and employment opportunities for low and moderate income persons. Micro-Enterprise
Low Priority
 New affordable Rental Housing
 Improve and expand existing community facilities and infrastructure to meet current and future needs.
 Eliminate identified impediments to fair housing through education, enforcement, and testing.  Planning and Administration – CDBG, HOME, and ESG
 New Affordable Housing Construction or Rehabilitation  Expand homeownership opportunities – Infill Housing
 First-Time Homeownership – CHDO 15% set-aside
 New affordable rental housing
Actions planned to address obstacles to meeting underserved needs To address obstacles to meeting underserved needs, the City will allocate CDBG, uncommitted HOME and ESG funds through the Action plan in projects that provide financing for the affordable housing development, housing rehabilitation, job creation, public facility/infrastructure improvements and homeless prevention. Lack of resources is the primary obstacle to meeting underserved needs. In order to leverage additional ongoing resources for housing and homeless services, the City is applying for the Permanent Local Housing Allocation (PLHA) funds which are administered by the State Department of Housing and Community Development to It anticipated that in the 2021 the City can receive up to $1.6 million in PLHA funds.

The City will also support HACSB’s efforts to obtain additional rental assistance funding, especially for seniors and lower-income households.

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The City will invest HOME funds to expand the supply of affordable housing and will use HOME funds to preserve and maintain existing affordable housing through the City of San Bernardino’s Owner-Occupied Rehabilitation Loan Program.

Actions planned to reduce lead-based paint hazards
To reduce lead-based paint hazards and in accordance, housing constructed prior to 1978 and assisted through the City of San Bernardino’s Owner Occupied Residential Rehabilitation Program will be tested for lead based paint hazards. If lead based-paint hazards are found, safe work practices or abatement procedures will be included in the scope of work for the rehabilitation of the housing unit. All procedures will be in compliance with 24 CFR Part 35.

Actions planned to reduce the number of poverty-level families For PY 2020-2021, the City will support:
 An Infill Housing Program that will acquire and rehabilitate/construct underutilized properties within the City and when complete sell these homes to low- and moderate income households  Micro Enterprise Program that will provide small business development training and support to income qualified clients who are wish to start their own small business.  Service providers who can provide street outreach, rapid-rehousing, homeless prevention, emergency shelter, and other essential services to homeless and near-homeless persons and families.
 The improvement of various park facilities within income-eligible areas of the City that provide recreational and support services to low- and moderate-income residents of the City.  The efforts of HACSB, who provides rental assisance and conventional housing to low-income households.
 The efforts of the CoC, San Bernardino County Behavioral Health Administration, Office of Homeless Services and various Homeless Service Agencies to provider public and social services to residents living in poverty, including health services, counseling, educational programs, food distribution, academic and vocational training, youth services, and senior services.  The goals and objectives of San Bernardino County 10-Year Strategy to End Homelessness.  The CoC’s coordinated entry system, 2-1-1 San Bernardino County that provides persons who are at imminent risk of becoming homeless with problem solving support to retain current housing or to locate another housing placement.

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This will allow to coordinate the City's activities by not duplicating efforts and to know what other agencies are doing. Currently, the City is working with the Center for Community Investment and Dignity Health (Accelerating investments for Healthy Communities). The City's collaboration with CCI and Dignity Health has resulted in the investment of $1.2 million in permanently affordable rental housing in the City. These types of collaborations build the capacity for the City to continue providing affordable housing.

Actions planned to enhance coordination between public and private housing and social service agencies
During the next year, the San Bernardino Community & Economic Development Department will continue consulting with a wide variety of agencies and organizations such as HACSB, County Workforce Development, County Department of Behavioral Health and County Office on Aging and Adult Services involved with the delivery of housing, supportive services and economic development to low- and moderate- income San Bernardino residents. Workforce Development, for example, provides job placement services for person in the County and also provides up to three months of paid on the job training and any equipment that an employee may require to carry their new job. In the realm of economic development, the City recently established a partnership with the Mexican Consulate’s “Emprendedoras” program. The program partners with the Small Business Administration and the City’s Micro Enterprise program to provide Spanish language training for persons interested in launching a small business or expanding an existing small business. Through the City’s partnership with the “Emprendedoras” program, the City will cross promote the services available through Workforce Development.

Discussion:

The implementation of the PY 2020-2021 Action Plan will invest federal resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, inspection of HOME units, reduce the number of families living in poverty, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

In the implementation of programs and activities under the 2020-2021 Action Plan, the City of San Bernardino will follow all HUD regulations concerning the use of program income, forms of investment, overall low-and moderate-income benefit for the CDBG program and recapture requirements for the HOME program. The years 2020, 2021 and 2022 are used to determine that an overall benefit of 80% of CDBG funds is used to benefit persons of low and moderate income.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

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 817,368

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 817,368
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income.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. 80.00% HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

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as follows:

The City does not anticipate using other forms of investment beyond those identified in Section

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:

1. If Buyer sells or transfers the Eligible Property within the first two years of the Period of Affordability, City shall recover from the Net Proceeds, if any, the entire amount of the HOME Subsidy, or such lesser amount as the Net Proceeds may permit to be recovered. The Net Proceeds are the sales price paid to Buyer minus repayment of loans that are superior in priority to this Affordable Housing Covenant and the Deed of Trust securing it, and any closing costs.

2. If Buyer sells or transfers the Eligible Property after occupying the Eligible Property for at least two years (24 months from the Delivery Date), City’s recovery from the Net Proceeds shall equal the amount of the HOME Subsidy, reduced by a percentage determined by dividing the number of Buyer’s full years of occupation of the Eligible Property by the number of years of the Period of Affordability, and multiplying the result by 100. In calculating recapture of the HOME subsidy only full 12-month periods of occupancy will be utilized in the calculation. For example, if Buyer sells or transfers the Eligible Property during the third year, before the completion of the full third year of a ten-year Period of Affordability, the percentage reduction of the amount of the HOME Subsidy to be recovered by City shall equal 20 percent: (2 years ÷ 10 years) × 100 = 20.

Assuming sufficient Net Proceeds, City would recover 80 percent of the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.

3. In no event shall City’s recovery exceed the amount of the Net Proceeds.

The City requires that its CHDO/subrecipients, who carry out HOME funded ownership programs, utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.

In its homeownership and single family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

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3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Measured from the Delivery Date and determined based on the amount of the HOME Subsidy, as follows:

Amount of HOME Subsidy Period of Affordability
 Amount of HOME Subsidy: Less than $15,000 Period of Affordability: 5 years  Amount of HOME Subsidy: $15,000 to $40,000 Period of Affordability: 10 years  Amount of HOME Subsidy: More than $40,000 Period of Affordability:15 years The City's affordability covenant requires that HOME units acquired with HOME funds remain affordable for the period noted based on the amount of HOME subsidy. The City requires that its CHDO/subrecipients who carry out HOME funded ownership programs utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.

In its homeownership and single family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

The City will not be undertaking any refinancing of existing debt secured by multifamily housing that is rehabilitated with HOME funds. The City will not undertake the refinancing of single family units rehabilitated with HOME funds. With regard to eligible beneficiaries, the City will adhere to the requirements under 24 CFR 2.203 with regard to income determinations; 92.216 with respect to incomes of applicants; 92.253 with regard to tenant protections and selection and other HOME regulatory requirements that ensure beneficiaries are not precluded from participating in HOME funded programs.

The City utilizes Notice of Funding Availability and Requests for Proposals to solicit applications for funding under the HOME program. Solicitations for applications are conducted as funds are available for various programs and/or when contracts and renewal periods with applicants expire and new NOFAs and RPS are released.

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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) Please refer to an attachment indluced in Admin (AD-26).

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 (CoC) is led by the County of San Bernardino, Department of Behavioral Services. The Coordinated Entry System, referred to as 211 San Bernardino County, is operated by the United Way of San Bernardino County and provides free and confidential information and referral service to persons in need of help connecting with various free or low cost health and human service providers.
211 San Bernardino County, is available 24 hours a day, 7 days a week by dialing 2-1-1 in San Bernardino County or by dialing the toll-free number at 1-888-435-7565. Bilingual staff is available to assist English and/or Spanish speaking callers. However, if another language is need, 211 San Bernardino County, utilizes a translation line that can assist in disseminating information in over 150 languages. 211 San Bernardino County is also available by going to http://211sb.org.

Within the City’s ESG written agreement, the Subrecipient must agree to coordinate and integrate, to the maximum extent practicable, ESG-funded activities with other programs targeted to homeless people in the area covered by the Continuum of Care or area over which the services are coordinated to provide a strategic, community-wide system to prevent and end homelessness.

3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).

The City of San Bernardino will competitively procure for services that will meet the goals and objectives of the City’s Consolidated Plan and San Bernardino Continuum of Care’s (CoC) 10-Year Plan to End Homelessness.

The application review process has three phases. In the first phase, all applications are reviewed by the Community and Economic Development Department staff for completeness and eligibility under the Federal program guidelines. Eligible programs and projects are then reviewed according to their contribution to the goals and objectives of the City’s approved Consolidated Plan and CoC’s 10-Year Plan to End Homelessness. Preference is given if a program has the ability to help the City meet federal program objectives and local priorities. Organizational capacity, experience, and past performance are also considered.

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Based on this review, Community and Economic Development Department staff prepares general funding recommendations. Lastly, a public hearing before City Council will be held to consider the 2020-2021 Draft Annual Action Plan. The City Council adopts the Annual Action Plan, which acts as the CDBG, HOME and ESG program annual budget. Upon completion of this process, the City forwards the adopted Annual Action Plan to the U.S. Department of Housing and Urban Development for approval.

4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.

The City of San Bernardino attends and participates, on a quarterly basis, the Interagency Council on Homelessness (ICH). The ICH is a vital component of the San Bernardino County Homeless Partnership. The ICH serves as the policy making body of the Partnership and oversees the implementation of the 10-Year Strategy to End Homelessness in San Bernardino County. The ICH will focus on resource development to insure the funding of homeless projects and 10-Year Strategy recommendations. In addition, ICH serves as the HUD-designated primary decision-making group and oversight board of the City of San Bernardino & County (hereinafter referred to as the “geographic area”) Continuum of Care for the Homeless (CA-609) funding process, (hereinafter referred to as the “CoC”). There are currently former homeless individuals that participate in the policy making decisions of the CoC, regarding facilities or services that receive ESG funding from the City.

The ICH is charged with directing, coordinating and evaluating all of the activities related to implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10-Year Strategy to their colleagues and constituents following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to carry out implementation activities and will develop resources to insure the funding of homeless projects and 10-Year Strategy recommendations.

As the oversight board of the CoC, the ICH duties are: 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations including: a. The operation and oversight of the local CoC; b. Designation and operation of a Homeless Management Information System (HMIS); i. Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in compliance with all requirements prescribed by HUD. c. The development of a CoC plan that includes outreach, engagement, assessment, annual gap analysis of the homeless needs and services available, prevention strategies, shelter and housing supportive services, and HUD CoC Packet Pg. 1522
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annual and biennial requirements; 2. To represent the relevant organizations and projects serving homeless subpopulations; 3. To support homeless persons in their movement from homelessness to economic stability and affordable permanent housing within a supportive community; 4. To be inclusive of all the needs of all of geographic area’s homeless population, including the special service and housing needs of homeless sub-populations; 5. To facilitate responses to issues and concerns that affect the agencies funded by the CoC that is beyond those addressed in the annual CoC application process; 6. To consult with recipients and sub-recipients of CoC funding to establish performance targets appropriate for population and program type, monitor recipient and subrecipient performance, evaluate outcomes, and take action against poor performers; and 7. To evaluate outcomes of projects funded under the County of San Bernardino CoC program including the ESG.

5. Describe performance standards for evaluating ESG.

ESG Subrecipients must demonstrate the financial management and programmatic expertise to successfully develop, design, implement, and monitor the ESG-funded activities.

ESG Subrecipients must participate in HMIS and be able to meet all federal, State of California, and City of San Bernardino requirements relative to the ESG program, specifically those concerning equal opportunity and fair housing, affirmative marketing, environmental review, displacement, relocation, acquisition, labor, lead-based paint, conflict of interest, debarment and suspension, and flood insurance.

Under the City ESG agreement, ESG Subrecipient are required to conduct an initial evaluation to determine the eligibility of each individual or family’s eligibility for ESG assistance and the amount and types of assistance the individual or family needs to regain stability in permanent housing.

All subrecipient providers should meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants either remained in permanent housing or exited to permanent housing; At least 20 percent or more of project participants have employment income (or other sources such as SSI and/or SSDI, for those who are not employable); At least 54 percent of project participants increased their income from sources other than employment in a given operating year; At least 56 percent of project participants obtained mainstream benefits; and 100 percent of the project participants came from the street or other locations not meant for human habitation, emergency shelters, or safe havens. In addition, PSH providers must: Implement a housing first approach. Fill vacant beds with only chronically homeless persons.

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See above discussion.

Attachments
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Citizen Participation Comments
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Grantee Unique Appendices
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Grantee SF-424's and Certification(s)
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Appendixx - Alternate/Local Data Sources
1 Data Source Name
County Homeless Race, HMIS 2019
List the name of the organization or individual who originated the data set.

County Homeless Race, HMIS 2019
Provide a brief summary of the data set.

Various population data sets were used in the Needs Assessment, Market Analysis, and Strategic plan
What was the purpose for developing this data set?
Using updated information is important for the ConPlan.

How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
The data covers the County.

What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2019
What is the status of the data set (complete, in progress, or planned)? complete
2 Data Source Name
Vacant Unit Data
List the name of the organization or individual who originated the data set.

ACS 2013-2017
Provide a brief summary of the data set.

The data provided comes from 2013-2017 housing occupancy data particularly vacant housing units.

What was the purpose for developing this data set?
HUD did not provide any data to assist with their request of vacant and abandoned, REO and abandoned REO data.

How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
Citywide
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2013-2017
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Consolidated Plan SAN BERNARDINO 229
OMB Control No: 2506-0117 (exp. 06/30/2018)
What is the status of the data set (complete, in progress, or planned)? Data found is only for number of vacant units, other data HUD requests was not found. 3 Data Source Name
Households with Children
List the name of the organization or individual who originated the data set.

The data resource is CHAS 2011-2015
Provide a brief summary of the data set.

The CHAS data presents the number of households both renter and owner by AMI categories.

What was the purpose for developing this data set?
This table was not populated by HUD data, however was available.

How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
This data is citywide.

What time period (provide the year, and optionally month, or month and day) is covered by this data set? CHAS 2011-2015
What is the status of the data set (complete, in progress, or planned)? complete
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PROPOSED FY2023-2024

ANNUAL ACTION PLAN
JUNE 21, 2023
Community, Housing, and Economic Development Department

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Annual Action Plan
2023-2024
1 DRAFT San Bernardino City FY 2023-2024
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
Each year, the US Department of Housing and Urban Development (HUD) provides funding for housing and community development programs to the City of San Bernardino (City), specifically the Community Development Block Grant (CDBG) and other federal housing funds. To receive these funds, the City must complete a report every five years called the Consolidated Plan. The Consolidated Plan is carried out through Annual Action Plans, which provide a concise summary of the actions, activities, and specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plans.

The City is an entitlement jurisdiction and will receive the following federal grants:
• Community Development Block Grant (CDBG)
• HOME Investment Partnerships Program (HOME)
• Emergency Solutions Grant (ESG)

2. Summarize the objectives and outcomes identified in the Plan The City of San Bernardino has identified a range of housing and community development needs in accordance with the structure presented in HUD regulations for affordable housing, homelessness, and nonhousing community development. Priority is assigned based on the level of need demonstrated by the data collected during the plan preparation, specifically in the Needs Assessment and the Market Analysis, the information gathered during the consultation and citizen participation process, and the availability of resources to address these needs. Based on these components, housing needs are considered a high priority, particularly low-income ownership housing and transitional housing with supportive services for the homeless population. Out of the top ten priority needs, the feedback from citizen participation indicated that the top four pressing concerns of the City are:
• Homelessness and homelessness issues (i.e., supportive housing) • Access to affordable housing
• Street infrastructure (i.e., road maintenance and street lighting) • Joblessness/job creation
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Priorities Objectives/Goals
The following goals outlined in the Consolidated Plan and to be implemented during the FY 23-24 Annual Action Plan are listed below:

1. Promote Economic Development: Repayment of debt service for the Arden Guthrie Project which will create 214 jobs.

2. Fair Housing: Support fair housing services, landlord/tenant mediation, and housing counseling services.

3. Expand Homeownership Opportunities: Fund construction of six (6) single-family homes, city-wide where opportunities exist for infill housing for low to moderate-income households whose incomes will range from 50% to 80% of Area Median Income (AMI).

4. New Affordable Housing Construction or Rehabilitation: Assist with new affordable housing construction or rehabilitation projects.

5. Improve Facilities and Infrastructure: Improve selected streets resulting from new Infill Housing projects. Fund projects to comprehensively improve, the safety, accessibility, and quality of life in low-income and the surrounding neighborhoods by completing street surface reconstruction including sidewalks, curbs, and gutters while removing Americans with Disabilities Act (ADA) barriers.

Summary of some of the findings used to determine priority need:
• 222,101 persons reside in San Bernardino (US Census Bureau 2020) comprising of 59,770 households.
• Approximately 23.7% live in poverty.
• San Bernardino County Point-In-Time Count (PITC) data have indicated a need to support programs that serve people experiencing homelessness. The 2022 PITs count for the City is 1,350 which accounts for 40.5% of San Bernardino County’s total count. • City provides for and residents benefits from participating in homelessness and homelessness issues (i.e., supportive housing), access to affordable housing, street infrastructure (i.e., road maintenance and street lighting) and joblessness/job creation.
• The City utilizes CDBG funds for public services, public facilities and improvements, housing activities, and planning and administrative costs. The CDBG program’s primary objective is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. Funds can be used for a wide array of activities, including housing rehabilitation, homeownership assistance, lead-based paint detection and removal, construction or rehabilitation of public facilities and infrastructure, removal of architectural barriers, public services, rehabilitation of commercial or industrial buildings, and loans or grants to businesses.

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3. Evaluation of past performance
Preserve and rehabilitate existing single-family dwellings – The Owner-Occupied Housing Rehabilitation Program provided financial assistance to income-qualified, San Bernardino homeowners for repairs to their homes. The program serviced five (5) owner-occupied Housing Rehabilitation projects.

Expand Homeownership opportunities and assist homebuyers with the purchase of affordable housing In FY 22-23, the City completed the construction of three (3) homes, on an infill lot, to create affordable housing opportunities. This program improves neighborhoods by utilizing vacant and blighted lots for new owner-occupied housing. The City and the CHDO partner, Neighborhood housing Partnership Services, are marketing these affordable units for sale to households at 50% to 80% of AMI for the County of San Bernardino.

Provide Supportive Services - Homeless / Non-Homeless Special Needs - In FY 22-23, the City utilized HOME program income for the Arrowhead Grove, formerly known as Waterman Gardens Public Housing Community of the multi-phase Rental Assistance Demonstration (RAD) project. Phase two entails the building of 147 affordable units for mixed-income family apartments to households with 30% to 60% of AMI.

Promote Economic Development - In partnership with the Inland Empire Small Business Development Center, the City promoted and hosted small business/entrepreneur workshops. 12 San Bernardino small businesses were assisted. Due to the COVID-19 pandemic, workshops had to be postponed.

Improve Public Facilities and Infrastructure - In FY 22-23, the City completed the following street improvements in March 2023: 532 Ramona Avenue (Ward 1); 2129 Wall Avenue (Ward 2); 938 N. G Street (Ward 2); 140 W. 13th Street (Ward 2); 2060 E. 18th Street (Ward 7); Grape Street (Walnut to Mill Street) (Ward 3); and Davidson Avenue (Baseline to 14th) (Ward-6). The City initiated Citywide Pavement rehabilitation for 3 locations; 10th Street between F Street and G Street, 49th Street between Sepulveda Avenue to the end, and Rialto Avenue from Mt. Vernon and Muscott. The completion is expected in January 2024.

Fair Housing - The Inland Fair Housing and Mediation Board provided landlord-tenant counseling and other fair housing services to eliminate identified impediments to fair housing through education, enforcement, and testing to approximately 3,300 persons in the City.

Planning and Administration: Provided funds for planning and administration of CDBG, HOME, and ESG.

Provide rental assistance and preserve existing affordable rental housing - In FY 22-23, 226 unit files were monitored, and the City expects 167 units to be physically inspected to ensure units remained affordable and habitable.

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Expand the affordable housing inventory through new construction - In FY 22-23, the third phase of construction was completed on the site of the former Waterman Gardens Public Housing community (now called Crestview Terrace), and is fully leased, and provided 184 one-, two-, and three–bedroom, affordable units to individuals and families earning below 30, 50, and 60 percent of the area median income.

4. Summary of Citizen Participation Process and consultation process The development of the action plan was aligned with the goals of the Consolidated plan. To solicit public input during the development of the Consolidated Plan, the City conducted the following meetings:
• Virtual Community Workshop.
• Stakeholder Interviews; and
• Online Survey.

The Action Plan will be discussed in a publicly noticed meeting where an opportunity for public comment is provided. The first public hearing for the draft FY 23-24 Annual Action Plan to City Council was held on May 3, 2023. The draft plan was available for public review between May 19, 2023, and June 20, 2023, on the City's website, the Community, Housing, and Economic Development Department, the City’s Clerk Office, and Feldheym Central Library. The public review period for the Draft 2023-2024 Action Plan was published in The San Bernardino Sun (English), and El Chicano (Spanish).

5. Summary of public comments
The top three infrastructure needs that were identified in the Consolidated Plan were street improvements, street lighting, and tree planting/urban greenery. City-facility needs identified were community centers, park and recreational facilities, and youth centers. For housing needs, the top three identified were:

1. First-time home buyer assistance

2. Owner-occupied rehabilitation

3. Renter-occupied housing rehabilitation
Respondents also identified two primary homeless needs:

1. Permanent supportive housing with social services

2. Transitional housing (short-term up to 6 months)

6. Summary of comments or views not accepted and the reasons for not accepting them No comments or views were not accepted by the City.

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7. Summary
The City has taken diligent and good-faith efforts to reach all segments of the community that may benefit from the City’s CDBG, HOME, and ESG programs.

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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for the administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency SAN BERNARDINO
CDBG Administrator SAN BERNARDINO Community and Economic Development Department HOME Administrator SAN BERNARDINO Community and Economic Development Department ESG Administrator SAN BERNARDINO Community and Economic Development Department Table 1 – Responsible Agencies
Narrative (optional)
The City’s Community and Economic Development Department administers, implements, and monitors activities and projects funded through federal grants. The Community and Economic Development Department is responsible for developing and carrying out the priorities and goals established in the Consolidated Plan. In addition, the Department works collaboratively with the Public Works Department, City Parks and Recreation Department, City Manager’s Office, and City Council to develop goals and priorities for the current year that are aligned with the Consolidated Plan and address the needs of the residents of San Bernardino.

Consolidated Plan Public Contact Information
For matters concerning the City of San Bernardino’s CDBG, HOME, and ESG programs, please contact:

Mrs. Cassandra Searcy, Deputy Director of Housing & Homelessness 201 N. E Street, 3rd Floor, San Bernardino, CA 92418
Email: [email protected] | Phone: (909) 384-727
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2023-2024
7 DRAFT San Bernardino City FY 2023-2024
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City views the Consolidated Plan and Annual Action Plan as an opportunity to engage the community in the CDBG, HOME, and ESG investment process. The City encourages its residents to voice their needs and concerns regarding homelessness, affordable housing, and community development. All members of the public, especially those living in low- and moderate-income neighborhoods, are encouraged to participate in the planning stages. The goal of the consultation process was to gather data to help determine the priority needs. The City also coordinates and collaborates with various service providers to identify specific needs or certain vulnerable populations.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
• The City has been working in partnership with the Housing Authority of the County of San Bernardino (HACSB) and the County Community Development and Housing Agency to redevelop 251 units of public housing at the former Waterman Gardens public housing project (now known as Arrowhead Grove neighborhood). The City is also working in partnership with National CORE, an Inland Empire Community Housing Development Organization (CDHO), and HACSB in the development of Arrowhead Grove.
• The City partners with Neighborhood Partnership Housing Services (NPHS), a CHDO, for the administration of an owner-occupied, single-family rehabilitation program. • Housing Partners I, also a CHDO, and NPHS partner with the City to build new single-family, ownership housing on vacant and blighted lots throughout the city, to increase homeownership among households at and below 80% of the Area Median Income. • The City coordinates with the County Department of Behavioral Health (DBH) in an ongoing exchange of information and resources available to persons who are experiencing homelessness and mental health crises. The City has also partnered with DBH in the Golden Apartments project where DBH provides case management services for formerly homeless residents who live with mental illness.
• The City has also been working on investment strategies for housing and health with Dignity Health. Dignity Health’s Community Investment program provided a $1.2 million loan for the construction of Arrowhead Grove Phase 3, which resulted in the construction of a 184 mixedincome development, with 147 units reserved for low-income households. • The City has been consulting with the HACSB and the Community Development and Housing Agency of the County of San Bernardino concerning lead-based paint hazards as it relates to the rehabilitation of owner-occupied single-family homes. The City has also consulted with HUD’s environmental office regarding lead-based paint and staff attended the most recent lead-based paint training provided onsite at the HUD Los Angeles office.

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• The City has been in coordination with the San Bernardino Unified School District with their Uplift San Bernardino initiative. Uplift San Bernardino is focused on the future of the youth community, such as launching the future workforce into local jobs; igniting Upward Mobility in the community; convening leadership work groups to change systems & policies; effectively inspiring community voice & engagement to inform better decisions & increase access to opportunities, especially for youth; create a shared understanding of issues & opportunities based on research & data; mobilize people and resources to fill in gaps identified between systems and promote accountability through a transparent history of Uplift’s decisions, progress, & learning.

The City recognizes the need to address people experiencing homelessness, particularly the chronically homeless populations. The City collaboratively works with four entities throughout the County of San Bernardino. The following entities are:
1) Interagency Council on Homelessness
2) Homeless Provider Network
3) Central Valley Steering Committee
4) San Bernardino County Behavioral Health Administration, Office of Homeless Services These entities comprise policy-making bodies, advisory groups of faith-based and non-profit housing organizations, collaborative organizations among City jurisdictions, and committees established specifically to assist those experiencing homelessness. The “10-Year Strategy to End Homelessness in San Bernardino County” guides the actions and serves as a blueprint to end homelessness in the County of San Bernardino.

Concurrently, the City of San Bernardino also actively participates in the Continuum of Care (CoC) and is fully supportive of the objectives of the 10-Year Strategy to End Homelessness in San Bernardino County plan. Sandra Ibarra represents the City on the board of the Interagency Council on Homelessness. The City’s Police Department supports and participates in the Point-in-Time (PIT) Homeless County. The Community & Economic Department requires its ESG sub-recipients to participate in the CoC’s Homeless Management Information System (HMIS). This software application is designed to collect client-level data and data on the provision of housing and services to homeless individuals, families, and people at risk of homelessness. Lastly, the City funds organizations through the ESG programs that provide street outreach, emergency shelter, homeless prevention services, rapid rehousing, and HMIS.

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2023-2024
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Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City closely works with the CoC and attends its regularly scheduled meetings and training in the area of homelessness. The City consults with the Interagency Council on Homelessness (ICH), which has not less than one former homeless member, concerning funding recommendations. The discussions at the ICH meetings are comprised of updates on HMIS and a monthly data quality report is provided illustrating the number of clients enrolled in the non-profit organizations using HMIS. The updates help evaluate the outcomes of projects and activities assisted with ESG. Other topics of discussion include presentations to the Office of Homeless Services on activities from the San Bernardino County Reentry Collaborative regarding workshop meetings to discuss updating their strategic plan, and a Community Recidivism Reduction Program. A Veterans Initiative from the Housing Authority of the County of San Bernardino (HACSB) has continued to develop creative and effective ways to address the needs of the County’s homeless veterans. Over the past year, HASCB, along with the support and efforts of our affiliate nonprofits, KEYS and HP1 Inc., has created housing opportunities for homeless veterans.

2. Describe Agencies, groups, organizations, and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies, and other entities
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Table 2 – Agencies, groups, organizations who participated Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Health Agency
Major Employer
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
1 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino and participated in a community workshop. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community.

Agency/Group/Organization Neighborhood Partnership Housing Services, Inc. (NPHS) Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
2 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated outcomes are increased commitment to affordable housing and infrastructure investment in the community.

Agency/Group/Organization Lutheran Social Services of Southern California (LSSSC) Agency/Group/Organization Type Services - Housing
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
3 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community
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Agency/Group/Organization Housing Authority of the County of San Bernardino Agency/Group/Organization Type Public Housing Agency (PHA) Other government - County
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
4 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community.

Agency/Group/Organization City of San Bernardino - Housing Agency/Group/Organization Type Other government - Local 5 What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Public Housing Needs
Non-Homeless Special Needs
Economic Development
Lead-based Paint Strategy
Hazard Mitigation
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Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The Public Works Department has an ongoing internal coordination process with the Housing Department for projects and plans funded through CDBG. The coordination provides the City with input regarding hazard mitigation and a continued open channel with resilience agencies (whose primary responsibilities include the management of flood-prone areas, public land or water resources, and emergency management agencies) in the development of its plan. The IT Department has an ongoing coordination process with the Housing Department for projects and plans funded through CDBG. The internal coordination provides the City with input regarding broadband (broadband internet service providers and organizations engaged in narrowing the digital divide) in the development of its plan.

Identify any Agency Types not consulted and provide rationale for not consulting No agency types were excluded from engagement. For future planning processes, the City will make a special effort to include specified organizations that provide a wide range of services to the residents of San Bernardino.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Continuum of Care Alliance
Potential funding allocations to address homeless needs will complement the COC Strategy.
10-Year Strategy to End
Homelessness
Continuum of Care Alliance
Funding allocations to address homeless needs will be consistent with the 10-Year Strategy to End Homelessness.

City of San Bernardino 2021 -
2029 Housing Element
City of San Bernardino Department of
Community Development
Potential funding allocations to address housing needs that will complement the 2021-2029 Housing Element
Housing Authority of the County
of San Bernardino
Housing Authority County of San
Bernardino (HACSB)
The City will support HACSB's efforts on public housing and the ongoing partnership on Waterman Gardens
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Table 3 – Other local / regional / federal planning efforts Narrative (optional)
During the preparation of the Consolidated plan, City staff, along with assistance from their consultant, worked to engage a wide array of residents and stakeholders for the community outreach process. The City engaged residents and stakeholders through a community survey, stakeholder interviews, and community meetings. Various service providers, such as Health Agencies and Homeless Service providers, were included.

Stakeholders and residents provided feedback on priorities, housing problems, and possible solutions. They were asked to provide input on how the City should spend its CDBG, HOME, and ESG funding.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City published notice for public hearings and provided a 30-day public review of the FY 2023-2024 Annual Action Plan in El Chicano and The San Bernardino Sun. The report was also made available at the City’s Clerk Office, 201 N. E. Street, Bldg. A, San Bernardino, CA 92401, the Department of Community and Economic Development, 201 N. E. Street, 3rd Floor, San Bernardino, CA 92401, the Feldheym Central Library, 555 W. 6th St, San Bernardino, CA 92410, and on the City’s website at the Community and Economic Development Department.

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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If applicable)
1 Newspaper Ad
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
No responses were
received.

No responses were
received. N/A
http:iecn.com/newspapers
/el-chicano/
https://www.sbsun.com
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2023-2024
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If applicable)
2 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Members of the
public attended the
May 3, 2023, Public
Hearing
General comments from
the public :

1. Recommendation
for possible use of
4 th Street buildings
for homeless
services
Council Comments:

1. Fence for Casa
Ramona
property not an
eligible activity,
not providing
public service

2. Public Works
will provide a
presentation to
Council for
Capital
Improvement
Projects
N/A www.sbcity.org/housing
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL (If applicable)
3 Newspaper Ad
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
Low-Income
Persons
No responses were
received.

No responses were
received. N/A
http:iecn.com/newspapers
/el-chicano/
https://www.sbsun.com
4 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Members of the
public attended the
June 21, 2023,
Public Hearing.

Pending Pending
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
San Bernardino, like many other jurisdictions, is faced with the challenging task of meeting increasing needs with fluctuating and/or decreasing federal and state resources.

The figures shown in the Anticipated Resources table below reflect HUD's current allocation. The figure for "Expected Amount Available for Remainder of Con Plan" anticipates the level of funding using the current year allocations and projecting those allocations over the remaining years covered by the Consolidated Plan. If there are any cuts to the City's allocation over the coming years, the City will adjust this figure accordingly Packet Pg. 1609
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and prepare the Annual Action Plans reflective of the funding reality.

Anticipated Resources
Program Source Expected Amount Available Year 1
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 2,942,853 0 1,627,000 4,569,853 2,950,000 Amounts represent the annual CDBG
allocation based on the FY 2023-24
program year. This funding will be
invested in the preservation of
affordable housing units, public
improvement facilities, and the Section
108 Program.

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Program Source Expected Amount Available Year 1
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction for
ownership
TBRA 1,460,936 0 4,681,028 6,141,964 1,450,000
Amounts represent the annual HOME
allocation based on the FY 2023-24
program year. This funding year is the
fourth year of the 5-Year Consolidated
Plan. This funding will be invested in the
development and/or rehabilitation of
single-family and/or multi-family rental
housing, and Infill Housing Program
(homeownership)
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Program Source Expected Amount Available Year 1
of
Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight
shelter
Rapid re-housing
(rental
assistance)
Rental
Assistance
Services
Transitional
housing 273,557 0 0 273,557 273,000
ESG monies will fund subrecipients to
assist people experiencing homelessness
with Emergency Shelter (ES), HMIS,
Motel Vouchers, Rapid Re-Housing,
Rental Assistance, and Homelessness
Prevention (HP).

Table 5 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will focus on leveraging its federal resources with state, local, and private capital to develop quality and decent affordable housing 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:

Federal Resources
• Section 8 Housing Choice Voucher Program
• Federal Low-Income Housing Tax Credit Program
• Tax Exempt Bond Financing
• Community Investment Funds from Dignity Health
State Resources
• Tax Exempt bonds
• State Low-Income Housing Tax Credit Program
• No Place Like Home
• Community Reinvestments Funds
• Permanent Local Housing Allocation (PLHA) from California State Department of Housing • Veteran Housing and Homeless Prevention Program
Local Resources
• San Bernardino County Continuum of Care
• Housing Authority of San Bernardino County (HACSB)
Private Resources
• Dignity Health
• San Manuel Band of Mission Indians
• San Bernardino Unified School District
• City of San Bernardino Successor Housing Agency
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Per HUD regulations, ESG recipients must match 100 percent of their ESG annual allocation. For those organizations that received ESG funds, agencies met the match requirement through the utilization of volunteerism, in-kind contributions, and funds from other local, state, and federal programs.

In addition, HUD requires HOME recipients to match 25 percent of their HOME annual allocation. Under 24 CFR 92.222, when a local jurisdiction meets one of the distress criteria, it is determined to be in fiscal distress and receives a 50 percent reduction of the match. The FY 2023-2024 match reductions are not available as of the date of this writing. As of November 2022, the City received a 100 percent match reduction due to severe fiscal distress. The City of San Bernardino will continue to leverage its HOME funds with other housing resources as required. Any funds that are used in a HOME activity more than the required match will be documented by the City and reported to HUD as part of the Consolidated Annual Performance and Evaluation Report each year.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan With the dissolution of the redevelopment agency, successor agencies with real property assets are required to dispose of the properties pursuant to the City’s Long-Range Property Management Plan or Housing Asset Transfer (HAT) Plan. The Successor Agency has transferred all property listed on the Housing Asset Transfer list to the City as the Successor Housing Agency. The City will determine the development and/or disposition of these properties in the following months.

Discussion
The Housing Successor Agency has a disposition plan for the parcels and the City will retain some for economic development purposes, sell a number of the parcels and retain others for housing. The majority of the properties are single-family parcels that the City intends to utilize for the construction of singlefamily ownership housing.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Preserve and Rehabilitate
Housing
2020 2025 Affordable Housing CityWide Preserve and
Rehabilitate
Housing
HOME: $200,000 Persons Assisted: 20
2 Provide Homeless and
Homeless Prevention
Services
2020 2025 Homeless
Non-Homeless
Special Needs
CityWide Provide Homeless
and Homeless
Prevention
Services
ESG: $253,040 Homelessness Prevention:
600 Persons Assisted
3 New Affordable Rental
Housing
2020 2025 Affordable Housing CityWide New Affordable
Rental Housing
HOME$1,314,842 Rental units constructed: 2-3
4 Promote Economic
Development
2020 2025 Non-Housing
Community
Development
CityWide Promote economic
development
CDBG : $782,760 Jobs created/retained: 214
businesses assisted: 20
5 Improve Facilities and
Infrastructure
2020 2025 Non-Housing
Community
Development
CityWide Improve facilities
and infrastructure
CDBG :
$2,780,158
Persons Assisted: 1500
6 Fair Housing 2020 2025 Fair Housing CityWide Fair Housing CDBG: $278,365 Persons assisted: 2700 7 Planning & Administration 2020 2025 Administration CityWide Planning & Administration

CDBG, HOME,
ESG: $755,181
Table 6 – Goals Summary
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Goal Descriptions
1 Goal Name Preserve and Rehabilitate Housing
Goal Description To provide funding for homeowner-occupied and rental housing rehabilitation. 2 Goal Name Provide Homeless and Homeless Prevention Services Goal Description Provide funding to assist homeless individuals and those with special needs with supportive services. Includes funding to prepare for, prevent and respond to COVID through emergency shelters, rapid rehousing, homelessness prevention, street outreach, and HMIS costs.
3 Goal Name New Affordable Rental Housing
Goal Description Provide funding for new affordable rental housing (new construction or rehabilitation) and affordable rental housing with supportive services for homeless individuals and veterans. 4 Goal Name Promote Economic Development
Goal Description Provide funding for the City's Micro-Enterprise Program as well as support programs and projects that create jobs, and promote economic revitalization.
5 Goal Name Improve Facilities and Infrastructure
Goal Description Provide funding to improve public facilities and infrastructure, including parks, community centers, and sidewalks. 6 Goal Name Fair Housing
Goal Description Promote fair housing choice through the following activities: fair housing education, fair housing testing, housing assistance hotline, and landlord-tenant mediation.

Goal Name Planning and Administration
7 Goal Description Compliance with all HUD Consolidated Plan and CDBG, HOME, and ESG program regulations is a requirement for participation in this program Packet Pg. 1617
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Projects
AP-35 Projects – 91.220(d)
Introduction
With its CDBG, HOME, and ESG funds, the City of San Bernardino will fund FY2022-2023 eligible projects in the following categories: promote economic development, fair housing, expand homeownership opportunities, new affordable rental housing, improve public facilities and infrastructure, provide supportive services to homeless individuals and those with special needs, and program planning and administration. # Project Name
1 Section 108 Repayment
2 CDBG, HOME, and ESG Program Administration
3 Asociacion de Emprendedor@s
4 Nehemiah Charitable Fund
5 Neighborhood Housing Services of the Inland Empire
6 Street Improvements Projects
7 HOPE Campus Phase I
8 Inland Fair Housing Mediation Board
9 Lutheran Social Services of Southern California
10 Community Action Partnership
11 Family Services Association of Redlands
12 Salvation Army
13 Affordable Housing Projects
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs These project and activity priorities have been identified by the community input received and based on the identified needs of the City. The primary obstacle in addressing the underserved needs is the insufficient resources to meet the ongoing needs of individuals, especially those with special needs such as individuals experiencing homelessness.

AP-38 Project Summary
Project Summary Information
A total of $4,677,360 is available to be used for eligible CDBG, HOME, and ESG projects. This consists of FY 23-24 funding and unexpended funding from prior years. City staff conducted extensive outreach to solicit applications for the year.

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PROJECT SUMMARY
Project Name Section 108 Debt Repayment Program – Promote Economic Development Target Area LMI Areas of the City
Goals Supported Promote Economic Development
Needs Addressed Joblessness and Job Creation
Funding CDBG: $782,760
Description Section 108 Loan Repayment Program to pursue physical and economic revitalization that will provide jobs.

Target Date 6/30/2024
Estimate the number
and type of families that
will benefit
from the proposed
activities
214 individuals will benefit from this proposed activity.

Location Description 17.43-acre commercial property located along Highland Avenue between Arden Street and Guthrie Street in the City of San Bernardino. 1 Planned Activities The City has moved forward with the sale of the property and using a Section 108 loan for the repayment of the Arden Guthrie Project.

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Project Name CDBG, HOME, and ESG Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG:$588,570
HOME: $146,094
ESG: $20,517
Description The City will implement the goals and objectives of the Action Plan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the Action Plan regulations and CDBG, HOME, and ESG regulations. Annually, the City will monitor its use of CDBG, HOME, and ESG funds to ensure effective and appropriate use of funds.

Target Date 6/30/2024
Estimate the number
and type of families
that will benefit from
the proposed activities
N/A
Location Description Citywide
2 Planned Activities Grant and Project Management.

Project Name Asociacion de Emprendedor@s
Target Area Citywide
Goals Supported Promote Economic Development
Needs Addressed Promote Economic Development
3 Funding CDBG: $35,000
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Description Entrepreneurs and Micro-entrepreneurs in Minority LMI communities continue their education in Empowerment, Leadership, and Business Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
25 Individuals
Location Description Citywide
Planned Activities Small business workshops, meetings, and seminars are designed to help small business owner establish or grow their microenterprise.

Project Name Nehemiah Charitable Fund
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Homelessness and Homelessness Issues
Funding CDBG: $15,000
Description Support for local community services
4 Target Date 6/30/2024
Estimate the number and type
of families that will benefit from
the proposed activities
25 Individuals
Location Description Citywide
Planned Activities Providing support to local nonprofits and residents of LMI areas.

Project Name Neighborhood Housing Services of Inland Empire (NHSIE) Target Area Citywide
Goals Supported Expand Home Ownership
Needs Addressed Homelessness and Homelessness Issues, Access to Affordable Housing Funding CDBG: $90,000
Description NHSIE is dedicated to creating homeownership opportunities, bridging the housing affordability gap, and building sustainable communities of choice Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
This program will benefit approximately 2,700 Low/Moderate Income Households/Tenants.
5 Location Description Citywide
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Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.

Project Name Street Improvements Projects
Target Area Citywide
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Street Infrastructure
Funding CDBG: $1,080,158
Description Sidewalk replacement and ADA accessibility improvements.

Target Date 6/30/2023
Estimate the number and type
of families that will benefit
from the proposed activities
Area with an average income level of 30% to 50% of AMI will benefit of the improvements made to these streets.

Location Description The City has proposed to fund Citywide Street Reconstruction in LMA 6 Planned Activities Street improvements and ADA compliance.

Project Name HOPE Campus Phase I
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Homelessness and Homelessness Issues
Funding CDBG: $1,901,365
Description Phase 1 to eventual Navigation Center (HOPE Campus) Homeless Outreach Prevention Education Campus.

Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
An estimated 250 individuals will benefit annually.

Location Description 796 E 6th Street, San Bernardino
7 Planned Activities Temporary emergency shelter space for households and individuals for Phase 1.

Project Name Inland Fair Housing Mediation Board (IFHMB) Target Area Citywide
Goals Supported Fair Housing
Needs Addressed Fair Housing
8 Funding CDBG: $77,000
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Description Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.

Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
This program will benefit approximately 2,700 Low/Moderate Income Households/Tenants.

Location Description Citywide
Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.

Project Name Lutheran Social Services of Southern California (LSSSC) Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding ESG: $56,795
Description Emergency Shelter, HMIS services
Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
450 homeless individuals
Location Description Citywide
9 Planned Activities Emergency Shelter and HMIS support.

Project Name Community Action Partnership (CAP)
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Homelessness and Homelessness Issues
Funding ESG: $60,000
Description Emergency Shelter and HMIS
Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
40 Individuals
Location Description Citywide
10 Planned Activities Provide housing assistance and motel voucher assistance Packet Pg. 1623
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Project Name Family Services Association of Redlands
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Homelessness and Homelessness Issues
Funding ESG: $70,455
Description Emergency Shelter, Homeless Prevention, Rapid Rehousing Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
100 individuals and 40 families
11 Location Description Citywide
Planned Activities Emergency Shelter and HMIS support.

Project Name Salvation Army
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Homelessness and Homelessness Issues
Funding ESG: $65,790
Description Emergency Shelter and HMIS
Target Date 6/30/2024
Estimate the number and type
of families that will benefit
from the proposed activities
40 Individuals
Location Description Citywide
12 Planned Activities Provide housing assistance and motel voucher assistance 13 Project Name Affordable Housing Projects
Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding HOME: $ 1,314,842
Description Construction or rehabilitation of homes. Applicant incomes are to be at or below 80% of Area Median Income.

Target Date TBD in next year's Action Plan
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Location Description LMI Areas of the City.

Planned Activities TBD in next year's Action Plan
Table 9 - Project Summary Information
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City will use its funding for FY 2023-2024 to fund a variety of housing, community development, economic development, and capital improvement projects. The majority of federal funds will be used to finance projects targeting low- to moderate-income individuals and families throughout the City.

CDBG Benefit Service Areas are defined as geographic locations within the City of San Bernardino where 51 percent or more of the households in those areas are low- to moderate-income.

The City of San Bernardino has become increasingly diverse in its racial and ethnic makeup. Over the past decades, the City has seen a shift from a non-Hispanic, White majority to a Hispanic Origin majority. According to the U.S. 2020 Census, approximately 66.2 percent of the population is of Hispanic Origin, 14.4 percent is Non-Hispanic, White, 13.2 percent is Black, 4.1 percent is Asian, and 8.1 percent is comprised of two or more races.

See attached maps, Appendix A, in the Action Plan document as a reference to the geographic distribution.

Geographic Distribution
Target Area Percentage of
Funds
Citywide 30
LMI Areas of the City 70
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The funding available under the 2023-2024 Action Plan may be used to meet a variety of community development and housing needs. As part of the development of the 2023-2024 Action Plan, the City established priority needs based on an in-depth analysis of several factors housing, homelessness, poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this document. The City’s primary intent is to spend its CDBG funds in predominantly low-income neighborhoods where residents have the greatest need for housing/services.

Discussion
As noted previously, the City does not allocate funds on a geographic basis, instead, funds are allocated Packet Pg. 1626
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to organizations that provide low-income households with housing and supportive services. On an annual basis, the City prioritizes the use of its CDBG funding for housing and community development activities, including the preservation and conservation of affordable housing and activities that serve low- and moderate-income households.

Public improvements and public facilities are qualified as benefiting low- and moderate-income persons.

Activities identified under the public service category and targeted to special needs populations are offered on a citywide basis and/or where resources can be coordinated with existing facilities or services.

The City of San Bernardino does not have any Neighborhood Revitalization Strategy Areas (NRSA) within its City’s boundaries.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As a reflection of the Housing Needs Assessment of the 2020-2025 Consolidated Plan, housing problems within the City of San Bernardino include: 1) Units with physical defects; 2) overcrowded conditions; and 3) housing cost burden. The City will use CDBG and HOME funds to pursue three affordable housing goals:
1) Preserve and Rehabilitation Housing, 2) Expand Home Ownership Opportunities 3) Provide Assistance to Renter Households.

Preserve and Rehabilitate Housing
Approximately 64 percent of total housing units were built before 1980. Housing built before 1980 may present lead-based paint hazards requiring rehabilitation. In general, housing begins to require major repairs after 30 or 40 years of age. Those repairs could include important health and safety repairs such as for heating/air systems, roof, kitchen appliances, bathroom or kitchen plumbing, and insulation. Many low- to moderate-income households may be unable to afford these needed repairs. In the City of San Bernardino, substandard housing conditions may consist of the following: structural hazards, poor construction, inadequate maintenance, faulty wiring, plumbing, fire hazards, and inadequate sanitation.

Substandard units suitable for rehabilitation are those units where the total rehabilitation costs do not exceed 25 percent of the after-rehabilitation value.

Expand Home Ownership Opportunities
There is a need for affordable housing in San Bernardino. The most prevalent housing problem within the City is cost burden and overcrowded conditions. San Bernardino has a population of 220,821 persons and a total of 61,680 households. Nearly 59 percent of households in San Bernardino (36,355 total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income (HAMFI).

Families who pay more than 30 percent of their income for housing are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation, and medical care.

Overcrowded conditions exist when more people are living within a single dwelling than there is space for, so that movement is restricted, privacy is compromised, and levels of stress increase.

The City’s housing market has increased over the past few years. In 2015, the median income in the City was $37,047 with a median home value of $159,800. In 2021, the median income in the City was $55,372, a 49 percent increase, with a median home value of $293,000, an 83 percent increase. Housing prices are Packet Pg. 1628
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outpacing incomes, which can most homeowners cost burden.

Based on the 2017-2021 ACS, the median income would be sufficient for a renter to afford $1,384 in housing costs per month, which includes rent and utilities, and not be cost-burdened.

One-Year Goals for the Number of Households to be Supported Homeless 600
Non-Homeless 1,240
Special-Needs 0
Total 1,840
Table 9 - One Year Goals for Affordable Housing by Support Requirement One-Year Goals for the Number of Households Supported Through Rental Assistance 600
The Production of New Units 5
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 605
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
The table “One Year Goals for the Number of Households to be Supported” consists of 1,240 nonhomeless households to be supported. New Infill Housing construction and affordable multi-family housing for 4-6 households citywide are planned (incomes will range from 50% to 80% of Area Median Income (AMI)).

These projects are technically considered at risk of converting to market-rate housing. However, most of these projects are non-profit-owned senior housing which will receive priority for rental of subsidy contracts with HUD. Therefore, it is unlikely that the projects will convert to market-rate housing.

Nonetheless, the City will periodically reach out to owners of assisted projects to understand their intentions for opting out of the Housing Choice Voucher Program or pursuing financial restructuring to Packet Pg. 1629
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extend the terms of affordability.

The City also will continue to work with qualified Community Housing Development Organizations (CHDO) to acquire, construct, or rehabilitate multifamily housing as long-term affordable housing for lowerincome households.

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AP-60 Public Housing – 91.220(h)
Introduction
Public housing and other assisted housing programs are crucial elements of the City’s efforts to address the affordable housing needs of low- and moderate-income families, senior citizens, disabled individuals, and other individuals.

The City falls within the jurisdiction of the Housing Authority of the County of San Bernardino (HACSB).

This agency administers the Housing Choice Voucher Program, which provides rental assistance to eligible residents of San Bernardino by providing monthly rental assistance to participants who want to rent from a private landlord but cannot afford the full monthly rental payment. The Housing Choice Voucher program is funded by the U.S. Department of Housing and Urban Development (HUD).

In 2022, the latest year for which data is available, HACSB provided 10,461 housing choice vouchers throughout San Bernardino County, assisting 24,229 individuals. Of those 10,461 housing choice vouchers, 2,4320 were issued to San Bernardino City residents.

The City will continue to support the efforts of HACSB in the administration of the Housing Choice Voucher and maximize the use of those funds and other resources in San Bernardino.

Actions planned during the next year to address the needs to public housing To assist HACSB in addressing public housing needs, the City will do the following:

Monitor At-Risk Units
The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk units affordable, and utilize, if feasible, local incentives to preserve any at-risk units.

Support and Assist Local Non-Profit Organizations
To develop or preserve the City’s affordable housing stock, the City will provide technical and/or financial assistance to local non-profit organizations that provide affordable housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City does not own any public housing units, the City has not taken efforts to encourage public housing residents to become more involved in management and participate in homeownership. However, the City collaborates with the HACSB to encourage public housing residents to contribute and participate in the management and HACSB has a homeownership program for residents of public housing.

As for homeownership opportunities, the City has initiated a Housing Program that will acquire distressed Packet Pg. 1631
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properties within San Bernardino, rehabilitate them, and sell them to income-qualified homebuyers. The City will work with HACSB, to identify any households who may be eligible for the Housing Choice Voucher Program.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HACSB has not been designated as troubled. HACSB was designated a Moving-to-Work Agency by Congress. This is a limited designation to PHAs across the country.

Discussion
There is no discussion relative to the designation of the county PHA.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
According to the San Bernardino County 2022 Homeless PIT Count, there were 989 unsheltered homeless persons in the City. To address this issue, the City will allocate approximately $253,040 in ESG funds to homeless service providers who are skilled at transitioning homeless individuals and families from homelessness to permanent housing through a variety of activities including street outreach, homeless prevention, rapid re-housing, emergency shelter and essential services.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City is an active member of the San Bernardino CoC and fully supports the goals and objectives of the San Bernardino County 10-Year Strategy to End Homelessness. To reach out to homeless persons and assess their individual needs, the City will continue to support the CoC’s coordinated entry system, 2-1-1 San Bernardino County. The Coordinated Entry System will provide people who are at imminent risk of becoming homeless (HUD Homeless definition (Category 2)) with problem-solving support to retain current housing or to locate and get housing placement.

The City is beginning Phase 1 of its Homeless Outreach Prevention Education Campus (HOPE Campus) to provide Emergency Shelter. This temporary emergency shelter will provide emergency shelter for the City’s homeless while construction of the campus is underway. HOPE Campus will feature non-congregate shelter units, laundry facilities, kitchen facilities, secure storage for personal items, and supportive services. The project is the recipient of HOME ARP funds.

Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue to fund Lutheran Social Services Southern California (LSSSC) to provide an emergency men’s shelter. LSSSC will provide 200 homeless persons in the City of San Bernadino with emergency shelter.

The City will also be working with the Salvation Army to provide emergency shelter for 100 persons, focusing on women and women with children. The Salvation Army San Bernardino Hospitality House operates several programs within its 21-room facility. Currently, there are 21 units/rooms of transitional housing for families, three units/rooms set aside for emergency shelter for families, and one room with six beds for single females experiencing homelessness. The total residential capacity is 82 beds but is often over capacity due to cribs and family size.

Helping homeless persons (especially chronically homeless individuals and families, families Packet Pg. 1633
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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 recently homeless from becoming homeless again
The City of San Bernardino recognizes that homelessness is a regional issue that impacts every community in the region. As the largest community in the County, the City also serves as a hub for service providers.

The City supports the efforts of the network of agencies working to end homelessness through the Regional Continuum of Care Strategy. The Continuum of Care Strategy involves four key components, one of which is homeless prevention. The provision of preventative services will decrease the number of households and individuals who will become homeless and require emergency shelters and assistance.

The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.

The City will continue to support the regional CoC’s efforts to implement the San Bernardino County 10- Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning to prevent people from becoming homeless when they are discharged from correctional, foster care, health care, or mental health care systems. The McKinney-Vento Act requires that State and local governments have policies and protocols in place to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. To meet HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers to implement a “zero tolerance” plan that will prevent persons from being discharged into Packet Pg. 1634
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homelessness.

Discussion
Homeless Related Activities in the City include:
• Homeless Outreach-The City has contracted with a 3rd party to provide citywide comprehensive outreach services. The outreach team will be made up of emergency crisis workers that can immediately assist with multiple family/individual crisis as they arise. The team will assist with case mgmt., motel vouchers, basic needs, medical and transportation. • HOPE Center-The City is developing a 200-bed, low-barrier, non-congregate campus to help homeless men, women & families. The campus will be pet friendly and provide onsite supportive services to include mental health, substance abuse counseling, and job training/placement. o Rolling over HOME ARP funds-Funding used to develop the Navigation Center • 1 Homekey Projects
o The City has committed $5 million in ARPA funds to Lutheran Social Services of Southern California (LSSSC) on a State of California Homekey Project to develop a 150-bed, noncongregated interim housing with supportive services.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Lack of Affordable Housing Funds: The availability of funding for affordable housing has been severely affected by the dissolution of redevelopment agencies. Before 2012, redevelopment activities and funding were the City’s primary tools for assisting with neighborhood revitalization efforts and the production of affordable housing. The loss of this funding represents a constraint for the City of San Bernardino’s efforts to continue to support neighborhood revitalization. Now the City relies on private resources, federal grant programs, state resources, and philanthropy to fund affordable housing projects.

Environmental Protection: State law (California Environmental Quality Act and California Endangered Species Act) and federal law (National Environmental Policy Act and Federal Endangered Species Act) regulations require an environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.). Costs and time delays resulting from the environmental review process are also added to the cost of housing.

Site Improvements: Many parts of San Bernardino are undeveloped and lack adequate pedestrian and automobile infrastructure to support new residential subdivisions. All new residential developments are required to provide sidewalks with curbs and gutters and must be served by appropriate roadways consistent with the General Plan Circulation Element and adopted road development standards. The cost of these improvements increases the cost of development but is necessary to facilitate pedestrian and vehicular access and movement in the City.

Planning and Development Fees: Planning and development impact fees, such as for transportation, water, and sewer infrastructure improvements, often add to the overall cost of development. The City’s fees reflect a fair share of the costs of providing permitting, infrastructure, and services for new residences.

Permit and Processing Procedures: Builders and developers frequently cite the cost of holding land during the evaluation and review process as a significant factor in the cost of housing. The City of San Bernardino’s development review process is designed to accommodate growth without compromising quality. Project quality is of critical concern, as the City faces challenges in securing foreclosed singlefamily homes and poorly maintained multifamily complexes.

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the overall cost of development. A prevailing wage must also be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multi-family project over eight units. Based on discussions with developers, various prevailing wage requirements typically inflate the development costs by 35 percent.

The City undertook a major effort to eliminate constraints, concerning land use regulations, by developing and adopting a new Development Code that unified and simplified the City’s development regulations and processes. That effort was followed by a reorganization of the City to unify the various developmentrelated departments into a single Community Development Department and a one-stop permit counter.

The City has made the following additional amendments to the Municipal Code to further reduce barriers to affordable housing:

1. General Lot Consolidation Incentive - Small, individual lots offer limited development potential, and generally cannot support onsite property management. Development opportunities could be increased through a small-lot consolidation program that offers a 15 percent density bonus for projects with a residential component that are committing to a maintenance plan and having onsite management. The City is anticipating amending the Development Code to incentivize lot Consolidation.

2. Density Bonus Provisions - Density bonus projects can be an important source of housing for lower-and moderate-income households. The City anticipates amending the Development Code to reflect the latest amendments to State density bonus law.

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5. The City will update its General Plan. San Bernardino 2050 has prioritized housing. Homepage - Future San Bernardino 2050 (futuresb2050.com)
Discussion:

To address housing affordability and the lack of monetary resources for affordable housing, the Consolidated Plan calls for the investment of CDBG and/or HOME funds to preserve and rehabilitate housing units and provide homeownership opportunities to low and moderate-income households.

For FY 2023-2024, the City will continue to fund its Infill Housing Program and the Owner-Occupied Residential Rehabilitation Program (OORP). Housing Programs - City of San Bernardino (sbcity.org) The OORP will be funded with carryover funds from last year that were not fully expended. Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low- and moderate-income households. The Owner-Occupied Residential Rehabilitation Program will provide deferred loans for the rehabilitation of single-family units owned by low and moderate-income households.

Although the City no longer has access to redevelopment funds, the City will continue to leverage its CDBG and HOME funds to attract private and other available public resources, including land conveyed to the City to create affordable housing for low- and moderate- income households.

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Introduction:

Priority Needs established in the FY 2020-2024 Five-Year Consolidated Plan, which forms the basis for establishing objectives and outcomes in the FY 2023-2024 One-Year Action Plan, are as follows:

High Priority Needs:
• Preserve and Rehabilitate Housing
• Expand Homeownership Opportunities
• Provide Homeless and Homeless Prevention Services
Low Priority Needs:
• New Affordable Rental Housing
• Improve and Expand existing Community Facilities and Infrastructure to meet current and future needs
• Eliminate identified impediments to fair housing through education, enforcement, and testing • Planning and Administration – CDBG, HOME, ESG
• New Affordable Housing Construction or Rehabilitation • Expand Homeownership opportunities – Infill Housing
• First-Time Homeownership – CHDO 15% set-aside
Actions planned to address obstacles to meeting underserved needs To address obstacles to meeting underserved needs, the City will allocate CDBG, uncommitted HOME, and ESG funds through the Action plan in projects that provide financing for affordable housing development, housing rehabilitation, job creation, public facility/infrastructure improvements, and homeless prevention. Lack of resources is the primary obstacle to meeting underserved needs. To leverage additional ongoing resources for housing and homeless services, the City will utilize Permanent Local Housing Allocation (PLHA) funds which are administered by the State Department of Housing and Community Development. In 2021 the City received approximately $1.6 million in PLHA funds and expects to receive approximately $7.8 million over the next four years.

The City will also support HACSB’s efforts to obtain additional rental assistance funding, especially for seniors and lower-income households.

Actions planned to foster and maintain affordable housing The City will continue to invest HOME funds to expand the supply of affordable housing and will use HOME funds to preserve and maintain existing affordable housing through the City of San Bernardino’s OwnerPacket Pg. 1639 Annual Action Plan
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Occupied Rehabilitation Loan Program. The City will continue this program using re-programmed funds from the previous year’s allocation.

Actions planned to reduce lead-based paint hazards
To reduce lead-based paint hazards, housing constructed prior to 1978 and assisted through the City of San Bernardino’s Owner-Occupied Residential Rehabilitation Program will be tested for lead-based paint hazards. If lead based-paint hazards are found, safe work practices or abatement procedures will be included in the scope of work for the rehabilitation of the housing unit. All procedures will be in compliance with 24 CFR Part 35.

Actions planned to reduce the number of poverty-level families For FY 2023-2024, the City will support:
• Service providers can provide street outreach, rapid re-housing, homeless prevention, emergency shelter, and other essential services to homeless and near-homeless persons and families. • The improvement of streets that align the City’s Capital Improvement Projects with the greatest impact on the neighborhoods.
• The efforts of HACSB provide rental assistance and conventional housing to low-income households.
• The efforts of the CoC, San Bernardino County Behavioral Health Administration, Office of Homeless Services, and various Homeless Service Agencies to provide public and social services to residents living in poverty, including health services, counseling, educational programs, food distribution, academic and vocational training, youth services, and senior services. • The Goals and Objectives of San Bernardino County's 10-Year Strategy to End Homelessness. • Street reconstruction improvements, sidewalk replacement, and Americans with Disabilities Act improvements.
• Further, the development of the HOPE Campus to assist homeless or at-risk for homeless individuals and families.

The CoC’s coordinated entry system, 2-1-1 San Bernardino County provides persons who are at imminent risk of becoming homeless with problem-solving support to retain current housing or to locate another housing placement.

Actions planned to develop institutional structure
During the next year, the San Bernardino Community & Economic Development Department will continue consulting with and inviting a wide variety of agencies and organizations (i.e., CoC, HACSB, National CORE, County of San Bernardino Community Development and Housing Agency, etc.) involved with the delivery Packet Pg. 1640
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of housing and social services to low- and moderate-income San Bernardino residents. This continued collaboration will allow the City to coordinate its activities by not duplicating efforts for maximum benefits. Currently, the City is working with the Center for Community Investment and Dignity Health (Accelerating Investments for Healthy Communities). The City's collaboration with CCI and Dignity Health has resulted in the investment of $1.2 million in permanently affordable rental housing in the City. These types of collaborations build the capacity for the City to continue providing affordable housing.

Actions planned to enhance coordination between public and private housing and social service agencies
During the next year, the San Bernardino Community & Economic Development Department will continue consulting with a wide variety of agencies and organizations such as HACSB, County Workforce Development, County Department of Behavioral Health, and County Office on Aging and Adult Services involved with the delivery of housing, supportive services, and economic development to low- and moderate-income San Bernardino residents. Workforce Development, for example, provides job placement services for people in the County and also provides up to three months of paid on-the-job training and any equipment that an employee may require to carry their new job. In the realm of economic development, the City recently established a partnership with the Mexican Consulate’s “Emprendedoras” program. The program partners with the Small Business Administration and the City’s Micro Enterprise program to provide Spanish language training for persons interested in launching a small business or expanding an existing small business. Through the City’s partnership with the “Emprendedoras” program, the City will cross-promote the services available through Workforce Development.

The City has prioritized HOME-ARP funds and CDBG funds for the development of the HOPE Campus to assist homeless or at-risk for homeless individuals and families.

Discussion:

The implementation of the FY 2023-2024 Action Plan will invest federal resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, and inspection of HOME units, reduce the number of families living in poverty, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

HOPE Description:

The City planning for the development of HOPE Center, a 200-bed, low-barrier, non-congregate campus to help homeless men, women & families. The campus will be pet friendly and provide onsite supportive services to include mental health, substance abuse counseling, and job training/placement. The city owns a 2.48-acre property that will be adaptively reused and converted for a non-congregate homeless shelter that will include space for needed homeless and homeless prevention services. The City intends to Packet Pg. 1641
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competitively bid through an RFP process for the project’s design planning and engineering, and construction. The City also intends to interview area social services and shelter operators to find a qualified operator for the shelter. The Navigation Center will include space for a variety of operational needs and needed services:
• Identification documentation, mailbox, storage locker, and pet kennel area income stabilization guidance
• Job training/placement workstation and training area
• Office space for mental health services, substance abuse recovery, case management, and housing navigation.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

In the implementation of programs and activities under the 2023-2024 Action Plan, the City of San Bernardino will follow all HUD regulations concerning the use of program income, forms of investment, overall low-and moderate-income benefits for the CDBG program, and recapture requirements for the HOME program. The years 2021, 2022, and 2023 are used to determine that an overall benefit of 80% of CDBG funds is used to benefit persons of low- and moderate-income.

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

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate-income. 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.

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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(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 anticipate using other forms of investment beyond those identified in Section

92.205.

2. A description of the guidelines that will be used for the resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

For example, if Buyer sells or transfers the Eligible Property during the third year, before the completion of the full third year of a ten-year Period of Affordability, the percentage reduction of the amount of the HOME Subsidy to be recovered by the City shall equal 20 percent:
c. (2 years ÷ 10 years) × 100 = 20. Assuming sufficient Net Proceeds, City would recover 80 percent of the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.
d. In no event shall City’s recovery exceed the amount of the Net Proceeds. e. The City requires that its CHDO/subrecipients, who carry out HOME-funded ownership programs, utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property. f. In its homeownership and single-family rehabilitation programs the City utilizes the Packet Pg. 1644
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homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

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3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

Beginning from project completion and determined based on the amount of the HOME Subsidy, as follows:

Amount of HOME Subsidy Period of Affordability
Less than $15,000 5 years
$15,000 to $40,000 10 years
More than $40,000 15 years
The City's affordability covenant requires that HOME units acquired with HOME funds remain affordable for the period noted based on the amount of HOME subsidy. The City requires that its CHDO/subrecipients who carry out HOME funded ownership programs utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.

In its homeownership and single-family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

The City will not be undertaking any refinancing of existing debt secured by multifamily housing that is rehabilitated with HOME funds. The City will not undertake the refinancing of single-family units rehabilitated with HOME funds. With regard to eligible beneficiaries, the City will adhere to the requirements under 24 CFR 2.203 with regard to income determinations; 92.216 with respect to incomes of applicants; 92.253 with regard to tenant protections and selection and other HOME regulatory requirements that ensure beneficiaries are not precluded from participating in HOME funded programs.

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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) See the Attachment under Admin - IDIS (AD-26).

2. If the Continuum of Care (CoC) has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

The Continuum of Care is led by the County of San Bernardino, Department of Behavioral Services. The Coordinated Entry System referred to as 211 San Bernardino County, is operated by the United Way of San Bernardino County and provides free and confidential information and referral service to persons in need of help connecting with various free or low-cost health and human service providers.
211 San Bernardino County is available 24 hours a day, 7 days a week by dialing 2-1-1 in San Bernardino County or by dialing the toll-free number at 1-888-435-7565. Bilingual staff is available to assist English and/or Spanish-speaking callers. However, if another language is needed, 211 San Bernardino County, utilizes a translation line that can assist in disseminating information in over 150 languages. 211 San Bernardino County is also available by going to https://inlandsocaluw.org/211.

3. Identify the process for making sub-awards and describe how the ESG allocation is available to private nonprofit organizations (including community and faith-based organizations).

The City of San Bernardino will competitively procure services that will meet the goals and objectives of the City’s Consolidated Plan and San Bernardino Continuum of Care’s (CoC) 10-Year Plan to End Homelessness.

Based on this review, the Community and Economic Development Department staff prepare general funding recommendations. Lastly, a public hearing before City Council will be held to consider the 2023-2024 Draft Annual Action Plan. The City Council approves the Annual Action Plan, which acts as the CDBG, HOME, and ESG program annual budget. Upon completion of this process, the City forwards the adopted Annual Action Plan to the U.S. Department of Housing and Urban Development for approval.

The City of San Bernardino attends and participates, on a quarterly basis, in the Interagency Council on Homelessness (ICH). The ICH is a vital component of the San Bernardino County Homeless Partnership. The ICH serves as the policy-making body of the Partnership and oversees the implementation of the 10-Year Strategy to End Homelessness in San Bernardino County. The ICH will focus on resource development to ensure the funding of homeless projects and 10-Year Strategy recommendations. In addition, ICH serves as the HUD-designated primary decision-making group and oversight board of the City of San Bernardino & County (hereinafter referred to as the “geographic area”) Continuum of Care for the Homeless (CA-609) funding process, (hereinafter referred to as the “CoC”). There are currently former homeless individuals that participate in the policy-making decisions of the CoC, regarding facilities or services that receive ESG funding from the City.

The ICH is charged with directing, coordinating, and evaluating all the activities related to the implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10-Year Strategy to their colleagues and constituents following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to carry out implementation activities and will develop resources to ensure the funding of homeless projects and 10-Year Strategy recommendations.

As the oversight board of the CoC, the ICH's duties are 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations including a. The operation and oversight of the local CoC; b. Designation and operation of a Homeless Management Information System (HMIS); i. Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in compliance with all requirements prescribed by HUD. c. The development of a CoC plan that includes Packet Pg. 1648
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outreach, engagement, assessment, annual gap analysis of the homeless needs and services available, prevention strategies, shelter and housing supportive services, and HUD CoC annual and biennial requirements; 2. To represent the relevant organizations and projects serving homeless subpopulations; 3. To support homeless persons in their movement from homelessness to economic stability and affordable permanent housing within a supportive community; 4. To be inclusive of all the needs of all the geographic area’s homeless population, including the special service and housing needs of homeless sub-populations; 5. To facilitate responses to issues and concerns that affect the agencies funded by the CoC that is beyond those addressed in the annual CoC application process; 6.

To consult with recipients and sub-recipients of CoC funding to establish performance targets appropriate for population and program type, monitor recipient and sub-recipient performance, evaluate outcomes, and take action against poor performers; and 7. To evaluate outcomes of projects funded under the County of San Bernardino CoC program including the ESG.

5. Describe performance standards for evaluating ESG.

ESG Subrecipients must demonstrate the financial management and programmatic expertise to successfully develop, design, implement, and monitor ESG-funded activities.

Under the City ESG agreement, ESG Subrecipients are required to conduct an initial evaluation to determine the eligibility of each individual or family eligibility for ESG assistance and the amount and types of assistance the individual or family needs to regain stability in permanent housing.

In alignment with the federal and state strategic plans to end homelessness, the City has established performance measures that require the collection of housing status data at the time of program exit and six months after program exit. Sub-Recipients are required to report on two measures:
• Increased housing stability as measured by the percentage of total program participants served who reside in permanent housing at the time of exit from the program; and • Increased housing stability as measured by the percentage of program participants who at program exit reside in permanent housing and maintain permanent housing for six months from the time of exit.

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measurements will be in addition to reporting of required universal data elements that track client characteristics and service data.

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Attachments
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6 Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
Each year, the US Department of Housing and Urban Development (HUD) provides funding for housing and community development programs to the City of San Bernardino, specifically Community Development Block Grant (CDBG) and other federal housing funds. To receive these funds, the City must complete a report every five years called the Consolidated Plan. The Consolidated Plan is carried out through Annual Action Plans, which provide a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plans.

The City is an entitlement jurisdiction and will receive the following federal grants:
 Community Development Block Grant (CDBG)
 HOME Investment Partnerships Program (HOME)
 Emergency Solutions Grant (ESG)

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items, or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

The City of San Bernardino has identified a range of housing and community development needs in accordance with the structure presented in HUD regulations 24 CFR 91.215 affordable housing, homelessness, and non-housing community development. Priority is assigned based on the level of need demonstrated by the data collected during the plan preparation, specifically in the Needs Assessment and the Market Analysis, the information gathered during the consultation and citizen participation process, and the availability of resources to address these needs. Based on these components, housing needs are considered a high priority, particularly low-income ownership housing and transitional housing with supportive services for the homeless population. Out of the top ten priority needs, the feedback from citizen participation indicated that the top four pressing concerns of the City are:
 Homelessness and homelessness issues (i.e., supportive housing)  Access to affordable housing
 Street infrastructure (i.e., road maintenance and street lighting)  Joblessness/job creation
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6 The City aims to utilize their grant funds to coordinate services, programs, and projects with the goal of creating a decent and suitable living environment to benefit low- and moderate-income households and those with special needs. Priorities for the 2021-2022 Action Plan have been established in consultation with the residents of San Bernardino and the serving community organizations.

Priorities Objectives/Goals
The following goals outlined in the Consolidated Plan and to be implemented during the FY 22-23 Annual Action Plan are listed below and will go into further detail in section AP-20 Annual Goals:

1. Promote Economic Development: Repayment of debt service for the Arden Guthrie Project which will create 214 jobs.

2. Fair Housing: Support fair housing services, landlord/tenant mediation, and housing counseling services.

3. Expand Homeownership Opportunities: Fund construction of three (3) single family homes, citywide where opportunities exist for infill housing for low to moderate income households whose incomes will range from 50% to 80% of Area Median Income (AMI).

4. New Affordable Housing Construction or Rehabilitation: Assist with new affordable housing construction or rehabilitation projects.

5. Improve Facilities and Infrastructure: Improve selected streets resulting from new Infill Housing projects. The following streets will be improved: 10th between F Street and G Street (1st Ward)- multiple APN- 30,000 SF; 49th Street between Sepulveda Avenue and End (4th Ward)- Multiple APN- 65,000 SF; Rialto Avenue from Mt. Vernon and Muscott to Bridget (3rd Ward) Multiple APN180,000 SF.

Summary of some of the findings used to determine priority needs  222,101 persons reside in San Bernardino (US Census Bureau 2020) comprising of 59,770 households.
 Approximately 23.7% live in poverty
 San Bernardino County homeless count data have indicated a need to support programs that serve people experiencing homelessness. The 2020 PIT count for the City is 1,056 which accounts for 34% of San Bernardino County’s total count.
 City provides for and residents benefits from participating in homelessness and homelessness issues (i.e., supportive housing), access to affordable housing, street infrastructure (i.e., road maintenance and street lighting) and joblessness/job creation.  The creation City uses CDBG funds for public services, public facilities and improvements, housing activities, and planning and administrative costs. The CDBG program’s primary objective is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. Funds can be used for a wide array of activities, including housing rehabilitation, homeownership assistance, Packet Pg. 1338
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6 lead-based paint detection and removal, construction or rehabilitation of public facilities and infrastructure, removal of architectural barriers, public services, rehabilitation of commercial or industrial buildings, and loans or grants to businesses.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

Preserve and rehabilitate existing single-family dwellings – The Owner-Occupied Housing Rehabilitation Program provided financial assistance to income-qualified, San Bernardino homeowners for repairs to their homes. The program serviced five owner occupied Housing Rehabilitation projects.

Expand Homeownership opportunities and assist homebuyers with the purchase of affordable housing In FY 21-22, the City completed the construction on Three (3) homes on an infill lot to create affordable housing opportunities. This program improves neighborhoods by utilizing vacant and blighted lots for new owner-occupied housing. The City and their CHDO partner, Neighborhood housing Partnership Services, are marketing these affordable units for sale to households at 50% to 80% of AMI for the County of San Bernardino.

Provide Supportive Services - Homeless / Non-Homeless Special Needs - In FY 21-22, the City utilized HOME program income for the Arrowhead Grove, formerly known as Waterman Gardens Public Housing Community, for phase 2 of the multi-phase Rental Assistance Demonstration (RAD) project. Phase two entails the building of 147 affordable units for mixed-income family apartments to households with 30% to 60% of AMI.

Improve Public Facilities and Infrastructure - In FY 21-22, the City worked on the following projects which are expected to be completed by September of 2022: 532 Ramona Avenue (Ward 1); 2129 Wall Avenue (Ward 2); 938 N. G Street (Ward 2); 140 W. 13th Street (Ward 2); 2060 E. 18th Street (Ward 7); Grape Street (Walnut and Mill) (Ward 3); and Davidson Avenue (Baseline to 14th) (Ward-6).

Planning and Administration: Provided funds for planning and administration of CDBG, HOME and ESG.

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6 Provide rental assistance and preserve existing affordable rental housing - In FY 21-22, 105.4 units were monitored and 75.8 were physically inspected to ensure units remained affordable and habitable.

Expand the affordable housing inventory through new construction - In FY 21-22, the fourth phase of construction commenced on the site of the former Waterman Gardens Public Housing community (now called Arrowhead Grove), which resulted in a total of 184 mixed-income family apartments. Arrowhead Grove will provide 147 affordable one- to four-bedroom family units with an additional 35 market-rate units interspersed across the site and two units for property managers. In addition to the new units constructed, a new traffic signal and bus shelter were installed.

4. Summary of Citizen Participation Process and consultation process The development of the action plan was aligned with the goals of the Consolidated plan. To solicit public input during the development of the Consolidated Plan, the City conducted the following meetings:
 Virtual Community Workshop.
 Stakeholder Interviews; and
 Online Survey.

The Action Plan will be discussed in a publicly noticed meeting where opportunity for public comment is provided. The first public hearing for the draft FY 22-23 Annual Action Plan to City Council was held on June 15, 2022. The draft plan will be made available for public review between June 15, 2022, and July 20, 2022 on the City's website. The public review period for the Draft 2022-23 Action Plan will be published in the Sun (English), and El Chicano (Spanish).

1. First-time home buyer assistance

2. Owner-occupied rehabilitation

3. Renter-occupied housing rehabilitation
Respondents also identified two primary homeless needs:

1. Permanent supportive housing with social services

2. Transitional housing (short-term up to 6 months
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6 6. Summary
The City has taken diligent and good faith efforts to reach all segments of the community that may benefit from the City’s CDBG, HOME, and ESG programs. PR-05 Lead & Responsible Agencies – 91.200(b) Packet Pg. 1341
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6 PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
Lead Agency Lead Agency
CDBG Administrator SAN BERNARDINO Community and Economic Development Department HOPWA Administrator
HOME Administrator SAN BERNARDINO Community and Economic Development Department ESG Administrator SAN BERNARDINO Community and Economic Development Department HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative (optional)
The City’s Community and Economic Development Department administers, implements, and monitors activities and projects funded through the federal grants. The Community and Economic Development Department is responsible for developing and carrying out the priorities and goals established in the Consolidated Plan. In addition, the Department works collaboratively with the Public Works Department, City Parks and Recreation Department, City Manager’s Office, City Council, and the CDBG Ad Hoc Committee to develop goals and priorities for the current year that is aligned with the Consolidated Plan and address the needs of the residents of San Bernardino.

Consolidated Plan Public Contact Information
For matters concerning the City of San Bernardino’s CDBG, HOME, and ESG programs, please contact: the Finance Department, Marim Fam, at 201 N E Street, 3rd Floor, San Bernardino, CA 92418, telephone: (909) 384-5345 or via email at [email protected].

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6 AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
The City views the Consolidated Plan and Annual Action Plan as an opportunity to engage the community in the CDBG, HOME, and ESG investment process. The City encourages their residents to voice their needs and concerns regarding homelessness, affordable housing, and community development. All members of the public, especially those living in low- and moderate-income neighborhoods, are encouraged to participate in the planning stages. The goal of the consultation process was to gather data to help determine the priority needs. The City also coordinates and collaborates with various service providers to identify specific needs or certain vulnerable populations.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
 The City has been working in partnership with the Housing Authority of the County of San Bernardino (HACSB) and County Community Development and Housing Agency to redevelop 251 units of public housing at the former Waterman Gardens public housing project (now known as Arrowhead Grove). The City is also working in partnership with National CORE, an Inland Empire CHDO, and the Housing Authority of the County of San Bernardino in the development of Arrowhead Grove.
 The City partners with Neighborhood Partnership Housing Services (NPHS), a CHDO, for the administration of an owner-occupied, single family rehabilitation program.  Housing Partners I, also a CHDO, and NPHS partners with the City to build new single family, ownership housing on vacant and blighted lots throughout the city, in order to increase homeownership among households at and below 80% of Area Median Income.  The City coordinates with the County Department of Behavioral Health (DBH) in an ongoing exchange of information and resources available to persons who are experiencing homelessness and mental health crises. The City has also partnered with DBH in the Golden Apartments project where DBH provides the case management services for the formerly homeless residents who live with mental illness.
 The City has also been working on investment strategies for housing and health with Dignity Health. Dignity Health’s Community Investment program provided a $1.2 million dollar loan for the construction (which is currently underway) of Arrowhead Grove Phase 3, which will result in the construction of a 184 mixed income development, with 147 units reserved for low-income households.
 The City has been consulting with the Housing Authority of the County of San Bernardino and the Community Development and Housing Agency of the County of San Bernardino concerning leadPacket Pg. 1344 Packet Pg. 1659

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6 based paint hazards as it relates to rehabilitation of owner-occupied single-family homes. The City has also consulted with HUD’s environmental office regarding lead-based paint and staff attended the most recent lead-based paint training provided onsite at the HUD Los Angeles office.
 The City has been in coordination with the San Bernardino Unified School District with their Uplift San Bernardino initiative. Uplift San Bernardino is focused on the future of the youth community, such as launching the future workforce into local jobs; ignite Upward Mobility in the community; convene leadership work groups to change systems & policies; effectively inspire community voice & engagement to inform better decisions & increase access to opportunities especially for youth; create shared understanding of issues & opportunities based on research & data; mobilize people and resources to fill in gaps identified between systems and promote accountability through a transparent history of Uplift’s decisions, progress, & learning.

The City recognizes the needs to address people experiencing homelessness, particularly the chronically homeless populations. The City collaboratively works with four entities throughout the County of San Bernardino. The following entities are:
1) Interagency Council on Homelessness
2) Homeless Provider Network
3) Central Valley Steering Committee
4) San Bernardino County Behavioral Health Administration, Office of Homeless Services These entities comprise of policy-making bodies, advisory groups of faith-based and non-profit housing organizations, collaborative organization among City jurisdictions, and committees established specifically to assist those experiencing homelessness. The “10-Year Strategy to End Homelessness in San Bernardino County” guides the actions and serves as a blueprint to end homelessness in the County of San Bernardino.

Concurrently, the City of San Bernardino also actively participates in the Continuum of Care (CoC) and is fully supportive of the objectives of the 10-Year Strategy to End Homelessness in San Bernardino County plan. Bessine Richard represents the City on the board of the Interagency Council on Homelessness. The City’s Police Department support and participates in the Point-in-Time (PIT) Homeless County. The Community & Economic Department requires their ESG subrecipients to participate in the CoC’s Homeless Management Information System (HMIS). This software application is designed to collect client-level data and data on the provision of housing and services to homeless individuals, families, and person at-risk of Packet Pg. 1345
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6 homelessness. Lastly, the City funds four organizations through the ESG programs that provide street outreach, emergency shelter, homeless prevention services, rapid rehousing and HMIS.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City closely works with the CoC and attends its regularly scheduled meetings and trainings in the area of homelessness. The City consults with the Interagency Council on Homelessness (ICH), which has not less than one former homeless member, in regard to funding recommendations. The discussions at the ICH meetings are comprised of updates on HMIS and a monthly data quality report is provided illustrating the number of clients enrolled in the non-profit organizations using HMIS. The updates are helpful in evaluating the outcomes of projects and activities assisted with ESG. Other topics of discussion include presentations to the Office of Homeless Services on activities from the San Bernardino County Reentry Collaborative regarding workshop meetings to discuss updating their strategic plan, and a Community Recidivism Reduction Program. A Veterans Initiative from the Housing Authority of the County of San Bernardino (HACSB) has continued to develop creative and effective ways to address the needs of the County’s homeless veterans. Over the past year, HASCB, along with the support and efforts of our affiliate non-profits, KEYS and HP1 Inc., has created housing opportunities for homeless veterans.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
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6 Table 2 – Agencies, groups, organizations who participated Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Health Agency
Major Employer
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
1 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of City of San Bernardino and participated in a community workshop. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community.

Agency/Group/Organization Lutheran Social Services Southern California Agency/Group/Organization Type Services - Housing
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
3 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community
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6 Agency/Group/Organization Housing Authority of the County of San Bernardino Agency/Group/Organization Type Health Agency
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
4 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The organization was interviewed by the City of San Bernardino. The anticipated outcomes are increased commitment to affordable housing/economic investment in the community.

Agency/Group/Organization SAN BERNARDINO
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Hazard Mitigation & Local
5 Briefly describe how the Agency/Group/Organization
was consulted. What are the anticipated outcomes of
the consultation or areas for improved coordination?
The Public Works Department has an ongoing internal coordination process with the Housing Department for projects and plans funded through CDBG. The coordination provides the City with input regarding hazard mitigation and a continued open channel with resilience agencies (agencies whose primary responsibilities include the management of flood prone areas, public land or water resources and emergency management agencies) in the development of its plan. The IT Department has an ongoing coordination process with the Housing Department for projects and plans funded through CDBG. The internal coordination provides the City with input regarding broadband (broadband internet service providers, organizations engaged in narrowing the digital divide) in the development of its plan.

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6 Identify any Agency Types not consulted and provide rationale for not consulting No agency types were excluded from engagement. For future planning processes, the City will make a special effort to include specified organizations that provide a wide range of services to the residents of San Bernardino.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of Care Continuum of Care Alliance
Potential funding allocations to address homeless needs will complement the COC Strategy.
10-Year Strategy to End
Homelessness
Continuum of Care Alliance
Funding allocations to address homeless needs will be
consistent with the 10-Year Strategy to End Homelessness.

City of San Bernardino 2013-2021
Housing Element
City of San Bernardino Department of
Community Development
Potential funding allocations to address housing needs that will complement the 2013-2021 Housing Element
Housing Authority County of San
Bernardino (HACSB)
Housing Authority County of San
Bernardino (HACSB)
The City will support HACSB's efforts on public housing and the ongoing partnership on Waterman Gardens
Table 3 – Other local / regional / federal planning efforts Narrative (optional)
During the preparation of the Consolidated plan, City staff, along with assistance from their consultant, worked to engage a wide array of residents and stakeholder for the community outreach process. The City engaged residents and stakeholders through a community survey, stakeholder interviews, and community meetings. Various service providers, such as Health Agencies and Homeless Service providers, were included.

Stakeholders and residents provided feedback on priorities, housing problems and possible solutions. They were asked to provide input on how the City should spend their CDBG, HOME and ESG funding.

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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City published will notice for public hearings and 30-day public review of the FY 2022-2023 Annual Action Plan in El Chicano and the San Bernardino Sun. The report will be made available on the City’s website at the Community and Economic Development Department. In addition, notification of the Virtual Community Workshop was posted to the City’s social media account.

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Citizen Participation Outreach
Sort
Order
Mode of Outreach Target of
Outreach
Summary of
Response /
attendance
Summary of
Comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
1 Newspaper Ad
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Residents of
Public and
Assisted Housing
Low Income
persons
No responses were
received.

No responses
were received.

Because comments
were not received
there is no summary
of comments not
accepted.
http:iecn.com/newspaper
s/el-chicano/
https://www.sbsun.com
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Sort
Order
Mode of Outreach Target of
Outreach
Summary of
Response /
attendance
Summary of
Comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
2 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
No responses were
received.

No responses
were received.

Because comments
were not received
there is no summary
of comments not
accepted.
www.sbcity.org/housing
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Sort
Order
Mode of Outreach Target of
Outreach
Summary of
Response /
attendance
Summary of
Comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
3 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/broad
community
Residents of
Public and
Assisted Housing
members of the
public attended
the July 20, 2022
public hearing.

TBD TBD
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
San Bernardino, like many other jurisdictions is faced with the challenging task of meeting increasing needs with fluctuating and/or decreasing federal and state resources.

The figures shown in the Anticipated Resources table below reflect HUD's current allocation. The figure for "Expected Amount Available for Remainder of Con Plan" anticipates the level of funding using the current year allocations and projecting those allocations over the remaining years covered by the Consolidated Plan. If there are any cuts to the City's allocation over the coming years, the City will adjust this figure accordingly and prepare the Annual Action Plans reflective of the funding reality.

Anticipated Resources
Program Source Expected Amount Available Year 1
of Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services 3,112,512 0 0 3,112,512 6,400,000
Funding for program year 2021
includes the City’s HUD allocation,
estimated program income, and prior
year resources.

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Program Source Expected Amount Available Year 1
of Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New construction
for ownership
TBRA 1,569,520 200,000 0 1,769,520 2,900,000
The City plans to invest its HOME
dollars affordable housing projects;
Infill Housing Program
(homeownership)
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Program Source Expected Amount Available Year 1
of Funds
Uses of Funds
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental
assistance)
Rental Assistance
Services
Transitional
housing 278,068 37,512 0 315,580 560,000
ESG monies will fund subrecipients to
assist people experiencing
homelessness with Emergency Shelter
(ES), HMIS, Motel Vouchers, Rapid ReHousing, Rental Assistance, Homelessness Prevention (HP) and
Financial Assistance.

Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will focus on leveraging its federal resources with state, local, and private capital in order to develop quality and decent affordable housing 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:

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Federal Resources
 Section 8 Housing Choice Voucher Program
 Federal Low-Income Housing Tax Credit Program
 Tax Exempt Bond Financing
 Community Investment Funds from Dignity Health
State Resources
 Tax Exempt bonds
 State Low-Income Housing Tax Credit Program
 No Place Like Home
 Community Reinvestments Funds
 Permanent Local Housing Allocation (PLHA) from California State Department of Housing  Veteran Housing and Homeless Prevention Program
Local Resources
 San Bernardino County Continuum of Care
 Housing Authority of San Bernardino County (HACSB)
Private Resources
 Dignity Health
 San Manuel Band of Mission Indians
 San Bernardino Unified School District
 City of San Bernardino Successor Housing Agency
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Per HUD regulations, ESG recipients must match 100 percent of their ESG annual allocation. For those organizations that received ESG funds, agencies met the match requirement through utilization of volunteerism, in-kind contributions, and funds from other local, state, and federal programs.

In addition, HUD requires HOME recipients to match 25 percent of their HOME annual allocation. In accordance with 24 CFR 92.222, when a local jurisdiction meets one of the distress criteria, it is determined to be in fiscal distress and receives a 50 percent reduction of match. The FY 2021- 2022 match reductions are not available as of date of this writing. However, in FY 2022-2023, the City received a 100 percent match reduction due to severe fiscal distress. The City of San Bernardino will continue to leverage its HOME funds with other housing resources as required. Any funds that are used in a HOME activity in excess of the required match will be documented by the City and reported to HUD as part of the Consolidated Annual Performance and Evaluation Report each year.

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan With the dissolution of the redevelopment agency, successor agencies with real property assets are required to dispose of the properties pursuant to the City’s Long-Range Property Management Plan or Housing Asset Transfer (HAT) Plan. The Successor Agency has transferred all property listed on the Housing Asset Transfer list to the City as the Successor Housing Agency. The City will determine the development and/or disposition of these properties in the following months.

Discussion
The Housing Successor Agency has a disposition plan for the parcels and the City will retain some for economic development purposes, sell a number of the parcels and retain others for housing. The majority of the properties are single family parcels that the city intends to utilize for the construction of singlefamily ownership housing.

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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Promote Economic
Development
2020 2025 Economic
Development
CityWide Promote Economic
Development
CDBG:
$788,803
Jobs created/retained: 214
Jobs
Businesses assisted: 20
Businesses Assisted
2 Fair Housing 2020 2025 Non-Housing
Community
Development
CityWide Fair Housing CDBG:
$73,000
Public service activities other
than Low/Moderate Income
Housing Benefit: 2700 Persons
Assisted
3 Expand Home
Ownership
2020 2025 Affordable
Housing
CityWide
LMI Areas
of the City
Expand Home
Ownership
HOME:
$937,000
Homeowner Housing Added: 3
Household Housing Unit
4 New Affordable
Housing Projects
2020 2025 Affordable
Housing
LMI Areas
of the City
Expand Home
Ownership
Opportunities
HOME:
$675,568
Expand Homeownership
opportunities: 15 Households
Assisted
5 Improve Facilities
and Infrastructure
2020 2025 Non-Housing
Community
Development
CityWide Improve Facilities
and Infrastructure
CDBG:
$1,628,207
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 1500 Persons Assisted
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
6 Provide Homeless
and Homeless
Prevention Services
2020 2025 Homeless CityWide Provide Homeless
and Homeless
Prevention Services
ESG:
$315,580
Public service activities other
than Low/Moderate Income
Housing Benefit: 612 Persons
Assisted
7 Planning and
Administration
2020 2025 Program
administration
funds
CityWide Planning and
Administration
CDBG:
$622,502
HOME:
$156,952
ESG:
$20,855
Other: 1 Other
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Promote Economic Development
Goal
Description
Section 108 Loan Repayment: Debt service repayment for Arden Guthrie Project. The project will create 214 jobs. 2 Goal Name Fair Housing
Goal
Description
Eliminate identified impediments to fair housing through education, enforcement, and testing. Assist 2,700 households. 3 Goal Name Expand Home Ownership
Goal
Description
Infill Housing Project to create a total of six (6) new houses throughout San Bernardino and will also include down payment assistance for first-time homebuyers between 70%-80% AMI.

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4 Goal Name New Affordable Rental Housing
Goal
Description
Create new affordable rental units
5 Goal Name Improve Facilities and Infrastructure
Goal
Description
The City has proposed to fund Citywide Pavement
Rehabilitation at these locations:
10th Street between F street and G street - Ward 1
49th Street between Sepulveda Avenue and End. - Ward 4
Rialto Avenue from Mt. Vernon and Muscott - Ward 3
6 Goal Name Provide Homeless and Homeless Prevention Services Goal
Description
Provide funding to assist homeless individuals and those with special needs with supportive services; includes funding for emergency shelters, rapid rehousing, homelessness prevention, street outreach, and HMIS costs. 612 persons to be assisted. 7 Goal Name Planning and Administration
Goal
Description
The City will implement the goals and objectives of the Consolidated Plan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the Consolidated Plan regulations and CDBG, HOME and ESG regulations. Annually, the City will monitor its use of CDBG, HOME and ESG funds to ensure effective and appropriate use of funds.

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Projects
AP-35 Projects – 91.220(d)
Introduction
With its CDBG, HOME, and ESG funds, the City of San Bernardino will fund FY2022-2023 eligible projects in the following categories: promote economic development, fair housing, expand homeownership opportunities, new affordable rental housing, improve public facilities and infrastructure, provide supportive services to homeless individuals and those with special needs, and program planning and administration.

Projects
# Project Name
1 Section 108 Repayment Program - Promote Economic Development 2 Street Improvements
3 Fair Housing
4 Infill Housing Project
5 New Affordable Housing Projects
6 Arrowhead Grove - Phase 4
7 Homeless Services
8 Planning and Administration, CDBG, HOME, ESG
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
These project and activity priorities have been identified by the community input received and based on the identified needs of the City. The primary obstacle in addressing the underserved needs is the insufficient resources to meet the ongoing needs of individuals, especially those with special needs such as individuals experiencing homelessness.

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AP-38 Project Summary
Project Summary Information
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Project Name Section 108 Debt Repayment Program - Promote Economic Development Target Area LMI Areas of the City
Goals Supported Promote Economic Development
Needs Addressed Promote Economic Development
Funding CDBG: $788,803
Description Section 108 Loan Repayment Program in order to pursue physical and economic revitalization that will provide jobs.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
214 individuals will benefit from this proposed activity.

Location Description 17.43 acre commercial property located along Highland Avenue between Arden Street and Guthrie Street in the City of San Bernardino. 1 Planned Activities The City has moved forward with the sale of the property and using Section 108 loan for the repayment of the Arden Guthrie Project.

Project Name Street Improvements
Target Area LMI Areas of the City
Goals Supported Improve Facilities and Infrastructure
Needs Addressed Improve Facilities and Infrastructure
Funding CDBG: $1,628,207
Description Three (3) streets have been identified for sidewalk replacement and ADA accessibility improvements.

Target Date 6/30/2023
2 Estimate the number
and type of families
that will benefit from
the proposed activities
Area with an average income level of 30% to 50% of AMI will benefit of the improvements made to these streets.

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Location Description The City has proposed to fund Citywide Pavement Rehabilitation.

1. 10th between F Street and G Street (1st Ward)- multiple APN30,000 SF

2. 49th Street between Sepulveda Avenue and End (4th Ward)- Multiple APN- 65,000 SF

3. Rialto Avenue from Mt. Vernon and Muscott to Bridget (3rd Ward) Multiple APN-180,000 SF
Planned Activities Street improvements and ADA compliance.

Project Name Fair Housing
Target Area CityWide
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $73,000
Description Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
This program will benefit approximately 2,700 Low/Moderate Income Households/Tenants.

Location Description Citywide
3 Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.

Project Name Infill Housing Project
Target Area CityWide
Goals Supported Expand Home Ownership
4 Needs Addressed Expand Home Ownership
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Funding HOME: $937,000
NPHS: $455,000
MECH: $182,000 ($105,000 new request + $77,000 from HOME reprogramed funds)
Down payment assistance: $300,000
Description Infill Housing Project construction of new houses by two developers – Mary Erickson Community Housing (MECH) and Neighborhood Partnership Housing Services (NPHS).

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
The program will create 6 new houses. Additionally, three homebuyers with AMI’s between 70%-80% will receive down payment assistance up to $100,000 each to purchase one of three infill homes.

Location Description Citywide
Planned Activities Construction
Project Name Planning and Administration, CDBG, HOME, ESG Target Area CityWide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG:$622,502
HOME: $156,952
ESG: $20,855
Description The City will implement the goals and objectives of the Action Plan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the Action Plan regulations and CDBG, HOME and ESG regulations. Assist homeless and special needs populations with supportive services. Funding for various Emergency Solutions Grant Program Projects to include Emergency Shelter, Rapid Rehousing, Homelessness Prevention, Street Outreach and HMIS costs. Annually, the City will monitor its use of CDBG, HOME and ESG funds to ensure effective and appropriate use of funds.
5 Target Date 6/30/2023
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 N/A
Location Description Citywide
Planned Activities Grant and Project Management
Project Name Affordable Housing Projects
Target Area CityWide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding HOME: $675,568
Description Construction of Single-Family homes and loans for rehabilitation of single family homes. Applicant incomes are to be at or below 80% of Area Median Income.

Target Date 6/30/2023
Estimate the number
and type of families
that will benefit from
the proposed activities
At or below 80% of Area Median Income.

Location Description Location has not been determined. However, the project will take place within the City of San Bernardino. Once the location has been selected and approved, staff will notify HUD.
6 Planned Activities Construction of Permanent Supportive Housing (PSH) project for very low to low income residents
Project Name Homeless Services - Provide Supportive Services and ESG Administration Target Area Citywide
Goals Supported Provide Supportive Services
Needs Addressed Homeless
Funding ESG: $294,725
Description Assist homeless and special needs populations with supportive services.

Funding for various Emergency Solutions Grant Program Projects to include Emergency Shelter, Rapid Rehousing, Homelessness Prevention, Street Outreach and HMIS costs.
7 Target Date 6/30/2023
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and type of families
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the proposed activities
Approximately 300 persons at very low income to zero income will benefit from the proposed activities.

Location Description Citywide
Planned Activities Homeless supportive services
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City will use its funding for FY 2022-2023 to fund a variety of housing, community development, economic development, and capital improvement projects. The majority of federal funds will be used to finance projects targeting low- to moderate-income individuals and families throughout the City.

CDBG Benefit Service Areas are defined as geographic locations within the City of San Bernardino where 51 percent or more of the households in those areas are low- to moderate-income.

The City of San Bernardino has become increasingly diverse in its racial and ethnic makeup. Over the past decades the City has seen a shift from a non-Hispanic, White majority to a Hispanic Origin majority. According to the U.S. 2020 Census, approximately 66.2 percent of the population is of Hispanic Origin, 14.4 percent is Non-Hispanic, White, 13.2 percent is Black, and 4.1 percent is Asian, and 8.1 percent is comprised of two or more races.

See attached maps in the Action Plan document as a reference to the geographic distribution.

Geographic Distribution
Target Area Percentage of Funds
CityWide 100
CDBG Eligible Census Tract and Block Group 100
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The funding available under the 2022-2023 Action Plan may be used to meet a variety of community development and housing needs. As part of the development of the 2022-2023 Action Plan, the City established priority needs based on an in-depth analysis of the several factors housing, homelessness, poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this document. The City’s primary intent is to spend its CDBG funds in predominantly low-income neighborhoods where residents have the greatest need for housing/services.

Discussion
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basis, the City prioritizes the use of its CDBG funding for housing and community development activities, including preservation and conservation of affordable housing and activities that serve low- and moderate-income households.

Public improvements and public facilities are qualified as benefitting low- and moderate-income persons.

The City of San Bernardino does not have any Neighborhood Revitalization Strategy Areas (NRSA) within its City’s boundaries.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
As a reflection of the Housing Needs Assessment of the 2020-2024 Consolidated Plan, housing problems within the City of San Bernardino include: 1) Units with physical defects; 2) overcrowded conditions; and 3) housing cost burden. The City will use CDBG and HOME funds to pursue three affordable housing goals:
1) Preserve and Rehabilitation Housing, 2) Expand Home Ownership Opportunities Preserve and Rehabilitate Housing
Approximately 67 percent of both owner-occupied housing (18,125) and rental units (20,735) were built prior to 1980. In general, housing begins to require major repairs after 30 or 40 years of age. Those repairs could include important health and safety repairs such as for heating/air systems, roof, kitchen appliances, bathroom or kitchen plumbing, and insulation. Many low- to moderate-income households may be unable to afford these needed repairs. In the City of San Bernardino, substandard housing conditions may consist of the following: structural hazards, poor construction, inadequate maintenance, faulty wiring, plumbing, fire hazards, and inadequate sanitation. Substandard units suitable for rehabilitation are those units where the total rehabilitation costs do not exceed 25 percent of the after-rehabilitation value (Data Source: 2011-2015 ACS).

Expand Home Ownership Opportunities
There is a need for affordable housing in San Bernardino. The most prevalent housing problems within the City is cost burden and overcrowded conditions. San Bernardino has a population of 214,115 persons and a total of 57,547 households. Nearly 59 percent of households in San Bernardino (33,760 total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income (HAMFI).

Families who pay more than 30 percent of their income for housing are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation, and medical care. Overcrowded conditions exist when more people are living within a single dwelling than there is space for, so that movement is restricted, privacy is compromised and levels of stress increase.

Low-moderate income (LMI) renter households experience housing problems at a higher rate (60 percent) than LMI owner households (44 percent).

Many of San Bernardino’s extremely low-income households (42 percent) are small families (four persons or less), which shows a need for smaller (one, two, or three bedroom) affordable housing units.

The City’s housing market has increased over the past few years. In 2015, the median income in the City Packet Pg. 1373
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was $37,047, a 16 percent increase, with an MHV of $159,800, which would make most homeowners cost burdened. In 2020, the median income in the City was $49,287, a 18 percent increase, with an MHV of $272,600, which would make most homeowners cost burdened.

Based on the 2015-2019 ACS, the median income would be sufficient for a renter to afford $1,059 in housing costs per month, which includes rent and utilities, and not be cost burdened; 37 percent of the City’s renter population pays $999 or less per month.

One Year Goals for the Number of Households to be Supported Homeless 600
Non-Homeless 349
Special-Needs 0
Total 949
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 600
The Production of New Units 349
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 949
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
Introduction continued:

Provide Assistance to Renter Households
The City has a significant inventory of publicly assisted rental housing affordable to low-income households. Eighteen affordable rental housing developments in the City offer income/rent restricted housing for approximately 2,205 very low-income households. A total of 15 projects, with a combined total of 1,627 affordable units, are at risk of losing their affordability status. HACSB does not anticipate losing affordable housing units due to expiration of contracts in the next five years. These projects are technically considered at risk of converting to market-rate housing. However, most of these projects are non-profit owned senior housing which will receive priority for rental of subsidy contracts with HUD. Therefore, it is unlikely that the projects will convert to market-rate housing.

Nonetheless, the City will periodically reach out to owners of assisted projects to understand their intentions for opting out of the Housing Choice Voucher Program or pursuing financial restructuring in Packet Pg. 1374
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order to extend the terms of affordability.

The City also will continue to work with qualified Community Housing Development Organizations (CHDO) to acquire and construct or rehabilitate multifamily housing as long-term affordable housing for lowerincome households.

Discussion:

The table “One Year Goals for the Number of Households to be Supported” consists of 349 non-homeless households to be supported. New Infill Housing construction of three (3) for-sale single family homes citywide is planned (incomes will range from 50% to 80% of Area Median Income (AMI)).

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AP-60 Public Housing – 91.220(h)
Introduction
Public housing and other assisted housing programs are crucial elements of the City’s efforts to address affordable housing needs of low- and moderate-income families, senior citizens, disabled individuals, and other individuals.

The City falls within the jurisdiction of the Housing Authority of the County of San Bernardino (HACSB).

This agency administers the Housing Choice Voucher Program, which provides rental assistance to eligible residents of San Bernardino by providing monthly rental assistance to participants who want to rent from a private landlord but cannot afford the full monthly rental payment. The Housing Choice Voucher program is funded by the U.S. Department of Housing and Urban Development (HUD).

The City will continue to support the efforts of HACSB in the administration of the Housing Choice Voucher and maximize the use of those funds and other resources in San Bernardino.

Actions planned during the next year to address the needs to public housing To assist HACSB in addressing public housing needs, the City will do the following:

Monitor At-Risk Units
The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk units affordable and utilize, if feasible, local incentives to preserve any at-risk units.

Support and Assist Local Non-Profit Organizations
In order to develop or preserve the City’s affordable housing stock, the City will provide technical and/or financial assistance to local non-profit organizations that provide affordable housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
Because the City does not own any public housing units, the City has not taken efforts to encourage public housing residents to become more involved in management and participate in homeownership. However, the City collaborates with the Housing authority of the County of San Bernardino to encourage public housing residents to contribute and participate in the management and HACSB has a homeownership program for residents of public housing.

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As for homeownership opportunities, the City has initiated an 750 Housing Program that will acquire distressed properties within San Bernardino, rehabilitate them and sell them to income qualified homebuyers. The City will work with HACSB, to identify any households who may be eligible for the Housing Choice Voucher Program.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
The Housing Authority of the County of San Bernardino has not been designated as troubled. Actually, it has a moving to work designation which is a designation that a limited number of PHAs across the country have.

Discussion
There is no discussion relative to the designation of the county PHA.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
According to the San Bernardino County 2020 Homeless PIT Count, there were 1,056 homeless persons in the City. A total of 183 individuals were sheltered, 50 in transitional housing, and 823 were unsheltered.

To address this issue, the City will allocate approximately $294,725 in ESG funds to homeless service providers who are skilled at transitioning homeless individuals and families from homelessness to permanent housing through a variety of activities including street outreach, homeless prevention, rapid re-housing, emergency shelter and essential services.

The City is continuing its contract in FY 2022-2023 with Step Up On Second, with the goal of reaching 150 homeless persons through street outreach, providing social service referrals to those persons and facilitating the placement of 13 homeless persons into permanent housing.

Addressing the emergency shelter and transitional housing needs of homeless persons The City will continue to fund Lutheran Social Services Southern California (LSSC) to provide an emergency men’s shelter. LSCC will provide 150 homeless persons in the City of San Bernadino with emergency shelter.

The City has partnered with Step Up on Second to provide street outreach services to 150 homeless persons and assist them with obtaining their vital documents, housing navigation, transportation to appointments and placement in permanent housing.

The City will also be working with the Salvation Army to provide emergency shelter for 100 persons, focusing on women and women with children. The Salvation Army San Bernardino Hospitality House operates several programs within its 21-room facility. Currently there are 21 units/rooms of transitional housing for families, three units/rooms set-aside for emergency shelter for families and one room with Packet Pg. 1378
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six beds for single females experiencing homelessness. Total residential capacity is 82 beds but is often over capacity due to cribs and family size.

The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.

The City will continue to support the regional CoC’s efforts to implement the San Bernardino County 10- Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning in order to prevent people from becoming homeless when they are discharged from correctional, Packet Pg. 1379
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foster care, health care, or mental health care systems. The McKinney-Vento Act requires that State and local governments have policies and protocols in place to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. In order to meet HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers in order to implement a “zero tolerance” plan that will prevent persons being discharged into homelessness.

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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Lack of Affordable Housing Funds: The availability of funding for affordable housing has been severely affected by the dissolution of redevelopment agencies. Prior to 2012, redevelopment activities and funding were the City’s primary tool for assisting with neighborhood revitalization efforts and production of affordable housing. The loss of this funding represents a constraint for the City of San Bernardino’s efforts to continue to support neighborhood revitalization. Now the City relies on private resources, federal grant programs, state resources, and philanthropy to fund affordable housing projects.

Environmental Protection: State law (California Environmental Quality Act and California Endangered Species Act) and federal law (National Environmental Policy Act and Federal Endangered Species Act) regulations require environmental review of proposed discretionary projects (e.g., subdivision maps, use permits, etc.). Costs and time delay resulting from the environmental review process are also added to the cost of housing.

Site Improvements: Many parts of San Bernardino are undeveloped and lack adequate pedestrian and automobile infrastructure to support new residential subdivisions. All new residential development is required to provide sidewalk with curbs and gutters and must be served by appropriate roadways consistent with the General Plan Circulation Element and adopted road development standards. The cost of these improvements increases the cost of development but is necessary to facilitate pedestrian and vehicular access and movement in the City.

State and Federal Davis-Bacon Prevailing Wages: The State Department of Industrial Relations (DIR) expanded the kinds of projects that require the payment of prevailing wages. Prevailing wage adds to the Packet Pg. 1381
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overall cost of development. A prevailing wage must also be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multi-family project over eight units. Based on discussions with developers, various prevailing wage requirements typically inflate the development costs by 35 percent.

1. General Lot Consolidation Incentive - Small, individual lots offer limited development potential, and generally cannot support onsite property management. Development opportunities could be increased through a small-lot consolidation program that offers a 15 percent density bonus for projects with a residential component that are committing to a maintenance plan and having onsite management. The City is anticipating amending the Development Code to incentivize lot Consolidation.

5. The City will update its General Plan.

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Discussion:

For FY 2022-2023, the City will continue to fund its Infill Housing Program and its Owner-Occupied Residential Rehabilitation Program (OORP). The OORP will be funded with carryover funds from last year that were not fully expended. Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low- and moderate-income households. The Owner-Occupied Residential Rehabilitation Program will provide deferred loans for the rehabilitation of single-family units owned by low and moderate-income households.

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AP-85 Other Actions – 91.220(k)
Introduction:

Priority Needs established in the FY 2020-2024 Five-Year Consolidated Plan, which forms the basis for establishing objectives and outcomes in the FY 2022-2023 One-Year Action Plan, are as follows:

High Priority
 Preserve and Rehabilitate Housing
 Expand Homeownership Opportunities
 Provide Homeless and Homeless Prevention Services
Low Priority
 New Affordable Rental Housing
 Improve and Expand existing Community Facilities and Infrastructure to meet current and future needs
 Eliminate identified impediments to fair housing through education, enforcement, and testing  Planning and Administration – CDBG, HOME, ESG
 New Affordable Housing Construction or Rehabilitation  Expand Homeownership opportunities – Infill Housing
 First-Time Homeownership – CHDO 15% set-aside
Actions planned to address obstacles to meeting underserved needs To address obstacles to meeting underserved needs, the City will allocate CDBG, uncommitted HOME and ESG funds through the Action plan in projects that provide financing for the affordable housing development, housing rehabilitation, job creation, public facility/infrastructure improvements and homeless prevention. Lack of resources is the primary obstacle to meeting underserved needs. In order to leverage additional ongoing resources for housing and homeless services, the City is applying for the Permanent Local Housing Allocation (PLHA) funds which are administered by the State Department of Housing and Community Development. It anticipated that in the 2021 the City can receive up to $1.6 million in PLHA funds.

The City will also support HACSB’s efforts to obtain additional rental assistance funding, especially for seniors and lower-income households.

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The City will continue to invest HOME funds to expand the supply of affordable housing and will use HOME funds to preserve and maintain existing affordable housing through the City of San Bernardino’s OwnerOccupied Rehabilitation Loan Program. The City will continue this program using re-programmed funds from the previous year’s allocation.

Actions planned to reduce the number of poverty-level families For FY 2022-2023, the City will support:
 An Infill Housing Program that will acquire and rehabilitate/construct underutilized properties within the City and when complete sell these homes to low- and moderate-income households  Service providers who can provide street outreach, rapid-rehousing, homeless prevention, emergency shelter, and other essential services to homeless and near-homeless persons and families.
 The improvement of streets, along with the Infill Housing that will be taking place. These improvements will have a greater impact in the neighborhoods.  The efforts of HACSB, who provides rental assistance and conventional housing to low-income households.
 The efforts of the CoC, San Bernardino County Behavioral Health Administration, Office of Homeless Services and various Homeless Service Agencies to provider public and social services to residents living in poverty, including health services, counseling, educational programs, food distribution, academic and vocational training, youth services, and senior services.  The goals and objectives of San Bernardino County 10-Year Strategy to End Homelessness.  The CoC’s coordinated entry system, 2-1-1 San Bernardino County that provides persons who are at imminent risk of becoming homeless with problem solving support to retain current housing or to locate another housing placement.

Actions planned to develop institutional structure
During the next year, the San Bernardino Community & Economic Development Department will continue consulting with and inviting a wide variety of agencies and organizations (i.e., CoC, HACSB, National CORE, County of San Bernardino Community Development and Housing Agency, etc.) involved with the delivery of housing and social services to low- and moderate-income San Bernardino residents. This will allow to Packet Pg. 1385
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coordinate the City's activities by not duplicating efforts and to know what other agencies are doing. Currently, the City is working with the Center for Community Investment and Dignity Health (Accelerating investments for Healthy Communities). The City's collaboration with CCI and Dignity Health has resulted in the investment of $1.2 million in permanently affordable rental housing in the City. These types of collaborations build the capacity for the City to continue providing affordable housing.

Discussion:

The implementation of the FY 2021-2022 Action Plan will invest federal resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, inspection of HOME units, reduce the number of families living in poverty, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

In the implementation of programs and activities under the 2021-2022 Action Plan, the City of San Bernardino will follow all HUD regulations concerning the use of program income, forms of investment, overall low-and moderate-income benefit for the CDBG program and recapture requirements for the HOME program. The years 2020, 2021 and 2022 are used to determine that an overall benefit of 80% of CDBG funds is used to benefit persons of low and moderate income.

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

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. 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. 80.00% HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

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follows:

The City does not anticipate using other forms of investment beyond those identified in Section

92.205.

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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:

HOME Recapture Provision If Buyer at any time during the Period of Affordability sells or transfers the Eligible Property, whether voluntarily or involuntarily due to foreclosure or other circumstance, the following provisions shall apply, pursuant to 24 C.F.R. Part 92.254:
(a) If Buyer sells or transfers the Eligible Property within the first two years of the Period of Affordability, City shall recover from the Net Proceeds, if any, the entire amount of the HOME Subsidy, or such lesser amount as the Net Proceeds may permit to be recovered. The Net Proceeds are the sales price paid to Buyer minus repayment of loans that are superior in priority to this Affordable Housing Covenant and the Deed of Trust securing it, and any closing costs. (b) If Buyer sells or transfers the Eligible Property after occupying the Eligible Property for at least two years (24 months from the Delivery Date), City’s recovery from the Net Proceeds shall equal the amount of the HOME Subsidy, reduced by a percentage determined by dividing the number of Buyer’s full years of occupation of the Eligible Property by the number of years of the Period of Affordability, and multiplying the result by 100. In calculating recapture of the HOME subsidy only full 12-month periods of occupancy will be utilized in the calculation. For example, if Buyer sells or transfers the Eligible Property during the third year, before the completion of the full third year of a ten-year Period of Affordability, the percentage reduction of the amount of the HOME Subsidy to be recovered by City shall equal 20 percent:
(2 years ÷ 10 years) × 100 = 20. Assuming sufficient Net Proceeds, City would recover 80 percent of the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.
(c) In no event shall City’s recovery exceed the amount of the Net Proceeds.

In its homeownership and single-family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

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3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. 24 CFR 92.254(a)(4) are as follows:

Measured from the Delivery Date and determined based on the amount of the HOME Subsidy, as follows:

In its homeownership and single-family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

The City will not be undertaking any refinancing of existing debt secured by multifamily housing that is rehabilitated with HOME funds. The City will not undertake the refinancing of single-family units rehabilitated with HOME funds. With regard to eligible beneficiaries, the City will adhere to the requirements under 24 CFR 2.203 with regard to income determinations; 92.216 with respect to incomes of applicants; 92.253 with regard to tenant protections and selection and other HOME regulatory requirements that ensure beneficiaries are not precluded from participating in HOME funded programs.

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Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment) See Attachment under Admin - IDIS (AD-26).

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 (CoC) is led by the County of San Bernardino, Department of Behavioral Services. The Coordinated Entry System, referred to as 211 San Bernardino County, is operated by the United Way of San Bernardino County and provides free and confidential information and referral service to persons in need of help connecting with various free or low-cost health and human service providers.
211 San Bernardino County, is available 24 hours a day, 7 days a week by dialing 2-1-1 in San Bernardino County or by dialing the toll-free number at 1-888-435-7565. Bilingual staff is available to assist English and/or Spanish speaking callers. However, if another language is need, 211 San Bernardino County, utilizes a translation line that can assist in disseminating information in over 150 languages. 211 San Bernardino County is also available by going to http://211sb.org.

3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).

The application review process has three phases. In the first phase, all applications are reviewed by the Community and Economic Development Department staff for completeness and eligibility under the Federal program guidelines. Eligible programs and projects are then reviewed according to their Packet Pg. 1391
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contribution to the goals and objectives of the City’s approved Consolidated Plan and CoC’s 10-Year Plan to End Homelessness. Preference is given if a program has the ability to help the City meet federal program objectives and local priorities. Organizational capacity, experience, and past performance are also considered.

Based on this review, Community and Economic Development Department staff prepares general funding recommendations. Lastly, a public hearing before City Council will be held to consider the 2021-2022 Draft Annual Action Plan. The City Council adopts the Annual Action Plan, which acts as the CDBG, HOME and ESG program annual budget. Upon completion of this process, the City forwards the adopted Annual Action Plan to the U.S. Department of Housing and Urban Development for approval.

The ICH is charged with directing, coordinating, and evaluating all of the activities related to implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10-Year Strategy to their colleagues and constituents following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to carry out implementation activities and will develop resources to insure the funding of homeless projects and 10-Year Strategy recommendations.

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2022-2023
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As the oversight board of the CoC, the ICH duties are: 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations including: a. The operation and oversight of the local CoC; b. Designation and operation of a Homeless Management Information System (HMIS); i. Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, which will be known as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in compliance with all requirements prescribed by HUD. c. The development of a CoC plan that includes outreach, engagement, assessment, annual gap analysis of the homeless needs and services available, prevention strategies, shelter and housing supportive services, and HUD CoC annual and biennial requirements; 2. To represent the relevant organizations and projects serving homeless subpopulations; 3. To support homeless persons in their movement from homelessness to economic stability and affordable permanent housing within a supportive community; 4. To be inclusive of all the needs of all of geographic area’s homeless population, including the special service and housing needs of homeless sub-populations; 5. To facilitate responses to issues and concerns that affect the agencies funded by the CoC that is beyond those addressed in the annual CoC application process; 6.

5. Describe performance standards for evaluating ESG.

ESG Subrecipients must demonstrate the financial management and programmatic expertise to successfully develop, design, implement, and monitor the ESG-funded activities.

All subrecipient providers should meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants either remained in permanent housing or exited to permanent housing; At least 20 percent or more of project participants have employment income (or other sources such as SSI and/or SSDI, for those who are not employable); At least 54 percent of project participants increased their income from sources other than employment in a given operating year; At least 56 percent of project participants obtained Packet Pg. 1393
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mainstream benefits; and 100 percent of the project participants came from the street or other locations not meant for human habitation, emergency shelters, or safe havens. In addition, PSH providers must: Implement a housing first approach. Fill vacant beds with only chronically homeless persons.

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2022-2023
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Attachments
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Annual Action Plan
2022-2023
60 OMB Control No: 2506-0117 (exp. 09/30/2021) Packet Pg. 1396 Packet Pg. 1711
Annual Action Plan
2022-2023
61 OMB Control No: 2506-0117 (exp. 09/30/2021) Packet Pg. 1397 Packet Pg. 1712

EXHIBIT B
FISCAL YEAR 2022-2023 DRAFT ACTION PLAN ACTIVITY RECOMMENDATIONS Activity
CDBG Requested ESG HOME
Grant Fund Allocation $ 3,112,512 $ 278,068 $ 1,569,520 Reprogrammed Fund $ - $ 37,512 $ 200,000
Total - 2022 Available Grant Fund $ 3,112,512 $ 315,580 $ 1,769,520 Administration (maximum available) $ 622,502 $ 20,855 $ 156,952 Section 108 Repayment $ 788,803
Fair Housing (IFHMB)1
$ 73,000
CDBG Program Total $ 1,484,305
Public Facilities Projects
Street Improvements2 $ 1,628,207
Public Facilities Projects Total $ 1,628,207 $ - $ -
Housing Programs/Projects
Infill Housing $ 937,000
Affordable Housing Projects $ 675,568
Housing Programs/Projects Total $ - $ - $ 1,612,568
Homeless Assistance
Lutheran Social Services (LSS) $ 70,000
Step Up on Second $ 87,624 $ -
Salvation Army - Hospitality House $ 100,000
Community Action Partnership $ 25,000
Homeless Assistance Program $ 12,101
Homeless Assistance Total
Total Requested $ 3,112,512 $ 315,580 $ 1,769,520
1Required for all jurisdictions receiving CDBG funds.
2Below are the streets to be improved:
10th Street between F street and G street - Ward 1
49th Street between Sepulveda Avenue and End. - Ward 4
Rialto Avenue from Mt. Vernon and Muscott - Ward 3
Draft as of 6/21/22
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PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date: June 21, 2023
To: Honorable Mayor and City Council Members
From: Charles E. McNeely, Interim City Manager;
Daniel Hernandez, Agency Director of Public Works,
Operations, and Maintenance
Department: Public Works
Subject: Public Hearing and Resolution Confirming Assessments for Delinquent Solid Waste Collection Service Charges on the Property Tax Roll for Fiscal Year 2023-24 (All Wards) Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing to consider whether to collect delinquent solid waste collection service charges on the property tax roll for Fiscal Year (FY 2023-24); and

2. Adopt Resolution No. 2023-083 of the Mayor and City Council of the City of San Bernardino, California, adopting the report proposing to have delinquent solid waste collection service charges collected on the tax roll.

Background
On April 1, 2016, the City of San Bernardino contracted with Burrtec Waste Industries (“Burrtec”) to provide solid waste collection services.

Government Code sections 38790.1 and 25831, and Chapter 8.24 of the San Bernardino Municipal Code authorize the City to place solid waste collection charges delinquent for 60 days or more on the annual secured property tax roll. Customers who do not pay in full within 45 days after the date of billing are notified by Burrtec that if the bill is not paid within 15 days of the notice, the delinquent charges will accrue a 10% penalty and 1.5% monthly interest and may be placed on the County property tax rolls.

Discussion
On May 11, 2023, pursuant to section 8.24.050 of the Municipal Code, an Packet Pg. 1714
administrative hearing was held to hear protests and resolve any issues or concerns involving customers delinquent account status, prior to this public hearing before the Mayor and City Council. Each affected property owner and tenant were notified of the administrative hearing and public hearing. Six individuals submitted public comments by email. Six individuals spoke with Burrtec representatives to address delinquent billings. Two individuals personally appeared before the hearing officer.

In an effort to provide property owners and tenants timely answers to commonly asked questions this year, staff included a Frequently Asked Questions insert along with the Notice of Administrative Hearing and Public Hearing. The insert included information regarding the administrative hearing, the public hearing, the delinquent charges, how to make payment, and the deadline for payment.

Over the course of the last two months, since the Notice of Administrative Hearing and Public Hearing was mailed to the affected customers, a number of customers have either made payment arrangements or paid their delinquencies in full. Those customers have been removed from the list of properties to be assessed. On May 1, 2023, the delinquency list consisted of 4,322 parcels with a total delinquency amount of $1,066,126.23. On May 10, 2023, the delinquency list consisted of 3,234 parcels with a total delinquency amount of $904,674.11. On May 24, 2023, the delinquency list consisted of 2,871 parcels with a total delinquency amount of $826,439.29. We anticipate the list will continue to decrease due to payments up until the time of submission to the County in August 2023.

A resolution has been prepared confirming the placement of liens on approximately 2,900 accounts and authorizing the subsequent assessment for all fees and charges, should they remain unpaid at the time of submission to the County Assessor. Staff recommends that, as authorized by the San Bernardino Municipal Code, the Mayor and City Council conduct a Public Hearing to consider the placement of liens against the delinquent properties identified in Exhibit A and adopt a resolution authorizing the filing of liens against certain properties for delinquent solid waste accounts with the San Bernardino County Auditor-Controller/Treasurer/Tax Collector. Exhibit A identifies delinquent properties identified as of May 24, 2023.
2021-2025 Strategic Targets and Goals
Confirming assessments and proceedings for unpaid solid waste collection services is consistent with Key Target No. 1b: Continue to seek opportunities to secure long-term revenue sources as the collection of unpaid delinquent solid waste collection charges enables the waste hauler to continue providing mandatory waste removal services throughout the City.

Fiscal Impact
There is no fiscal impact to the City. As of May 24, 2023, the total of proposed liens on the parcel list is $826, 439.29. The proposed placement of assessments on the listed properties ensures that the City of San Bernardino and Burrtec are able to recover the amounts owed for services provided to the customers.

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Conclusion
It is recommended that the Mayor and City Council of the City of San Bernardino, California:

1. Hold a Public Hearing to consider whether to collect delinquent solid waste collection service charges on the property tax roll for Fiscal Year (FY 2023- 24); and

Attachments
Attachment 1 Resolution No. 2023-083
Attachment 2 Exhibit A to Resolution No. 2023-083-Delinquent Properties Parcel List as of May 24, 2023
Attachment 3 Proof of Mailing - Notice of Administrative Hearing and Public Hearing & Frequently Asked Questions
Attachment 4 Notice of Administrative Hearing and Public Hearing Attachment 5 Frequently Asked Questions
Attachment 6 Notice of Delinquency
Attachment 7 Sample Invoice
Attachment 8 San Bernardino Municipal Code Section 8.24.040 Attachment 9 San Bernardino Municipal Code Section 8.24.050 Attachment 10 Administrative Hearing Decision and Order and Report Ward
All Wards
Synopsis of Previous Council Actions:

March 06, 2017 The Public Hearing was opened and continued to the Mayor and City Council meeting of March 20, 2017.

March 20, 2017 Resolution No. 2017-50 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of the Second Quarter 2016, Third Quarter 2016, October 2016, and November 2016.

May 15, 2017 Resolution No. 2017-87 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of December 2016 and January 2017.

July 18, 2018 Resolution No. 2018-213 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of February 2017 through January 2018.

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July 17, 2019 Resolution No. 2019-181 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of February 2017 through January 2019.

July 1, 2020 Resolution No. 2020-151 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of February 2019 through January 2020.

June 16, 2021 Resolution No. 2021-137 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of February 2018 through January 2021.

June 15, 2022 Resolution No. 2022-111 was approved authorizing the Placement of Liens for Solid Waste Accounts delinquent as of February 2019 through January 2022.

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Resolution No. 2023-083
Resolution No. 2023-083
June 21, 2023

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Mayor and City CouncilJune 21, 2023

Mayor and City Council
June 21, 2023