Attachment 1 - DRAFT PRO Housing Grant Application 10.3.23 — Mayor and City Council, October 18, 2023

Arrowhead Grove Inclusive Redevelopment
Project Requested Funding: $5,269,640

Tableof Contents
ExhibitA:ExecutiveSummary.......................................................................................................2ExhibitB:ThresholdRequirements.................................................................................................3PublicParticipation....................................................................................................................4EnvironmentalReview...............................................................................................................4CodeofConduct........................................................................................................................4CivilRightsLawCompliance....................................................................................................4ExhibitC:Need................................................................................................................................5AddressingBarrierstoAffordableHousingProductionandPreservation................................5AcuteDemandforAffordableHousing.....................................................................................7KeyBarriers...............................................................................................................................9ExhibitD:SoundnessofApproach................................................................................................10ProjectVision...........................................................................................................................10CommunityResources.......................................................................................................13GeographicLocation..........................................................................................................14StakeholderEngagement.........................................................................................................15AffirmativelyFurtheringFairHousing....................................................................................17BudgetandTimeline................................................................................................................26ExhibitE:Capacity........................................................................................................................27ExhibitF:Leverage........................................................................................................................33ExhibitG:Long-TermEffect.........................................................................................................33 Page1
Exhibit A: ExecutiveSummary
TheCityofSanBernardino,situatedinsouthernCalifornia’sInlandEmpireregion,isnestledinavalleysurroundedbytheSanBernardinoMountainstothenorthandtheSanGabrielMountainstothewest.ItslocationalongthehistoricRoute66andproximitytomajorintrastateandinterstatecorridors,suchastheI-10andI-215,makeSanBernardinoapivotaltransportationhubforaregionwithboomingwarehousingandlogisticssectors.Thecity’spopulationishighlydiverse.AccordingtotheU.S.CensusBureau,67.6%ofresidentsareidentifiedasHispanicorLatino,12.5%areBlackorAfricanAmerican,13.7%areNon-HispanicWhite,10.8%areMultiracial,and3.9%areAsian.

TheInlandEmpireregion(SanBernardinoandRiversideCounties)haslongbeencharacterizedbyopportunityandprosperitydeficits.Anestimated20.9%ofSanBernardinoresidentsliveatorbelowtheFederalPovertyLine.Thecity’spercapitaincomeis$20,812annually, 55.3%ofthenationalaverageand50.4%ofthestatewideaverage.Only43%ofSanBernardinoresidentshavegraduatedhighschool,abarriertoemploymentthatcontributestothecity’sunemploymentrateofapproximately9%.

ThehousingscenariointheCityofSanBernardinorevealsastarkaffordabilityissueforitsresidents.Acrucialmetricunderliningthischallengeisthe12.9housingcost-to-incomeratio.Thisratioisdevelopedbycomparingthemedianhousingpriceof$440,000,asreportedbyRedfin,tothemedianhouseholdincomeof$33,851fromthe2021AmericanCommunitySurveyData,revealingthatpurchasingamedian-pricedhomeinSanBernardinowouldcostnearlythirteentimesthemedianhouseholdincome.Thispointstotheconsiderableskewof67%ofhouseholdsrentingwithintheProjectArea.TheCity’s2020-2025ConsolidatedPlanrevealsthatlow-incomehouseholdsexperienceasignificantlyhigherburdenbyhousingissuessuchassubstandardhousingconditions,severeovercrowding,andseverecostburden.Furthermore,theCity’sextremelylow-incomehouseholds,where42%aresmallfamiliesoffourmembersorless,furtherstresstheneedforsmaller, one-,two-,orthree-bedroomaffordablehousingunits.

Since2016,theHousingAuthorityoftheCountyofSanBernardino(HACSB)hasworkeddiligentlytoadvancetheArrowheadGroveInclusiveRedevelopmentProject. Atfullbuildout,ArrowheadGrove(formerlyknownasWatermanGardens)willconverta252-unit,40-acrepublichousingsiteintoavibrant,mixed-use,mixed-income,sustainablecommunitywith534newunitsofhousing,commercialspace,anonsiteHeadStartprogram,andanewCommunityCenter. TheproposedArrowheadGroveprojectiswithinHUDQualifiedCensusTract(QCT),6071006401,andissurroundedbyQCTcensustracts.Thisdesignationissupportedbythehighpercentageoflow-incomehouseholdsanddifficultdevelopmentconditions,includinghighlandandconstructioncostsrelativetothearea’smedianincome.Threephasesoftheprojecthavealreadybeencompleted,producing332unitsofhousing.ThevisionforPhaseIVofArrowheadGrove,whenfullyimplementedincollaborationwiththe Page2
HousingAuthorityoftheCountyofSanBernardino(HACSB),willdevelop92newaffordableunitstargetingincomelevelsat80%oftheAreaMedianIncome(AMI)andbelow. Itwillincludeanewon-siteCommunityCentertoprovidehealthcareandsupportiveservicestoprojectsiteresidentsandthesurroundingcommunity. Indoingso,thisprojectwilladdressHUD’sStrategicPlangoalstosupportunderservedcommunities,advancehousingjustice,reducehomelessness,investinthesuccessofcommunities,increaseproductionofaffordablehousing,andadvancesustainablecommunities.

TheCityofSanBernardino,inpartnershipwithHACSB,requests$5,269,640infundingfromHUD’sPROHousinggrantprogramtosupportthecompletionofArrowheadGrovePhaseIV.

Figure1.ProjectLocationMap
Exhibit B: ThresholdRequirements
● Identifywhichtypeofeligibleapplicantyouarerepresenting.

ThisapplicationhasbeensubmittedbythemunicipalgovernmentoftheCityofSanBernardino,whichisaneligibleentityasdefinedonPage12ofthePROHousinggrantNOFO.

Page3

PublicParticipation
● ExplainhowtheapplicantfulfilledthePROHousinggrant’spublicparticipationrequirements.Provideadditionalinformationregardinghowthispublicparticipationprocessaccommodatesindividualswithlimitedenglishproficienciesand/ordisabilities.

TheCityofSanBernardinosolicitedpublicparticipationandfeedbackontheapplicationinthresholdlanguagesinEnglishandSpanish.NoticeswerepublishedintheSanBernardinoSun(October3,2023)andElChicanonewspapers(October5,2023)andtheapplicationwaspostedontheCitywebsite:https://www.sbcity.org/wherefeedbackwascollected.ApublichearingwasconductedataregularlyscheduledMayorandCityCouncilin-personmeetingheldonOctober18,2023.ThemeetingprovidedSpanishtranslationandaccommodationsforindividualswithdisabilities.Feedbackreceivedfromthepublicwasassessedandincorporatedasapplicableintothefinaldraftofthegrantapplicationpriortosubmission.

EnvironmentalReview
● DemonstratethattheproposedprojectwillcomplywithallapplicableenvironmentalrequirementssetforthinHUD’sregulationsat24CFRparts50and58,whichimplementthepoliciesoftheNationalEnvironmentalProtectionAct(NEPA)andotherenvironmentalrequirements.

HACSBhasinitiatedtheNEPAreviewprocessforPhaseIVoftheArrowheadGrovedevelopment.NEPAclearanceisexpectedtobecompletedbytheendofOctober2023.TheproposedprojectwillcomplywithallrequirementsoutlinedinHUD’sregulationsrelatedtoenvironmentalreview.

CodeofConduct
● DemonstratecompliancefromtheapplicantandanysubrecipientswithHUD’s“ConductingBusinessinAccordancewithEthicalStandards”requirements.

TheCityofSanBernardinowilldemonstratecompliancewithanupdatedCodeofConductinaccordancewithHUD’s“ConductingBusinessinAccordancewithEthicalStandards”requirementsandrequestanupdatedpostingtotheHUDE-Librarybeforetheapplicationsubmissiondeadline.TheHousingAuthorityoftheCountyofSanBernardino(HACSB)hasacompliantCodeofConductpostedonHUD’sE-Library. CopiesoftheCity’sandHACSB’sCodeofConductareattachedtotheapplication.

CivilRightsLawCompliance
Page4
● Arethereanyoutstandingcivilrightsmattersthattheapplicantisapartyto?ThiscanincludechargesfromHUDconcerningasystemicviolationoftheFairHousingAct;statusasadefendantinaFairHousingActlawsuit;statusasadefendantinanyotherlawsuitfiledorjoinedbytheDepartmentofJustice,orfiledanamicusbrieforstatementofinterest,allegingapatternorpracticeofsystemicviolationofTitleVIoftheCivilRightsAct;receiptofaletteroffindingsidentifyingsystemicnon-compliancewithTitleVIoftheCivilRightsAct;orreceiptofacausedeterminationfromasubstantiallyequivalentstateorlocalfairhousingagencyconcerningasystemicviolationofprovisionofastateorlocallawprohibitdiscriminationinhousing.Iftherearenone,pleasestateassuchintheproposalnarrative.

TheCityofSanBernardinocurrentlyisnotpartytoanyoutstandingcivilrightsmatters.

Exhibit C: Need
AddressingBarrierstoAffordableHousingProductionandPreservation ● Describeyoureffortssofartoidentify, address,mitigate,orremovebarrierstoaffordablehousingproductionandpreservation.Pleaseaddressthetimeframefortheseefforts;howtheseeffortswereadopted,established,orotherwisemadepermanent;andthemeasurableimpactthusfar. Besuretodescriberecentpolicychangesorcommunityplanningstrategiesthatyouhaveadoptedtoincreasehousingproductionforlow-andmoderate-incomepopulations,aswellasrecentinitiativestopreserveaffordability, increaseaccesstoaffordableaccessiblehousinginhighopportunityareas,andinvestinunderservedcommunities.HUDwillrateapplicantsmorehighlyiftheydemonstratethattheyhavesuccessfullytakenactionstoremovelocalbarrierstoincreasingaffordablehousingproductionandpreservation.

Inthefaceofagrowingaffordablehousingcrisis,citiesacrosstheUnitedStateshavebeengrapplingwiththeformidablechallengeofensuringadequatehousingforallresidents,irrespectiveoftheireconomicstanding.Historically, thecityofSanBernardinohasfaceddauntinghousingandhomelessnesschallenges,exacerbatedbyahighpovertyrateandpaucityofaffordablehousingoptions.

Aglaringindicatorofthehousingaffordabilitychallengeistheprojectarea’shousingcost-to-incomeratioof12.9,revealingadauntingscenariowhereacquiringamedian-pricedhomeinSanBernardinowouldentailnearlythirteentimesthemedianhouseholdincome.Thisalarmingmetrichasledtoupwardsof67%ofhouseholdsreportingtorentingwithhomeownershipincreasinglyoutofreach.Low-incomeandextremelylow-incomehouseholdsbearasignificantlyhigherhousingburden,includingsubstandardhousingconditions,severe Page5
overcrowding,andseverecostburden.Despiteovercrowdingandmultiplefamiliessharingasingleresidence,nearly27%ofincomeisspentonhousing,accordingtotheU.S.DepartmentofTransportation’sEquitableTransportationCommunity(ETC)Explorertool.Asacounty, SanBernardinohasseenupwardsofa25%increaseintheir2023PointinTimecountcomparedto2022.

Amicrocosmofthisnationwideissue,SanBernardinohastakensignificantstridesfrom2021to2023toaddressbarrierstoaffordablehousingproductionandpreservationtobetterthelivingconditionsofitslow-andmoderate-incomeresidents.Integratingthe2021-2029HousingElementintothecity’sGeneralPlanhasbeenapivotalstep.ThisactionalignswithCalifornia’sHousingElementLaw, whichmandateslocalgovernmentstoadequatelyplanforthehousingneedsofeveryoneintheircommunity. OnAugust29,2023,GovernorGavinNewsomandAttorneyGeneralRobBontareachedasettlementwiththecityregardingitscompliancewiththeHousingElementLaw. Underthissettlement,thecityisrequiredtoadoptanexpeditedcomplianthousingplanbyFebruary7,2024,modernizeitszoningcodebyApril17,2024,amendtheemergencyshelterordinancetoeasethepermittingprocessfornewhomelessshelters,andadjustthelocaldensitybonusordinancetoencourageprojectstoincorporateaffordabledwellingunits.Additionally, thecityagreedtoincreasehousingconstructionundertheprovisionsoftheHousingElementLaw.

SignificanteffortshavebeenrecentlyundertakentocombathomelessnesswiththeDeclarationofaHomelessStateofEmergencyinFebruary2023.ThisDeclarationoutlinesatwo-prongedstrategytoaddresshomelessnessinthecommunityby:1)creatingadedicatedHomelessOutreachTeamand2)aggressivelypursuingtheconstructionofanewHomelessNavigationCenter, whichwillcreate200newbedsatalow-barrier, non-congregatefacility. TheHomelessOutreachTeamwasformallylaunchedinJune2023inpartnershipwithHopetheMission.Additionally, theCityrecentlyapprovedanewcontractwithalocalhoteloperatortoprovide125roomsforinterimhousing.Whiletheseactionswillgreatlyenhancethecity’sresponsibilitytorespondtothelocalhomelessnesscrisis,thereisanotedlackofaffordablehousingstocktoserveSanBernardino’spopulationsufficiently.

Additionally, onApril5,2023,theSanBernardinoCouncilofGovernments(SBCOG)BoardofDirectorsauthorizedstaff tobegintheprocessofestablishingtheSanBernardinoRegionalHousingTrust(SBRHT),includingtheestablishmentofanewJointPowersAuthority(JPA).TheSBRHTisinitiatedasaconcertedefforttopoolresourcestosupportthecreationofaffordablehousing.In2022,SBCOGcollaboratedwithaTechnicalAdvisoryCommitteetoconductresearch,analysis,andoutreachtoinformthestructure,strategicplan,andwhitepaperfortheSBRHT. Currently, SBCOGstaff issettobeginworkingwithaHousingTrustAdHocCommitteetodeveloprecommendationsregardingpolicydecisionsfortheSBRHT, offeringtheopportunityfortheCitytojointheregionalhousingtrustfundJPAbyadoptingaresolutionatthelocallevel.

Page6
InMay2023,RepresentativePeteAgularannounced$4millioninfederalfundssecuredtosupportsustainableaffordablehousingandsupportiveservicesinSanBernardino.Allocationsofnoteinclude$1millionfortheSustainableCommunitiesCatalystProjecttotransformvacantlotsintoenergy-efficienthomesforlow-to-moderate-incomefamiliesand$3millionforestablishingtheCommunityResourceCenterattheArrowheadGrovehousingsitetoenhanceaccesstoessentialsupportiveservicesforresidents.

Theseendeavorselucidateafocusedapproachtowardmitigatingthehousingchallengesprevalentinthecity. Astheseinitiativescontinuetomatureandevolve,significantimpactswillbemadeinoneofthemostdisadvantagedcommunitiesinthestate- ultimatelycontributingtoamoreequitableandsustainableurbanlivingenvironment.

AcuteDemandforAffordableHousing
● Doyouhaveacutedemandforaffordablehousing?Whatareyourremainingaffordablehousingneedsandhowdoyouknow? TheCityofSanBernardinofacesanacutedemandforaffordablehousing,acrisismirroredinthenumbersandfurtherreinforcedbystatemandatestotacklehousingissues.Theglaringrealitiesofthisneedarerootedinthesignificantaffordabilitygapthecity’sresidentsface.Thehousingcostburdenisvitaltoascertaintheextentofhousingaffordabilitychallenges.AccordingtotheCity’s2020-2025ConsolidatedPlan,thehousingcostburdenisthemostpronouncedhousingissueconfrontedbybothrentersandhomeownersinSanBernardino.Adisconcerting20%ofthe57,580householdsinthecitygrapplewithaseverecostburden,allocatingmorethanhalfoftheirmonthlyearningstowardshousingexpenses.Another16%ofthesehouseholdsdedicateover30%oftheirmonthlyearningstohousingcosts.

Tocontextualizethisdemand,theCaliforniaRegionalHousingNeedsAssessment(RHNA),astate-mandatedprocess,determinesthevolumeofhousingthateachlocalgovernmentshouldplanforintheiradoptedhousingelements.Thisprocessensuresthateverycityshoulderstheonusofaddressingtheextanthousingneedsofitspopulaceanditsproportionateshareofprojectedgrowth.InSanBernardino,theSouthernCaliforniaAssociationofGovernments(SCAG)allocated8,123housingunitsforthe6thRHNAcyclespanning2021-2029.Significantly, outoftheseunits,2,512units,whichconstituteapproximately31%ofthetotalallocation,areintendedtobeaffordableforlow-incomeresidents,thoseearning80%orbelowtheAreaMedianIncome.

Whilethecityhasbeenassignedaclearquantitativegoalforaffordablehousingprovision,thetangibledemandreflectsasubstantialneed,informedbythehousingcostburdenexperiencedbyasignificantportionofthecity’shouseholds.Thesehousingdemandsecholow-andmoderate-incomefamilies'hardships,desperatelyneedinganinterventiontoalleviatethe Page7
prevailinghousingcostburdens.Thehighhousingcost-to-incomeratiodiscussedearlierfurthersupportsthecity’sexigentneedforaffordablehousingsolutions. ● DoestheproposaladdressaprioritygeographythathasanaffordablehousingneedasidentifiedbyoneofthreeHUDmetrics:HousingAffordability, HousingProblems,andOffpaceAffordableHousingDevelopment.

TheCityofSanBernardinohasbeenidentifiedasaprioritygeographyunderthePROHousingprogram’sHousingProblemsFactor(HPF).ThetablebelowillustratesthattheHPFforSanBernardinoexceedsthenationalthreshold,emphasizingthelocalseverityofhousingissuescomparedtonationalstandards.

SanBernardinoHPF HPFNationalThreshold HPFStateThreshold0.448263 0.428937 0.588235 ● ProvidelocalknowledgethatisnotalreadycapturedbyHUD’smeasures.Topicsthatmayindicateacutedemandforaffordablehousingincludedisplacementpressures,housingstockcondition,ageofhousingstock,homelessness,ratioofmedianhomepricetoareamedianincome,andmore.

ThehousingscenarioinSanBernardinoillustratesamulti-dimensionalcrisischaracterizedbydisplacementpressures,subparhousingstockcondition,aginginfrastructure,escalatinghomelessness,andaconspicuousdisparitybetweenmedianhomepricesandareamedianincome.ReferencedintheCity’s2020-2025ConsolidatedActionPlan,eachofthesefacetsaccentuatesthecity’sgrapplingissueoftheurgentdemandforaffordablehousing.

ThesparseavailabilityofaffordablehousingforLowandMiddle-Income(LMI)households,particularlythosewithextremelylowandverylowincomes,incubatestherealityofresidentdisplacementpressures.Theincidenceofindividualsandfamiliesresortingtosubstandardlivingconditionsbecoercedintorelocationincreaseswhenhousingaffordabilityislacking.Thesepredicamentsembodythedisplacementpressuresengenderedbythecity’shousingaffordabilitycrisis.TheCity's2020-2025ConsolidatedActionPlanhighlightsapressingneedfortherehabilitationoftheexistinghousingstockasmuchoftheexistinghousinginfrastructuredoesnotmeettherequisitestandards.Therehabilitationneedechoesthedeteriorationandagingofthecurrenthousingstock,markingadireneed.SanBernardinoholdsaseverelyaginghousingstockwherethehighestshareofSanBernardino’shousingunitswasbuiltin1950–1959,whilesurroundingregionsofSouthernCaliforniawerebuiltduring1970-1979thananyotherperiod.

Theaginghousingstockdovetailswithescalatingmaintenancecosts,accessibilityissues,orefficiencystandards,therebyaddingtothesituation.

Page8
Thecityfacesapalpablethreatofacontinueduptickinhomelessnessamongextremelylow-incomehouseholdsandthosesubsistingbelowthepovertythreshold.Housingtribulationssuchascostburden,overcrowding,anddeterioratinghousingconditionsareidentifiedinthePlanasprecursorstohomelessness.InSanBernardino,2,853owner-occupiedand6,270renter-occupiedhouseholdshadmorethan1.0occupantsperroom,whichmeetstheACSdefinitionforovercrowding.724owner-occupiedhouseholdsand2,142renter-occupiedhouseholdshadmorethan1.5occupantsperroom,whichmeetstheACSdefinitionforsevereovercrowding.Thislinkageunderscoresadominoeffectwherethedeficiencyinaffordablehousingescalatestheriskofhomelessness.

Additionally, analarmingdiscordisunveiledbetweenthemedianhomepricesandtheareamedianincome,ashighlightedinthePlan.Despitethecity'smedianincometrailingthenationalaveragebyapproximately$16,000,thecostoflivingexhibitsanupwardtrend.Whenthemedianhomepricevastlyexceedsthereachofamedian-incomehousehold,it'saclearsignofahousingmarketthat'soutofreachformanyresidents.Thereportedratioof12.9,wherethemedianhomepriceisnearlythirteentimesthemedianhouseholdincomeintheprojectarea,vividlyhighlightsthegravityofaffordabilityissuesthecityfaces.

Collectively, theseelementssketchapoignantpictureofthehousingchallengesthatSanBernardinoconfronts.Thesynergyofaffordablehousingscarcity, decrepitandaginghousingstock,coupledwiththeloomingmenaceofexacerbatedhomelessness,aggravatesthedemandforaffordablehousing.

KeyBarriers
● Whatkeybarriersstillexistandneedtobeaddressedtoproduceandpreservemoreaffordableandaccessiblehousing?Pleasedescribeindetailtheleadingbarrierstoaffordablehousingproductionandpreservationinyourjurisdiction(s).Acompleteresponsewillidentifywhytheidentifiedbarriersarekeybarriers.

BarrierstoproducingandpreservingaffordablehousinginSanBernardinoaremultifacetedanddeeplyrootedinhistorical,financial,andlegislativechallengesthathavepersistedovertheyears.AsemphasizedinthesettlementbetweenCaliforniaandtheCityofSanBernardino,localregulations,particularlythecity’szoningcode,havehistoricallyinhibitedhousingproduction.Restrictivelocalzoningcodesandlandusepoliciesstiflehousingdevelopment,especiallyforaffordablehousingprojects- typicallyleadingtohigherdensitiesorrequiringspecificlandusetypestobeeconomicallyviable.Thecity’scomplianthousingelementwillhelpmitigatethesehistoricalbarrierstoensureappropriatelyzonedlandisavailabletomeethousingproductiontargetssetbytheRHNA.

Theescalatingconstructioncosts,amplifiedbyinflation,havemadethefinanciallandscapeforaffordablehousingincreasinglyprecarious.Thoughfinancingmechanismsexist,developinga Page9
successfulcapitalstackrequiresbraidingmultiplefundingsources- federalprogramslikeNSPandHOME,statediscretionaryfunding,low-incometaxcredits,privateloans,andotherstreamswherethedemandfortheseresourcesvastlyexceedstheiravailability. ThisimbalancehascausedhousingprojectstostallinSanBernardinoduetoinadequatefunding.

Thefiscalchallengesfacedbythecityhavehadprofoundimplicationsforitsabilitytoaddresshousingshortages.Thebankruptcydeclarationin2012,resultingfroma$55milliondeficitandadebtexceeding$1billion,severelyrestrictedthecity’sfiscalmaneuverability. In2017,thecitywasabletoresumepaymentsondebtobligations;however, thetoughdecisionsmadepost-bankruptcy, includingtheoutsourcingoffireservicesthatcontinuetosubstantiallyconsumethecity’spropertytaxrevenues,furtherdiminishitsfinancialcapability. Emergingfromthisbankruptcyonlyin2022,thecity, whichhashistoricallybeenunderstaffed,findsitchallengingtoproactivelyaddressitsburgeoningaffordablehousingproblem.

Despitebuddingefforts,agapingvoidremainsinthecapitalneededtojump-startandsustainaffordablehousingprojects.Theamalgamationofrestrictivezoningpractices,theintricateandcompetitivefinancinglandscape,thecity’srecentfiscaladversity, andthescarcityoflocalresourcescollectivelyformaformidablebarriertoaffordablehousinginSanBernardino.

Exhibit D: Soundnessof Approach
ProjectVision
● Describeyourproposedactivitiesandwhytheyareappropriate,givenidentifiedNeedandapplicantCapacity.

TheproposedactivitiesoftheArrowheadGroveprojectaredevelopedfromawell-documentedneedforaffordablehousinginSanBernardino,underscoredbyfiscalchallengeshinderinghousingproduction.Theessenceoftheprojectliesinitsphaseddevelopment,focusingonincreasingthehousingstockthatwillhelpboostthecommunityitserves.

Thechiefobjectiveistheincorporationof92newaffordablehousingunitsunderPhaseIV, withanadditional120-unitmixed-usedevelopmentintheplanningpipelinewithinthesameprojectarea.Thiscomesontheheelsofsuccessfulcompletionofearlierphases,whichhavecumulativelyadded322housingunits.Unlikeotherendeavors,thesteadfastprogressofArrowheadGroveexemplifiestheeffectivenessoftheoperationalcapacityandcollaborativeframeworkbetweentheCity, County, andtheHousingAuthorityoftheCountyofSanBernardino(HACSB) Overthepastsevenyears,theHACSBhasdiligentlyworkedtowardtheArrowheadGroveInclusiveRedevelopmentProject,whichisspunoutoftheredevelopmentoftheformerpublichousingsite,WatermanGardens.ThefocusonPhaseIVresonateswiththeneedforfunding Page10
support,anaspectthathashistoricallyhinderedhousingprojectsintheregion,exacerbatedbytheCOVID-19pandemicandtheensuingperiodofprolongedinflation.TheArrowheadGroveproject’smomentum,evenamidstexternaladversities,isdemonstrativeofaresilientandcapableadministrativeframework.Additionally, thesynergisticrelationshipamongthekeystakeholdersshowcasesamaturedoperationalcapacitytonavigatethroughfinancial,regulatory, andlogisticalbarriers,readytodeploytheproposedactivitieseffectively.

Figure2.SiteDevelopmentMap
Theproject’sphasedstrategy, coupledwithdiversifieddevelopmentencompassingmixed-usestructuresandcommunitycenters,respondsadeptlytotheidentifiedhousingneedandcommittedoperationalcapacity. ImplementingaCommunityCenterwithintheprojectwillprovideahubforcommunityinteraction,education,andserviceprovision.Thisproject’scontinuedprogresswillhelptoaddressthecommunity’saffordablehousingshortagebycreatingnewunitsservingresidentsat80%oftheaverageAreaMedianIncome(AMI)orbelow. ● HowwillyourproposaladdresskeybarrierstoaffordablehousingproductionandpreservationidentifiedintheNeedsection? Page11

TheArrowheadGroveprojecttakesastrategicapproachtonavigatethekeybarrierstoaffordablehousingproductionandpreservationidentifiedinSanBernardino.Oneoftheprimaryobstacleshasbeenthelackoffinancingforaffordablehousingprojects.AnawardedproposalcircumnavigatesthefundinghurdleandenablesthedevelopmentofPhaseIVbyadding92newaffordablehousingunits.

Additionally, theproject’sstrategicfocusoncreatingahigh-opportunityareawithintheunderservedcommunityaddressesthebroadersocio-economicbarriersimpedinghousingaccessibility. Integratingessentialcommunityinfrastructuresuchastheon-siteCommunityCentercontributestoanenrichedlivingenvironmentandexpandedopportunitiesfortheresidents.Moreover, thephasedapproachtodevelopmentforgesapragmaticstrategytosustainhousingproductionamidstfinancialuncertainties.Eachcompletedphasebringsnewaffordablehousingunitstofruitionandprogressivelydemonstratesthepotentialforovercomingthemultifacetedfinancialhurdlesthathavehistoricallystalledhousingprojectsinthecity.

Thecity’sproactiveengagementtoaddressrestrictivehousingdevelopmentpoliciespavesthewayforabetteralignmentwiththeRegionalHousingNeedsAssessment(RHNA)targets,relievingthehistoricallyregulatoryinhibitions.Amidstescalatingconstructioncostsandacompetitivefinancinglandscape,theprojectoutlinesaviableblueprintforaffordablehousinginacityrecoveringfromachallengingeconomichistorymarkedbydebilitatingbankruptcyandongoingfiscalconstraints.ThecollaborativeeffortamongtheHousingAuthorityoftheCountyofSanBernardino,theCityofSanBernardino,andotherkeystakeholdersenhancestheArrowheadGroveproject’sresiliencetoexternalchallengeswhileconcurrentlycreatingaconduciveenvironmentforsimilarcollaborativehousingendeavorsinthefuture ● Discusshowyourproposalalignswithexistingplanninginitiatives,services,andothercommunityassets.

TheArrowheadGroveprojectdovetailswithexistingplanninginitiativesthatcomplementandadvancetheconcertedeffortstorectifythehousingaffordabilitychallengesinSanBernardino.Theproject’sinception,rootedintheCity’sGeneralPlandevelopment,alignswithbroaderurbanplanningandcommunitydevelopmentagendas.TheWaterman+BaselineNeighborhoodSpecificPlanrepresentsthecity’svisionofa“completecommunity,”reflectingasymbioticrelationshipbetweentheprojectandthecity’slargergoals.

TheWaterman+BaselineNeighborhoodSpecificPlanenvisionsawell-roundedcommunityinfrastructurecomprisingaffordablehousing,educationalfacilities,recreationalspaces,employmentopportunities,multimodaltransportation,andlocalcommercialoutlets.TheArrowheadGroveprojectembodiesthisvision,particularlyemphasizingaffordablehousing.Theproject’sfocusonaddingtheseaffordablehousingunitssignificantlycontributestowardsreducingthehousingcostburdencurrentlyafflictingaconsiderableportionofSanBernardino’spopulace.

Page12
Thestate’shousingmandates,particularlyasdelineatedbytheRHNA,emphasizethecriticalneedtoaddresshousingaffordability. TheallocationbytheSCAGsetsaclearquantitativegoalforSanBernardino,withanotableemphasisoncateringtolow-incomeresidents.TheArrowheadGroveprojectdirectlyrespondstothismandate,thusplayingacrucialroleinhelpingthecitymeetitsRHNAobligations.Theproject’salignmentwiththecity’s2020-2025ConsolidatedPlanaccentuatesitsroleincontributingtohousingaffordabilitysolutionstohelpalleviatethealarmingstatisticsregardinghousingcostburdensinSanBernardino.

CommunityResources
Transit: TheArrowheadGroveprojectsiteisservedbytwobusstopsthatreceiveservicefromOmniTrans,theregionaltransitserviceprovidedforSanBernardinoCounty. Omnitransbusroutes1,3,and4operatethroughtheprojectarea.OmnitransRoute1hasanorthboundbusstopintheprojectareaonWatermanAvenuenorthofOliveStreet,adjacenttotheplannednewcommunitycenter. Route1currentlyoperatesevery20minutesduringpeakhoursonweekdays,every30minutesduringoff-peakhoursonweekdays,every30minutesduringpeakhoursonweekends,andevery50minutesduringoff-peakhoursonweekends.Routes3and4currentlyoperateevery20minutesalldayonweekdaysandevery25minutesalldayonSaturdaysandSundays.Aspartoftheredevelopment,HACSBisworkingwithOmniTranstoimprovethebusstopsdirectlyservingtheprojectsite.Currently, therearenosheltersatthesestops–whichwillbeaddressedaspartofthisproject.

Education: ThereisaHeadStartpreschoolprogramsitelocatedatArrowheadGrove,andE.NealRobertsElementarySchoolislocatedontheblockdirectlysouthofArrowheadGrove–makingthelocationidealforlow-incomefamilieswithyoungchildren.

Employment: Tothesouthoftheprojectsite,thereisanindustrialareacharacterizedbyahighconcentrationofautomotivepartsandrepairbusinesses.

Recreation: TheSeccombeLakeRecreationArea,a44-acrepark,isashortdriveawayfromArrowheadGrove.

CommunityCenter: ThevisionforArrowheadGroveincludesthesubsequentcompletionofanewCommunityCenterfacilitythatwillserveresidentsattheprojectsiteandinthesurroundingcommunity. ThisCommunityCenterwillleaseofficespacetononprofitorganizationstoprovideco-locatedservicesforlow-incomeresidents.DignityHealth,amajorhealthcareproviderinCalifornia,planstoleasethewestwingofthebuildingtoopenanewFederallyQualifiedHealthCenter(FQHC).Preliminaryplansalsoincludethecreationofacommunitykitchenandcommunitygardenstoaddressfoodinsecurityinthearea.

Page13
GeographicLocation
● Explainyourproposal’santicipatedeffectsontargetedlocations,neighborhoods,cities,orothergeographies.Describehowyourproposalpreservesandcreateshousingunitsinhigh-opportunityareasandexpandsopportunityinunderservedcommunities.

TheArrowheadGroveprojectwillserveresidentsinoneofthemostdisadvantagedneighborhoodsintheCityofSanBernardino.Citywide,themedianincomeisapproximately$55,372,with20.9%ofresidentslivingbelowthefederalpovertyline.Incomparison,thepovertyratewithintheSpecificPlanAreaisapproximately33.9%,withamedianincomeof$33,851(2021AmericanCommunitySurveydata).Thisneighborhoodsuffersfromhighlevelsofdeepandchronicpoverty.

AccordingtodatapresentedintheSpecificPlan,67%ofhouseholdswithintheProjectAreaarerentersversus49%citywide.Thesecensustractsscore,onaverage,inthe82ndpercentileinCalEnviroScreen4.0’sHousingBurdenrankings.Livingconditionsarepoorandhighrentburdenscontributetotheovercrowdingofhouseholds.Lowlevelsofautomobileaccesscreatetransitdependenciesandmakeitdifficultforresidentstoaccessemployment,education,andotheressentialservices.Seventypercent(70%)ofresidentsintheProjectAreaareHispanic,13.8%areAfricanAmerican,58.7%liveinhouseholdswheretheprimarylanguageisnotEnglish,and24.4%ofresidentsareforeign-born.

ArrowheadGroveisenvisionedasatransformativeprojectthatwillsubstantiallychangeanotablydisadvantagedneighborhood.Thisprojectisanintegralcomponentofthecity’slargerrevitalizationeffortsoutlinedintheWaterman+BaselineSpecificPlantointegratetheprovisionofaffordablehousingwithbroadercommunityamenities.Itparticularlytargetsaneighborhoodenduringpronouncedeconomicdisparity, wherethemedianincomesignificantlylagsthecitywidemedian,andhousinginadequacyexacerbateslivingconditions.Theenvisioned92newaffordableunitsinPhaseIV, coupledwithaplanned120-unitmixed-usedevelopment,aspiretoaddressthehousingshortfallwhilecreatingapathwayforenhancedcommunityinteractionwiththeadditionofanonsiteCommunityCenter.

ThestrategicplacementoftheArrowheadGroveprojectwithinthisareawillexpandopportunitiesthathavelongremainedelusiveformanyresidents.TheproximitytoK-12schoolfacilities,parkrecreationalspaces,andpotentialemploymentvenuesoutlinesawraparoundapproachthatamplifiestheproject'simpacttowardselevatinglivingstandardsandopportunitiesfortheresidents.

Moreover, thelong-termcollaborationbetweentheHousingAuthorityoftheCountyofSanBernardinoandtheCityofSanBernardinoformsaunifiedcommitmenttopreserveandcreatehousingunitsthroughsteadyprogresstoexpandopportunitiesandhelpunderservedcommunitiesovercomehousingbarriers.

Page14
StakeholderEngagement
● Describeyourkeystakeholdersandhowyouconductedoutreachindevelopingthisproposal.Pleasealsodescribeyourstrategyforcontinuedoutreachduringthegrant’speriodofperformance.

DevelopmentoftheWaterman+BaselineSpecificPlanincorporatedrobuststakeholderengagement,whichincludeda5-personSteeringCommittee,a14-memberLeadershipCouncil,and36community-basedorganizationsandcoalitions.ThiscommitteeevolvedintotheNeighborhoodTransformationCollaborative,ledbytheMakingHopeHappenFoundation.Thiscommitteecomprisedlocalandregionalanchorinstitutions,suchastheHousingAuthority, theCityofSanBernardino,DignityHealth,andLomaLindaUniversityHealth.ItprovidedtechnicalassistancetotheCityinsupportofthespecificplan.Otherparticipatingcommunity-basedorganizationsincludedElSolNeighborhoodEducationalCenter(ESNEC),NeighborhoodHousingServicesoftheInlandEmpire(NHSIE),GridAlternatives,andtheArrowheadUnitedWay, amongstothers.

Toensureinclusion,residentsactivelyparticipatedintheplanningprocessthroughevents,meetings,andworkshopsledbyLomaLindaUniversitySchoolofPublicHealthandtheLatinoHealthCollaborative.ResidentswereidentifiedandinvitedbylocalCBOsandanchorinstitutionsdirectlyservingtheneighborhood.SinceadoptingtheWaterman+BaselineSpecificPlan,committeemembershavecontinuedtomeetandcollaborateonvariousprojectstoadvancetherecommendationscontainedinthePlan.

AspartofrecenteffortstosecurestatefundingtosupporttheArrowheadGroveproject,HACSBhasworkedtodevelopaCollaborativeStakeholderStructurethatwillprovideongoingfeedbackduringtheproject’sdesignandconstructionphases. ● Describethespecificactionsyouhavetakentosolicitinputfromandcollaboratewithstakeholdersindevelopingthisapplication,includinghowinputfromstakeholdersandcommunitymembershasshapedyourproposal.Inparticular, describeinputfromthehousingindustryinyourarea,includingaffordablehousingdevelopers,builders/generalcontractors,andunionsaswellaspersonsinneedofaffordablehousing.

Thedevelopmentofthisprojectproposalhasbeenacollaborativeendeavorinvolvingmultiplestakeholderstoensurethattheactionsandstrategiesoutlinedareresponsivetotheactualneedsandprioritiesofthecommunityconcerningaffordablehousing.Centraltothiscollaborativeapproachwasintegratinginputsfromvariousstakeholdersthroughstructuredcommunityengagementinitiatives.

Page15
Primarily, thegroundworkforstakeholderinvolvementwaslaidthroughpreviousplanningefforts,particularlyviathedevelopmentoftheWaterman+BaselineNeighborhoodSpecificPlaninthemid-2010s.Theseinitiativescultivatedaplatformforongoingcommunitydialogueandstakeholderengagement,furthercatalyzingthecurrentprojectunderdiscussion.ThroughmonthlyoutreachmeetingsandcollaborationsspearheadedbytheMakingHopeHappenFoundationundertheUpliftSanBernardinoproject,abroadspectrumofcommunitymembers,organizations,andotherstakeholderswerebroughttogethertodeliberateonaffordablehousing.Thefeedbackandsuggestionsfromtheseengagementswereinstrumentalinshapingtheprojectproposal,aligningitcloselywithcommunityaspirationsandtheoverarchinggoalsoutlinedintheWaterman+BaselineNeighborhoodSpecificPlan.

Specificinputfromthehousingindustrywithintheprojectareawassoughttoensuretheproposalisgroundedinpracticalandexecutablestrategies.Currentengagementwithaffordablehousingdevelopersandbuilders/generalcontractorshasprovidedcriticalinsightsintothechallengesandopportunitiespresentinthecurrenthousingmarketinSanBernardino.Thesestakeholdersofferedinvaluableexpertiseonhousingdevelopment'sfinancial,regulatory, andoperationalaspectstoensureawell-informedandthoughtfulapplication. ● Describehowyouincorporatedinputfromstakeholdersintoyourproposal.

IncorporatingstakeholderinputhasbeenpivotalinformulatingtheproposalfortheCityofSanBernardino.Engagingwithdiversestakeholdersprovidedamultifacetedunderstandingofthehousingchallengeswithinthecity, facilitatingamoretargetedandeffectiveproposal.Initially,thegroundworklaidbytheWaterman+BaselineNeighborhoodSpecificPlanservedasaconduitforchannelingstakeholderinsightsintothisproposal.Thesynthesizedinsightsfromthepriorengagementswerethenmeticulouslyincorporatedintotheplanningofthisproject,ensuringthateachstrategyoutlinedresonateswiththecollectiveinputfromthestakeholdersinvolved.Thiscollaborationenrichedtheproposalandaligneditcloselywiththecommunity'svisionandtheoverarchinggoalofforminga“completecommunity”asenvisionedintheWaterman+BaselineNeighborhoodSpecificPlan.Theactivitiesproposedinthisapplicationrepresenttheinputfromlong-termworkingrelationshipsthatwerebuiltovertimebetweenorganizationsthathaveavestedinterestintheredevelopmentofthiscommunityandthesurroundingarea. ● Describeyourstrategiestoencouragepublicparticipation,buildsupport,andengagecommunitymembers,includingthosemostlikelytobenefitfromyourproposedactivity.

ThestrategiestoencouragepublicparticipationandbuildsupportfortheArrowheadGroveprojecthavetheirfoundationinpreviouscommunityengagementefforts.Leveragingthegroundworklaidbythecity'sGeneralPlandevelopmentandtheWaterman+BaselineNeighborhoodSpecificPlan,theapproachtopublicinvolvementisdesignedtobeinclusiveand Page16
ongoing.Monthlyoutreachmeetings,facilitatedbyprojectpartners,havebeenacrucialcomponent,providingaforumforcommunitymembersandorganizationstosharetheirperspectivesandconcerns.Thesemeetingsarepartofalargertraditionofcommunityoutreachthathasbeenongoingforoveradecade.TheArrowheadGroveprojecttookshapethroughthiscontinuouscommunitystakeholderoutreachaspartofthedevelopmentoftheWaterman+BaselineSpecificPlan,wheretheprioritiesidentifiedthroughthisprocesshavebeenguidingthecityandHACSB'splanningeffortsandareincorporatedintotheproject.

TheUpliftSanBernardinoproject,spearheadedbytheMakingHopeHappenFoundation,hasbeenattheforefrontofcommunityengagement,buildingonpastinitiativeslikethePromiseZoneCollaborativeandtheNeighborhoodTransformationCollaborative.Thiscollectiveefforthasbeenvitalinbringingtogetherlocalinstitutions,communitymembers,andnonprofitorganizationstofocusonkeyareassuchashousing,entrepreneurship,andsustainablecareers.

UndertheguidanceoftheMakingHopeHappenFoundation,thecommunityoutreachplanforthisprojectaimstoseamlesslyintegratewithexistingefforts.Theproposedactivitiesalignwiththegoalsdevelopedthroughcommunityinput,particularlywithinworkinggroupsthatsupportedtheWaterman+BaselineNeighborhoodSpecificPlanandwillcontinuetoseekthecommunity’sinputthroughouteachdevelopmentphase.

AffirmativelyFurtheringFairHousing
● Describeyourplanstoremovebarrierstothedevelopmentofaffordablehousinginwell-resourcedareasofopportunity. Howwillyourproposalincreaseaccessforunderservedgroupstotheseareas?Whatistheracialcompositionofthepersonsorhouseholdswhoareexpectedtobenefitfromyourproposedgrantactivities? OneofthepivotalelementsofthisproposalisthestrategicpartnershipbetweentheCityofSanBernardinoandHACSB.Thisalliance,furtherenrichedbytheengagementoflocalnonprofits,housingdevelopers,andgovernmentalagencies,isdesignedtopoolresources,expertise,andnetworkstoaddressthesystemicbarrierstoaffordablehousing,suchasregulatoryhurdlesandfundingscarcities.

Communityengagementandinclusiveplanninglieattheheartofthisproposal.Byinvolvingthecommunityinthedecision-makingprocesses,theprojectensuresthatthehousingsolutionsdevelopedaretailoredtomeettheactualneedsoftheunderservedpopulations.Thisinclusiveplanningapproachprovidesaplatformforaddressingcommunityconcernsandincorporatingdiverseperspectives,essentialforovercomingsocietalbarrierslikeNIMBYism(NotInMyBackyardsyndrome)toaffordablehousingdevelopment.

TargeteddevelopmentwithintheArrowheadGroveprojectwillincreasethesupplyofaffordablehousingunitsinavibrant,mixed-use,mixed-incomecommunity. Thisaddressestheunique Page17
housingneedsofdifferentdemographicsegmentswithinSanBernardino.Thecreationofsmaller, one-,two-,orthree-bedroomunitsisadirectresponsetothespecificdemandsofthecity’sextremelylow-incomehouseholds,whichmostlycomprisesmallfamiliesandadiverseracialcompositionwithsignificantproportionsbeingHispanicorLatino,BlackorAfricanAmerican,andotherminoritygroups.Themixed-incomecommunityenvisionedwithintheArrowheadGroveprojectthatincludesaccesstoaCommunityResourceCenterwilladvancehousingjusticeandinclusivity, catalyzingracialandeconomicintegration.Itpromotesamoreequitabledistributionofhousingopportunitiesacrossdifferentracialandsocioeconomicstrata,thusstandingasawell-roundedstrategytocombathousingaffordabilityissues. ● Describeyourplanstoremovebarriersimpedingthedevelopmentofaffordablehousingthatwouldpromotedesegregation.Whatpoliciesorpracticesperpetuatesegregationandhowwillyourproposaladdressthem? AddressingthebarrierstoaffordablehousingdevelopmentthatpromotesdesegregationinSanBernardinonecessitatesanuancedandmultilayeredapproachtotacklingexistingsystemicchallengeswhilecultivatinganenvironmentofinclusivityandequity. Theentrenchedpoliciesandpracticesperpetuatingsegregationarerootedinrestrictivezoninglaws,discriminatoryhousingpolicies,andinadequatefundingforaffordablehousingprojects.Thisproposalispoisedtocounterthesechallengesthroughvarioustargetedstrategies.

First,advocacyandplanningdevelopmentsformixed-useandhigher-densityzoninginwell-resourcedareasarecentraltoenablingaffordablehousingdevelopment.Secondly,combatingmisinformationandNIMBYism(NotInMyBackYardsyndrome)throughstrategiccommunityengagement,educationcampaigns,andopendialoguesisessentialtoshiftpublicopinionandgarnersupportforinclusivehousingdevelopments.Third,headwayhasalreadybeguninthecitytoofferincentivessuchasstreamlinedapprovalprocessesfordevelopersembarkingonaffordablehousingprojectsinwell-resourcedareastoremovebarriersandpromoteinclusivehousing.

Implementingandenforcingfairhousingpoliciestopreventdiscriminationbasedonrace,ethnicity, oreconomicstatusarefundamentalinpromotingdesegregation.Thisinvolvesstringentenforcementagainstdiscriminatoryrenting,selling,orfinancinghousingpractices.StrategicpartnershipswithHACSB,non-profitorganizations,andprivatedevelopersarealsointegraltopoolingresourcesandexpertiseforovercomingdevelopmentbarriers.

Additionally, substantialinvestmentsinunderservedcommunitiestoimproveeducation,healthcare,andemploymentopportunitiesformpartofthewrap-aroundapproachtobridgeracialandeconomicdisparities.ThisisreflectedintheArrowheadGrovevisionofencompassingaCommunityResourceCenterwhereaccesstotheseresourcesiscentrallyplantedinthehousingdevelopment.

Page18
● Howwillyouensurethatyourproposalwillnotcauseaffordablehousingtobefurtherconcentratedinlow-opportunityareasorinareasthatalreadyhaveampleaffordablehousing?Howwillyourproposalincreasehousingchoicebyexpandingtheneighborhoodsinwhichresidentswhoneedaffordablehousingcanlive? TheArrowheadGroveprojectisaplannedcommunityrentalassistancedemonstration(RAD)projectoftheHousingAuthorityofSanBernardino.TherentalassistancedemonstrationprogramisaprojectofthefederalgovernmentviatheOfficeofHousingandUrbanDevelopment(HUD)specificallydesignedtodeconcentratepoverty. TheRADprogramwascreatedtogivepublichousingauthoritiesapowerfultooltopreserveandimprovepublichousingpropertiesandaddressthenationwideissueofdeterioratingpublichousing.RADalsoallowsownersofHUD"legacy"programpropertiestodevelopprojectsspecificallydesignedtodetertheconcentrationofaffordablehousinginlow-opportunityareasbydevelopingmixedcommunitiessuchastheArrowheadGroveproject.Additionally, thesemixed-usedevelopmentspresentanopportunitytobringamenitiestolow-incomecommunitiesthatwouldnotusuallybeavailable.Incorporatingmixed-incomeresidentialunitswithintheprojectisadeliberatemovetopromotesocioeconomicdiversity, thusdilutingtheconcentrationoflow-incomehouseholdsinasingularlocale. ● Howdoesyourapproachaddresstheuniquehousingneedsofmembersofprotectedclassgroups,includingpersonswithdisabilities,familieswithchildren,andunderservedcommunitiesofcolor? TheArrowheadGroveprojectisanexpressionofSanBernardino’sbroadercommitmenttoequitablehousingandisdesignedtoaddresstheuniquehousingneedsofprotectedclassgroupsthroughanall-encompassingapproachtowardsinclusivityandequalopportunity. AkeyaspectofthisapproachistheadherencetotheAmericanswithDisabilitiesAct(ADA)standardsinthedesignandcreationofaccessibleandadaptablehousingunits,ensuringthefullusabilityofhousingamenitiesbypersonswithdisabilities.Additionally, theprojectenvisionsanon-siteCommunityCentertohousehealthcareandsupportiveservices,offeringanearbyvenueforresidentstoaccessnecessarymedicalandtherapeuticservices.

Familieswithchildrenarealsoafocalpointoftheproject.Thismixed-use,mixed-incomecommunitywillfeatureseventy2to3-bedroomunits(i.e.,two-thirdsoftheproject),willbewithinthreemilesofHeadStartprogramsandelementary, middle,andhighschools,andwillhaveampleopenspaceforyoungchildrentoplay. Asaresult,theprojectwillprovideanenvironmentconducivetotheholisticgrowthanddevelopmentofchildren.Theproject’slocationwithinaHUDQualifiedCensusTract(QCT)createsthepotentialtodirectmoreresourcestowardenhancingeducationalandrecreationalfacilitiesinthearea,poisedtobenefitfamiliessignificantly.

Page19
GivenSanBernardino'sdiverseracialandethnicfabric,theArrowheadGroveproject'smixed-incomecommunitymodelispivotalinpromotingracialandeconomicintegration.Thismodelchallengesandgraduallydismantlesthehistoricalpatternsofsegregationanddisinvestment,facilitatingamoreinclusivelivingenvironment.Thecommunityengagementprocessesembeddedwithintheproject'sdevelopmentphaseensuretheactiveinvolvementofunderservedcommunitiesofcolor, allowingtheiruniquehousingneedstobearticulatedandintegratedintotheproject'sdesignandexecution. ● Haveyouconsideredtheriskofdisplacementassociatedwithyourproposal?Howwillyouensurethatyourplannedactivitiesdonotleadtothedisplacementofvulnerableresidentsincommunitiesofcolor?Describeanyanti-displacementmeasuresincludedinyourproposal(e.g.,replacementofaffordableunitsfornewconstruction,orrightoffirstrefusalfortenants).

Inaconcertedefforttomitigatetheriskofdisplacement,theHousingAuthorityofSanBernardinohaspartneredwiththeNeighborhoodHousingServicesoftheInlandEmpire(NHSIE)toimplementananti-displacementplanfortheproposedproject.Itwillensureaffordablehousingprovisions,protectionoftenants'rights,andmeasurestomitigategentrification.Theplanwillbesharedwithlocalhousingauthorities,CBOs,andresidentstocollaborateandreceivefeedbackinpreparationforimplementation. ● Howwillyourproposaladdressthehousingneedsofpeoplewithdisabilitiesandincreasetheiraccesstoaccessibleandaffordablehousing?Howwillitsupportindependentlivingwithaccesstosupportiveservicesandtransportationinthecommunity?PleasealsodescribeyourplantoensurecompliancewiththeAmericanswithDisabilitiesAct(ADA)andaccessibilityrequirementsundertheFairHousingAct.

TheArrowheadGrovehousingunitsaredesignedfollowingaccessibilitystandardsoftheADA,ensuringthatindividualswithdisabilitiescanlivecomfortablyandsafely. FurtheradherencetotheFairHousingAct’saccessibilityrequirementsensuresthatthesehousingunitsencompassatrulyinclusiveenvironment.CompliancewithADAandFairHousingActrequirementsisfundamentaltotheproposal’sexecution.Acomprehensivecompliancestrategyisoutlined,encompassingrigorouspre-constructionaccessibilityreviews,continuousmonitoringduringtheconstructionphase,andthoroughpost-constructionauditstoascertaintotalcompliancewithaccessibilitystandards.Additionally, residentswillbeengaged,andafeedbackmechanismwillgatherinvaluableinputregardingtheaccessibilityandusabilityofhousingunitsandcommunityfacilities.Thisfeedbackwillbeinstrumentalinidentifyinganyareasofimprovement,ensuringthatthehousingenvironmentcontinuouslyevolvestomeettheneedsofitsresidents,particularlythosewithdisabilities.

Page20
Beyondphysicalaccommodation,ArrowheadGroveamelioratesaseverelydisadvantagedareabyencompassingindependentlivingforindividualswithdisabilities.Amainaspectoftheprojectisestablishinganon-siteCommunityCenter, envisionedtoprovideessentialhealthcareandsupportiveservices.Thiscenterwillensureresidentshaveconvenientaccesstonecessaryservices,furtherpromotingself-sufficiencyandindependentliving.Intandemwiththesefacilities,partnershipswithlocalserviceprovidersareproposedtoextendacomprehensivesupportnetworktoresidents,addressingawiderangeofneeds,includingmedical,therapeutic,andsocialservices.Enhancingaccessibletransportationoptionsforindividualswithdisabilitiesisapriority. CollaborationswithlocaltransportationauthoritiesareplannedtoensureaccessibletransportationservicesarereadilyavailablewithincloseproximitytotheArrowheadGrovecommunity. ● Describetheimplementationand/orenforcementplanforyourproposal.Describehowyouwillapproachresistance(e.g.litigation,environmentalreview, designstandards)totheeliminationofyourtargetedbarrier(s).

Theprojectiscurrentlyentitledandhasundergonearatherlengthypublicengagementprocessduringitsentitlementphase.ThepublicengagementprocesshaslentlegitimacytotheArrowheadGroveprojectandhasmotivatedthecollectiveownershipandsharedvisionamongthediversestakeholders.Thecontinuousdialogueandfeedbackloopsembeddedwithintheengagementprocesshaveshapedtheproject’sblueprint,ensuringitresonateswiththecommunity'sneedsandexpectations,particularlyconcerningaffordablehousingandurbanrevitalization.Theremainingstagesoftheprojectwillbenavigatedwiththesamelevelofengagementandopennesscharacterizedbytheentitlementprocess.Thisincludesbeingpreparedtoadeptlymanageanyresistanceorunforeseenchallengesthatmayarisebyleveraginglegalcounsel,maintainingclearcommunicationchannelswithstakeholders,andadheringtoawell-defineddisputeresolutionprotocol. ● Describeanyequity-relatededucationalresources,tools,orpublicinputthathaveinformedyourproposal.

Thisprojectwasshapedandinformedbydialoguewithresidents,localbusinesses,educators,faith-basedorganizations,nonprofits,andgovernmentleadersfrom2010to2016viathecity-ledplanningprocessthattookplaceduringthedevelopmentoftheWaterman+BaselineSpecificPlan.Thesecommunity-informedprioritieswereincorporatedintovariousplanninginitiatives,includingtheSouthernCaliforniaAssociationofGovernments(SCAG)regionalplanningefforts.VariousequityassessmenttoolswereemployedtoanalyzethehousinglandscapeinSanBernardino.Thesetoolsaidedinidentifyingthebarrierstoaffordablehousingandgaugingtheextentofhousinginequitywithindifferentdemographics.Bydoingso,aclearerunderstandingofthelocalhousingdynamicswasattained,which,inturn,informedtheproposal'sstrategicapproachtowardsdismantlingthesebarriers.HACSBsynthesizedthisinformationandthe Page21
feedbackreceivedfromresidentstoguideitsplanningeffortsandshapetheprojectsandpartnershipsproposed.Thepartnershipsrepresentlong-termworkingrelationshipsthatwerebuiltovertimebetweenorganizationsthathaveavestedinterestintheredevelopmentofthiscommunityandthesurroundingarea. ● Doyouplantoengageandsupportminority-,women-,andveteran-ownedbusinessesduringyourproposedhousingproductionprocess?Doyouhaveadiversityandequityplaninplaceorplantocreateone? TheCityofSanBernardinoiscommittedtoactiveandcomprehensiveSupplierDiversityPrograms(SDPs)thatprovidefairandequitableopportunitiesforsmallanddiverseenterprisestodobusinesswiththeCityandtodevelopingmutuallybeneficialrelationshipswithsmall,minority-owned,women-owned,disadvantaged/disabled,veteranownedandLGBTQTIA+businessenterprises.TheCityhasadedicatedprocurementteamwhohavepartneredwithinternalandexternalstakeholderstoprovideequitableresourcesandopportunitiestoallbusinesses.Inaddition,theCityhashiredaDisadvantagedBusinessEnterprise(DBE)Specialisttofurtherthecommitmentandgrowthtosupplierdiversityandactivelyseekoutcertifieddiversesuppliersthatcanprovidecompetitive,high-qualitygoodsandserviceswhosebusinessmodelisalignedwithCityinitiatives.

TheCityofSanBernardinoisalsointheprocessofdevelopingalong-termstrategicplanthatincludestheexecutionofSDPssotheymaycontinuetobeopenandfluidtoadaptinprovidingtheresourcesandequitableopportunitiestothesmallandminoritybusinesscommunity. ● Describehowyouwillevaluatetheeffectofyourproposalonpromotingdesegregation,expandingequitableaccesstowell-resourcedareasofopportunity, andfurtheringthede-concentrationofaffordablehousing.

TheArrowheadGroveProjectisoneoftheHousingAuthority’spremierrentalassistancedemonstrationprojectsandispartofitsMovingtoWorkplanimplementation.Assuch,ithasastructuredevaluationmechanismtoobserveandmeasureitseffectsconcerningdiversity, equity,andinclusionthroughoutitsimplementationphase.Theevaluationprocessincludescollectingbaselinedataoncurrentsegregationlevels,housingaffordability, andaccesstoresourcesintheprojectareaandsurroundingcommunities.Thiscollectionsetsareferencepointagainstwhichprogressivechangescanbemethodicallymeasured.Astheprojectcontinues,keyindicatorswillbemonitoredandtracked.Theseindicatorsassesstheracialandeconomiccompositionoftenants,levelsofaffordablehousing,andaccesstoessentialresourceslikeeducation,healthcare,andemploymentopportunities.Tocapturethelivedexperiencesofcommunitymembers,regularsurveysandfeedbacksessionswillbeorchestrated.Theseinteractionswillgaugecommunityexperiencesconcerningdesegregation,improvedresourceaccess,andhousingaffordability.Externalevaluatorswillalsoconductimpartialassessmentsoftheproject'simpacts.

Page22
● Howwillyoutrackyourprogressandevaluatetheeffectivenessofyoureffortstoadvanceracialequityinyourgrantactivities? HACSBtrackstheongoingprogressofitsprojectsandtheireffectivenessviaastrategicpartnershipwithLomaLindaUniversity. AsaHUD-designated“MovingtoWork”agency,measurableimprovementsaremadetothequalityoflifeofthecommunity. TheirequityandinclusioneffortsaresupportedbytherecentlyawardedCaliforniaAccountableCommunitiesforHealthInitiative(CACHI)grant,whereitsgoalsandobjectivesoverlapwiththePROHousingprogram’soverarchingobjectivesrelatedtomeasuringtheimpactsofequityandinclusionefforts.Engagementwithcommunitystakeholders,especiallythosefrommarginalizedandunderservedgroups,isamajorcomponentoftheevaluationprocess.Theirfeedbackandexperienceswillbegatheredthroughsurveys,focusgroups,andcommunitymeetingstogaugethegrassrootsimpactofgrantactivitiesonracialequity. Toobtainperspectivesontheeffectivenessofthegrantactivities,evaluatorswillconductimpartialassessmentsoftheproject’sracialequityoutcomes.Transparentreportingofprogresstowardracialequityobjectiveswillbesharedwithstakeholdersandthewidercommunity. Thesereportswilldetailthefindingsfromtheevaluationactivities.Atthesametime,buildingthecapacityoftheprojectteamandcommunitypartnerstounderstandandaddressracialequityissueswillbeimplementedthroughresource-sharing. ● IftheapplicantproposestousePROHousingfundstofundhousingunits,theapplicantmustdiscusshowthosebenefitswillbeaffirmativelymarketedbroadlythroughoutthelocalareaandnearbyareastoanydemographicgroupsthatwouldbeunlikelyorleastlikelytoapplyabsentsuchefforts.

HACSBwilldevelopanAffirmativeMarketingToolKitaspartoftheproject,whichwillincludethefollowingsteps:

1. IdentifyandReviewTargetPopulationsa. IdentifyNeighborhoodPopulationCharacteristicsb. ReviewMostRecentlyAvailableStudiesofBarrierstoHousingChoice2. DevelopMarketingStrategyandMaterialsa. DevelopAffirmativeMarketingAdsandMessagingb. ConductAffirmativeMarketingAdvertisingandOutreachc. CompletetheAffirmativeMarketingPland. EvaluateBarriersfortheTargetPopulation AffirmativeMarketingactivitieswilltakeplaceforatleast120days,withthefollowingtimingmilestonesincorporatedintotheAffirmativeMarketingPlan:

Page23
● 150DaysBeforeExpectedCertificateofOccupancy: Informcommunitycontactsandcommunity-basedorganizationstosupportidentifyingprospectivetenantsthatwouldbeotherwiseunlikelytoapply. Thiscommunicationwillincludethedatethatapplicationswillbeacceptedwithdetailsoftheapplicationprocess.● 120DaysBeforeExpectedCertificateofOccupancy: HACSBwillbegincollectingcompletedapplications.● 90DaysBeforeExpectedCertificateofOccupancy: HACSBwillnotifysuccessfulapplicantsandcompletethecertificationprocesswithin2weeksofnotification.

AffirmativeMarketingwillcontinueafterinitialleasesarecompletedandpairedwithallmainstreammarketingefforts. ● IftheapplicantisaCDBG,HOME,ESG,and/orHOPWAgrantee,itmaynotethedateofitsmostrecentcertificationandasummaryoftheactionsreportedinitsmostrecentCAPER.

TheCityisanentitlementjurisdictionthatisaCDBG,HOME,andESGgrantee.PertheCity’sPY2021-2022CAPER,thefollowingsummaryofactionswerereported:

1. PublicHousingEfforts:WorkedthroughtheHousingAuthorityoftheCountyofSanBernardino(HACSB)toadministertheHousingChoiceVoucherProgramtoproviderentalassistancetoeligibleresidents.2. HomeownershipEncouragement:ImplementedanInfillHousingProgramusingHOMEfundstoconstructhousingunitsforsaletoqualifiedlow-incomehomebuyers,assisting2familiesinPY2021-2022.ConductedFirstTimeHomebuyerworkshopsincollaborationwithlocalorganizations.3. PolicyReformforAffordableHousing:InitiatedacomprehensiveDevelopmentCodeupdateandanewGeneralPlantoeliminatelanduseconstraintsandfacilitatehousingandmixed-usedevelopment.Proposedamendmentstoincentivizelotconsolidation,streamlinedevelopmentprocesses,andalignwithstatedensitybonuslaw.4. AddressingUnderservedNeeds:TargetedCDBG,HOME,andESGfundstomeettheneedsoftheunderservedandpartneredwithlocalorganizationstoleverageadditionalresourcesforcommunitydevelopment.5. Lead-BasedPaintHazardMitigation:Implementedtestingandabatementprocedures,monitoredleadpoisoningdata,andeducatedowner-occupantsonleadhazards.6. PovertyReduction:EstablishedaFirstTimeHomebuyerprogramandfundedsubrecipientsundertheESGgranttoprovideessentialservicestoreducepovertylevels.7. InstitutionalStructureDevelopment: Reviewedandrevisedpoliciesandproceduresandcontinuedcoordinationwithcountyagencies,andfor-profitandnon-profitdevelopers,tofacilitateaffordablehousingandserviceprovision.

Page24

8. EnhancedCoordination:Improvedcommunicationwithnon-profitserviceorganizationsandresidentsthroughNOFAapplications,publicmeetings,andonlinepostingsofessentialdocuments.9. FairHousing:Actedtofurtherfairhousing,addressimpedimentsidentifiedintheAnalysisofImpediments(A.I.)toFairHousingChoice,andimprovefairhousingopportunitiesinthecity. ● IftheapplicantwillcarryoutproposedactivitiesinajurisdictionwithanAFH,describehowtheproposedactivitiesareconsistentwiththeAFH’sfairhousinggoalsandwithfairhousingstrategiesspecifiedinthejurisdiction’sConsolidatedPlanorPublicHousingAgencyPlan.● Doestheproposedprojectaddressissuesidentifiedinyourjurisdiction’smostrecentfairhousingplanorplans? TheCityofSanBernardino’sDraft2020- 2025AnalysisofImpedimentstoFairHousing(the“AI”)identifiesthefollowingcriticalneedsidentifiedthroughstakeholderengagement:
● Increaseinhousinginventory–anincreasedsupplywillhelpall,includingtheLatinoandAfricanAmericanpopulation.● ImproveperceptionsofSanBernardino(negativeperceptiondetersprivateinvestment).● Addressdiscrimination,particularlyraceorethnicitydiscrimination.● Raiseawarenessabouthomelessnessusinghumanisticstoriesthatgobeyondthedata.● Supportagrowingpopulationofhomelessseniors.● Decreasedependencyongovernmentanddrawfoundationsandcorporationsintothesolutions.● Createpathwaystoemployment.

TheDraftAIincludesaFairHousingActionPlan,whichoutlinesthehighestpriorityContributingFactorstoFairHousingforsixkeyareas.UndertheareaofAffordableHousing,thepriorityfactorsincluded:
● Lowvolumeofaffordablehousing.● Poorhousingconditionsandblight.● Tenantbackgroundchecksstopfamiliesfromreceivinghousing.● Lackofadvocacyforaffordablehousing.Not-My-Backyardattitudescreateatoughlanddevelopmentprocessfornewaffordablehousingplans.● Lownumberofaccessibleunitsforagrowingelderlyand/ordisabledpopulation.

ArrowheadGrovedirectlyalignswithGoal2oftheFairHousingActionPlan,whichcallsfortheCityto“increaseaffordablehousingopportunities.”Theprojectsite,whichisservedbytwo Page25
OmniTransbuspickupareasandlocatedneartheCity’sindustrialemploymentareas,supportsthePlan’sidentifiedActionStepsbydeveloping“integratedhousingapproachesneardesignatedemploymentareas/centersandtransit.”TheCityofSanBernardinoisengagedasacommittedpartnertosupporttheHousingAuthority’seffortstocompletethisproject.

BudgetandTimeline
● Provideabudgetfortheproposedactivitiesthatdocumentsallprojectedsourcesoffundsandestimatesallapplicablecosts.Describehowyoudeterminedthebudgetandhowyouwillensurethattheprojectwillbecost-effective,inlinewithindustrystandards,andappropriateforthescopeoftheproject.

Theapplicationincludesaproformathathasevolvedoverseveralmonthstoincludediversefundingsourcesandwell-vettedcostestimates.Theproject’sprimaryfundingsourcesinclude4%Low-IncomeHousingTaxCredit(LIHTC)equity, constructionandpermanentloansfromcommerciallenders,andvariousfederal,state,andlocalgapfundingsources.InadditiontoaplaceholderfortherequestedPROHousinggrant,thesegapfundingsourcesincludeHOMEloansfromtheCityandCountyofSanBernardino,NeighborhoodStabilizationProgramfunds,aMiddle-IncomeProgram(MIP)loanfromCaliforniaHousingFinanceAgency, alocalHousingDevelopmentFundgrant,andaBUILDEnergySmartGrant.TheLIHTCequityandcommercialloansaremodeledbasedonrecenttransactionscompletedbytheAuthority’sprojectfinanceadvisorsandrecentdiscussionswithvariouslendersandinvestors.TheMIPloanismodeledbasedonprogramguidelinesandanassessmentofprojectcompetitivenessbasedonwinningprojectsfromrecentrounds.Finally, thevariousothergapfundingsourcesaremodeledbasedonextensivediscussionswith(and,inmostcases,softcommitmentsfrom)fundingprovidersoverthepastseveralmonths.

CostestimatesfortheprojectarebasedontheexpertiseoftheAuthority’sCalifornia-basedprojectfinanceadvisors,aswellastheworkofmultiplethird-partyprofessionals.TheAuthorityhasengagedarchitects,aprofessionalcostestimator, andtwogeneralcontractorstohelpdevelopadetailedscopeofworkandestimatehardandsoftconstructioncostsfortheproject.Theproformabudgetincludedintheapplicationrepresentsasynthesisoftheseprofessionals’workand,intheestimationoftheAuthorityanditsprojectfinanceadvisors,iscost-effective,consistentwithindustrystandards,andappropriatefortheproject'sscope. ● PleasedescribehowyouwouldbudgetforandmanageasuccessfulprojectifHUDawardsadifferentdollaramountthanyouarerequesting.Whatistheminimumfundingamountthatwouldallowyoutocarryoutyourproposalinsomeform,andwhatwouldthatproposalachieve? Page26
Withtheannouncementofanawardamountthatdiffersfromtherequestedamount,athoroughre-evaluationofthebudgetwouldbeconductedwithoutcompromisingthecoreobjectivesoftheproject.Thiswouldincludeclassifyingprojectactivitiesbasedonpriorityandensuringthatessentialactivitiesareallocatedadequatefunds.Simultaneously, theexplorationofalternativefundingsourcessuchasgrants,loans,orpartnershipswithotherorganizationscouldprovidesupplementaryfinancialsupport.Aprioritizedphasedimplementationmayalsobeconsideredbasedonfundingavailability, impact,andcommunityneedstoallocatetheavailablefundstothemostcriticalphasesoftheproject.Eachphasewouldbecompletedbeforetransitioningtothenext,allowingforastructuredandfinanciallycontrolledimplementation.

Theminimumfundingamountnecessarytocarryouttheproposalis$5,000,000.Thisminimumamountwouldcoverthecostofconstructionforthe92-units. ● ProvideascheduleforcompletingalloftheproposedactivitiesinadvanceoftheexpendituredeadlineattheendofFY2029.

TheproposedconstructionactivitiesfortheArrowheadGroveprojecthaveananticipatedstartdateofFebruary12,2025,andanenddateofMay1,2026.Allpre-constructionworkiscurrentlyunderwayandisonscheduletobecompletedonFebruary1,2025.Thisincludescompletionofalldesigndevelopment,constructiondocuments,planchecks,andfinalfinancing.Belowisaschedulethatincludeskeymilestonestoreflecttimelyprogresstowardtheanticipatedcompletiondate.

KeyMilestone StartDate CompletionDate
1 SiteGradingandFoundations 2/12/25 7/29/25
2 Framing 7/30/25 10/21/25
3 Roofing/ExteriorDry-in 10/22/25 1/13/26
4 InitialpunchwalkpriortoCofO 5/1/26 5/1/26
Exhibit E: Capacity
● Whichspecificagencyorentitywillleadimplementationoftheproposedactivities?Whatisitsroleandmanagementcapacity? TheCityofSanBernardinowillserveasthefiscalagentforthePROHousinggrant.HACSBwillserveastheleaddeveloperfortheArrowheadGroveproject.

Page27
● Describehowtheagencyorentityhas(orplanstoobtain)therelevantprojectmanagement,qualityassurance,financialandprocurement,andinternalcontrolcapacitytoquicklylaunchandimplementamajorproject.

TheCityofSanBernardinohasastronghistoryofsuccessfullymanaginglargeprojects.Itsfinancialmanagementofover$61MfromvariousfundingsourcesreflectsthesuccessfullaunchandongoingstabilityofmajorprojectsliketheArrowheadGroveproject.Theirstructuredgovernancemodel,wheretheCityManageroverseesalldepartments,allowsforanorganizedapproachtoprojectmanagementandqualityassurance,enablingswiftdecision-makingandalignmentwithprojectgoals.

InpartnershipwiththeHousingAuthorityoftheCountyofSanBernardino(HACSB),whichbringssubstantialexperienceinmanaging,developing,andcontrollingaffordablehousingunits,theCityenhancesitscapabilitytoimplementtheprojecteffectively. HACSB'shistoricalinvolvementinadministeringhousingprograms,managinghousingunits,andmaintainingcompliancewithvariousfundingsourcesreinforcesitscompetenceinensuringtheprojectadherestoqualityandregulatorystandards.Overthelasttwelveyears,HACSBhasdevelopedastrongknowledgebaseandexperienceinredevelopmentoflarge-scalepublichousingsites–havingcompleted332newunitsinthefirstthreephasesofArrowheadGrove.TheworkingrelationshipbetweentheCityandHACSBwillcombinethefinancialandmanagerialcapacitiesoftheCitywiththesector-specificexpertiseandoperationalskillsofHACSB.Thiscollaborationwillfacilitatethequicklaunch,smoothimplementation,andmanagementoftheArrowheadGroveproject. ● Ifyourproposedapproachincludespartners,describeeachpartner’scapacitiesandcredentialsrelatedtoitsroleinimplementingtheproject.Isyourcapacitytodesign,plan,orremoveabarrierdependentonpartnercapacity?Ifyes,describethedependency. Whatisyourplantoregaincapacityifapartnerdropsout? HACSB,initsroleastheleaddeveloperfortheArrowheadGroveproject,bringsawealthofexperienceandsubstantialcapacityinmanaginganddevelopingaffordablehousingunits.Sinceitsestablishmentin1941,HACSBhasbuiltoracquiredover2,000affordablehousingunitsandhasalonghistoryofbeingadedicatedownerandmanageroffederallysubsidizedpublichousingunits.Moreover, withdirectmanagementandcontrolovermorethan3,500affordablehousingunitsacrosstheCounty, HACSBhasdemonstratedoperationalproficiencyandadherencetocompliancestandardsinthesector.

ThepartnershipwithHACSBiscrucialtotheArrowheadGroveprojectduetoHACSB’sroleinensuringthatthedevelopmentadherestoregulatorystandards,managinghousingunits,andpreservingtheaffordabilityoftheunitsthroughvarioussubsidyprograms.TheCityofSanBernardino,asthefiscalagent,reliesonHACSB'sexperiencetonavigatethroughspecificsector Page28
challenges,makingthecapacitytodesignandplanfortheprojectsomewhatdependentonHACSB'sspecificexpertiseinaffordablehousingdevelopmentandmanagement.

InthehighlyunlikelyeventthatHACSBweretowithdrawfromtheproject,theCityofSanBernardinowouldlikelyfacechallengesinmanagingspecificaspectsrelatedtohousingdevelopmentandcompliance.HACSBcurrentlyholdssitecontrolandisheavilyinvestedinthedesignandpre-constructionelementsofArrowheadGrove.HACSBandtheCityofSanBernardino’sinterestsinrealizingthecompletionofArrowheadGrovearemutuallybonded. ● Describetheagency’sorentity’sexperienceworkingwithandcoordinatingpartners(includingcontractors,funders,subrecipients,communitystakeholders,andothergovernmentagencies)inpreviousprojectssimilarinscopeofscaletotheproposedactivities.Ifyoudonothavesuchexperience,howwillyouobtainit? TheCityofSanBernardinohasalonghistoryofsuccessfulprojectcollaborationswithcoordinatingpartners.ParticularlywithHACSB,theCityhashadmuchcollaborativeexperiencedevelopingthreepriorphasesoftheArrowheadGrovehousingsite.TheCity'scapacitytosuccessfullycoordinatelarge-scalehousingprojects,navigatecomplexadministrativetasks,andcoordinatewithmultiplestakeholdersisdemonstratedinthisexemplifiedongoingcollaboration.

DuringPhaseI,knownasValenciaVista,theCityoversawtimelyandqualityconstruction.ThisphaselaidthefoundationforsubsequentprojectmanagementcollaborationswithHACSBandotherpartners.PhaseII,CrestviewTerrace,andPhaseIII,OliveMeadow, broughtyetanotheropportunityfortheCitytocoordinatewithHACSBanditscontractors.

InadditiontotheArrowheadGroveproject,theCityofSanBernardinohasspearheadedvariousmulti-facetedprojectsofsubstantialscopeandscalethatdemandedcohesivecoordinationamongcontractors,funders,sub-recipients,communitystakeholders,andgovernmentalagencies.OnesuchexampleistheCity’sexperienceinexecutinghousinginitiativesandurbandevelopmentprojectsthroughtheuseandmanagementoffundsfromvarioussources,suchasESG,CDBG,andHOME.Thecity’smanagementandplanningalignednumerouspartieswithdifferingintereststowardacommonvisionforurbandevelopmentandhascontinuallydeliveredonthesuccessfulexecutionofmanyprojects. ● Whowrotethisapplication:applicantstaff,oraprofessionaltechnicalorgrantwriterinaconsultingorcontractcapacity?Pleaseprovidename(s),title(s),andorganization(s).Iftheapplicationwasdraftedbysomeoneexternaltotheapplicant’sorganization,describehowtheapplicantstaff anddecisionmakerswereactivelyengagedinthedevelopmentofthisproposalandhowthiscoordinationmaycontinueovertime.

Page29
Thisapplicationwaspreparedbyateamofindividualsthatincludedstaff fromtheCityofSanBernardino,staff fromtheHACSB,andgrant-writingconsultantscontractedfromthefirmRennePublicPolicyGroup.Theteamwascomposedofthefollowingindividuals:

TrinaPerezCityofSanBernardinoSeniorManagementAnalyst
MaryAlvarez-GomezCityofSanBernardinoGrantsDivisionManager ChristianRodriguezCityofSanBernardinoManagementAnalystII GilbertMosquedaCityofSanBernardinoManagementAnalystI
JohnMooreHousingAuthorityoftheCountyofSanBernardinoDirectorofDevelopment JakeWhitakerRennePublicPolicyGroupDirector
BruceRuddRennePublicPolicyGroupSeniorConsultant
MairaDurazoRennePublicPolicyGroupGrantWritingAssociate
AdamCrayCSGAdvisorsVicePresident
● Doyouoranypartner(s)haveexperienceworkingwithcivilrightsandfairhousingissuesincluding,forexample,workingwithdatatoanalyzeracialoreconomicdisparities?Doyouoryourpartner(s)haveexperiencedesigningoroperatingprogramsthathaveprovidedtangiblereductionsinracialdisparities?○ Inevaluatingapplicationsforfunding,HUDwillconsidertheextenttowhichtheapplicationdemonstratesthattheapplicanthastheexperienceandtheresourcestoeffectivelyaddresstheneedsofunderservedcommunities,particularlyBlackandBrowncommunities.

Inrecentyears,theCityhasundertakenmultipleinitiativesthataddresshousing-relatedissuesregardingfairhousingandcivilrightsissuesincludingowner-occupiedhousingrehabilitationprogram,first-timehomebuyers’programsincoordinationwithWellsFargo,MicroenterpriseProgramworkingwithsmallbusinessowners,andInfillHousingProgramtoprovidehousingforLMIfamilies.TheCityannuallycollaborateswiththeCommunityActionPartnershipofSanBernardino,FamilyServiceAssociationofRedlands,LutheranSocialServices,TheSalvationArmyHospitalityHouse,andStepUponSecondforstreetoutreach,emergencyshelter, rapidrehousing,casemanagement,andhomelesspreventionservices.Inaddition,theCityworkswiththeSt.Bernadine’sHospitalCommunityHospital,andDignityHealthinSanBernardinotoprovidehomelesspatientswithappropriatehealthcareandbridgehousingandcasemanagementservices.

Page30
TheCitycollaboratesannuallywiththeInlandFairHousingMediationBoard(IFHMB)toconductandreacttoanycomplaintssurroundinghousingdiscriminationandfairhousingeducationandpromotion.IFHMBprovidesfairhousingandlandlord-tenantmediationactivitiescenteredonfourmainactivities:Education,Outreach,Enforcement,andAdministrativeServices.IFHMBfairhousing,education,outreach,andenforcementactivitieswilladdressfairhousingissuesencounteredbyCityresidentsandassisttheCitytosupportandsustaininclusiveneighborhoodsvibrantwithdiversity.

Thedeliveryoffairhousingservices,alongwiththeavailabilityoflandlord-tenantmediation,empowersresidentswithknowledgeoftheirhousingrightsandresponsibilitiesunderFederalandStatefairhousinglaws,andtheCaliforniaCivilCode.FairHousingandLandlord-Tenantworkshopsareconductedthroughouttheyeartofamiliarizeresidentswiththeirhousingrightsandresponsibilities,includingfederalandstatefairhousinglaws.IFHMBStaff willassistresidentswiththeprocessingofcomplaintstotheDepartmentofU.S.HousingandUrbanDevelopment(HUD),theDepartmentofJustice,theCaliforniaDepartmentofFairEmploymentandHousing,orprovideareferraltoaprivateattorney. ● ProvideanorganizationalchartthatidentifiesnamesandpositionsofkeymanagementforproposedPROHousingactivities.Inadditiontokeymanagement,besuretoincludeacountofallfull-timestaff thatwillmanagePROHousingactivities.Pleasealsoincludeadescriptionofyourexistingmanagementstructureandstaff roles,includinganygaps,vacancies,orpositionscontingentonaward.Ifyouareapplyingwithapartnerorpartners,providethisinformationforeachorganization.

AstheProHousingapplicationfiscallead,CityofSanBernardinoStaff TrinaPerezandMaryAlvarez-Gomezwilloverseethemanagementandcoordinationofprojectactivities.Trina,theSeniorManagementAnalyst,willtaketheleadinensuringtheprojectadherestospecifiedguidelinesandachievessetobjectives.Mary, theGrantsDivisionManager, willmanagegrantcompliancewithgrantrequirementsandoverseethefinancialaspectsoftheproject.ChristianRodriguezandGilbertMosqueda,positionedasManagementAnalystIIandI,respectively, willassistinperformancemonitoringanddatacollectionforprogressreports.

HACSB,astheleaddeveloperfortheArrowheadGroveproject,DirectorofDevelopmentJohnMoorewillsteerthedevelopmentobjectivesandensureallkeymilestonesarereachedforthetimelycompletionoftheproject.Hewillalsooverseeresourceallocation,mobilizetheexistingsteeringcommitteetofacilitatestakeholderandcommunityengagementandheadthedevelopmentteaminallaspectsofcompletingtheproject.

Page31
Figure3.OrganizationalChart
Page32

Exhibit F: Leverage
● Areyouleveragingotherfundingornon-financialcontributions? AsdescribedinExhibitDabove,theproject’sprimaryfundingsourcesinclude4%Low-IncomeHousingTaxCredit(LIHTC)equity;constructionandpermanentloansfromcommerciallenders;andvariousfederal,state,andlocalgapfundingsources.InadditiontoaplaceholderfortherequestedPROHousinggrant,thesegapfundingsourcesincludeHOMEloansfromtheCityandCountyofSanBernardino,NeighborhoodStabilizationProgramfunds,aMiddle-IncomeProgram(MIP)loanfromCaliforniaHousingFinanceAgency, alocalHousingDevelopmentFundgrant,andaBUILDEnergySmartGrant.TheLIHTCequityandcommercialloansaremodeledbasedonrecenttransactionscompletedbytheAuthority’sprojectfinanceadvisorsandrecentdiscussionswithvariouslendersandinvestors.TheMIPloanismodeledbasedonprogramguidelinesandanassessmentofprojectcompetitivenessbasedonwinningprojectsfromrecentrounds.Finally, thevariousothergapfundingsourcesaremodeledbasedonextensivediscussionswith(and,inmostcases,softcommitmentsfrom)fundingprovidersoverthepastseveralmonths.

Exhibit G: Long-TermEffect
● Describewhatyouwillhaveachieveduponcompletionofgrant-fundedactivities,includingthespecificworkproduct(s),deliverable(s),orcompletedprojectsyouwillproduceandanyimplementationactionsthatfollow. Besuretoaddreshowstheseachievementswillhaveapermanent,long-termeffect.

Uponcompletion,theprimaryachievementofPhaseIVoftheArrowheadGroveprojectwillbetheconstructionof92newaffordablehousingunitsinahistoricallydisadvantagedandunder-resourcedareaofSanBernardino.ThisadditiondirectlyaddressesSanBernardino'sneedformoreaffordablehousingoptionsandoffersasolutiontoapartofthehousingshortageinthecommunity. Inthelongterm,theseunitswillcontributetoamorebalancedhousingavailabilityinthearea,helpingalleviatesomeofthepressuresofthelocalhousingmarket.Theywillprovidepermanentessentialhousingforthoseinneedandofferstabilityforfamiliesandindividuals,enablingthemtobuildafoundationfortheirfutureinthecommunity. Onceoccupied,theunitswilladdtothevibrancyofthecommunity, potentiallyleadingtoincreasedlocalcommerce. ● Describewhatroadblocksyourproposalmightbefacing(e.g.,thereversalofaplantostreamlinethepermittingprocess).Whatarethemostlikelywaysinwhichthebarriersmightpersistdespiteyourproposedactivities,andhowdoestheproposalaccountforandcounteractthis? Page33
Despitemeticulousplanningandcollaborativeefforts,theArrowheadGroveprojectfaceschallengesthatcomewiththeeconomicuncertaintiesthatplayamajorroleinpricefluctuationsforconstructionmaterials.Furthermore,therearealwaysunforeseencircumstancesinconstructionprojectsofthismagnitude.ThesemightincludeunexpectedsiteconditionsorarecurringwaveofunsafehikesinCOVID-19cases,resultinginashiftinpriorities.Tonavigatethesechallenges,theprojectisdesignedtobeadaptable.thePhaseIVtimelineincorporatesbuffers,bothintermsoftimeandfinancialresources.Thisdeliberateinclusionensuresthatanyunexpecteddelaysoradditionalcostscanbeabsorbedwithoutcompromisingtheproject'smaingoal. ● Doyouanticipateyourproposalwillresultinreducinghousingcostburdenforresidentswithoutincreasingothercosts,suchastransportationcosts?Describehowyouseektoachieveyourgoalofenablingtheproductionandpreservationofaffordablehousingwhilealsoconsideringthevalueofsitingaffordablehousingnearamenities,publicservices,jobs,transit,schools,andotherimportantcommunityassetsandlocations.

ThehousingauthorityofSanBernardinoiscommittedtoensuringthatallofitsplannedrentalassistancedemonstrationprojectsincorporateon-siteamenitiesthatreducetheneedforitsresidentstotraveltoaccessamenitiessuchashealthcareandchildcare.TheplannedRADcommunityatArrowheadGrovecurrentlycontainsapreschoolfacilityandhasaplannedcommunitycenterthatwillofferhealthcareservicesviaafederallyqualifiedhealthcarecenter. ● Describehowyourproposalrepresentsamodelforothercommunities,includingthemanner(s)inwhichyourjurisdiction(s)orothersmayscaleorreplicatetheproposal.

TheArrowheadGroveprojectservesasamodelforothercommunities,particularlyinitsstrategicapproachtoaddressaffordablehousing,communitydevelopment,andsocio-economicadvancementwithinthebroadercontextofurbanrevitalization.Thisprojectembodiestheefficacyofphaseddevelopment,whereinhousingunitsaresystematicallyintroducedinstagestomanagelogisticalandfinancialresourceseffectivelyandtoensuresustainedprogressevenamidstpotentialexternaladversities,suchaseconomicdownturnsandpublichealthcrises.

Oneofthedefiningaspectsofthemodelliesinitsintegratedcommunitydevelopmentstrategy,whichgoesbeyondmerelyprovidinghousing.ThecollaborationbetweentheCityofSanBernardinoandHACSBdemonstratesasignificantalliancebetweenlocalgovernmentandaspecializedagency, eachbringingitsexpertiseandresourcestothetable.Thispartnership,coupledwiththeengagementofvariousstakeholders,ensuresthattheprojectisnotonlystronginitsdesignandimplementationbutalsoattunedtothenuancedneedsandaspirationsofthecommunityitserves.

Page34
Themodularandscalablenatureofthephaseddevelopmentapproachmeansthatotherjurisdictions,dependingontheirsizeandavailableresources,canadaptthemodeltotheirspecificcontexts.Thealliancebetweengovernmentalandspecialistagencies,systematicstakeholderengagement,integratedcommunitydevelopment,andphasedimplementationconstituteaversatileframeworkthatcanbereplicatedindiversesettings.Byadheringtothismodel,othercommunitiescannavigatethecomplexitiesandchallengesinherentinlarge-scaleaffordablehousingandcommunitydevelopmentprojects,enhancingtheircapacityforsustainableurbandevelopmentandsocialuplift. ● Describethecommunity’smostsignificantenvironmentalrisksandhowtheproposalisalignedwiththemtoefficientlypromotecommunityresilience.Forexample,youmaywishtodescribehowyourinfrastructureanddevelopmentactivitiesincorporateresilientand/orenergy-efficientfeatures,suchasnativevegetation,reclaimedwater,andeffortstomitigatetheeffectsofclimatechange,asappropriateforyourcommunity.

ThiscommunityenduressomeoftheworstairpollutionintheUnitedStates 1 , exacerbatingpublichealthconcerns.ResidentsoftheprojectareaCensusTract6071006401,alongwiththoseinadjacenttracts6071005400and6071005500,experienceparticularlysevereenvironmentalchallenges,withoneoftheworstAirToxicsRespiratoryHIEJIndexreportedinthenationrecordedasbeinginthe95-100thpercentilepertheEPA’sEnvironmentalJusticeScreeningtool.Consequently, communitymembersfaceaheightenedriskofairpollution-relatedhealthissues,includingasthmaandcardiovasculardisease,comparedtootherCaliforniacommunities.TheWesternRiversideCouncilofGovernment’sSanBernardinoCountyResilienceStrategy 2 andCountyofSanBernardinoCountyVulnerabilityAssessment 3 haveidentifiedmajorincreasesinextremeheatdays,withallareasofthecountyprojectedtoexperienceatleast27additionalextremeheatdays(definedasdaysexceedingthe95thpercentileofdailymaximumtemperaturesoverthehistoricalbaselinetimeperiodbetween1976and2005).DroughtsarealsoexpectedtobecomemorefrequentandintenseinSanBernardinoCountyand,morebroadly,throughoutsouthernCaliforniabymid-century. DuetoitsgeographydownwindoftheLosAngelesmetropolitanareaandconstrictedbyhighmountainranges,thevalleyinSanBernardinoCountyalreadyexperiencessomeoftheworstairqualityproblemsandinanonattainmentareaundertheCleanAirAct,whichmeansitdoesnotmeetnationalairqualitystandardswhichisconsistentwiththeCalEnviroScreen4.0rankings.Finally, andasthepreviousFall/Winterseasonhasdemonstrated,extremestormsareprojectedtobecomemoreintenseandfrequentbymid-centuryduetoclimatechange. 3 SanBernardinoCountyRegionalGreenhouseReductionPlan
2 WesternRiversideCouncilofGovernmentSanBernardinoResilienceStrategy 1 AmericanLungAssociation(ALA),2023StateoftheAirReport
Page35
Theprojectprotectsenvironmentalandagriculturalresourcesbyturningthelandscapingonthesiteaswellastheproject-mandateddetentionbasinsintourbanfarmsandwaterretentionprojects.Theinfrastructureincorporatesdrought-tolerantlandscapinganddesignmethodsmeanttoretain,restore,andrecyclewaterasitflowsthroughthesite.Additionalsiteinitiativesincludeplanningforsustainabletransportationmethodstoencourageefficient“CompleteStreets”developmentpatternssurroundingtheproject.Collectively, theseimprovementswillimproveairqualitybyincreasingtransitridershipandimprovingpedestrianandbicyclistsafetywhilereducingthefinancialburdenofacar. Equippingthe92affordableunitswithelectricappliances,installingsolarpanels,andbioswales,andplantingadditionaltreeswillalsohelpmitigateotherimpactsassociatedwithclimatechange(e.g.,urbanheatisland). ● Whatdoyouconsidersuccesstolooklikeattheendoftheperiodofperformanceorbeyond? SuccessfulimplementationoftheprojectwilladvancethegoalsofthelargerWaterman+BaselineSpecificPlanandbuildupontheworkofthevariouscontributingstakeholdergroupsthatjoinedtogethertodevelopatransformativevisionfortheWatermanGardenssiteandthesurroundingneighborhood.IntheimmediatevicinitysurroundingtheProjectarea,theCityandCountyhaveenactedavarietyofincentivestoattractadiversemixofneworexpandedbusinessesandjobs,whichhassuccessfullycreatedastrongpotentialtoestablishanemploymentbase.Unfortunately, thegreatmajorityofunemployedresidentsinthePlanareadonothavetheskillsoreducationtocapitalizeupontheseopportunities.Consequently, duetotheeconomiclimitationsofthefamilieslivingwithintheProjectarea,thereisaneedforwrap-aroundfamilyresourceservices.TheArrowheadGroveInclusiveRedevelopmentProjectisaplannedcommunitythatintendstoprovidejustthat.Weseeourprojectasacatalystthatcanleadtomanymoreprojectshappeningnearby. Thesuccessofeachbecomesaleveragepointforanother.

DespiteitspastasanAll-AmericanCity, SanBernardinograppleswithhighpovertyrates.Thecity'sfinancialcrisisculminatedinthe2012bankruptcydeclaration,coupledwithitsrankingamongthenation'spoorestandhighestcrimecitiesin2015.TheArrowheadGrovehousingprojectsandtheproposedcommunitycenterhappeningnexttoitwillbethefirststepinreversingthisnarrativebybringingtothecommunityasitebuiltwithtop-of-the-linesustainabilityfeatures.ThesustainabilityfeaturesutilizedontheseprojectswillbereplicatedbyprojectsthatarebeingdonebyseveralofourCACHIstakeholderteammembersnearby. BoththeNeighborhoodHousingServicesoftheInlandEmpire(NHSIE)andtheElSolNeighborhoodCommunityCenteraredevelopingnearbyhousingandcommunitycenterprojectsthatareinformedbythisone.Allhousingdevelopmentswillbeall-electricandwillfeaturetop-of-the-linewaterefficiencyfeatures.AllProjectsproposeincorporatingaccommodationsforelectricvehiclechargingstations,renewableenergy, andinnovativewaterefficiencyand Page36
landscapingfeatures.Eachoftheseprojectswillhaveakeenfocusonestablishingjobswhichjobcenterswillsupport. ● ExplainhowthetargetedoutcomeswillremedytheidentifiedNeed.Ifpossible,proposemetrics(thequantifiabletopicareayouwillmeasure)andtargetoutcomes(aquantifiedgoalforeachmetricwhichyouwillstrivetoachieve)toexplainhowyourproposedgrantactivitiesareexpectedtoaddresstheaffordablehousingneedsand/orbarriersidentifiedinNeed.

TheArrowheadGroveprojectincludesadata-collectingprotocoltoaddressvarioushousingchallengesthejurisdictionfacesthatalsooverlapwiththeidentifiedneedsofthecommunity.Oneoftheseprimaryneedsistheexcessivecostburdenbornebyhouseholds.Assuch,onetargetedoutcomeistoreducetheproportionofhouseholdsspendingmorethan30%oftheirincomeonhousingwithintheprojectarea.

Thesurgeinmedianhomepricespresentsanotherbarriertoaffordablehousingandiscloselylinkedtoaverageincomes.Tocounteractthistrend,theprojectwillincludemonitoringandprovidingresourcestoresidentsthroughtheCommunityResourceCentertoimprovetheratioofAverageMedianIncome(AMI)tomedianhomeprices.Additionally, theoverallavailabilityofaffordablehousingiscloselytiedandisalsoamajorneed.ThemaintargetoftheArrowheadGroveProjectistheconstructionofanadditional92affordablehousingunitstoaddressthisneed. ● Describethelong-termeffectofyourproposalonremovingbarrierstoaffordablehousingproductionthathaveperpetuatedsegregation,inhibitedaccesstowell-resourcedneighborhoodsofopportunityforprotectedclassgroupsandvulnerablepopulationsandexpandedaccesstohousingopportunitiesforthesepopulations.

ThecityofSanBernardinohasrecognizedseveralchallengesinprovidingaffordablehousing,asdocumentedinits2020-2025ConsolidatedActionPlan.Theseincludelimitedfunding,strictenvironmentallaws,necessaryimprovementstoundevelopedareas,planninganddevelopmentfees,andcomprehensivepermitprocedures.Toaddressthese,thecityisworkingonseveralstrategiesandactionsforasmootherprojectreviewprocessandstreamliningdevelopmentactivitiesandregulationstomakeiteasierfortransitionalandsupportivehousingtobeestablished.

TheArrowheadGroveprojectispartofthislargercommitmenttocounteractdecadesofhousingdisparitiesandprovideanequitableenvironmentforallresidents.Historically, segregationhasbeenexacerbatedbyalackofaffordablehousinginwell-resourcedneighborhoods,forcingprotectedclassgroupsandvulnerablepopulationsintounder-resourcedareas.Thecreationofaffordablehousingensuresthatthesegroupshaveopportunitiestoresideinneighborhoodsthat Page37
offerthembetteramenities,education,andemploymentopportunities,whichcanbreakthecyclesofpovertyandsegregationthathaveplaguedthiscommunity. Additionally, byintegratingthisprojectintoalargercommunityplanthatwilloffersupportservicesandcommunityresources,ArrowheadGroveensuresthatvulnerablepopulations,includingthosewithspecialneeds,singleparents,andtheelderly, arenotjusthousedbutalsosupportedintheirendeavors,beiteducational,professional,orpersonal.ArrowheadGroveremovesthestigmasoftenassociatedwithaffordablehousinganditsresidents,creatingamorecohesiveandunifiedcommunitywhereresidentsofdifferentsocio-economicbackgroundscancoexist,learnfromoneanother, andcollaborativelycontributetothebettermentoftheneighborhood.

Page38
Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino
Applicant Address:290 N. D Street
San Bernadino, CA 92401
Category Detailed Description of Budget (for full grant period)

1. Personnel (Direct Labor)
Estimated
Hours
Rate per
Hour Estimated CostHUD Share
Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Position or Individual
Grants Division Manager 1,168 $65.78 $70,699 $70,699
Sr. Management Analyst 1,752 $55.44 $97,131 $97,131
Management Analyst II 934 $43.19 $40,339 $40,339
Management Analyst I 934 $39.57 $36,958 $36,958
Total Direct Labor Cost $245,128 $245,127

2. Fringe Benefits Rate (%) Base Estimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Grants Division Manager 10.00% $70,699 $7,070 $7,070
Sr. Management Analyst 10.00% $97,131 $9,713 $9,713
Management Analyst II 10.00% $40,339 $4,034 $4,034
Management Analyst I 10.00% $36,958 $3,696 $3,696
Total Fringe Benefits Cost $24,513 $24,513
Previous versions of HUD-424-CBW are obsolete. 1 form HUD-424-CBW (2/2003) Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino

3. Travel
3a. Transportation - Local Private VehicleMileage
Rate per
Mile Estimated CostHUD Share
Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Trans - Local Private Vehicle
3b. Transportation - Airfare (show destination)Trips Fare Estimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Transportation - Airfare
3c. Transportation - Other Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Transportation - Other
3d. Per Diem or Subsistence (indicate location)Days
Rate per
Day Estimated CostHUD Share
Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Per Diem or Subsistence
Total Travel Cost

4. Equipment (Only items over $5,000
Depreciated value) Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Total Equipment Cost
Previous versions of HUD-424-CBW are obsolete. 2 form HUD-424-CBW (2/2003) Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino

5. Supplies and Materials (Items under $5,000 Depreciated Value) 5a. Consumable Supplies Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Consumable Supplies
5b. Non-Consumable Materials Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Non-Consumable Materials
Total Supplies and Materials Cost

6. Consultants (Type) Days
Rate per
Day Estimated CostHUD Share
Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Market Study $25,000 $25,000
Appraisal $25,000 $25,000
Total Consultants Cost $50,000 $0 $0 $0 $50,000 $0 $0 $0 $0

7. Contracts and Sub-Grantees (List individually)
7a. Contracts Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Contracts $0 $0 $0 $0 $0 $0 $0 $0 $0
7b. Sub-Grantees (List individually) Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Sub-Grantees
Total Contracts and Sub-Grantees Cost
Previous versions of HUD-424-CBW are obsolete. 3 form HUD-424-CBW (2/2003) Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino

8. Construction Costs
8a. Administrative and legal expenses Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Legal Fees $197,511 $197,511
Financing Fees $433,153 $433,153
Title Fees $80,000 $80,000
Subtotal - Administrative and legal expenses $710,664 $0 $0 $0 $710,664 $0 $0 $0 $0 8b. Land, structures, rights-of way, appraisal, etc Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Land, structures, rights-of way, …
8c. Relocation expenses and payments Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Relocation expenses and payments
8d. Architectural and engineering fees Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Architecture $2,500,000 $2,500,000
Subtotal - Architectural and engineering fees $2,500,000 $0 $0 $0 $2,500,000 $0 $0 $0 $0 8e. Other architectural and engineering feesQuantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Other architectural and engineering fees
8f. Project inspection fees Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Reports and Inspections $350,000 $350,000
Permit Fees $790,043 $790,043
Subtotal - Project inspection fees $1,140,043 $0 $0 $0 $1,140,043 $0 $0 $0 $0 Previous versions of HUD-424-CBW are obsolete. 4 form HUD-424-CBW (2/2003) Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino
8g. Site work Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Site work
8h. Demolition and removal Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Demolition and removal
8i. Construction Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Structures & General Conditions $37,038,027 $5,000,000 $5,624,547 $2,948,834 $2,585,337 $9,900,000 $500,000 $10,479,309 Contractor Overhead & Profit $1,150,550 $1,150,550
Contractor bond and insurance $1,313,590 $1,313,590
Subtotal - Construction $39,502,167 $5,000,000 $5,624,547 $0 $5,412,974 $2,585,337 $9,900,000 $500,000 $10,479,309 8j. Equipment Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Subtotal - Equipment
8k. Contingencies Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Hard Cost contingency $4,248,664 $4,248,664
Soft Cost Contingency $572,096 $572,096
Subtotal - Contingencies $4,820,760 $0 $0 $0 $4,820,760 $0 $0 $0 $0 8l. Miscellaneous Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Construction Manager $144,000 $144,000
Construction period insurance $1,312,525 $1,312,525
Subtotal - Miscellaneous $1,456,525 $0 $0 $0 $1,456,525 $0 $0 $0 $0 Total Construction Costs $50,130,159 $5,000,000 $5,624,547 $0 $16,040,966 $2,585,337 $9,900,000 $500,000 $10,479,309 Previous versions of HUD-424-CBW are obsolete. 5 form HUD-424-CBW (2/2003) Grant Application Detailed Budget Worksheet OMB Approval No. 2501-0017 Expiration: 1/31/2026
Applicant Name:City of San Bernardino

9. Other Direct Costs Quantity Unit CostEstimated CostHUD Share Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Item
Furnishings $150,000 $150,000
Marketing and Lease Up $80,000 $80,000
Developer fee $2,200,000 $2,200,000
GP Equity & Deferred developer fee $5,624,447 $5,624,447 Operating Reserves $386,781 $386,781
Loan Fees and Interest $3,931,841 $3,931,841
Total Other Direct Costs $12,373,069 $0 $0 $0 $12,373,069 $0 $0 $0 $0 Subtotal of Direct Costs $62,553,228 $5,269,640 $5,624,547 $0 $28,464,035 $2,585,337 $9,900,000 $500,000 $10,479,309

10. Indirect Costs Rate Base Estimated CostHUD Share
Applicant Match Other HUD
Funds
Other Federal
Share
State ShareLocal/Tribal
Share
Other Program Income
Type
Total Indirect Costs
Total Estimated Costs $62,553,228 $5,269,640 $5,624,547 $0 $28,464,035 $2,585,337 $9,900,000 $500,000 $10,479,309 Previous versions of HUD-424-CBW are obsolete. 6 form HUD-424-CBW (2/2003)

Mayor and City CouncilOctober 18, 2023

Mayor and City Council
October 18, 2023