Mayor and City Council
June 18, 2025

CITY OF SAN BERNARDINO

REVISED AGENDA
FORTHE

REGULAR MEETING OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO,

MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE SUCCESSOR

AGENCY TO THE REDEVELOPMENT AGENCY, MAYOR AND CITY COUNCIL OF THE CITY OF SAN

BERNARDINO ACTING AS THE SUCCESSOR HOUSING AGENCY TO THE REDEVELOPMENT

AGENCY, AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS THE

HOUSING AUTHORITY, AND MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO

ACTING AS THE SAN BERNARDINO JOINT POWERS FINANCING AUTHORITY WEDNESDAY, JUNE 18, 2025
4:00 PM ­ CLOSED SESSION 5:00 PM ­ OPEN SESSION
NORMAN F. FELDHEYM CENTRAL LIBRARY • 555 WEST 6TH STREET • SAN BERNARDINO, CA 92410 WWW.SBCITY.ORG
COUNCIL MEMBER KNAUS WILL BE PARTICIPATING REMOTELY:

HOLIDAY INN EXPRESS ONEONTA
141 COURTYARD DRIVE, ONEONTA, NY 13820

CONFERENCE ROOM
Theodore Sanchez Helen Tran Dr. Treasure Ortiz
COUNCIL MEMBER, WARD 1 COUNCIL MEMBER, WARD 7
MAYOR
Sandra Ibarra Bill Gallardo
COUNCIL MEMBER, WARD 2 INTERIM CITY MANAGER
Juan Figueroa Sonia Carvalho
MAYOR PRO TEM, WARD 3 CITY ATTORNEY
Fred Shorett Telicia Lopez
COUNCIL MEMBER, WARD 4 ACTING CITY CLERK
Kim Knaus
COUNCIL MEMBER, WARD 5
Mario Flores
COUNCIL MEMBER, WARD 6
Welcome to a meeting of the Mayor and City Council of the City of San Bernardino

PLEASE VIEW THE LAST PAGES OF THE AGENDA FOR PUBLIC

COMMENT OPTIONS, OR CLICK ON THE FOLLOWING
LINK: TINYURL.COM/MCCPUBLICCOMMENTS
PLEASE CONTACT THE CITY CLERK'S OFFICE (909) 384­5002 TWO

WORKING DAYS PRIOR TO THE MEETING FOR ANY REQUESTS FOR

REASONABLE ACCOMMODATIONS
To view PowerPoint presentations, written comments, or any revised documents for this meeting date, use this link:

TINYURL.COM/AGENDABACKUP. Select the corresponding year and meeting date folders to view documents.

Mayor and City Council of the City of San Bernardino Page 1 Mayor and City Council of the City of San Bernardino Page 2

CALL TO ORDER
At
tendee Name
Council Member, Ward 1 Theodore Sanchez
Council Member, Ward 2 Sandra Ibarra
Mayor Pro Tem, Ward 3 Juan Figueroa
Council Member, Ward 4 Fred Shorett
Council Member, Ward 5 Kim Knaus
Council Member, Ward 6 Mario Flores
Council Member, Ward 7 Dr. Treasure Ortiz
Mayor Helen Tran
Interim City Manager Bill Gallardo
City Attorney Sonia Carvalho
Acting City Clerk Telicia Lopez
4:00 P.M.

CL

OSED SESSION PUBLIC COMMENT
CL

OSED SESSION

A) CONF
ERENCE WITH LABOR NEGOTIATOR (Pursuant to Government Code Section 54957.6): Pg. 11
Agenc
y Designated Representative: City Manager or Designee Employee Or
ganization: General Unit – Teamsters Local 1932, Management Confidential Group – SBCMA, Mid Management Unit – Teamsters Local 1932, Police Dispatch Unit – SBPDA, San Bernardino Police Civilian Association – AFSCME Local 4710, Police Management Unit – PMA and Police Safety Unit – SBPOA
5:00 P.

M.

INV

OCATION AND PLEDGE OF ALLEGIANCE
CL

OSED SESSION REPORT
PRE

SENTATIONS

1. Proclamation for Juneteenth Week in the City of San Bernardino ­ June 16–22, 2025 (All Wards) Pg. 12

2. Ci
tizen of the Month – Maribel Santa Cruz, Studio D – 1st Ward Pg. 14 Mayor and City Council of the City of San Bernardino Page 3

PUBLIC HEARING

3. Fiscal Year 2025­2029 Consolidated Plan and FY 2025­2026 Annual Action Plan Associated with the Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Programs (All Wards) Pg. 15 Recommendation:

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

1. A
pprove and adopt the Fiscal Year 2025­2029 Consolidated Plan (ConPlan) and draft Fiscal Year 2025­2026 Annual Action Plan associated with the Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Programs; and

2. A
dopt Resolution No. 2025­308, authorizing the acceptance and allocation of the Fiscal Year 2025­2026 Annual Action Plan; and

3. A
uthorize the Director of Finance and Management to adjust the Fiscal Year 2025­2026 Budget appropriation to align with the Fiscal Year 2025­2026 Annual Action Plan allocation; and

4. A
pprove the draft Community Development Block Grant and Emergency Solution Grant subrecipient draft agreements as to form; and

5. A
uthorize the City Manager, or designee, to take any further actions and execute any documents and agreements as necessary to effectuate the submittal and execution of the Consolidated Plan and Fiscal Year 2025­2026 Annual Action Plan and necessary certifications to the United States Department of Housing and Urban Development.

CITY MANAGER UPDATE
P

UBLIC COMMENTS FOR ITEMS LISTED AND NOT LISTED ON THE AGENDA CO

NSENT CALENDAR

4. Approval of Various Mayor and City Council Meeting Minutes (All Wards) Pg. 350 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the meeting minutes for the following dates:

1. March 6, 2024 Regular/Special Meeting Draft Minutes

2. May 22, 2024 Regular Meeting Draft Minutes

3. September 18, 2024 Regular Meeting Draft Minutes

4. October 2, 2024 Regular Meeting Draft Minutes
Mayor and City Council of the City of San Bernardino Page 4

5. Award a Homeless Resource Services Agreement with Benjamin E. Jones Community Resource Center for Rapid Rehousing Services in an Amount Not to Exceed $600,000 Through the Encampment Resolution Fund (ERF­3­R) Program (All Wards) Pg. 406
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager, or designee, to execute a Homeless Resource Services Agreement with Benjamin E. Jones in an amount not to exceed $600,000 for housing placement services under the Rapid Rehousing Program, and to take any additional actions, including future amendments, necessary to carry out the terms and objectives of the agreement.

6. A
pproval of Commercial and Payroll Disbursements and Purchase Car d T
ransactions for March 2025 (All Wards) Pg. 485
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California approve the commercial and payroll disbursements for March 2025.

7. Investment Portfolio Report for March 2025 (All Wards) Pg.593 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, accept and file the Monthly Investment Portfolio Report for March 2025.

8. A
uthority to Execute a No­Cost Site Host Agreement Between the City of San Bernardino and EV Charging Solutions for Electric Vehicle Charging Stations (Ward 1) Pg.625 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager, or designee, to sign the agreements, and any subsequent amendments, subject to the review and approval by the City Attorney as to form.

9. A
pprove a two­year Professional Services Agreement between the City and Dixon Mutadzakupa for project management consulting and support services for the City’s ERP software implementation, in an amount not­to­exceed $384,000 (All Wards) Pg. 661 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the City Manager to execute a Professional Services Agreement between the City of San Bernardino and Dixon Mutadzakupa for project management consulting and support services for the City’s Enterprise Resources Planning (ERP) software implementation beginning on July 1, 2025, and ending on June 30, 2027, in an amount not­to­exceed $384,000.

Mayor and City Council of the City of San Bernardino Page 5

10. Approving Job Classifications and Amending the City­wide Salary Schedule (All W
ards) Pg. 707
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California adopt Resolution No. 2025­309:

1. E
stablishing a full­time Programming/Traffic Assistant classification; and

2. Authorizing the City Manager or designee to add one (1) full­time Programming/Traffic Assistant position to the IT Department for FY 25/26; and

3. Amending the compensation for the Police Dispatcher I (Flex), Police Dispatcher II, and Police Dispatch Supervisor classifications; and

4. Amending the bargaining group and salary range for the Police Dispatch Manager and Police Records Manager classifications; and

5. Amending the City­wide Salary Schedule for full­time, part­time, temporary, and seasonal positions.

11. Vendor Service Agreement with Intelesys to expand cloud hosted VoIP phone system using TIPS agreement in an amount not to exceed $59,099.17 for one­time i
mplementation costs and $153,089.16 annually for ongoing services (All Wards) Pg.724 Recommendation:

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

1. A
uthorize the City Manager to execute a Vendor Service Agreement with Intelesys for the procurement of a Voice Over Internet Protocol (VoIP) services using the TIPS agreement; and

2. A
uthorize the Director of Finance & Management Services to issue a purchase order to GoTo Communications in an amount not to exceed $59,099.17 for one­time implementation costs and hardware, and the monthly recurring costs of approximately $12,757.43 not to exceed $153,089.16 annually for a 60­month term; and

3. Authorize the City Manager or designee to add additional lines of service and equipment as needed during the term of service for new hires not to exceed the departments adopted budget and approve additional amendments to the agreement as necessary to facilitate the onboarding of new hires.

12. Amendment No.1 to Goods Purchase Agreement with Professional Police Supplies i
ncreasing the not to exceed amount to $240,000 (All Wards) Pg. 790 Recommendation:

It is recommended the Mayor and City Council of the City of San Bernardino, California, authorize the Interim City Manager to execute the Amendment No.1 to the Goods Purchase Agreement with Professional Police Supplies, increasing the not to exceed amount from $100,000 to $240,000.

Mayor and City Council of the City of San Bernardino Page 6

13. Goods Purchase Agreement with Dooley Enterprises Incorporated for duty and training ammunition in an amount not to exceed $285,000 (All Wards) Pg.834 Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorize the Interim City Manager to execute a Goods Purchase agreement with Dooley Enterprises Incorporated for a term beginning July 1, 2025, through June 30, 2030, in the amount not to exceed $285,000.

14. R
equest to Proceed with the Intrusive Waste Limits Investigation and Wast e C
haracterization Work Plan at the Waterman Landfill and Contracting with Tetra Tech, BAS Inc. (All Wards)Pg. 856
Recommendation:

It is recommended that the Mayor and City Council of the City of San Bernardino, California, approve the request to proceed with the intrusive waste limits investigation and waste characterization work plan at the Waterman Landfill, and contracting with Tetra Tech, BAS Inc.

15. A
ward Task Order with Rick Engineering for the evaluation of the Uncontrolled C
rosswalks City Wide in the amount of $149,670 (All Wards) Pg. 897 Recommendation:

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

1. A
pprove the award of a Task Order with Rick Engineering in the amount of $149,670 for the Uncontrolled Crosswalk Evaluation Project; and

2. A
uthorize a contingency amount of $10,000 for unforeseen conditions, for a total not­to­exceed agreement amount of $159,670; and

3. A
uthorize the City Manager, Public Works Director, or City Engineer to execute all documents with Rick Engineering; and

4. A
uthorize the City Manager or designee to expend the contingency fund, if necessary, to complete the project.

ITEMS TO BE CONSIDERED FOR FUTURE MEETINGS

16. E
mployee Job Reclassification Report to be provided to the Mayor and City Council on a quarterly basis (All Wards) ­ (Council Member Sanchez) Pg. 920 M

AYOR & CITY COUNCIL UPDATES/REPORTS ON CONFERENCES & MEETINGS A

DJOURNMENT
The next joint regular meeting of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency will be held on July 02, 2025 at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California 92410.

Closed Session will begin at 4:00 p.m. and Open Session will begin at 5:00 p.m.

Mayor and City Council of the City of San Bernardino Page 7

CERTIFICATION OF POSTING AGENDA
I, Telicia Lopez, CMC, Acting City Clerk for the City of San Bernardino, California, hereby certify that the revised agenda for the Wednesday, June 18, 2025, Regular Meeting of the Mayor and City Council and the Mayor and City Council acting as the Successor Agency to the Redevelopment Agency was posted on the City's bulletin board located at 201 North "E" Street, San Bernardino, California, 92401, at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California, 92410, and on the City's website sbcity.org on Saturday, June 14, 2025.

I declare under the penalty of perjury that the foregoing is true and correct.

Telicia Lopez, CMC, Acting City Clerk
NOT
ICE:

Any member of the public desiring to speak to the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter on the agenda, which is within the subject matter jurisdiction of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may address the body during the period reserved for public comments.

In acc
ordance with Resolution No. 2018­89 adopted by the Mayor and City Council on March 21, 2018, the following are the rules set forth for Public Comments and Testimony:

Publ
ic Comments and Testimony:

Rul
e 1. Public comment shall be received on a first come, first served basis. If the presiding officer determines that the meeting or hearing may be lengthy or complicated, the presiding officer may, in his or her discretion, modify these rules, including the time limits stated below.

Rul
e 2. All members of the public who wish to speak shall fill out a speaker' s reservation card and turn in the speaker reservation card to the City Clerk prior to the time designated on the agenda. Comments will be received in the order the cards are turned in to the City Clerk.

Failure of a person to promptly respond when their time to speak is called shall result in the Mayor and City Council of the City of San Bernardino Page 8 person forfeiting their right to address the Mayor and City Council.

Rul
e 3. The presiding officer may request that a member of the public providing comment audibly state into the microphone, if one is present, his or her name and address before beginning comment. If that person is representing a group or organization the presiding officer may request that the speaker identify that group or organization, including that group or organization' s address.

Rul
e 4. Notwithstanding the provisions of Rule 2 and 3 above, a person shall not be required to provide their name or address as a condition of speaking.

Rul
e 5. Time Limits:

5.01 Each member of the public shall have a reasonable time, not to exceed three (3) minutes per meeting, to address items on the agenda and items not on the agenda but within the subject matter jurisdiction of the Mayor and City Council.

5.02 Notwithstanding the time limits set forth in subsection 5. 01 above, any member of the public desiring to provide public testimony at a public hearing shall have a reasonable time, not to exceed (3) minutes, to provide testimony during each public hearing.

Any m
ember of the public desiring to speak to the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency concerning any matter not on the agenda but which is within the subject matter jurisdiction of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may address the body at the end of the meeting, during the period reserved for public comments. Said total period for public comments shall not exceed 60 minutes, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. A three­minute limitation shall apply to each member of the public, unless such time limit is extended by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. No member of the public shall be permitted to "share" his/her three minutes with any other member of the public.

Speak
ers who wish to present documents to the governing body may hand the documents to the City Clerk at the time the request to speak is made.

The M
ayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency may refer any item raised by the public to staff, or to any commission, board, bureau, or committee for appropriate action or have the item placed on the next agenda of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency. However, no other action shall be taken nor discussion held by the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency on any item which does not appear on the Mayor and City Council of the City of San Bernardino Page 9 agenda unless the action is otherwise authorized in accordance with the provisions of subdivision (b) of Section 54954.2 of the Government Code.

Public comments will not be received on any item on the agenda when a public hearing has been conducted and closed.

A
LTERNATE MEETING VIEWING METHOD:

If there are any technical issues with the live stream or recording from the main agenda portal or if you require an option with Closed Captioning, you may view the meeting from the following location (TV3):
https://reflectsanbernardino.cablecast.tv/CablecastPublicSite/watch/1?channel=6 P

UBLIC COMMENT OPTIONS
Please use ONE of the following options to provide a public comment:

W
ritten comments can be emailed to [email protected]. Written public comments received up to 2:30 p.m. on the day of the meeting (or otherwise indicated on the agenda) will be provided to the Mayor and City council and made part of the meeting record. Written public comments will not be read aloud by city staff. Written correspondence can be accessed by the public online at tinyurl.com/agendabackup .

A
ttend the meeting in person and fill out a speaker slip. Please note that the meeting Chair decides the cutoff time for public comment, and the time may vary per meeting. If you wish to submit your speaker slip in advance of the meeting, please submit your request to speak using the form on the following page: tinyurl.com/mccpubliccomments. Any requests to speak submitted electronically after the 2:30 p.m. deadline will not be accepted.

P
lease note: messages submitted via email and this page are only monitored from the publication of the final agenda until the deadline to submit public comments. Please contact the City Clerk at 909­384­5002 or [email protected] for assistance outside of this timeframe.

Written correspondence submitted after the deadline will be provided to the Mayor and City Council at the following regular meeting.

M

EETING TIME
NOTE: Pursuant to Resolution No. 2024­029, adopted by the Mayor and City Council on February 21, 2024:
“Section 3. All meetings are scheduled to terminate at 10:00 P.M. on the same day it began. At 9:00 P.M., the Mayor and City Council shall determine which of the remaining agenda items can be considered and acted upon prior to 10:00 P.M. and will continue all other items on which additional time is required until a future Mayor and City Council meeting. A majority vote of the Council is required to extend a meeting beyond 10:00 P.M. to discuss specified items.” This Page Intentionally Left Blank

CLOSED SESSION
City of San Bernardino
Request for Council Action
Date: June 18, 2025
To: Honorable Mayor and City Council Members
From: Sonia Carvalho, City Attorney
Department: City Attorney
Subject: Closed Session
Recommendation:

A) CONFERENCE WITH LABOR NEGOTIATOR (Pursuant to Government Code Section 54957.6): Agency Designated Representative: City Manager or Designee Employee Organization: General Unit – Teamsters Local 1932, Management Confidential Group – SBCMA, Mid
Management Unit – Teamsters Local
1932, Police Dispatch Unit – SBPDA, San Bernardino Police Civilian Association – AFSCME Local 4710, Police Management Unit – PMA and Police Safety Unit – SBPOA
Packet Page. 11

PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 18, 2025
To: Honorable Mayor and City Council Members
From: Helen Tran, Mayor
Department: Mayor's Office
Subject: Proclamation for Juneteenth Week in the City of San Bernardino - June 16–22, 2025 (All Wards)

Packet Page. 12

PROCLAMATION OF

THE MAYOR & CITY COUNCIL
PROCLAIMING JUNE 16-22, 2025, AS

JUNETEENTH WEEK

IN THE CITY OF SAN BERNARDINO
WHEREAS, Juneteenth, also known as Freedom Day and Emancipation Day, marks the historic moment on June 19, 1865, when enslaved African Americans in Galveston, Texas, were finally informed of their freedom, more than two years after the signing of the Emancipation Proclamation; and
WHEREAS, Juneteenth is the oldest nationally celebrated commemoration of the ending of slavery in the United States and stands as a powerful symbol of African American freedom, resilience, and achievement; and
WHEREAS, the City of San Bernardino honors the significant contributions of African Americans to the history, culture, and progress of our city and nation; and WHEREAS, Juneteenth provides an opportunity to celebrate freedom, reflect on our nation’s history, and recommit to the ongoing work of equality, justice, and community unity.

NOW, THEREFORE BE IT PROCLAIMED THAT, the Mayor and City Council of the City of San Bernardino, do hereby proclaim the week of June 16–22, 2025, as Juneteenth Week in the City of San Bernardino, and encourage all residents to join in commemorating this important occasion through celebration, education, and reflection.

Presented on the 18
th day of June 2025

Packet Page. 13

PRESENTATIONS
City of San Bernardino
Request for Council Action
Date: June 18, 2025
To: Honorable Mayor and City Council Members
From: Theodore Sanchez, Council Member, 1st Ward
Department: Council Office
Subject: Citizen of the Month – Maribel Santa Cruz, Studio D – 1st Ward

Packet Page. 14

PUBLIC HEARING
City of San Bernardino
Request for Council Action
Date: June 18, 2025
To: Honorable Mayor and City Council Members
From: Bill Gallardo, Interim City Manager
Gabriel Elliott, Director of Community Development & Housing Department: Community Development & Housing
Subject: Fiscal Year 2025-2029 Consolidated Plan and FY 2025- 2026 Annual Action Plan Associated with the Community
Development Block Grant, HOME Investment
Partnerships, and Emergency Solutions Grant Programs
(All Wards)
Recommendation:

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

1. Approve and adopt the Fiscal Year 2025-2029 Consolidated Plan (ConPlan) and draft Fiscal Year 2025-2026 Annual Action Plan associated with the Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Programs; and

2. Adopt Resolution No. 2025-308, authorizing the acceptance and allocation of the Fiscal Year 2025-2026 Annual Action Plan; and

3. Authorize the Director of Finance and Management to adjust the Fiscal Year 2025- 2026 Budget appropriation to align with the Fiscal Year 2025-2026 Annual Action Plan allocation; and

4. Approve the draft Community Development Block Grant and Emergency Solution Grant subrecipient draft agreements as to form; and

5. Authorize the City Manager, or designee, to take any further actions and execute any documents and agreements as necessary to effectuate the submittal and execution of the Consolidated Plan and Fiscal Year 2025-2026 Annual Action Plan

Packet Page. 15
and necessary certifications to the United States Department of Housing and Urban Development.

Executive Summary
This staff report presents the 2025–2029 ConPlan and Fiscal Year 2025–2026 (FY25- 26) Annual Action Plan (AAP) for the City of San Bernardino for review and approval.

These federally required planning documents guide the City’s use of over $4 million annually in U.S. Department of Housing and Urban Development (HUD) funding provided through the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) programs.

Comments and recommendations from the City Council and the public will inform the final plans, helping ensure alignment with the City’s goals of equitable investment and enhanced quality of life.

Background
As an entitlement jurisdiction, the City of San Bernardino receives annual federal funding through the U.S. Department of Housing and Urban Development (HUD) under the Community Development Block Grant (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG) programs.

To continue receiving these funds, HUD requires the City to develop and submit:
 A 5-Year ConPlan, which identifies priority needs and strategies;  An Analysis of Impediments to Fair Housing Choice, which evaluates barriers to fair housing and proposes remedies; and
 The Fiscal Year 2025-2026 Annual Action Plan (FY25-26 AAP), which outlines projects and programs for the upcoming fiscal year.

The current ConPlan covering 2020/2021 to 2024/2025 will expire on June 30, 2025.

The proposed 2025–2029 Consolidated Plan will guide the City’s use of HUD funds over the next five years. The accompanying FY 2025–2026 Annual Action Plan is the first year of implementation under this new Consolidated Plan. On May 13, 2025, HUD announced the fiscal year 2025 allocations of funding approved for the City. The City anticipates receiving approximately $2.7 million in CDBG, $1.1 million in HOME, $241,347 in ESG funds.

In preparation for the FY25–26 allocation cycle, the City’s Housing Division released a Notice of Funding Availability (NOFA) in January 2025, soliciting project proposals from eligible nonprofit organizations, city departments, and other stakeholders. Applications were reviewed for alignment with HUD priorities, community needs, and compliance with applicable federal regulations. Projects recommended for funding are reflected in the draft Annual Action Plan.

Pursuant to HUD regulations (24 CFR Part 91) and the City’s Citizen Participation Plan, a 30-day public comment period was provided from May 1, 2025, to May 30, 2025. To solicit comments, a notice was published in the newspaper in English and Spanish, announcing the date and location of the public hearing. Comments received during the

Packet Page. 16
public comment period and at the public hearing will be incorporated into the final documents as appropriate.

Additionally, in connection with the HOME Investment Partnership Program, on March 5, 2025, the Mayor and City Council approved an Exclusive Negotiating Agreement (ENA) with JHC Acquisitions LLC, an affiliate of Jamboree Housing Corporation. The ENA established a two-year negotiation period to finalize a Disposition and Development Agreement (DDA), which will address the terms for property conveyance, project design, financing, construction, and long-term operations. Home funds are anticipated to support this project.

Discussion
The Consolidated Plan is based on a comprehensive community needs assessment, data analysis, and stakeholder consultation. It sets forth the City’s strategic vision for housing, homelessness prevention, economic development, and neighborhood revitalization.

The Consolidated Plan:
 Identifies housing and community development needs;
 Establishes long-term objectives and measurable outcomes;  Guides investments in low- and moderate-income neighborhoods; and  Ensures compliance with federal regulations and the City’s Citizen Participation Plan.

Priority needs identified include:
 Affordable housing preservation and production
 Homelessness prevention and rapid rehousing
 Public facility improvements
 Economic development and job creation
 Youth and senior services
This Plan reflects a citywide effort to promote equitable investment, preserve and create affordable housing, address chronic and transitional homelessness, and revitalize underserved neighborhoods over the five-year planning period from July 1, 2025, to June 30, 2030.

Notice of Funding Availability (NOFA)
The NOFA was widely distributed through Public Noticing in the newspaper, City’s website, and social media to encourage participation from local nonprofits, housing developers, and community organizations. Organizations may only qualify for funding by applying during the NOFA period. All applications were evaluated and considered for the following:
 Alignment with the City’s 2025–2029 Consolidated Plan priorities  Service to low- and moderate-income residents or neighborhood  Organizational capacity and past performance
 Cost-effectiveness and leverage of other resources

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 Compliance with federal and local program requirements CDBG
The CDBG program provides flexible funding to develop viable urban communities by:
 Providing decent housing
 Creating suitable living environments
 Expanding economic opportunities
All CDBG-funded activities must meet one of HUD’s three national objectives:

1. Benefit low- and moderate-income (LMI) persons

2. Prevent or eliminate slums or blight

3. Meet an urgent community development need
ESG
The ESG program provides federal funding to assist individuals and families experiencing or at risk of homelessness. ESG funds are intended to:
 Prevent homelessness through rapid rehousing and homelessness prevention services
 Support emergency shelter operations and essential services for unsheltered populations
 Strengthen local service systems through coordination and data collection The City uses ESG funds to support activities that align with its homelessness response strategy and the priorities of the local Continuum of Care.

Eligible ESG Activities Include:
 Street Outreach: Engagement, case management, and connections to housing or emergency services for unsheltered individuals
 Emergency Shelter: Operations and essential services such as meals, case management, and security
 Homelessness Prevention: Financial assistance and services to help people at risk of eviction remain housed
 Rapid Re-Housing: Short- and medium-term rental assistance and supportive services to quickly house homeless individuals and families  HMIS/Data Collection: Support for the Homeless Management Information System (HMIS) used to track outcomes and coordinate care All ESG-funded activities must comply with HUD regulations at 24 CFR Part 576 and serve individuals and families who meet HUD’s definition of homelessness or are at imminent risk.

HOME
The City allocates HOME funds in accordance with the Consolidated Plan and Annual Action Plan priorities, emphasizing long-term affordability, housing choice, and neighborhood stabilization.

Packet Page. 18
The program provides funding for:
 Developing and rehabilitating affordable rental and ownership housing.  Assisting low-income households with homebuyer down payment assistance.  Supporting nonprofit housing development partners.
 Leveraging public and private investment to increase the supply of quality, affordable housing.

Eligible HOME Activities Include:
 Acquisition, rehabilitation, or construction of affordable rental housing  Homebuyer assistance (down payment and closing cost subsidies)  Owner-occupied housing rehabilitation
 Operating and capacity support for Community Housing Development Organizations
 Tenant-based rental assistance, as needed
HOME-assisted housing must meet income targeting and affordability requirements as defined in 24 CFR Part 92. The program is typically leveraged with other funding sources, including Low-Income Housing Tax Credits (LIHTC), local housing trust funds, and private investment.

FY2025-2026 Annual Action Plan (FY25-26 AAP)
The FY25-26 AAP represents the City’s first-year implementation strategy under the 2025–2029 Consolidated Plan. The FY25-26 AAP outlines specific goals, projects, and funding allocations for the use of the CDBG, ESG, and HOME funds.

HUD allocations are:
 CDBG ($2,712,293): Supporting administration, public services, facility improvements, and Section 108 debt repayment;
 HOME ($1,149,833.55): Financing the development of affordable housing through strategic partnerships;
 ESG ($241,347): Addressing homelessness through emergency shelter, prevention, and rapid rehousing.

Draft FY2025-2026 Annual Action Plan:

On June 4, 2025, the Mayor and City Council approved the proposed projects with no additional comments.

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REQUIRED FUNDING ALLOCATIONS
The City is required to use a portion of its CDBG entitlement to repay outstanding obligations under the HUD Section 108 Loan Guarantee Program in accordance with 24 CFR 570.705(b)(2). As such, the City’s FY25–26 AAP includes a designated line item to meet its mandatory loan repayment obligations and maintain compliance with federal loan terms and conditions.

The Section 108 activity is an ongoing CDBG obligation for a 17.43-acre commercial property on Highland Avenue between Arden Street and Guthrie Street. There is one remaining payment of $652,290.90 due August 1, 2026. The City is moving forward with selling the property to a developer who will build a multi-tenant commercial shopping center.

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In accordance with 24 CFR 570.601(a)(2), the City is required to affirmatively further fair housing as a condition of receiving CDBG funds. To comply with this requirement, the city allocates funds to support fair housing education, outreach, counseling, and enforcement activities. These services are essential to addressing discriminatory practices, promoting housing choice, and ensuring equal access to housing for all residents, regardless of race, color, national origin, religion, gender, familial status, or disability.

CDBG PUBLIC SERVICES
The CDBG Public Service projects approved for funding:

1. Inland Fair Housing Mediation Board : to provide Fair Housing and Landlord/Tenant mediation services. (As required)

2. San Bernardino Police Department PEACE Team : Delivers outreach and services to individuals experiencing or at risk of homelessness, aiming to improve access to housing, support, and referrals that promote stability and prevent homelessness.

3. Cedar House: Provides comprehensive support for individuals facing drug and alcohol addiction, including treatment, outreach, and pathways to education and employment. The goal is to promote healing, improve access, and support long-term wellness for individuals and families.

4. Pearl Transit: Provides custom dentures, aligners, and bite guards as no-cost dental prostheses for low-income San Bernardino individuals, including those experiencing or at risk of homelessness.

5. Whole Person Care Clinic: This clinic provides short-term housing and supportive care for up to 160 individuals recovering from medical or behavioral health conditions. The program offers up to six months of services to promote recovery and connect participants to long-term housing.

CDBG PUBLIC FACILITIES
The draft Annual Action Plan, including allocating all CDBG Public Facility funds to the San Bernardino HOPE Campus, is a strategic investment that aligns with the City’s Consolidated Plan priorities and CDBG-eligible uses by addressing homelessness through infrastructure that provides shelter, medical and behavioral health services, and housing support. As a centralized service hub, the Campus offers long-term community impact, improves service coordination, and serves the City’s most vulnerable residents. Concentrating funds enhances the project's viability, ensures compliance with accessibility and safety standards, and increases the City’s ability to leverage additional federal and state resources to support and sustain the initiative.

ESG
The ESG organizations approved for funding are the Salvation Army and Family Service Association of Redlands for FY25-26.

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HOME
The Jamboree development includes 101 residential units. Of these, approximately eight (8) units will be reserved for individuals experiencing or at risk of experiencing homelessness. The remaining units will serve families earning at or below 60% of the Area Median Income. Planned on-site amenities include a community room with kitchen, computer lounge, basketball court, swimming pool, and tot lot.

The City intends to donate the subject property to support the project. In anticipation of future development, staff recommends allocating FY 2025-2026 HOME funds to the project. Later, a formal request for Council approval of the HOME Funding Commitment Agreements will be brought forward.
2021-2025 Strategic Targets and Goals
The funding recommendations will meet Key Target No. 2: Focused, Aligned Leadership and Unified Community by developing and implementing a community engagement plan and building a culture that attracts, retains, and motivates the highest quality talent; Key Target No. 3: Improved Quality of Life by reducing the burden of homelessness through engagement, collaboration, and alignment with other entities.

Fiscal Impact
The ConPlan and AAP have no impact on the General Fund. The recommended activities outlined in the AAP will be funded with Federal CDBG, ESG, and HOME funds.

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

1. Approve and adopt the Fiscal Year 2025-2029 Consolidated Plan and draft Fiscal Year 2025-2026 Annual Action Plan associated with the Community Development Block Grant, HOME Investment Partnerships, and Emergency Solutions Grant Programs; and

2. Adopt Resolution No. 2024-308, authorizing the acceptance and allocation of the Fiscal Year 2025-2026 Annual Action Plan; and

3. Authorize the Director of Finance and Management to adjust the Fiscal Year 2025-2026 Budget appropriation to align with the Fiscal Year 2025-2026 Annual Action Plan allocation; and

4. Approve the draft Community Development Block Grant and Emergency Solution Grant subrecipient draft agreements as to form; and

5. Authorize the City Manager, or designee, to take any further actions and execute any documents and agreements as necessary to effectuate the submittal and execution of the Consolidated Plan and Fiscal Year 2025-2026 Annual Action Plan and necessary certifications to the United States Department of Housing and Urban Development.

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Attachments
Attachment 1 FY2025-2029 Consolidated Plan
Attachment 2 FY2025-2026 Annual Action Plan
Attachment 3 Resolution No. 2025-308
Attachment 4 CDBG Subrecipient Agreement
Attachment 5 ESG Subrecipient Agreement
Attachment 6 Proof of Publication – English
Attachment 7 Proof of Publication - Spanish
Ward:

All Wards
Synopsis of Previous Council Actions:

March 3, 2025: The Mayor and City Council approved the Exclusive Negotiating Agreement between the City and JHC Acquisitions LLC, an affiliate of Jamboree Housing Corporation.

June 4, 2025, The Mayor and City Council held a Public Hearing to receive public comments on the draft Fiscal Year 2025-2029 Consolidated Plan, draft Analysis of Impediments to Fair Housing Choice, and draft Fiscal Year 2025-2026 Annual Action Plan associated with the Community Development Block Grant, HOME Investment
Partnerships, and Emergency Solutions Grant Programs.

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Revised June 9, 2025
FY 2025-2029

CONSOLIDATED PLAN
JUNE 11, 2025
Community, Housing, and Economic Development Department

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Table of Contents
Executive Summary ......................................................................................................................................3 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) .........................................................................3 The Process.................................................................................................................................................10 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)...........................................................................10 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ............................12 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)..................................................31 Needs Assessment......................................................................................................................................37 NA-05 Overview......................................................................................................................................37 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a, b, c) ..................................................................39 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) ........................................51 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ............................56 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) ..................................62 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) .....................................................64 NA-35 Public Housing – 91.205(b) ..........................................................................................................66 NA-40 Homeless Needs Assessment – 91.205(c) ...................................................................................72 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b, d)...........................................................79 NA-50 Non-Housing Community Development Needs – 91.215 (f) .......................................................82 Housing Market Analysis ............................................................................................................................83 MA-05 Overview.....................................................................................................................................83 MA-10 Number of Housing Units – 91.210(a)&(b)(2).............................................................................84 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) ...............................................................88 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)......................................................92 MA-25 Public and Assisted Housing – 91.210(b) ....................................................................................95

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MA-30 Homeless Facilities and Services – 91.210(c) ..............................................................................99 MA-35 Special Needs Facilities and Services – 91.210(d) .....................................................................103 MA-40 Barriers to Affordable Housing – 91.210(e) ..............................................................................108 MA-45 Non-Housing Community Development Assets – 91.215 (f) ....................................................111 MA-50 Needs and Market Analysis Discussion.....................................................................................118 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2) ....................................................................................................................121 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3).........................................................................123 Strategic Plan............................................................................................................................................125 SP-05 Overview.....................................................................................................................................125 SP-10 Geographic Priorities – 91.215 (a)(1)..........................................................................................126 SP-25 Priority Needs - 91.215(a)(2) ......................................................................................................128 SP-30 Influence of Market Conditions – 91.215 (b)..............................................................................133 SP-50 Public Housing Accessibility and Involvement – 91.215(c) .........................................................145 SP-55 Barriers to Affordable Housing – 91.215(h)................................................................................146 SP-60 Homelessness Strategy – 91.215(d) ...........................................................................................148 SP-65 Lead based paint Hazards – 91.215(i).........................................................................................150 SP-70 Anti-Poverty Strategy – 91.215(j) ...............................................................................................152 SP-80 Monitoring – 91.230 ...................................................................................................................153

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

1. Introduction
The City of San Bernardino (City) is an entitlement City that receives federal funding from the U.S.

Department of Housing and Urban Development (HUD). The City receives funds through the Community Development Block Grant (CDBG) program, the HOME Investment Partnerships Program (HOME), and the Emergency Solutions Grant (ESG).

The CDBG entitlement program provides formula funding to cities and counties to address community development needs. A minimum of seventy percent of gross funding must be used to serve low- to moderate-income households. Eligible activities must meet one of the following national objectives for the program:
 Benefit low- and moderate-income persons.
 Prevent or eliminate slums or blight.
 Address community development needs, having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community, for which other funding is not available.

The HOME entitlement program provides formula grant funding for a wide range of activities, including building, purchasing, and rehabilitating affordable housing for rent or homeownership and providing direct rental assistance to low-income households. The program’s flexibility allows states and local governments to use HOME funds for grants, direct loans, loan guarantees, or other forms of credit enhancements, or rental assistance or security deposits.

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

The Consolidated Plan (ConPlan) is a five-year planning document. This plan covers the period from Fiscal Year 2025-26 through Fiscal Year 2029-30. The purpose of the ConPlan is to guide a jurisdiction to:

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 Assess their affordable housing and community development needs and market conditions:
 Make data-driven, place-based investment decisions; and  Conduct community-wide discussions to identify housing and community development priorities that align and focus on eligible activities for CDBG funding.

Recipients of CDBG, HOME, and ESG funding must also prepare and submit to HUD an Annual Action Plan (AAP) that describes in detail, each year, how the ConPlan will be conducted. The AAP must provide a concise summary of the actions, activities, and the specific federal and non- federal resources that will be used each year to address the priority needs and specific goals identified by the ConPlan. Additionally, at the end of each Fiscal Year, jurisdictions must complete and submit to HUD a Consolidated Annual Performance and Evaluation Report (CAPER) to report on the accomplishments and progress toward the ConPlan’s goals. The City anticipates approximately $12,930,931 in CDBG funds, $5,463,263 in HOME funds, and $1,217,929 in ESG funds during the 2025-2029 ConPlan period.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The objective of the Needs Assessment is to gather information from the community and all partners, as well as demographic and economic data regarding the City’s homeless and other special needs populations, need for affordable housing, and community development needs. This information is used to make data-driven decisions on priority community needs and strategies, based on current conditions, expected funds, and local capacity. Through data collection, outreach, and analysis presented in this plan, a clear outline of the City’s priority needs is formed, along with the projects and facilities that are most likely to aid in the City’s development. Priority Needs identified include:
 Preserving and rehabilitating housing
 Development and Preservation of Affordable Housing and Expanded Housing Types  Increase in Affordable Housing Options
 Provide Homeless Prevention Services
 Infrastructure Improvements
 Strategic Resource Planning and Community ResilienceFair housing  Administration and Planning

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For additional discussion on these identified needs, see the Needs Assessment (NA) and Market Analysis (MA) sections of this ConPlan. For additional information on Five Year Goals, see the Strategic Plan (SP) and for annual goals, please refer to the AAP.

Strategic Plan Summary

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

Preserve and Rehabilitate Housing: The City provided financial assistance to income-qualified homeowners for home repairs through the Owner-Occupied Housing Rehabilitation Program. In addition, the City utilized HOME funds to acquire and rehabilitate apartments for supportive housing for homeless persons. In FY 2024 the City allocated $920,000 in HOME funds to the OORP. The Program intends to preserve 20 owner-occupied dwelling units.

Expand Homeownership: The City partnered with certified Community Housing Development Organizations (CHDOs), such as Housing Partners Inc, and Neighborhood Partnership Housing Services to develop single-family homes on in-fill/vacant lots for affordable owner-occupied housing, with eligibility for households at 50 to 80 percent of AMI. To support the steps needed to become a homeowner, the City partnered with Neighborhood Housing Services of the Inland Empire (NHSIE) to provide educational forums on homeownership and financial literacy.

Emergency Solutions Grant Funded Homeless Assistance Activities: For Fiscal Year 2025-26, the City has awarded Emergency Solutions Grant (ESG) funds to the Family Service Association of Redlands and The Salvation Army to implement targeted interventions that address both immediate and long-term housing stability needs for individuals and families experiencing or at risk of homelessness.

The Family Service Association of Redlands has been awarded ESG funds specifically for Rapid Rehousing activities. The program will provide move-in assistance and short- to medium-term rental subsidies to individuals and families experiencing homelessness. In addition to financial assistance, the organization will deliver supportive services such as case management, income assessment, housing budget planning, and housing navigation to help participants secure and maintain stable housing.

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The Salvation Army will provide emergency shelter services, as well as homelessness prevention assistance through short- to medium-term rental support. Their program will also include supportive services focused on maintaining housing stability, including individualized case management and access to community resources.

In alignment with these efforts, the City continues to advance the development of its multi- phased Homeless Outreach Prevention Education (HOPE) Navigation Center. The HOPE Campus will serve as a centralized facility offering emergency shelter and coordinated entry services, with the goal of transitioning unsheltered individuals into stable, permanent housing through integrated case management and housing-focused support.

Through these combined initiatives, the City reinforces its commitment to reducing homelessness and strengthening the housing safety net for vulnerable residents in the FY 2025- 26 program year.

New Affordable Rental Housing: The City is a partner with the Housing Authority for the multi- phased Arrowhead Grove project, which is the redevelopment of an older public housing development. The proposed project will total 400 new affordable units.

Promote Economic Development: The City worked with the Inland Empire Small Business Development Center and later the Asociacion de Emprendedoras (AdE) to host small business/entrepreneur workshops for small businesses. In addition, as businesses struggled with the fiscal impacts of COVID-19, the City utilized ARPA funds to provide grants to small businesses and nonprofits for working capital expenses and COVID-19 recovery. During the writing of this Plan, the City is anticipating the creation of 214 jobs through the repayment of debt service for the Arden Guthrie Project.

Improve Facilities and Infrastructure: The City completed several street improvements in March 2023, on seven streets, including: 523 Ramona Avenue (Ward 1); 2129 Wall Avenue (Ward 2); 938 N. G Street (Ward 2); 140 W. 13
th Street (Ward 2); 2060 E. 18th Street (Ward 7); Grape Street (Walnut to Mill Street) (Ward 3); and Davidson Avenue (Baseline to 14 th) (Ward 6). In addition, the City completed citywide pavement rehabilitation on several additional streets. At the time of this Plan, the City is leveraging CDBG funds alongside State and Local Fiscal Recovery Funds (SLFRF) to rehabilitate and improve Nicholson Park.

Fair Housing: The City partnered with the Inland Fair Housing Mediation Board (IFHMB) to assist low-income residents with investigation, education, reconciliation, and/or referral of housing

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discrimination complaints. During the creation of this Plan, the City is anticipating the implementation of a City Tenant Protection Pilot Program in FY 2024-25.

4. Summary of citizen participation process and consultation process Robust community engagement was achieved through engaging a diverse group of stakeholders to identify priorities, concerns, and values. The feedback provided through the community engagement process supported the development of this ConPlan, including the development of housing and community development needs, priorities, goals, and strategies for funding allocation. For the purposes of this plan, the community outreach included residents and various representatives from stakeholder groups, including service groups and businesses. Targeted outreach was provided to residents and stakeholders across the City. Leveraging existing stakeholder contacts, recognizing underrepresented stakeholders, and identifying new stakeholders was integral to the process of reaching the greater San Bernardino community and ensuring a broad depth of participation.

The City announced the various community engagement opportunities through its social media, newspaper notices, and email blasts. Members of the public had the following opportunities for participation and comment, all of which were offered throughout San Bernardino during the ConPlan process:
 Public Meetings: A virtual community meeting was held so that members of the public could describe what needs and concerns they see in their community.  Stakeholder Interviews: Various local organizations were interviewed to receive feedback on the most pressing priorities and needs of target populations.  Community Needs Survey: To broadly access and efficiently obtain information from a large number of geographically distributed citizens and community stakeholders, an online survey was prepared in both English and Spanish. The survey provided an opportunity to leave additional, relevant comments. The survey was announced through City media outlets and disseminated through key community liaisons or stakeholders with access to resident and community groups, business owners, and interest groups. The survey asked questions of both residents and stakeholders, and results were analyzed accordingly.
 30-Day Public Comment period was held from May 1, 2025, to June 1, 2025.  Two Public hearings were held to receive additional public comments on the proposed ConPlan and FY2025 AAP.

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

Community Needs Survey results, a stakeholder summary, and community meeting notes can be found in the Appendix.

5. Summary of public comments
The virtual community meeting top priority needs identified were:
 The need for affordable housing.
 Ongoing need for LMI homeowner housing rehabilitation.  High need for homeless services.
 There was an interest in expanded childcare services.  Transportation services.
 Continued need for economic and small business development in order to reduce poverty.
 Mental health and substance use services/treatment.
 Senior services.
 ADA compliant public facilities improvements
 Park improvements
 Neighborhood revitalization
 Pedestrian and street improvements
The public and stakeholders provided feedback on the priority needs of the City through the Community Needs Survey. Critical areas of priority identified were:
 Affordable housing (75 percent of respondents)
 Homeless services (75 percent of respondents)
 Public safety and crime prevention (66.67 percent of respondents)  Job training and employment opportunities (58.33 percent of respondents)  Senior services (58.33 percent of respondents)
When stakeholders were asked about CDBG priorities through the Community Needs Survey, the highest priorities identified were:
 Homeless prevention and services (66.67 percent of respondents)  Housing rehabilitation (58.33 percent of respondents)  Homeless prevention and services (58.33 percent of respondents)

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 Public services (41.67 percent of respondents)
When community members were asked to provide feedback through the Community Needs Survey, their highest areas of need identified were:
 Affordable housing (31.95 percent of respondents)
 Infrastructure, e.g., sidewalks and streets (20.12 percent of respondents)  Services for the homeless (15.98 percent of respondents)  Economic development (15.38 percent of respondents)

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

7. Summary
This 2025-2029 ConPlan integrates resident feedback, demographic data analysis, community stakeholder input, and consideration of City resources, goals, policies, and other relevant plans.

This comprehensive approach culminates in the City’s five-year Strategic Plan for the allocation of CDBG, HOME, and ESG funds and activities.

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

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

Agency Role Name Department/Agency
CDBG Administrator SAN BERNARDINO CITY Community and Economic Development Department
HOME Administrator SAN BERNARDINO CITY Community and Economic Development Department
ESG Administrator SAN BERNARDINO CITY Community and Economic Development Department
Table 1 – Responsible Agencies
Narrative
The City is the lead and responsible agency for the HUD entitlement programs. The City’s Housing Division is responsible for administering HUD entitlement grants, including CDBG, HOME, and ESG.

Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD. By federal law, the City is required to submit a five-year ConPlan and AAP to HUD listing priorities and strategies for the use of its federal funds. The ConPlan helps local jurisdictions assess their affordable housing and community development needs and market conditions to meet the housing and community development needs of its populations.

Community Development Block Grant (CDGB): The CDBG Program is authorized under Title 1 of the Housing and Community Development Act of 1974, Public Law 93-383, as amended 42 U.S.C.- 530.1 et seq. The Program provides annual grants to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic opportunities, principally for low- and moderate-income households. The funds are utilized for several community development projects, such as construction and improvement of public facilities and rehabilitation of housing and commercial buildings.

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HOME Investment Partnerships (HOME): The HOME Program is authorized under Title II of the Cranston-Gonzalez National Affordable Housing Act, further amended by the Housing and Community Development Act of 1992 and the Multifamily Housing Property Disposition Reform Act of 1994. This program provides annual grants to support the creation and preservation of affordable housing for low-income and very low-income households. These funds help jurisdictions expand housing opportunities by financing the construction, rehabilitation, and acquisition of housing units, as well as providing rental assistance to eligible households through programs such as Tenant Based Rental Assistance (TBRA).

Emergency Solutions Grant (ESG): The ESG Program is authorized by subtitle B of the Title IV – Housing Assistance Act as amended by S.896 The Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH Act of 2009). The ESG interim rule 24 CFR Part 576, published on December 5, 2011, establishes the regulations for the Emergency Solutions Grant Program. This grant provides annual funding to assist individuals and families at risk of, or currently experiencing, homelessness. These funds support critical services, including emergency shelter operations, rapid rehousing assistance, homelessness prevention programs, and outreach efforts to connect vulnerable populations with resources.

Consolidated Plan Public Contact Information
Trina Perez
Housing Division Manager
Community & Economic Development Department
City of San Bernardino
201 North E Street
3rd Floor San Bernardino, CA 92401
Tel: (909) 384-7272
Email: [email protected]
Website: www.sbcity.org

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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

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

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
• The City works in partnership with the Housing Authority of the County of San Bernardino (HACSB) and the County Community Development and Housing Agency.

Recently, these organizations coordinated to redevelop 251 units of public housing at the former Waterman Gardens public housing project (now known as Arrowhead Grove neighborhood). The City is also working in partnership with National CORE, an Inland Empire Community Housing Development Organization (CDHO), and HACSB in the development of Arrowhead Grove.
• The City partners with Neighborhood Partnership Housing Services (NPHS), a designated CHDO in two ways:
a. The administration of the Owner-Occupied Single-Family Rehabilitation Program. b. The construction of new owner-occupied single-family housing on vacant and blighted lots throughout the city, to increase homeownership among households at and below 80 percent of the Area Median Income. This initiative is part of the City’s infill program.
• The City coordinates closely with the San Bernardino County Department of Behavioral Health (DBH) and its Office of Homeless Services (OHS) to support individuals experiencing both homelessness and behavioral health crises. This collaboration includes the ongoing exchange of information, referral pathways, and access to

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specialized resources that address the intersection of homelessness, mental health, and substance use needs. Through this partnership, the City ensures that individuals in crisis are connected to appropriate services, including outreach, case management, treatment programs, and housing navigation support.
• The City has also been working on investment strategies for housing and health with Dignity Health. Dignity Health’s Community Investment program provided a $1.2 million loan for the construction of Arrowhead Grove Phase 3, which resulted in the construction of a 184 mixed-income development, with 147 units reserved for low- income households. Arrowhead Grove Phase 4 will kick-off in 2025. Phase 4 consists of 92 multifamily low-income units targeting families 80% AMI or below. • The City has been consulting with the HACSB and the Community Development and Housing Agency of the County of San Bernardino concerning lead-based paint hazards as it relates to the rehabilitation of owner-occupied single-family homes. The City has also consulted with HUD’s environmental office regarding lead-based paint, and City staff have attended the most recent lead-based paint training provided onsite at the HUD Los Angeles office.
• The City has been working in coordination with the San Bernardino Unified School District with their Uplift San Bernardino initiative. Uplift San Bernardino is focused on the future of the youth community, such as launching the future workforce into local jobs; igniting Upward Mobility in the community; convening leadership work groups to change systems and policies; effectively inspiring community voices and engagement to inform better decisions and increase access to opportunities, especially for youth; create a shared understanding of issues and opportunities based on research and data; mobilize people and resources to fill in gaps identified between systems and promote accountability through a transparent history of Uplift’s decisions, progress, and learning.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City recognizes the urgent need to address people experiencing homelessness, with particular attention to chronically homeless individuals and families, veterans, unaccompanied youth, and families with children. To conclude, the City actively collaborates with key stakeholders and countywide entities to strengthen its homeless response system.

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During Fiscal Year 2025-26, the City will be awarding Emergency Solutions Grant (ESG) funds to qualified subrecipients to deliver services that address both immediate and long-term housing needs. As part of its ESG program implementation, the City coordinates efforts with the San Bernardino County Continuum of Care (CoC) and four core entities:

1. Interagency Council on Homelessness – a regional policy-making body overseeing homeless services.

2. Homeless Provider Network – a coalition of service providers and housing agencies.

3. Central Valley Steering Committee – a collaborative committee focused on coordinated local responses.

4. San Bernardino County Department of Behavioral Health, Office of Homeless Services – the administrative body that supports and manages homeless services throughout the county.

The City remains an active participant in the Continuum of Care (CoC) and fully supports the strategic goals outlined in the San Bernardino County 10-Year Strategy to End Homelessness. In addition, the City’s Police Department engages in Point-in-Time (PIT) Count activities, and the Community Development and Housing Department requires ESG subrecipients to utilize the Homeless Management Information System (HMIS) to track service delivery and outcomes for individuals and families experiencing or at risk of homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The City closely works with the Continuum of Care (CoC) and attends its regularly scheduled meetings and trainings regarding the issue of homelessness. The City consults with the Interagency Council on Homelessness (ICH), which has no less than one former homeless member, concerning funding recommendations. The discussions at the ICH meetings are comprised of updates on HMIS and a monthly data quality report is provided illustrating the number of clients enrolled in the non-profit organizations using HMIS. The updates help evaluate the outcomes of projects and activities assisted with ESG. Other topics of discussion include presentations to the Office of Homeless Services on activities from the San Bernardino County Reentry Collaborative regarding workshop meetings to discuss updating their strategic plan, and a Community Recidivism Reduction Program. A Veterans Initiative from the HACSB has continued to develop creative and effective ways to address the needs of the County’s homeless veterans.

Over the past year, HASCB, along with the support and efforts of our affiliate nonprofits, KEYS

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and HP1 Inc., has created housing opportunities for homeless veterans. There are Veterans Affairs Supportive Housing Special Purpose Vouchers available.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
The City engages multiple agencies, organizations, and stakeholders in the planning and implementation of its housing and homelessness initiatives. Key partners include the Family Service Association of Redlands and The Salvation Army, both of whom are sub-recipients of the City’s Emergency Solutions Grant (ESG) funds for FY 2025–26. These agencies provide essential services such as rapid rehousing, emergency shelter, homelessness prevention, and supportive services that address the immediate and long-term housing needs of individuals and families experiencing or at risk of homelessness.

The City also maintains strong coordination with the San Bernardino County Department of Behavioral Health (DBH) and its Office of Homeless Services (OHS) to ensure integrated support for individuals experiencing homelessness and behavioral health challenges. Additionally, the City actively collaborates with the San Bernardino County Continuum of Care (CoC), including participation in the Interagency Council on Homelessness, Homeless Provider Network, and Central Valley Steering Committee. These partnerships support a coordinated system of care, facilitate resource sharing, and align local efforts with regional strategies, including the County’s 10-Year Strategy to End Homelessness. Through these consultative efforts, the City ensures that its housing and service programs are responsiveand grounded in community-based solutions.

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Table 2 – Agencies, groups, organizations who participated Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
1 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community meeting and provided input to help
prioritize the community needs in the City.

Agency/Group/Organization National CORE - Hope Through Housing Foundation
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
2 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.

Agency/Group/Organization Neighborhood Partnership Housing Services, Inc.

Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
3 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) attended at least one
community forum and provided input to help
prioritize the community needs of the City.

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Agency/Group/Organization Omnitrans
Agency/Group/Organization Type Transit
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
4 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization San Bernardino County Homeless Partnership Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
5 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization San Bernardino County Department of Behavioral Health
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
6 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Project Fighting Chance7
Agency/Group/Organization Type Services-Children

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What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Inland Fair Housing and Mediation Board Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
8 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Salvation Army
Agency/Group/Organization Type Services-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
9 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Center for Employment Opportunities Agency/Group/Organization Type Services-Employment
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Anti-poverty Strategy
1 0
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

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Agency/Group/Organization Inland Valley Recovery Services, Inc.

Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
1 1
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Foundation for CSU San Bernardino Agency/Group/Organization Type Services-Health
Civic Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
1 2
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Inland Congregations United for Change Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
1 3
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Community Action Partnership of San Bernardino County
1 4
Agency/Group/Organization Type Services-Children
Services-homeless
Services-Health
Services-Employment

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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Habitat for Humanity San Bernardino Area Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
1 5
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization San Bernardino City Council
Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
1 6
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Wells Fargo
Agency/Group/Organization Type Services - Housing
Business and Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
1 7
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan
Agency/Group/Organization Community Education Partnership1 8 Agency/Group/Organization Type Services-Education

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What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Housing Authority of the County of San Bernardino
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
1 9
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Catholic Charities San Bernardino/Riverside Agency/Group/Organization Type Services-Elderly Persons Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 0
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Uplift San Bernardino at the Making Hope Happen Foundation
Agency/Group/Organization Type Housing
Services-Children
Services-Employment
2 1
What section of the Plan was addressed by
Consultation?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Local Initiatives Support Corporation Agency/Group/Organization Type Housing
Services-Health
Services-Education
Services-Employment
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 2
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Molina Healthcare
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 3
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Mary’s Mercy Center
Agency/Group/Organization Type Services-homeless
Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 4
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

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Agency/Group/Organization Alvord Unified School District Agency/Group/Organization Type Services-Health
Other government - State
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 5
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Blair Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 6
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization El Sol Neighborhood Educational Center Agency/Group/Organization Type Services-Children
Services-Health
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 7
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization San Bernardino Staff
Agency/Group/Organization Type Other government - Local 2 8
What section of the Plan was addressed by
Consultation?
Housing Need Assessment

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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Neighborhood Housing Services of the Inland Empire
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
2 9
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Upward Bound
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
3 0
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization San Bernardino Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
3 1
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Terrace West Housing
Agency/Group/Organization Type Other government - Local 3 2
What section of the Plan was addressed by
Consultation?
Housing Need Assessment

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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Valon Consulting
Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by
Consultation?
Economic Development
3 3
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization Wildwood Park Neighborhood Association Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by
Consultation?
Housing Need Assessment
3 4
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

Agency/Group/Organization T-Mobile
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by
Consultation?
Housing Market Analysis
3 5
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
In September 2024, the City held three
Broadband Strategic Master Plan Public
Meetings, followed by a City Council
presentation on December 4, 2024, to share
key findings. Community feedback highlighted
affordability concerns, limited provider
competition, and reliability issues impacting
residents and businesses. Many students still
rely on mobile hotspots and cell phones for
internet access, and cybersecurity remains a

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longstanding challenge. While the City has
ample broadband infrastructure, underserved
areas persist, particularly in the northside, 6th
Ward, and Delmann Heights. Analysis
determined that building a municipally-owned
network is neither financially viable nor
necessary, as it would take more than 45 years
to recover the investment
Agency/Group/Organization Spectrum
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by
Consultation?
Housing Market Analysis
3 7
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
In September 2024, the City held three
Broadband Strategic Master Plan Public
Meetings, followed by a City Council
presentation on December 4, 2024 to share key
findings. Community feedback highlighted
affordability concerns, limited provider
competition, and reliability issues impacting
residents and businesses. Many students still
rely on mobile hotspots and cell phones for
internet access, and cybersecurity remains a
longstanding challenge.

While the City has ample broadband
infrastructure, underserved areas persist,
particularly in the northside, 6th Ward, and
Delmann Heights. Analysis determined that
building a municipally-owned network is
neither financially viable nor necessary, as it
would take more than 45 years to recover the
investment.

Agency/Group/Organization Frontier
Agency/Group/Organization Type Services - Broadband Internet Service Providers 3 8
What section of the Plan was addressed by
Consultation?
Housing Market Analysis

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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Agency/Group/Organization EarthLink
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by
Consultation?
Housing Market Analysis
3 9
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
September 2024, the City held three
Broadband Strategic Master Plan Public
Meetings, followed by a City Council
presentation on December 4, 2024, to share
key findings. Community feedback highlighted
affordability concerns, limited provider
competition, and reliability issues impacting
residents and businesses. Many students still
rely on mobile hotspots and cell phones for
internet access, and cybersecurity remains a
longstanding challenge.

While the City has ample broadband
infrastructure, underserved areas persist,
particularly in the northside, 6th Ward, and
Delmann Heights. Analysis determined that
building a municipally-owned network is
neither financially viable nor necessary, as it
would take more than 45 years to recover the
investment
Agency/Group/Organization Vision Y Compromiso
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
4 0
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

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Agency/Group/Organization San Bernardino Valley Municipal Water District
Agency/Group/Organization Type Regional organization
What section of the Plan was addressed by
Consultation?
Resiliency and water resources
4 1
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
As part of the consultation process SBVMWD
was consulted to discuss water resources for
existing and proposed future development as
well as on-going issues related to water.

Agency/Group/Organization Jamboree
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Needs Assessment
4 2
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Representative(s) contributed narrative and
data to answer questions relevant to the
ConPlan.

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

Other local/regional/state/federal planning efforts considered when preparing the Plan Table 3 – Other Local/regional/federal planning efforts

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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
Continuum of Care Continuum of Care Potential funding allocations to address homeless needs will
complement the CoC strategy.
10 Year Strategy to End
Homelessness
Continuum of Care Potential funding allocations to
address homeless needs will be
consistent with the 10-Year
Strategy to End Homelessness.
2021-2029 Housing Element City of San Bernardino Barriers to and opportunities for affordable housing
development analyzed in this
plan were considered in the
Market Assessment. The
Housing element also provided
resiliency data related to
housing problems caused by
flood prone areas and general
water supply needs for all
residents.

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

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

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

Narrative (optional):

City staff, with assistance from consultants, worked to involve housing, social service, and other agencies in the community engagement process, including direct solicitation for these agencies to participate in the community survey, community meetings, and stakeholder interviews. The City will continue to include them in future planning efforts.

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

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

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The City published a public notice on Wednesday, May 1, 2025, advertising two public hearings and a 30-day Public Comment Perio d for the ConPlan in El Chicano and The San Bernardino Sun. The 30-Day Public Comment Period extended from May 1 to June 2, 2025.

Council held two public hearings on June 4th and June 18, 2025. The ConPlan was also made available at the City’s Clerk Office, 201 N.

E. Street, Bldg. A, San Bernardino, CA 92401, the Community Development and Housing Department, 201 N. E. Street, 3rd Floor, Sa n Bernardino, CA 92401, the Feldheym Central Library, 555 W. 6th St, San Bernardino, CA 92410, and on the City’s website at the Community & Economic Development Department.

Citizen Participation Outreach
The City engaged residents through newspaper advertisements, surveys, stakeholder interviews, and public hearings, ensuring broad participation in the Consolidated Plan process. The survey was announced through City media outlets and disseminated through key community liaisons or stakeholders with access to resident and community groups, business owners, and interest groups.

Participants received detailed information on citizen participation, HUD requirements for entitlement cities, anticipated funding, and

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allowable uses of funds. Residents had the opportunity to provide input on community priorities, influencing funding decisions.

Citizens were encouraged to attend two Public Hearings, with notifications distributed to maximize engagement.

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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendanc
e
Summary of

Comments
received
Summary o
f
comments
not
accepted
and reason
s
URL (If applicable)
1 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/
broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
Newspaper
outreach was
undertaken
No public
comments
received
No written
or public
comment
were not
accepted
http:iecn.com/newspapers/E
l Chicano/
https://www.sbsun.com

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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
Comments
received
Summary of
comments
not accepted
and reasons
URL (If applicable)
2 Public Hearing Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/
broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
1 member of non-
profit attended the
June 4, 2025, Public
Hearing
1 Public
Comment
from non-
profit
receiving
CDBG
Funds
No written
or Public
Comment
were not
accepted

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Sort Orde
r
Mode of Outreac
h
Target of Outreac
h
Summary of
response/attendance
Summary of

Comments
received
Summary o
f
comments
not
accepted
and reason
s
URL (If applicable)
3 Newspaper Ad Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/
broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
No
response/attendanc
e
No
comments
received
No
comments
received
http:iecn.com/newspapersel
-chicano/
https://www.sbsun.com

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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
Comments
received
Summary of
comments
not accepted
and reasons
URL (If applicable)
4 Public Hearing Minorities
Non-English
Speaking -
Specify other
language:

Spanish
Persons with
disabilities
Nontargeted/
broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
X members of the
public attended
June 18, 2025,
Public
Hearing
To be
added
To be added
Table 3 – Citizen Participation Outreach

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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment (NA) analyzes the extent of housing problems and housing needs for residents of the City. The assessment focuses on affordable housing, special needs housing, community development, and homelessness. The information in this section was gathered from HUD’s Comprehensive Housing Affordability Strategy (CHAS) data, American Community Survey (ACS) data, and several other local datasets and City resources. Stakeholder consultations conducted with public agencies, advocates, and local experts have identified the need for increased affordable housing, housing rehabilitation for low- to moderate-income households, and rental assistance.

The City has a population of 221,101persons and a total of 59,770 households. Nearly 61 percent of households in the City (36,310 total) qualify as low- to moderate-income (LMI), earning up to 80 percent of HUD Area Median Family Income (HAMFI). A disproportionately greater need exists when the members of a racial or ethnic group at a given income level experience housing problems at a greater rate (10 percentage points or more) than the income level.

Housing cost burden is the most common housing problem experienced by households in the City. 64 percent of LMI households in the City are cost-burdened, and nearly 20 percent are severely cost-burdened.  While no households experience disproportionate cost burden, Black/African American households and Pacific Islander households have the highest rates of severe cost burden at 34 percent and 35 percent, respectively.  A household is considered severely overcrowded when there are more than 1.5 persons per room and severely cost burdened when paying more than 50 percent of household income toward housing costs. In the City, extremely low-, very low-, and moderate-income American Indian/Alaska Native households, very low-income Pacific Islander households, and low-income Asian households are disproportionately affected by severe housing problems. Disproportionately greater need, not in the severe category, was also demonstrated in extremely low- and moderate-income American Indian/Alaska Native households and very low-income Pacific Islander households.

HACSB administers the housing choice voucher (HCV) program across the County, including the City, and manages the public housing units in the County, none of which are in the City. There are approximately 2,019 HCV holders living in the City.

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Homelessness has declined but is still a major issue in the City. According to the most recent San Bernardino County Point-in-Time (PIT) Count, there are 1,417 homeless individuals in the City, a nearly 46 percent decrease from the previous ConPlan. As identified in NA-40, homelessness disproportionately impacts the City of San Bernardino, which has one-third of the County’s homeless population and about 11 percent of the total population. In all, 36 percent of homeless individuals accessing Continuum of Care homeless services reported physical or mental disability, while nine percent reported having experienced domestic violence.

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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a, b, c) Summary of Housing Needs
Identified housing needs in the City include additional affordable housing for seniors, persons with disabilities, small families, large households experiencing overcrowding, extremely low- income families with children, and extremely low-income renter households. In addition, supportive services that further reduce the cost of housing are identified, such as short-term financial assistance (first/last month’s rent, security deposit, and moving costs). Rapid rehousing assistance is also an integral part of San Bernardino County’s response to homelessness.

LMI households (earning 0 to 80 percent AMI) experience housing problems at a greater rate than higher-income households. Extremely low-income households are at particular risk of housing problems. Further, renter households are more likely to face housing problems as compared with homeowners. Extremely low-income renters are most vulnerable to experiencing one or more severe housing problems.

Community outreach results from residents who were surveyed identified the top three housing needs for the City as affordable rental housing, homeless shelters or transitional housing, and first-time homebuyer program assistance. During the City’s community meeting, residents expressed similar concerns regarding the need for affordable housing options in San Bernardino.

Stakeholders who were surveyed also cited affordable housing, homeless prevention and support services, and housing rehabilitation as their top concerns. These needs will be revisited later in the Strategic Plan.

Demographics Base Year: 2015 Most Recent Year: 2020 % Change Population 214,115 221,101 1%
Households 57,580 59,770 4%
Median Income $37,047.00 $49,287.00 33%
Table 4 - Housing Needs Assessment Demographics
Data Source: 2011-2015 ACS (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 12,760 10,645 12,905 6,565 16,895

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0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Small Family
Households 4,050 4,900 6,230 3,180 8,850

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0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Large Family Households 2,510 2,285 2,695 1,225 3,280
Household contains at least one
person 62-74 years of age 2,764 2,379 2,770 1,180 3,704 Household contains at least one
person age 75 or older 1,610 904 980 685 1,240
Households with one or more
children 6 years old or younger 3,565 2,935 3,125 1,150 2,159 Table 5 - Total Households Table
Data
Source:
2016-2020 CHAS

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Housing Needs Summary Tables

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

NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 135 30 335 55 555 0 55 70 0 125
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 635 600 470 185 1,890 85 115 140 110 450
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 1,290 965 895 310 3,460 125 440 550 330 1,445 Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 5,615 1,860 180 4 7,659 1,295 849 560 70 2,774

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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 805 2,655 2,505 350 6,315 390 944 1,665 695 3,694 Zero/negative
Income (and
none of the
above
problems) 384 0 0 0 384 134 0 0 0 134
Table 6 – Housing Problems Table
Data
Source:
2016-2020 CHAS

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

NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems 7,670 3,450 1,880 560 13,560 1,505 1,459 1,320 510 4,794 Having none of
four housing
problems 2,134 3,425 5,000 2,490 13,049 1,449 2,304 4,705 3,000 11,458 Household has
negative
income, but
none of the
other housing
p r o b l e m s 0000 00000 0

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Table 7 – Housing Problems 2
Data
Source:
2016-2020 CHAS

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

NUMBER OF HOUSEHOLDS
Small Related 3,160 3,030 1,620 7,810 470 825 1,035 2,330 Large Related 1,850 1,085 390 3,325 295 575 550 1,420
Elderly 1,595 855 295 2,745 775 553 524 1,852
Other 1,665 700 630 2,995 235 155 404 794
Total need by
income
8,270 5,670 2,935 16,875 1,775 2,108 2,513 6,396
Table 8 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS

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

NUMBER OF HOUSEHOLDS
Small Related 0 0 1,075 1,075 340 370 0 710
Large Related 0 0 415 415 245 170 0 415
Elderly 1,285 345 80 1,710 560 249 110 919
Other 0 1,495 255 1,750 215 0 0 215
Total need by
income
1,285 1,840 1,825 4,950 1,360 789 110 2,259
Table 9 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS

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

NUMBER OF HOUSEHOLDS
Single family
households 1,460 1,335 1,115 375 4,285 170 330 490 215 1,205 Multiple,
unrelated family
households 460 170 315 29 974 40 225 200 225 690
Other, non-
family
households 25 55 110 100 290 0 0 0 0 0
Total need by
income
1,945 1,560 1,540 504 5,549 210 555 690 440 1,895
Table 10 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
Beneath
80% AMI
0-30%
AMI
>30-
50%
AMI
>50-80%
AMI
Total
Beneath
80% AMI
Households with
Children Present
(Aged 6 or
Younger)
3,210 2,170 1,955 7,335 350 765 1,170 2,285
Table 11 – Crowding Information – 2/2
Data
Source:
2016-2020 CHAS
Describe the number and type of single person households in need of housing assistance.

According to the ACS 2016-2020 Estimates, there are 11,681 total single-person households in the City, representing approximately 20 percent of all San Bernardino households. About 60 percent are renters, while 40 percent are homeowners. In addition, 7.6 percent of single-person households in the City are seniors aged 65 years and over. The housing needs of these single- person elderly households may be associated with additional difficulties as compared with other

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residents, because elderly residents are often on fixed incomes and may have special housing or other care needs.

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

Persons with Disabilities:

According to the ACS 2016-2020 5-Year Estimates, approximately 24.6 percent (51,424 persons) of the population living in San Bernardino are affected by one or more disabilities. The most prevalent disability affecting this population is ambulatory difficulties, with 6.4 percent of the total population experiencing ambulatory difficulties. This is followed by 5.9 percent of the population experiencing cognitive difficulty, and 4.7 percent experiencing independent living difficulty.

The symptoms and functional impairments that result from disabling health and behavioral health conditions can make it difficult for people to earn an income from employment. Income from disability benefits, such as Supplemental Security Income, is not always sufficient to afford rent without additional assistance. According to the National Disability Institute , working-aged people with disabilities are less likely to be employed compared to their non-disabled counterparts across every racial and ethnic group. Of 481 survey respondents in the 2024 San Bernardino Homeless Point-In-Time Count (PITC) , 103 unsheltered adults (21.4 percent) experienced a mental health disability or disorder that seriously limited their ability to live independently, 98 unsheltered adults (20.4 percent) experienced a physical disability that seriously limited their ability to live independently, 134 unsheltered adults (27.9 percent) experienced a substance use problem, disability, or disorder that seriously limited their ability to live independently, and 351 (or 72.9%) indicated had no income.

Victims of domestic violence, dating violence, sexual assault and stalking Assessing the number of people who are impacted by domestic violence, dating violence, sexual assault, and stalking can be difficult due to limitations in data and underreporting. The Center for Disease Control (CDC) reports a lifetime prevalence of any type of sexual violence, physical violence, and/or stalking by an intimate partner affecting 48.3 percent of California women and

44.2 percent of California men, based on 2016-2017 annualized estimates. According to the Federal Bureau of Investigation’s (FBI) Uniform Crime Reporting (UCR) Program , the City of San Bernardino had 140 cases of reported rape in 2019. Moreover, the California Department of Justice (DOJ) reported 6,416 domestic violence-related calls for assistance in San Bernardino

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County in 2023, representing four percent of reported calls in the State . Overall, domestic- violence-related calls in the County have been trending downwards since 2021. From 2022 to 2023, the County saw a 24.7 percent decrease in calls.

According to the 2024 San Bernardino Homeless Point-in-Time Count, 8.5 percent of 481 surveyed unsheltered adults were victims of domestic violence, experiencing homelessness due to fleeing domestic violence, dating violence, sexual assault, or stalking.

What are the most common housing problems?
Housing problems identified and tracked by HUD include housing units lacking complete kitchen facilities, housing units lacking complete plumbing facilities, overcrowding, and cost-burden. As shown in Table 7 (Housing Problems Table), housing cost burden is the most common housing problem experienced by both renters and homeowners in the City. Of the 59,770 households in the City of San Bernardino, 17.5 percent experience severe cost burden (expending more than 50 percent of monthly earnings on housing costs) and 16.7 percent experience cost burden (expending more than 30 percent of monthly earnings on housing costs).

The second most frequent housing problem is overcrowding. Overcrowded households are households in which each room has 1.01 to 1.5 persons, while severely overcrowded households are households in which each room has more than 1.51 persons. Couples and small children are excluded from these overcrowding calculations. As shown in Table 7 (Housing Problems Table),

3.9 percent of the City’s households experience severe overcrowding (>1.51 persons per room), while 8.2 percent experience overcrowding (1.01-1.5 persons per room).

Are any populations/household types more affected than others by these problems? Across all housing problems categories, renters are more likely to face problems as compared to homeowners. Income is also correlated with housing problems: low- to moderate-income renters experience higher rates of housing problems than moderate or high-income renters. About 63 percent of households experiencing a cost burden are renters (94 percent of whom are LMI), and 30 percent are LMI homeowners. On the other hand, 73 percent of households experiencing severe cost burden are LMI renters, while 26 percent are LMI owners.

Similar trends are observed with overcrowding. 71 percent of households experiencing overcrowding are renters (91 percent of whom are LMI), while 23 percent are LMI owners. In terms of severe overcrowding, 81 percent are renters (90 percent of whom are LMI renters).

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As shown in Table 8 (Housing Problems 2), 41 percent of households experiencing one or more of the four housing problems are extremely low-income renter households (0 to 30 percent AMI).

Severe cost burden and overcrowding are most prevalent amongst extremely low-income households. On the other hand, low- to moderate-income households (30 to 80 percent AMI) experience the most cost burden (30 percent of monthly income expended on housing). 40 percent of the City’s households are small families. Since small households comprise the largest type of household and since 56 percent of these households are also LMI (0 to 80 percent AMI), they could be more significantly affected by housing problems. Large families, on the other hand, represent 20 percent of the City’s population and can be more vulnerable to overcrowding.

As discussed in the previous section, overcrowding is the second most prevalent housing problem experienced in San Bernardino. 62 percent of large family households in the City are LMI and may face issues securing housing of the appropriate size that is affordable.

Across all categories, extremely low-income renters are more likely to face one or more of the four severe housing problems. These include lacking a kitchen or complete plumbing, severe overcrowding, and severe cost burden. Extremely low-income renter households represent 41 percent of all 18,354 households facing one or more severe housing problems.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance Approximately 21 percent of households (12,760 households) in the City qualify as extremely low-income (see Table 6). Just under half of all City households are LMI (0 to 80 percent AMI).

LMI renters represent 39 percent of the City’s total households, with the largest income group being extremely low-income (42 percent).

Of all extremely low-income households in the City:
 32 percent are small families.
 20 percent are large families.
 22 percent contain at least one person aged 62 to 74.  13 percent contain at least one person aged 75 or older; and  28 percent have at least one child aged 6 or younger.

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Further, 84 percent of the City’s extremely low-income households are cost-burdened, spending 30 percent or more of their income on housing costs. This group is particularly vulnerable to residing in shelters or becoming unsheltered due to low income and the high cost of housing.

In addition, 28 percent of all extremely low-income households have at least one child aged 6 years old or younger. Compounding financial demands that affect low-income families with small children can lead to a high risk of homelessness. Families relying on low-wage jobs may be faced with nonstandard and/or inflexible work hours, which are restrictive due to childcare.

Additionally, low-wage jobs tend to have less access to paid leave or health insurance, further exacerbating financial resource stress.

According to a 2023 study published by the University of California San Francisco (UCSF), common triggers leading to homelessness include, but are not limited to: high housing costs, rent burden, eviction with minimal notice, loss of rental subsidies, and little income or loss of income.

Approximately 20 percent of extremely low-income renter households also experience overcrowding. A 2019 California Policy Lab (CPL) report found that persons and families who self- identify as at-risk of homelessness cite being “doubled up” as a high-risk factor. Being “doubled up” means living in a housing unit with more than two generations of a family or living with multiple, unrelated families.

As evidenced by the number of extremely low-income households experiencing housing cost burden and crowding issues, obtaining affordable housing is a significant need for extremely low- income households in the City. Additionally, supportive services such as access to affordable health care, childcare, nutrition assistance, public transportation, and short-term financial assistance (first/last month’s rent, security deposit, and moving costs) relieve the financial burden for extremely low-income families and can help prevent homelessness. This aligns with the feedback from stakeholders, residents, and the survey, all of which cited affordable housing for low-income residents as a top issue in the City.

Rapid rehousing assistance is an integral component of San Bernardino County’s response to homelessness. Rapid rehousing is designed to help individuals and families quickly exit homelessness and return to permanent housing through a “housing first” approach, where the recipients of assistance do not need to graduate through a series of services before reaching permanent housing. By providing permanent housing quickly, the family is more likely to establish a stable housing situation and avoid returning to homelessness. Rapid rehousing provides community benefits through improving the effectiveness of the County’s homeless services and reducing demand for shelters and other temporary solutions.

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

The City defines those households with extremely low incomes and those living below the poverty status to be at risk of becoming homeless. The estimates are based on CHAS data provided by HUD and on ACS data by the U.S. Census Bureau, and the City follows these organizations’ methodology.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Housing problems and severe housing problems occur at a higher rate among very low- and extremely low-income households. Cost burden, overcrowding, and poor housing conditions, particularly for renters, are all linked to an instability in housing that can lead to homelessness.

Many low-income households have difficulty finding reasonably affordable, suitable rental housing. The lack of options available for these populations leads to housing problems and severe housing problems. Households in the very low- and extremely low-income categories live in housing above their means and face a cost burden. Alternatively, they avoid high housing costs by living in substandard housing or with other families or extended families, which creates overcrowding.

Discussion
The NA data analyses determine that LMI households (earning less than 80 percent AMI) experience housing problems at a greater rate as compared with higher-income households.

Housing problems are more frequent among households that rent their home than among households that own their home.

Extremely low-income renters comprise many household types experiencing housing problems.

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

The above findings indicate a lack of affordable housing available to lower-income renters, along with struggles for lower-income ownership of households as well. There is a lack of housing that would be affordable for extremely low-income households. Results from the community meeting

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corroborate these findings. Attendees identified the creation of more affordable housing as a priority housing need for the City.

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

Introduction
For this ConPlan, disproportionately greater need is assumed to exist when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percentage of persons in the category.

The four housing problems reported by HUD include:
 Lacks complete kitchen facilities
 Lacks complete plumbing facilities
 More than one person per room (overcrowding)
 Cost burden greater than 30 percent
This section's tables demonstrate disproportionately greater need across the extremely low, very low, and moderate-income brackets (0 to 30 percent, 30-50 percent, and 80-100 percent AMI).

Extremely low- and moderate-income American Indian/Alaska Native households experienced disproportionate housing problems, while very low-income Pacific Islanders experienced a disproportionate rate of housing problems as well. Conversely, White, Black/African American, Asian, and Hispanic households demonstrated no disproportionately greater need across any income bracket. NOTE: It should be noted that the sample sizes for both American Indians/Alaska Native and Pacific Islander households are comparatively small, which may mean the data is not accurate.
0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 10,259 1,390 920
White 1,334 295 245
Black / African American 2,315 290 325
Asian 355 105 80
American Indian, Alaska Native 10 0 0

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Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Pacific Islander 10 0 10
Hispanic 5,960 695 250
Total Households with Housing
Problems (0-30% AMI) 10,259 2,310
Total Households with Housing
Problems (0-100% AMI) 28,118 11,435
Total Households Earning 0-30%
AMI 12,760
Table 12 - Disproportionally Greater Need 0 - 30% AMI
Data
Source:
2016-2020 CHAS
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 7,860 1,465 0
White 1,095 340 0
Black / African American 1,585 340 0
Asian 185 89 0
American Indian, Alaska Native 30 10 0
Pacific Islander 20 0 0
Hispanic 4,565 655 0
Total Households with Housing
Problems (30-50% AMI) 7,860 1,465
Total Households with Housing
Problems (0-100% AMI) 28,118 11,435
Total Households Earning 30-50%
AMI 10,645
Table 13 - Disproportionally Greater Need 30 - 50% AMI
Data
Source:
2016-2020 CHAS

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50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 7,260 4,005 0
White 1,109 1,000 0
Black / African American 1,164 485 0
Asian 310 140 0
American Indian, Alaska Native 45 30 0
Pacific Islander 0 0 0
Hispanic 4,459 2,295 0
Total Households with Housing
Problems (50-80% AMI) 7,260 4,005
Total Households with Housing
Problems (0-100% AMI) 28,118 11,435
Total Households Earning 50-80%
AMI 12,905
Table 14 - Disproportionally Greater Need 50 - 80% AMI
Data
Source:
2016-2020 CHAS
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,739 3,655 0
White 475 895 0
Black / African American 365 500 0
Asian 100 165 0
American Indian, Alaska Native 35 4 0
Pacific Islander 0 0 0
Hispanic 1,755 2,015 0
Total Households with Housing
Problems (80-100% AMI) 2,739 3,655

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Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Total Households with Housing
Problems (0-100% AMI) 28,118 11,435
Total Households Earning 80-100%
AMI 6,565
Table 15 - Disproportionally Greater Need 80 - 100% AMI Data
Source:
2016-2020 CHAS
Discussion
The following summarizes the needs of racial and ethnic households by income bracket. Racial and ethnic household groups that experienced housing problems at disproportionate rates are bold.
82 percent of households with 0 to 30 percent AMI (0-30% AMI) experienced one or more of the four housing problems:
 71 percent of White households experienced at least one housing problem.  79 percent of Black or African American households experienced at least one housing problem.
 66 percent of Asian households experienced at least one housing problem.  100 percent of American Indian or Alaska Native households experienced at least one housing problem.
 50 percent of Pacific Islander households experienced at least one housing problem.  86 percent of Hispanic households experienced at least one housing problem. 84 percent of households with 30 to 50 percent AMI (30-50% AMI) experienced one or more of the four housing problems:
 76 percent of White households experienced at least one housing problem.  82 percent of Black or African American households experienced at least one housing problem.
 68 percent of Asian households experienced at least one housing problem.  75 percent of American Indian or Alaska Native households experienced at least one housing problem.

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 100 percent of Pacific Islander households experienced at least one housing problem.  87 percent of Hispanic households experienced at least one housing problem. 64 percent of households with 50 to 80 percent AMI (50-80% AMI) experienced one or more of the four housing problems:
 53 percent of White households experienced at least one housing problem.  71 percent of Black or African American households experienced at least one housing problem.
 69 percent of Asian households experienced at least one housing problem.  60 percent of American Indian or Alaska Native households experienced at least one housing problem.
 0 Pacific Islander households were identified in the data.  66 percent of Hispanic households experienced at least one housing problem. 43 percent of households with 80 to 100 percent AMI (80-100% AMI) experienced one or more of the four housing problems:
 35 percent of White households experienced at least one housing problem.  42 percent of Black or African American households experienced at least one housing problem.
 38 percent of Asian households experienced at least one housing problem.  90 percent of American Indian or Alaska Native households experienced at least one housing problem.
 0 Pacific Islander households were identified in the data.  47 percent of Hispanic households experienced at least one housing problem.

In summary, American Indian or Alaska Native households experience housing problems at a disproportionate rate in the extremely low-income (0 to 30 percent AMI) and moderate-income (80 to 100 percent AMI) categories. Simultaneously, Pacific Islander households are disproportionately affected by housing problems in the very low-income (30 to 50 percent AMI) category.

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

Introduction
This section assesses whether racial or ethnic groups have disproportionately greater severe housing needs than the general population in their income bracket. HUD defines a disproportionately greater need as a severe housing problem that is 10 percentage points higher in one race or ethnicity than the total population, with income remaining constant.

Four severe housing problems are examined by HUD’s CHAS dataset. These include:
 Lacks complete kitchen facilities
 Lacks complete plumbing facilities
 More than 1.5 persons per room (severe overcrowding)
 Cost burden is greater than 50 percent (severe cost burden) The following tables demonstrate disproportionately greater need across all income categories of extremely low-, very low-, low-, and moderate-income (0 to 30 percent, 30 to 50 percent, 50 to 80 percent, and 80 to 100 percent AMI). Extremely low-, very low-, and moderate-income American Indian/Alaska Native households are disproportionately affected by severe housing problems even when compared against households of similar incomes. Further, very low-income Pacific Islander households face disproportionate rates of severe housing problems, while low- income Asian households do as well.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 9,389 2,260 920
White 1,159 470 245
Black / African American 2,135 470 325
Asian 290 175 80
American Indian, Alaska Native 10 0 0
Pacific Islander 10 0 10

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Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Hispanic 5,525 1,130 250
Total Households with Severe
Housing Problems (0-30% AMI) 9,389 3,180
Total Households with Severe
Housing Problems (0-100% AMI) 19,373 20,173
Total Households Earning 0-30%
AMI 12,760
Table 16 – Severe Housing Problems 0 - 30% AMI
Data
Source:
2016-2020 CHAS
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,474 3,849 0
White 679 754 0
Black / African American 1,100 825 0
Asian 125 155 0
American Indian, Alaska Native 30 10 0
Pacific Islander 20 0 0
Hispanic 3,240 1,970 0
Total Households with Severe
Housing Problems (30-50% AMI) 5,474 3,849
Total Households with Severe
Housing Problems (0-100% AMI) 19,373 20,173
Total Households Earning 30-50%
AMI 10,645
Table 17 – Severe Housing Problems 30 - 50% AMI
Data
Source:
2016-2020 CHAS

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50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 3,190 8,069 0
White 324 1,790 0
Black / African American 399 1,255 0
Asian 235 205 0
American Indian, Alaska Native 24 50 0
Pacific Islander 0 0 0
Hispanic 2,200 4,559 0
Total Households with Severe
Housing Problems (50-80% AMI) 3,190 8,069
Total Households with Severe
Housing Problems (0-100% AMI) 19,373 20,173
Total Households Earning 50-80%
AMI 12,905
Table 18 – Severe Housing Problems 50 - 80% AMI
Data
Source:
2016-2020 CHAS

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80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,320 5,075 0
White 85 1,285 0
Black / African American 135 725 0
Asian 55 210 0
American Indian, Alaska Native 35 4 0
Pacific Islander 0 0 0
Hispanic 995 2,775 0
Total Households with Severe
Housing Problems (80-100% AMI) 1,320 5,075
Total Households with Severe
Housing Problems (0-100% AMI) 19,373 20,173
Total Households Earning 80-100%
AMI 6,565
Table 19 – Severe Housing Problems 80 - 100% AMI
Data
Source:
2016-2020 CHAS
Discussion
The following is an analysis of the rates of severe housing problems amongst racial and ethnic groups by income bracket, as compared to the overall rate of severe housing problems per income group. Racial and ethnic groups that experience severe housing problems at a disproportionately greater need are bolded.
75 percent of households with 0 to 30 percent AMI (0-30% AMI) experienced one or more of the four severe housing problems:
 62 percent of White households experienced at least one severe housing problem.  73 percent of Black or African American households experienced at least one severe housing problem.
 53 percent of Asian households experienced at least one severe housing problem.  100 percent of American Indian or Alaska Native households experienced at least one severe housing problem.

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 50 percent of Pacific Islander households experienced at least one severe housing problem.
 80 percent of Hispanic households experienced at least one severe housing problem. 59 percent of households with 30 to 50 percent AMI (30-50% AMI) experienced one or more of the four severe housing problems:
 47 percent of White households experienced at least one severe housing problem.  57 percent of Black or African American households experienced at least one severe housing problem.
 45 percent of Asian households experienced at least one severe housing problem.  75 percent of American Indian or Alaska Native households experienced at least one severe housing problem.
 100 percent of Pacific Islander households experienced at least one severe housing problem.
 62 percent of Hispanic households experienced at least one severe housing problem. 28 percent of households with 50 to 80 percent AMI (50-80% AMI) experienced one or more of the four severe housing problems:
 15 percent of White households experienced at least one severe housing problem.  24 percent of Black or African American households experienced at least one severe housing problem.
 53 percent of Asian households experienced at least one severe housing problem.  24 percent of American Indian or Alaska Native households experienced at least one severe housing problem.
 0 Pacific Islander households were identified in the data.  33 percent of Hispanic households experienced at least one severe housing problem. 21 percent of households with 80 to 100 percent AMI (80-100% AMI) experienced one or more of the four severe housing problems:
 6 percent of White households experienced at least one severe housing problem.  16 percent of Black or African American households experienced at least one severe housing problem.
 21 percent of Asian households experienced at least one severe housing problem.  90 percent of American Indian or Alaska Native households experienced at least one severe housing problem.

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 0 Pacific Islander households were identified in the data.  26 percent of Hispanic households experienced at least one severe housing problem.

In summary, American Indian or Alaska Native households experience severe housing problems at a disproportionate rate in the extremely low-, very low-, and median-income categories (0 to 30 percent, 30 to 50 percent, and 80 to 100 percent AMI). Simultaneously, Pacific Islander households disproportionately experience severe housing problems in the very low-income bracket (30 to 50 percent AMI), while Asian households disproportionately experience severe housing problems in the low-income bracket (50 to 80 percent AMI).

Conversely, no White, Black/African American, or Hispanic households experienced severe housing problems at a disproportionate rate across any income category.

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

Introduction:

Households paying 30 percent of their income or more on housing costs are considered cost- burdened. As per HUD definitions, “disproportionately greater needs exist when the percentage of persons in a category of need are members of a particular racial or ethnic group in a category of need that is at least 10 percentage points higher than the percentage of persons in the category as a whole.”
This section examines whether any racial or ethnic groups are experiencing cost-burden at a disproportionately higher rate than the total population.

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 30,105 12,837 14,113 980
White 7,835 2,540 2,020 250
Black / African
American 3,920 2,245 3,289 325
Asian 1,335 425 490 100
American Indian,
Alaska Native 120 20 65 0
Pacific Islander 45 0 30 10
Hispanic 16,305 7,255 7,675 290
Table 20 – Greater Need: Housing Cost Burdens AMI
Data
Source:
2016-2020 CHAS
Discussion:

As a whole, 22 percent of households in the City are cost burdened (spending 30 to 50 percent of income on housing costs), while 24 percent of households are extremely cost burdened (spending 50 percent or more of income on housing costs). No households analyzed were moderately cost burdened, but 34 percent of Black/African American households and 35 percent of Pacific Islander households are severely cost burdened.

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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? American Indian or Alaska Native, Pacific Islander, Asian, and Black or African American households were identified as being disproportionately affected by housing problems in the City.

Overall, 83 percent of LMI American Indian or Alaska Native households, 75 percent of LMI Pacific Islander households, 62 percent of LMI Asian households, and 74 percent of LMI Black or African American households have at least one of the four housing problems. While ethnically Hispanic households were not disproportionately impacted by any housing problem across any category, 74 percent of this group faces at least one of the four housing problems.

In terms of severe housing problems, American Indian or Alaska Native, Pacific Islander, and Asian households face disproportionate rates compared to other groups. Overall, 61 percent of LMI American Indian or Alaska Native households, 75 percent of LMI Pacific Islander households, and 46 percent of LMI Asian households have at least one of the four severe housing problems. While not identified as having disproportionately severe housing needs, 53 percent of ethnically Hispanic LMI households experienced one or more severe housing problems.

Citywide, 22 percent of households are cost-burdened while 24 percent are severely cost- burdened. Black or African American households and Pacific Islander households are disproportionately impacted by severe cost burden.

If they have needs not identified above, what are those needs? Stakeholders who were surveyed identified a need for transit, increased affordable housing supply, housing rehabilitation, and neighborhood revitalization.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
The City has two racially or ethnically concentrated areas of poverty (R/ECAPs) identified following HUD thresholds. These include Census Tract 48.00 and Census Tract 57.01. According to 2016-2020 ACS data, the majority of households in both Census Tracts are renters. In Tract

48.00, 61 percent of households are renters while in Tract 57.01, 85.8 percent of households are renters.

Examining quality of life in these areas helps to assess whether specific hinderances or issues are contributing to the R/ECAP designations. In Tract 57.01, there are two U.S. EPA designated

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brownfield sites, meaning properties where expansion or reuse may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. In addition, to the right side of Tract 48.00, there is a relatively high rate of young persons (aged 16 to 19) who neither work nor go to school, approximately 17 percent. Similarly to other areas in the City, both tracts have high area deprivation indexes, indicating a high rate of socioeconomic disadvantage when compared to the rest of the State.

As discussed in the City’s 2021-2029 Housing Element , R/ECAPs are largely due to the City’s economic and social challenges. Following the real estate crash of the 1980s, many industries in the City closed, resulting in the loss of 30,000 direct jobs and 60,000 to 90,000 indirect jobs. Later, the mortgage crash of the early 2000s resulted in thousands of foreclosures culminating in the City needing to file for bankruptcy in 2012. A 2015 mass shooting in the City, which occurred close to Tracts 48.00 and 57.01, followed by the COVID-19 pandemic in 2020, further exacerbated economic and social difficulties for residents. These conditions particularly hurt the City’s oldest areas, between the SR-210 and I-10, which was home to an industrial and military base, modest income neighborhoods, and oldest and original infrastructure.

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NA-35 Public Housing – 91.205(b)
Introduction
HACSB manages and maintains public housing units and administers HCV programs across the County, including the City. There are 2,019 HCV holders in the City. Currently, there are 112,846 households in the County waiting list for HCVs.

In addition to HCVs, the City currently has the following voucher types in use by households:
 Family Unification (30)
 VASH (123)
 Emergency (139)
 HOPWA (33)
 Mainstream (67)
 CoC (85)
The following tables describe the number of housing vouchers in use within the County and the demographics of those receiving vouchers. Specifically, the following additional data was provided by HACM.  Housing Choice Voucher Holders by Income: 1,505 extremely low-income (0-30% AMI); 372 very low-income (30-50% AMI); and 139 low-income (50-80% AMI).
 Housing Choice Voucher Holders by Types of Families: 833 families with children; 716 elderly families; and 851 families with disabilities.
 Housing Choice Voucher Holders by Race and Ethnicity: 769 White; 1,056 Black or African American; 74 Asian; 40 American Indian/Alaska Native, 12 Native Hawaiian or Other Pacific Islander; 41 some other Race; and 690 Hispanic or Latino.

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Totals in Use
Program Type
Vouchers
Special Purpose Voucher
Certificate Mod-
Rehab
Public
Housing Total Project -
based*
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units vouchers in use 0 0 1 11,510 2,242 7,508 420 118 0 Table 21 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
*Project-Based Vouchers include 1,129 PBV and 1,113 RAD PBV for a total of 2,242.

Characteristics of Residents
Program Type
Vouchers
Special Purpose Voucher
Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based Veterans Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 13,755 14,084 14,172 13,978 14,467 0 A v e r a g e l e n g t h o f s t a y 0 0 6617 0 0
A v e r a g e H o u s e h o l d s i z e 0 0 3212 1 0
# Homeless at admission 0 0 0 30 1 22 7 0

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Program Type
Vouchers
Special Purpose Voucher
Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of Elderly Program Participants
(>62) 0 0 239 1,122 357 754 3 0
# of Disabled Families 0 0 200 1,284 39 1,200 28 0
# of Families requesting
accessibility features 0 0 1,177 5,277 517 4,660 54 0
# of HIV/AIDS program participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 22 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Vouchers
Special Purpose Voucher
Race Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
White 0 0 644 2,226 372 1,791 38 0 0
Black/African American 0 0 425 2,911 114 2,763 16 0 0
A s i a n 0 0 5 79 42 17 0 0 0 0

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Program Type
Vouchers
Special Purpose Voucher
Race Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
American Indian/Alaska
Native 0 0 3 27 5 22 0 0 0
Pacific Islander 0 0 29 12 3 9 0 0 0
Other 0 0 19 7 2 5 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 23 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Vouchers
Special Purpose Voucher
Ethnicity Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Hispanic 0 0 504 1,326 167 1,132 14 0 0
Not Hispanic 0 0 670 3,951 350 3,528 40 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)

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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

As shown in the above tables, the average annual income of all vouchers holders is approximately $14,084, as opposed to the County household median income of $65,761 and the City household median income of $49,287 according to the 2016-2020 ACS 5-Year Estimates. This indicates these voucher holders have limited income to cover basic transportation, medical, food, and personal needs. As indicated in Table 24, 5,277 voucher holders (37 percent) have requested some type of accessible feature, demonstrating a need. Also, given the number of persons with disabilities across the County, the need for accessible units would be great. Additionally, for persons with disabilities who are already on the HACSB waiting list, there is a need for case management and comprehensive support services.

HACSB’s waiting list is lengthy and only opens once every several years due to high demand and need. More recently, HACSB converted public housing properties into project-based housing to assist a greater number of residents. Formerly known as Waterman Gardens public housing, Arrowhead Grove is a multi-phase development undergoing RAD repositioning. The City has partnered with HACSB on the Arrowhead Grove project, bringing new affordable housing into the City. Three phases of development have been completed, which have involved the replacement of the original 1940s units with 283 new affordable units and 36 market-rate units.

The next phases of the Arrowhead Grove project include additional affordable housing and a community resource center.

In addition, HACSB offers a Family Self-Sufficiency Program (FSS) aimed at increasing the incomes of voucher holders and is piloting a No Child Left Unsheltered program to provide HCVs to eligible homeless families. In addition, HACSB also offers a Homeownership Assistance Program, which provides mortgage assistance for up to 15 years for working families and for up to 30 years for families with disabilities that meet the income requirements.

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

How do these needs compare to the housing needs of the population at large

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Although HCVs are available to low-income households, the voucher program is unable to accommodate all low-income households. As discussed in MA-15, there are only enough housing units available and affordable to households earning between 0 to 30 percent AMI to fulfill 20 percent of renter needs (data on owner-occupied housing was unavailable). Simultaneously, only enough units are available and affordable to households earning between 30 to 50 percent AMI to fulfill 78 percent of the need. Moderate- and above-moderate income categories are more able to secure housing that is affordable to their income in the City. The continued addition of affordable units through the Arrowhead Grove project will accommodate more housing affordable for the City’s lowest-income households.

Discussion
See the above discussion.

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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction: This section of the ConPlan provides data and analysis on persons and families who are homeless. Homelessness in California is a major issue, as a disproportionate number of the homeless in the United States live in California. Encampments and visibly large populations of residents needing assistance and seeking refuge in public spaces have increased throughout the state and become a prominent issue, including in San Bernardino. The high number of people continuing to experience unsheltered homelessness in San Bernardino and the Inland Empire region has become a major focus of both the City and County of San Bernardino.

The City, along with San Bernardino County, other California cities, other local governmental agencies, health care providers, nonprofit organizations, business and faith community partners, and other stakeholders, are committed to ending homelessness in the San Bernardino region. The City’s partners have utilized part of its entitlement allocation to expand housing opportunities and imp rove the quality and coordination of services for people experiencing homelessness. The City continues to cooperate with a network o f social service agencies and service providers, the CoC, and affordable housing providers to address the needs of residents who are homeless or at risk of becoming homeless. San Bernardino staff work with these organizations to address emergency shelter and transitional housing needs.

The City has worked with San Bernardino County on the 2022 Homeless to Home Roadmap to Self-Sufficiency , which sets out a plan to increase coordination, expand the impact of the County’s housing and homeless programs, and strengthen efforts amongst partners to make a collective impact, including in the City of San Bernardino. The actions and strategies in the Plan are based on commu nity input from over 500 stakeholders, including many of the stakeholders and organizations that participated in this ConPlan.

Because different agencies use different definitions of homelessness, being at risk of homelessness, and other variables, concr ete estimates of the number of homeless persons in San Bernardino vary slightly. This plan uses data from two sources: the 2024 Poi nt- in-Time Count and the Homeless Data Integration System (HDIS) data, which aggregates case-level data inputted by the CoC. In the most current County Point-in-Time Count (2024), the County identified a total of 4,255 homeless individuals in San Bernardino County.

There were 1,417 homeless individuals in San Bernardino City, a substantial decrease from the count of 2,607 in the previous ConPlan.

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Of these 1,417 individuals, 103 are in transitional housing, 337 are in some other type of shelter, and 977 are unsheltered. The decrease in the Point-in-Time Count statistics is encouraging and reflects the coordinated efforts of the City.

Homelessness disproportionately impacts the City of San Bernardino, which has about one third of the homeless population in the County despite having about 11 percent of its population. Summary tables are accessible at HUD Exchange by clicking on this link.

Based on HDIS’s 2024 reporting data, a complimentary data source, 6,137 people accessed the homelessness response system in San Bernardino County in 2024. These people face a variety of challenges and information on their specific barriers to housing are not noted. This plan uses stakeholder interviews with housing and homelessness experts to provide qualitative information and insight.

The table below displays the County’s homeless subpopulations based on HUD’s 2024 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations dataset . Because the CoC collects this data on a Countywide basis, information for specifically the City is not available. Data on certain subpopulations is not available as well:

Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the
# becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days
persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s) and
Child(ren) 1,200 3,055 4,255 0* 0* 0*
Persons in Households with Only
Children 7 6 13 0* 0* 0*
Persons in Households with Only Adults 756 2994 3,750 0 0 0 Chronically Homeless Individuals 240 1,698 1,938 0 0 0
Chronically Homeless Families 3 8 11 0 0 0

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Population Estimate the # of persons
experiencing homelessness
on a given night
Estimate the #
experiencing
homelessness
each year
Estimate the
# becoming
homeless
each year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Veterans 35 211 246 0 0 0
Unaccompanied Child 67 28 99 0 0 0
Persons with HIV 57 33 90 0 0 0
Table 25 - Homeless Needs Assessment
*Data not available
Alternate Data Source Name:

HMIS, San Bernardino CoC 2024
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

Neither the Point-in-Time Count data nor HMIS provides data for the categories described by this question. However, stakeholder interviews with local experts in the field can provide qualitative information on these topics.

Chronically homeless individuals : This group comprises just under half of the homeless individuals accessing services in San Bernardino County. There were 1,938 chronically homeless individuals, and about 85 percent of these individuals are unsheltered .

Chronically homeless individuals experience homelessness daily by definition, and do not have the horizon for exiting it. Stakeholders interviewed who have firsthand experience serving this population note that chronically homeless individuals are more likely to have physical or mental health issues, including substance abuse issues. These issues may prevent them from accessing housing in the mainstream housing market. While HMIS data does not link these two factors together, chronically homeless individuals are also more likely to be veterans.

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Families with children: This group comprised a large portion of the population accessing homelessness services. There were 4,255 persons in groups of families with children, of which about 28 percent were unsheltered.

Veterans: There were 246 veterans accessing homelessness services, of which 85 percent were unsheltered. Stakeholders interviewed noted that veterans disproportionately suffer from mental health issues and/or substance abuse issues, which are frequently correlated. As a result, they may not be able to access housing on the mainstream real estate market or need additional support ive services in addition to housing.

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Nature and Extent of Homelessness: (Optional)
The table below provides data on the nature and extent of homelessness by racial and ethnic group. Note that Hispanic ethnicity is tabulated independently of race:

Race: Sheltered: Unsheltered (optional)
American Indian, Alaska
Native, or Indigenous 16 64
Asian or Asian American 20 30
Black, African American, or
African 332 559
Middle Eastern or North
African 09
Native Hawaiian or Other
Pacific Islander 41 6
White 340 1,281
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic/Latino/a/e Only 256 36
Non-Hispanic and Multiple
Races 69 20
Table 28 Race and Ethnicity Homelessness
Source: HUD 2024 CoC Homeless Assistance Programs
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Based on data from the CoC, there are an estimated 4,255 families with children in need of housing assistance. Of this number 3,055 need shelter. Data on the families of veterans is not available, but there are 246 veterans in need of housing assistance.

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

Data on homelessness by racial and ethnic group varies between the 2024 Point-in-Time Count and the CoC HDIS datasets. Data from HDIS is presented below:

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Race/Ethnicity: % of General
Population
% of Total Population
Accessing Services While
Experiencing
Homelessness
Representation
Compared to
General Population
American Indian, Alaska
Native, or Indigenous 2.7% 2.6% 1.0
Asian or Asian American 9.5% 0.9% 0.1
Black, African American,
or African 10.0% 42.2% 4.2
Native Hawaiian or
Other Pacific Islander 0.8% 1.0% 1.3
White 60.7% 51.0% 0.8
Hispanic/Latino/a/e 55.0% 36.5% 0.7
Table 29 - Representation
Source: HDIS 2024, ACS 2023
In all datasets, Black/African American and Native Hawaiian or Pacific Islander respondents make up a disproportionately larger percentage of people accessing homeless services or experiencing homelessness compared to their overall population in San Bernardino County. Black/African Americans comprise 10 percent of the County’s population, but 42.2 percent of the people accessing services while experiencing homelessness. This means Black/African American persons are more than four times more likely to be experiencing homelessness. Native Hawaiians were also more likely to be experiencing homelessness, although the sample size is much smaller.

Asian, White, and ethnically Hispanic persons were less likely to be experiencing homelessness.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

Professional homeless service providers interviewed for this plan noted that the population of both sheltered and unsheltered persons is demographically diverse. Due to the high housing costs in the area, people from all walks of life may find themselves experiencing homelessness or in a shelter or transitional house. In addition, contrary to public opinion, service providers find that most sheltered and unsheltered individuals are from California and are not drawn to the location because of its hospitable climate. This indicates that the perception that homeless residents come from distant, colder climates is factually incorrect, and that homelessness is a local issue affecting native City residents and Californians.

Professional homeless service providers interviewed for this ConPlan noted that most unsheltered—and many sheltered—homeless individuals have essentially zero income and no savings. In San Bernardino, the hourly wage needed to afford an apartment is about $37 and

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affordable rental housing supply is limited. Proof of income and a security deposit are typically required, meaning homeless individuals face a barrier in accessing stable housing. Based on the 2022 Homelessness Action Plan for the County, a lack of affordable housing options is the top reason for becoming homeless.

Discussion:

In addition to the demographic group identified above, 36 percent of persons accessing CoC homelessness services reported a physical or mental disability, and nine percent reported having experienced domestic violence.

The data presented in this section likely underrepresents the true homelessness services needs in the City. Stakeholders indicated that most families stay in a car (if they have one), staying with friends, or staying unhoused and unsheltered to avoid being split up in an emergency shelter.

This demographic may not access services or be counted in the Point-in-Time Count, despite qualifying and needing them. Furthermore, the HDIS data does not include families served exclusively by programs assisting survivors of domestic violence or those that provide support for public school students experiencing homelessness and housing insecurity. As a result, the number of families with children (and the children themselves) that require emergency services is likely higher than this number.

As identified in MA-30, homeless providers still complain that there is not enough emergency shelter space, transitional, rapid rehousing, or permanent supportive housing beds to accommodate the number of people who need them. While the CoC’s service capacities have increased over the previous five years, there is still a need for beds and additional supportive services.

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

This section provides data and information about special needs populations in San Bernardino.

Non-homeless special needs populations include:
 Elderly households (defined as 62 years and older)
 Persons with mental, physical, and/or developmental disabilities including alcohol or drug addiction
 Large households
 Female-headed households
 Victims of domestic violence, dating violence, sexual assault, and stalking  Persons living with HIV/AIDS and their families
The characteristics of these populations are described below.

Describe the characteristics of special needs populations in your community:

Elderly Households (defined as 62 years and older). Many elderly people live on fixed incomes, making housing affordability a key issue. Access to properly sized units, transit, and healthcare are also important concerns of elderly households. Elderly households may also require residential care and may need accessible housing, or minor design accommodations made to their housing unit in order to stay comfortably housed, such as ramps or grab bars. With greater concerns related to health, social interaction, and other transportation, including wrap-around services could benefit the elderly population.

Persons with mental, physical, and/or developmental disabilities. Persons with disabilities may require special housing accommodations, such as wheelchair accessibility and other modifications to live independently. Persons with mental and/or developmental disabilities need a spectrum of assistance: some individuals may require only minor assistance and can otherwise live independently, while others may need more intensive care. Access to transit is also a high priority for this population.

Female-headed Household. Female-headed households may have special needs related to accessing childcare and other supportive services. They may also be a single-income household.

Victims of domestic violence, dating violence, sexual assault, and stalking: This population may require immediate or rapid housing assistance. They may also be in custody of a child, which will also need housing and supportive services. Due to the sensitive nature of this population’s social

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circumstance, this population needs specialized care and may need wraparound services such as counseling.

Persons living with HIV/AIDS and their families: Persons living with HIV/AIDS and their families require specialized health care treatment. They may also require wraparound services specific to their needs, which vary substantially within this population.

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

When surveyed during the community engagement process, residents cited affordable housing development as one of the highest priority housing needs in the community. Additionally, stakeholder interviews identified housing for the physically disabled, mentally ill, and single women as needs within the City.

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

Those living with HIV/AIDS and their families require stable and affordable housing to consistently access medical care and avoid hospitalizations. The San Bernardino County Department of Public Health provides comprehensive HIV prevention, care and treatment services. Some services are provided directly by the Department of Public Health, while others are delivered through partnership/agreements with community-based agencies. All services are focused on meeting the National HIV/AIDS Strategy objectives: 1) reducing new HIV infections, 2) increasing access to care to improve health outcomes for people living with HIV, and 3) reducing HIV-related health disparities.

Data for persons with HIV/AIDS is available at the County level from America’s HIV Epidemic Analysis Dashboard (AHEAD) and AIDSVu, a data portal sponsored by the Center for AIDS Research. In San Bernardino County, there are approximately 5,240 people living with HIV (PLWH) in 2022, the most recent year data is available. While the prevalence rate of HIV is lower than the state and national rate, the new diagnosis rate is higher and has increased substantially over the past 15 years. Based on a CDC research paper on San Bernardino County, 50 percent of

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new cases are virally suppressed in less than six months. The study cites social determinants of health, lack of secure housing, lack of mental health services, and substance use as key considerations for ending the HIV/AIDS epidemic. Black/African American and Latino/Hispanic men, trans women, and people experiencing homelessness are all at increased risk of HIV/AIDS.

Additional information and data are available on the County website.

If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Discussion:

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

People living with HIV/AIDS require affordable housing to maintain consistent access to medical care, adhere to medical plans, and avoid hospitalizations. They require affordable housing that will suit their needs, which include proximity to health care centers. The City recognizes this and has made an effort to expand housing choices for people living with HIV/AIDS and other special needs populations described in this section.

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

Survey respondents identified the top needs for Public Facilities are parks and recreational facilities, homeless shelters, community centers, youth centers, libraries, and childcare centers.

Participants of the community meeting identified the top needs for public facilities are parks and recreational facilities, and childcare centers.

How were these needs determined?
The needs were determined through community engagement efforts including a survey for both stakeholders and residents, and a community meeting in December 2024. The survey was made available online in both English and Spanish. In total, 215 survey responses were received and approximately 43 stakeholder organizations participated in the process. Several residents provided feedback at community meetings and pop-up events as well.

Describe the jurisdiction’s need for Public Improvements:

Survey respondents identified the top needs for public improvements in order of frequency mentioned are street/alley/sidewalk, street lighting and traffic calming for safety, tree planting and urban greenery, safe routes to school, graffiti removal and water/sewage improvements.

Participants of the community meeting identified the top needs for public improvements are parks and street lighting.

How were these needs determined?
The jurisdiction’s needs were determined in the same survey and outreach process conducted, which is detailed above.

Describe the jurisdiction’s need for Public Services:

Survey respondents identified the top needs for public services in order of frequency mentioned are services for the homeless, economic development, services for youth and seniors.

Participants of the community meeting identified the top needs for public services are transportation, economic development and services for the homeless.

How were these needs determined?
The jurisdiction’s needs were determined in the same survey and outreach process done for public facilities, which is detailed above.

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

This overview summarizes key points from each section of the Market Analysis (MA) and sets a basis for some of the funding priorities established in the Strategic Plan. The MA section reviews the conditions of the City’s housing market, including housing stock characteristics, housing cost, housing needs for low-income and special needs populations, and barriers to the development of new housing, especially affordable housing.

As with many suburban cities, the City’s housing stock is made up mostly of one-unit detached structures. Multi-unit structures comprise 40 percent of the housing stock. From 2000 to 2020, housing development has increased by eight percent overall, mostly adding owner-occupied units to the market. Compared to other cities across California, the City’s housing is more affordable. However, like the rest of the state, this area has followed the same trend of steadily increasing costs for both homeownership and rental housing. There is insufficient housing stock available to meet the affordability needs of low-income households, and not enough to meet the needs for a sizable portion of moderate-income households as well.

The City’s housing stock is also aging, with nearly 66 percent of owner-occupied and 64 percent of renter-occupied built prior to 1980. According to 2016-2020 CHAS data, 68 percent of San Bernardino’s LMI households live in housing built before 1980, of which 27 percent contain children aged six or younger. This increases the risk of lead-based paint exposure, which can have major developmental consequences for children.

Many housing resources exist in the City and County for low-income, special needs, and homeless households. HACSB has issued 2,019 HCVs to City residents. Other voucher types are currently held by qualified City households as well. Currently, the City has 40 assisted housing projects with a total of 3,658 affordable units. 17 of these projects are targeted to seniors. 328 affordable housing units are at high-risk of losing their affordability status, while 369 are at low risk.

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

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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The City’s housing stock is about 60 percent single-unit detached and 40 percent multi-unit (Table 31). From 2000 to the present, the development of housing stock has increased by eight percent.

More growth has occurred with owner-occupied housing units (3,055 units) as opposed to renter- occupied housing units (1,940 units).

The City’s 2021-2029 Housing Element establishes objectives for both redevelopment and new development of housing. The City is committed to maintaining a healthy mix of housing options and affordability levels for its residents. This includes a Downtown Specific Plan, development of surplus land, increased mixed-use corridors, accessory dwelling units (ADUs), a variety of housing sizes and types, and infill housing.

Healthy vacancy rates are associated with choice and mobility. The California State Auditor cites a healthy vacancy rate of 1.3 to 2.0 percent for owner-occupied housing and 6.0 to 8.0 percent for renter-occupied housing . According to ACS 5-Year Estimates, in 2010, the vacancy rate for owner-occupied housing was 3.7 percent; in 2020, it was 2.1 percent, considered slightly above the healthy rate by 0.1 percent. In 2010, the vacancy rate for renter-occupied housing was 6.9 percent; in 2020, it was 2.8 percent, below the healthy range by 3.2 to 5.2 percent.

Residential mobility is influenced by tenure. Ownership housing is often associated with a lower turnover rate than rental housing. A household’s tenure or tenure preference is primarily related to household income, composition, and age. The 2020-2025 ConPlan reflected upon 2011-2015 ACS 5-Year Estimates. Since then, the number of owner-occupied units in the City has increased by approximately seven percent, while the number of renter-occupied units has increased by less than one percent.

All residential properties by number of units
Property Type Number %
1-unit detached structure 38,549 60%
1-unit, attached structure 1,973 3%
2-4 units 5,147 8%
5-19 units 6,677 10%
20 or more units 7,504 12%
Mobile Home, boat, RV, van, etc. 4,323 7%
Total 64,173 100%
Table 30 – Residential Properties by Unit Number

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Data Source: 2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 259 .89% 1,292 4.2%
1 bedroom 383 1.3% 8,101 26.4%
2 or 3 bedrooms 20,831 71.7% 19,205 62.5%
4 or more bedrooms 7,574 26.07% 2,125 6.9%
Total 29,047 100% 30,723 100%
Table 31– Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City has a total of 40 assisted housing projects that provide 3,658 affordable housing units.

Of these, 17 projects are designated as senior housing with a combined total of 1,448 affordable units (Magnolia at Highland, Lugo Apartments, Vintage at Kendall, Arrowhead Vista, Beautiful Light Inn, Baseline Cop, St. Bernardine Plaza, TELACU Monte Vista, TELACU San Bern. Vista, TELACU Buena Vista, TELACU Sierra Vista, TELACU La Amistad, TELACU Hacienda, AHEPA 3002, San Bernardino Senior Housing, Arrowhead Woods, and Ramona Sr. Project). Most of the City’s affordable housing was funded by HUD, including Section 202/811, HAP, HOME, PBV, or Project Homekey. Many projects were also financed through Low Income Housing Tax Credits (LIHTC).

Affordable housing units also received funding through the former redevelopment agency or bonds, as well as CalHFA.

The City falls within the jurisdiction of the HACSB. HACSB administers the HCV program, which provides rental assistance to income-eligible residents of San Bernardino by providing monthly rental assistance to participants who rent from a private landlord but pay only 30 percent of the monthly rental payment, with the rest paid to the landlord by HUD. In 2024, HACSB issued 2,019 HCVs to residents in the City. In addition, the following vouchers are issued: 30 Family Unification, 123 VASH, 139 Emergency, 33 HOPWA, 67 Mainstream, and 85 CoC.

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

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Many of the City’s affordable housing projects were assisted with project-based Section 8 contracts and a significant number of these units are considered at risk of converting to market- rate housing due to expiration of subsidy contracts. According to the City’s 2021-2029 Housing Element, a total of three projects, with a combined total of 328 affordable units, are at high-risk of losing their affordability status, while six projects, with a combined total of 369 affordable units are at low risk of losing their affordability status.

Does the availability of housing units meet the needs of the population? No. As shown in Table 31, there are 29,047 owner units and 30,723 renter units in the City. When evaluated by unit size, the majority of owner units are 2 or 3 e bedrooms, similarly to renter occupied units. As shown in NA-10, there are 7,490 low-income large family households in the City, with 63 percent of these households being cost burdened. In addition, 5,045 low-income renter households struggle with overcrowding (more than one person per room). This suggests a need for larger rental units to meet the needs of larger families, especially those who are extremely low-, very low-, and low-income.

In addition, data shows a lack of available units in the housing stock to meet the affordability level required. This is especially true for extremely low-income renters (0-30% AMI) and very low- income owners (30-50% AMI). According to 2016-2020 CHAS data, there are only enough available rental units affordable to renter households earning 0 to 30 percent AMI to fulfill 20 percent of the need. Further, units available that meet the affordability for owner households earning between 30 to 50 percent AMI fall short as well, fulfilling 54 percent of current needs.

For a more detailed analysis of housing affordability, see MA-15.

Describe the need for specific types of housing:

According to resident responses to our community survey, there is a pressing need for affordable rental housing in the City: 59 percent of respondents mentioned this. Furthermore, 62 percent of respondents rated the availability of affordable housing options in the City as “poor.” Residents also indicated the need for increased housing for large families (12 percent of respondents), as supported by the analysis above and in NA-10. Further, 42 percent of respondents indicated a desire for first time homebuyer program assistance, signaling a need for more affordable owner- occupied unit development.

Community engagement also revealed a need for senior housing, housing for persons with disabilities, and transitional housing to meet the needs of the City’s unhoused population.

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According to the State of California Department of Housing and Community Development, households with disabilities are the most likely population to experience homelessness, be rent

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burdened, and face the highest rates of housing discrimination. Housing that addresses the needs of persons with disabilities often includes affordable units with appropriate accessibility modifications and units centralized near public transit and supportive services.

Discussion
See discussion above.

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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Housing costs have the potential to cause issues, particularly when costs are too high relative to household income and less expensive housing is not available. When this is the case, there are higher rates of both cost burden and overcrowding. According to HUD, households who spend more than 30 percent of their income on housing costs are considered cost burdened and may have difficulty affording other necessities, such as food, clothing, transportation, and medical care. As shown in NA-10, of the City’s 36,310 households earning between 0 to 80 percent AMI, (65 percent) are cost burdened.

The City’s housing market has changed over the last ten years. In 2015, the median home value in the City was $159,800 and increased to $272,600 (71 percent) by 2020. Meanwhile, median income has increased by 33 percent to $49,287. While wages have increased, they have not increased enough to match the pace of housing purchase costs. Median contract rent, on the other hand, has increased by 19 percent, from $813 to $970. However, just under 40 percent of renters spend $999 or less on monthly rent.

Cost of Housing
Base Year: 2015 Most Recent Year: 2020 % Change
Median Home Value 159,800 272,600 71%
Median Contract Rent 813 970 19%
Table 32 – Cost of Housing
Data Source: 2011-2015 ACS (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 1,999 7%
$500-999 9,654 32%
$1,000-1,499 12,438 42%
$1,500-1,999 4,497 15%
$2,000 or more 1,341 4%
Total 29,929 100.0%
Table 33 - Rent Paid
Data Source: 2016-2020 ACS

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Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 2,010 No Data
50% HAMFI 6,335 2,020
80% HAMFI 20,969 7,094
100% HAMFI No Data 11,904
Total 29,314 21,018
Table 34 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,281 $1,398 $1,751 $2,376 $2,922
High HOME Rent $1,040 $1,116 $1,341 $1,540 $1,699
Low HOME Rent $816 $874 $1,048 $1,211 $1,352
Table 35 – Monthly Rent
Data Source: HUD FMR and HOME Rents (2023)
Is there sufficient housing for households at all income levels? No. Findings in the data reflect a lack of available housing units to meet the affordability needs for several different income and tenure categories.

For extremely low-income households (0 to 30 percent AMI):
 There are enough affordable units available to fulfill 20 percent of renter needs.  Data was unavailable for owner units.

For very low-income households (30 to 50 percent AMI):
 There are enough affordable units available to fulfill 92 percent of renter needs.  There are enough affordable units available to fulfill 54 percent of owner needs.  Without accounting for tenure, there are enough affordable units available to meet the needs for 78 percent of very low-income households.

For low-income households (50 to 80 percent AMI):
 There is a 205 percent surplus of affordable available units to fulfill renter needs.

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 There is an 18 percent surplus of affordable available units fulfill owner needs.  Without accounting for tenure, there is a 117 percent surplus of affordable units available to meet the needs of low-income households.

For median-income households (80 to 100 percent AMI):
 No data was available for rental units.
 There is a 239 percent surplus of affordable available units to fulfill owner needs.

How is affordability of housing likely to change considering changes to home values and/or rents?
Based on market data for home prices and rental units, it can be expected that costs will continue to increase.

According to data published by the State of California’s Department of Finance , the number of San Bernardino County households is projected to grow by almost four percent (approximately 85,000 individuals) between 2025 and 2030. This growth is likely to be concentrated in the county’s urban areas, such as the City. As the population grows, the for-sale housing supply will continue to be pressured as housing stock becomes more in demand. This is likely to increase housing costs in the City. As reflected in Table 32, the City’s median home value increased by 71 percent between the 2015 and 2020 ACS 5-Year Estimates.

Simultaneously, the City’s median contract rent increased by 19 percent between 2015 and 2020 ACS 5-Year Estimates. According to 2016-2020 ACS data, 61 percent of the City’s renters are spending $1,000 or more on monthly rent. This marks a significant change from the data examined in the 2020-2025 ConPlan. At that time, 2011-2025 ACS data showed 28.2 percent of renters spending $1,000 or more on monthly rent.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? According to the 2023 ACS 1-Year Estimate, the gross rent for the City was $1,561. Meanwhile, the HUD fair market rent (FMR) for a three-bedroom unit was $2,376, or $815 above the gross rent. The low HOME rent limit for 2023 was $1,211 and the high HOME rent limit was $1,540 for a three-bedroom unit.

Considering the number of units available, there is a need to develop more affordable units for extremely low- to very low-income households. With cost burden defined as 30 percent or more of a household’s income spent on housing, including utilities, affordable housing would therefore

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cost 30 percent or less of a household’s income, including utilities. The HAMFI for the Riverside- San Bernardino-Ontario, CA MSA in 2023 was $94,500. The maximum affordable rent (MAR) for a family of four earning 80 percent of the area median income (80% AMI), or $74,550, would be $1,863.75; for a family of four earning very low-income (30-50% AMI), or $46,600, MAR would be $1,165; and for a family of four earning extremely low-income (0-30% AMI), or $30,000, MAR would be $750.

Allocating CDBG and HOME funds toward affordable housing development and housing subsidies would help address the increasing cost of rental and ownership housing while alleviating cost burden for the City’s lowest income households.

Discussion
See discussion above.

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

According to 2016-2020 CHAS data, approximately 66 percent of the City’s owner-occupied and 64 percent of renter-occupied housing units were built prior to 1980. LBP was popularized in the early twentieth century but was banned for use in public housing through the Lead-Based Paint Act of 1971 due to health concerns. According to the U.S. Environmental Protection Agency (EPA), LBP can be found on window frames, walls, the outside of homes, or on other surfaces. While LBP in good condition typically does not pose a threat, chipped paint or paint dust is harmful when ingested. Young children are considered most at-risk because they routinely place their hands and feet in their mouths. San Bernardino residents living in older housing are at higher risk of LBP hazards, especially children.

Table 36 of this section portrays the conditions of housing stock in the City. HUD defines housing “conditions” similarly to the definition of “housing problems” discussed in the Needs Assessment.

These housing conditions are:

1. More than one person per room

2. Cost burden greater than 30 percent

3. Lack of complete plumbing; and

4. Lack of complete kitchen facilities.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":

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

The data in this section is reliant on the American Community Survey’s definition of substandard housing. These conditions include lacking complete plumbing, lacking complete kitchen facilities, overcrowding (having more than one person per room), and cost burden (spending 30 percent or more of income on housing costs).

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Condition of Units
Owner-Occupied Renter-OccupiedCondition of Units
Number % Number %
With one selected Condition 9,295 32% 17,000 55%
With two selected Conditions 820 3% 3,450 11%
With three selected Conditions 0 0% 60 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 18,930 65% 10,214 33%
Total 29,045 100% 30,724 99%
Table 36 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Owner-Occupied Renter-OccupiedYear Unit Built
Number % Number %
2000 or later 3,055 11% 1,940 6%
1980-1999 6,725 23% 9,049 29%
1950-1979 13,805 48% 15,125 49%
Before 1950 5,465 19% 4,600 15%
Total 29,050 101% 30,714 99%
Table 37 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Owner-Occupied Renter-OccupiedRisk of Lead-Based Paint Hazard Number % Number %
Total Number of Units Built Before 1980 19,270 66% 19,725 64% Housing Units build before 1980 with children present 5,075 17% 2,050 7% Table 38 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units N/A N/A N/A
Abandoned Vacant Units N/A N/A N/A
REO Properties 18 N/A N/A
Abandoned REO Properties N/A N/A N/A
Table 39 - Vacant Units

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Data Source: Auction.com, accessed February 7, 2025
Describe the need for owner and rental rehabilitation based on the condition of the jurisdiction's housing
The City’s housing stock is aging. Overall, approximately 61 percent of occupied housing units were built before 1980. Further, nearly 16 percent of the City’s housing stock was built before 1950. Aging housing stock signifies a need for rehabilitation. Only 10.5 percent of owner- occupied and 6.3 percent of renter-occupied units were built in 2000 or later. According to 2016- 2020 CHAS data, 32 percent of owner-occupied and 55 percent of renter-occupied units have one selected condition.

In the Community Needs Survey, City residents rated housing rehabilitation as a high CDBG priority (41.67 percent of respondents). During the City’s ConPlan Public Community Meeting, residents indicated a need for LMI homeowner housing rehabilitation and cited that changing weather patterns and seasonal impacts are causing home damage such as roof leaks to occur.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards
This plan uses the number of units built before 1980 as a proxy for LBP hazard. As shown in Table 39, 38,995 housing units in the City, or almost 61 percent, were built prior to 1980. Around 18 percent of these units are occupied by households with children present.

According to 2016-2020 CHAS data, there are 24,810 LMI households occupying units built prior to 1980, representing approximately 68 percent of the City’s total LMI households. These households are at-risk of exposure to LBP hazards. Of the 24,810, approximately 38 percent are owner-occupied, and 62 percent are renter-occupied. Almost 27 percent of all LMI households occupying housing units built prior to 1980 contain one or more children aged six or younger.

Discussion
San Bernardino’s housing stock faces aging infrastructure and other concerns discussed throughout this section’s narratives. Rehabilitation efforts can help all residents, regardless of income, have access to safe and decent housing. Community engagement efforts reflect the findings of a need for homeowner rehabilitation in the City.

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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Based on the HASCB FY2025 Moving to Work (MTV) Annual Plan, HACSB manages the HCV Program and plays a crucial role in providing affordable housing in the jurisdiction, supporting approximately 27,000 individuals. This includes seniors, people with disabilities, veterans, and children. As of June 30, 2024, more than 11,500 households currently benefit from housing assistance payments or reside in properties owned and managed by HACSB.

Total Number of Units
Program Type
Vouchers
Special Purpose Vouchers
Certificate Mod-
Rehab
Public
Housing Total Project-
Based
Tenant-
Based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
# of
Vouchers
Available
- - 1 11,510 2,242 7,508 420 118 0
# of
Accessible
Units
- - - - - 550 123 5,555 1,777
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 40 – Total Number of Units by Program Type
Data
Source:

PIC (PIH Information Center)
Describe the supply of public housing developments:

The HUD Appropriations Act of 2012 introduced the Rental Assistance Demonstration (RAD) program, enabling public housing agencies (PHAs) to transition their public housing units to project-based Section 8 contracts. Under this program, tenants eligible based on income pay 30 percent of their earnings, with rental assistance covering the gap between what they can afford and the approved rent. Tenants can apply to renew their Section 8 contracts.

HACSB has fully converted its Public Housing portfolio to RAD project-based vouchers (PBV), except for one single-family home. The planned project-based voucher properties include:

 Family Community, New Development – 285 units
 Family Community, Existing Development – 415 units

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 RAD Conversion, Existing Public Housing Community – 1,004 units  Senior Community, Existing Development – 397 units
 Family & Senior Community, New Development – 11 units  Project-Based Voucher Program – 70 units
 Chronically Homeless, Existing Development – 69 units

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

As previously mentioned, all HACSB units will be converted to project-based vouchers. The RAD program allows these properties to secure private financing, enabling owners to address deferred maintenance issues that have plagued public housing nationwide. HACSB refers to these housing projects as Asset Management Projects.

HACSB has received approval to convert its entire Public Housing portfolio under the RAD program. As of Fiscal Year (FY) 2024, only one single-family public housing unit remains, with no plans to convert or remove it in FY 2024-2025. This unit is not located in the City. Additionally, HACSB does not plan to add any new public housing units during this period.

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Public Housing Condition
Former Public Housing (pre-RAD)
Public Housing Development Average Inspection Score
Arrowhead Grove 64
Table 41 - Public Housing Condition
Arrowhead Grove is under the HUD Rental Assistance Demonstration project (RAD). The score is based on HUD required portfolio inspection standards at last required inspection. Physical inspection scores start at 100 points for all properties. Each observed deficiency reduces the score based on its importance and severity, the number of buildings and units inspected, the items present for inspection, and the relative weights of these items and areas.

Describe the restoration and revitalization needs of public housing units in the jurisdiction:

HACSB has been approved to transform its entire Public Housing portfolio through the RAD program. As of FY 2024, only one single-family Public Housing unit remains, which is not located in the City. Furthermore, HACSB does not intend to add any new public housing units during this time.

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

In 2023, HACSB adopted a strategic plan with five Aspirational Statements that guide the agency's direction and align with MTW objectives. These long-term strategies include:

1. Cultivating a culture that values effective communication, learning opportunities, work- life balance, professional development, and a shared passion for the mission.

2. Being recognized as a provider of safe, dignified, and desirable homes and environments that enhance the community, ensuring financial stability, monitoring, and accountability as stewards of limited funding.

3. Using research and technology to drive innovative programs and processes, enhancing responsiveness and advancing the families served.

4. Creating and utilizing partnerships that provide opportunities and make a meaningful difference in the lives of the families served.

5. Maximizing resources by leveraging community partners' talents.

To help families and individuals become self-sufficient and financially independent, HACSB implemented the following strategies:

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1. Operational Efficiency through Innovation – Maximized HACSB’s economic viability and sustainability through:
 Researched, implemented, and maintained technology to improve service delivery and enhance external communication.
 Used software systems to streamline processes and increase productivity.  Utilized Moving to Work (MTW) flexibilities and research-informed policy decisions to drive and expand innovation.
 Identified, reorganized, and implemented financial processes to assist in monitoring HACSB’s major programs and portfolio.
 In addition to non-MTW activities, HACSB has implemented 12 MTV activities to address this strategy.

2. Develop Economically Independent Clients – Facilitated opportunities for families and individuals to become self-sufficient and financially independent through:
 Created an internal partnership management structure that supported, strengthened, and evaluated partnerships to improve program outcomes.  Worked with customers and staff to identify resource needs, gaps, and priorities, focusing on partnerships that effectively addressed customers’ needs.  In addition to non-MTW activities, HACSB has implemented nine MTV activities to address this strategy.

3. Ensure Freedom of Housing Choice – Provided quality affordable housing opportunities in mixed-income communities with access to an excellent quality of life through:
 Created a Road Map for real estate developments.
 Developed and implemented an internal Repair and Replacement plan that assessed and prioritized the needs of all properties and established a finance plan to fund these needs.  Ensured that leasing efforts aligned with voucher/funding utilization for all rental assistance programs.

In addition to non-MTW activities, HACSB has implemented nine MTV activities to address this strategy.

Discussion:

See discussion above.

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

Detailed information on strategic action for homeless facilities and services is described in the County’s 2022 Homeless Strategic Action Plan. A range of services, from permanent supportive housing to rental assistance, are detailed.

Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year-Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
368 32 258 712 N/A
Households with Only Adults 517 - 158 937 N/A
Chronically Homeless Households N/A - N/A 614 N/A
Veterans 0 - 18 778 N/A
Unaccompanied Youth 12 - 2 0 N/A
Table 42 - Facilities and Housing Targeted to Homeless Households Data Source Comments: 2024 San Bernardino City and County CoC Housing Inventory Count

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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons The San Bernardino County Homeless Partnership (SBCHP) consists of community and faith- based organizations, educational institutions, non-profit organizations, private industry, and federal, state, and local governments. SBCHP was developed to promote a strong collaboration between agencies to direct the planning, development, and implementation of the County’s 10- year Strategy to end chronic homelessness. SBCHP provides leadership in creating a comprehensive countywide network of service delivery to the homeless and near homeless families and individuals through facilitating better communication, planning, coordination, and cooperation among all entities that provide services and/or resources for the relief of homelessness in San Bernardino County. This includes a bilingual Coordinated Entry System, which is available by calling 211.

In addition to SBCHP, many organizations in the City, including businesses, civic groups, corporations, educational institutions, faith-based organizations, local government, and nonprofit agencies, provide financial assistance, food, health care, clothing, legal assistance, public assistance, rental assistance, and utility assistance, are available at little or no cost.

Mainstream benefit programs such as CalFresh, Medicaid/Medi-Cal, Social Security Disability Income, Supplemental Security Income, and Veteran’s Benefits are available to homeless persons in the City.

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

Additional information about the SBCHP can be found on the County’s website.

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

The City works with various agencies and provides referrals for services to homeless populations and those at risk of homelessness:

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 Community Action Partnership of San Bernardino County – provides homeless persons and those at risk of homelessness with temporary rental assistance, financial literacy education, and linkages to other support services.
 Family Service Association of Redlands – provides emergency shelter (motel vouchers), wraparound services, and case management to prevent homelessness.  Lutheran Social Services – provides emergency shelter as a "bridge" to permanent housing, and wrap-around services to help homeless men 18 years and older to achieve self-sufficiency.
 Step Up on Second – provides supportive services which begin with engagement and street outreach activities.
 The Salvation Army Hospitality House – provides emergency shelter, referrals to permanent housing services, and meals to families and single females experiencing homelessness.
 Restoration House of Refuge – provides emergency shelter to adult men and women.  Operation Grace – provides emergency shelters, transitional housing, and supportive services to families.
 Foothill AIDS Project – provides comprehensive services to those infected and affected by HIV/AIDS.
 Family Assistance Program – provides transitional housing to individuals and families.  Mary’s Mercy Center – provides food, showers and clothing; also provides 12-24 month transitional living programs for men and separately, women and children.  Time for Change Foundation – provides emergency shelter services to women and children, as well as permanent housing.
 Keys Nonprofit – provides rapid re-housing assistance to veterans and families.  The Hub for Urban Initiatives – consists of several community- and faith-based institutes that respond to the economic, housing, and social needs of neighborhoods, cities, and counties from local community, regional, national, international, and faith-based perspectives. Urban Initiatives has completed over 100 assessments for local government and private organizations throughout Southern California that have focused on affordable housing, business development and education for micro-businesses, fair housing, homelessness, migrant farming, and street vending.
 Helping Hands Pantry – a food bank, serves the communities of the County of San Bernardino; programs include a mobile food pantry and the College Student Food Assistance Program for students who do not have the resources to buy enough food.  The San Bernardino County Office of Homeless Services (OHS) serves as a “clearinghouse” of homeless issues for all County departments. Any homeless issues encountered by

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County staff can be referred to this office for resolution. OHS staff plays a vital role in SBCHP as the administrative support unit to the organization. OHS ensures that SBCHP’s vision, mission, and goals are carried into effect.

Other agencies in the County providing services to address homelessness include:
 Catholic Charities San Bernardino
 High Desert Homeless Services, Inc.
 Victor Valley Family Resource Center
 Lighthouse Social Service Centers
Motel vouchers in San Bernardino County, California are available through a number of organizations, including the Salvation Army, Mercy House, Community Action Partnership of San Bernardino County, and Redlands Family Service. These vouchers can help people experiencing homelessness find temporary housing while they work towards a permanent solution.

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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
This section outlines the supportive housing needs and programs for special populations in the City. These populations include those who have disabilities, elderly, individuals living with HIV/AIDS, female-headed households, veterans, persons with drug and alcohol addition, and survivors of domestic violence.

There are 11 residential elder care facilities in the City that accommodate 454 persons.

According to the 2023 5-year ACS, 27,678 residents of San Bernardino have a disability, which is

12.8 percent of the total population.

Based on Point-in-Time Count data, 866 of the 3,012 unsheltered homeless individuals counted in 2024, or about 28 percent, were substance users. The PIT Count also revealed there were 90 persons living with HIV/AIDS experiencing homelessness.

The City’s low-moderate income and/or homeless veterans are primarily housed and assisted through the Veterans Assistance and Supportive Housing (VASH) Program in conjunction with the Veterans Administration (VA).

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Elderly and fail elderly: seniors are much more likely to have a disability than non-seniors. Based on data from the ACS, 36 percent of residents 65 and older have a disability compared to 11 percent of residents under the age of 65. As such, the supportive needs and housing needs of the elderly are often aligned with those of the disability community, such as accessible housing and access to transit. In addition, seniors typically need access to health services, home health care options, and support related to aging in place such as home modification, home repair, and assistance with maintenance. Frail elderly require assistance with three or more activities of daily living, such as bathing, walking, and performing light housework. This population requires more intensive supportive housing, such as home health aides, paratransit, or assisted living.

Licensed community care facilities offer housing and specialized services for children and adults that have special needs. According to the State Department of Social Services’ Community Care Licensing Division, there are 41 adult residential facilities in the City. Such facilities provide safe and secure places for the elderly and persons with disabilities to stay while their primary

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caretakers work or run errands. As of April 2025, the adult residential facilities in the City had the capacity to accommodate a total of 297 persons. The state’s Community Care Licensing Division serves the most vulnerable people of California, and its mission is to promote the health, safety, and quality of life of each person in community care through the administration of an effective and collaborative regulatory enforcement system.

Residential care facilities for the elderly are family homes, group care facilities, or other similar facilities in which non-medical care is provided 24 hours per day to support daily activities and ensure personal security of the elderly. There are 11 residential elder care facilities in the City that accommodate 454 persons.

Persons with disabilities: Supportive services are a critical component of creating equitable opportunities in the community for people with disabilities. These services are particularly important for residents transitioning out of institutional care.

In typical housing markets, persons with disabilities have difficulty finding housing that accommodates their needs. Persons with self-care and mobility limitations may also require housing design features such as wheelchair ramps, grab bars, special bathroom designs, and/or wider doorway openings. Regulatory barriers on group living arrangements, transit access, housing accessibility and visitability, and proximity to health services, are just some of the issues that people with disabilities face.

According to the 2023 5-year ACS, 27,678 residents of San Bernardino have a disability, which is

12.8 percent of the total population. Those aged 65 and older have the highest rate of reported disability at 41.3 percent, while the rate for reported disability for children under 18 is 4.7 percent. While California has long been a national leader in prioritizing social and health supports to allow residents with disabilities to live in independent, integrated settings, more than a decade of deep state budget cuts has stretched the available supports leading to housing insecurity for this vulnerable population.

A major challenge facing the City is the availability of housing stock with accessible features that meet the needs of disabled residents and their families. The ACS 2023 5-Year estimates showed that 6,332 residents were both above the age of 65 and living below the poverty level, or 2.8 percent of the population. Living below the poverty level further limits resources and puts an additional constraint on the already limited housing options available to seniors with a disability.

Persons with alcohol or drug addictions: Alcohol or other drug addiction supportive services are needed to provide a safe and stable environment that facilitates recovery. Based on Point-in-

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Time Count data, 866 of the 3,012 unsheltered homeless individuals counted in 2024 across San Bernardino County, or about 28 percent, were substance users. Treatment of alcohol and drug addiction is critical to resolve and prevent homelessness in the City.

The County of San Bernardino provides alcohol and drug services through the Substance Use Disorder and Recovery Services (SUDRS) program . Services are available to all County residents and include components such as recovery centers, perinatal treatment programs, narcotic treatment programs, and connection to outpatient treatment providers.

Additionally, Community Supervised Treatment After Release (CSTAR) is a treatment component of the Mental Health Court System of Care. CSTAR is a court-referred outpatient program for adults with serious and persistent mental illness. CSTAR helps address the mental health and substance use disorder needs of adults who have repeated contact with the criminal justice system. Individuals are generally referred while incarcerated in the West Valley Detention Center.

Persons living with HIV/AIDS: AIDSVu estimates that there are 5,240 persons living with HIV/AIDS (PLWHA) in San Bernardino County . In the 2024 Point-in-Time Count, there were 90 persons living with HIV/AIDS experiencing homelessness. The National HIV/AIDS Housing Coalition notes that persons with HIV/AIDS are at increased risk of becoming homeless due to their illness, lack of income or other resources, and having a weak support network. Persons with HIV/AIDS may also require a broad range of services, including counseling, medical care, in-home care, transportation assistance, and food provision.

Challenges to housing for those with HIV/AIDS include securing stable employment and income, rental history, criminal history, and co-occurring circumstances. It is difficult for people with HIV/AIDS to retain employment due to their health and the side effects of drug treatment therapies. Many have mental health issues/substance abuse issues as well. Given the high medical costs associated with HIV/AIDS, it is critical that facilities, rental assistance, and mortgage assistance remain available for these residents. The primary housing resource for persons living with HIV/AIDS is the Ryan White HIV/AIDS Program which provides emergency housing assistance (hotel/motel vouchers), both of which the Counties of Riverside and San Bernardino receive as part of a joint service area.

Veterans: Public housing, primarily through the Veterans Assistance and Supportive Housing (VASH) Program, offers housing vouchers with wrap around supportive services in conjunction with the Veterans Administration (VA) for former members of the armed services that need assistance. Former service members are more likely to become homeless than the population as

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a whole. In San Bernardino County, veterans make up 4.6 percent of the population accessing CoC services according to HDIS data. Veterans often suffer from specific service-related physical and mental disabilities and, as such, have specific special needs for housing.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
The City has worked with St. Bernadine Hospital to transition homeless individuals who are being discharged from the hospital into transitional housing and ultimately transition into permanent housing. The City will continue to support the regional Continuum of Care’s efforts to implement the San Bernardino County 10-Year Strategy for Ending Homelessness. This Plan includes a recommendation to focus on discharge planning to prevent people from becoming homeless when they are discharged from correctional, foster care, health care, or mental health care systems. The McKinney-Vento Act requires that state and local governments have policies and protocols in place to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness.

To meet HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers in order to implement a “zero tolerance” plan that will prevent persons from being discharged into homelessness. As part of its FY 2025–26 ESG program, the City has awarded funding to two key service providers: the Family Service Association of Redlands and The Salvation Army. These organizations will deliver targeted services to address homelessness and prevent housing instability among vulnerable populations.

The Family Service Association of Redlands will administer Rapid Rehousing activities, providing move-in assistance, short- to medium-term rental subsidies, and supportive services such as case management, income assessment, and housing navigation to help individuals and families secure and sustain permanent housing.

The Salvation Army will utilize ESG funding to operate emergency shelter services and provide homelessness prevention support through rental assistance and stabilization services. Their program will also offer case management and linkages to community resources to help residents maintain housing and avoid future episodes of homelessness.

Together, these ESG-funded efforts support the City's ongoing commitment to addressing the needs of people experiencing or at risk of homelessness and align with the regional goals of the San Bernardino County Continuum of Care (CoC) and the 10-Year Strategy to End Homelessness.

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On June 27, 2024, the Office of Homeless Services received the Homeless Discharge Planning Grant (Grant No. 165429) from Kaiser Foundation Hospitals in the amount of $200,000. The grant award helps fund the Homeless Discharge Planning project which will be implemented through the San Bernardino County Office of Homeless Services, to coordinate and streamline access to services and housing for homeless patients discharged from hospital and emergency room settings, purposefully engaging patients to enhance the continuity of care.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
Through CDBG, ESG, and other available resources, the City traditionally funds organizations that provide services to residents in need. Such funding support includes ADA accessibility for public spaces and service organizations providing assistance and referrals to low-income persons in need of various supportive services.

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

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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Certain public policies can create challenges for developing affordable housing and residential investments in the City, leading to higher costs and directly preventing affordable housing from being built. As explained in the City’s 2021-2029 Housing Element and in tandem with the 2025- 2029 Analysis of Impediments to Fair Housing Choice (AI), these barriers affect every stage of the planning and development process. The following barriers and impediments to affordable housing include:

1. Environmental Reviews & Land Use Regulations:

Environmental evaluations can be time-consuming and expensive, especially when a thorough examination is needed according to the California Environmental Quality Act (CEQA) or the National Environmental Policy Act (NEPA). If a developer wants to rezone a parcel or area, it necessitates a change to the General Plan or Zoning Ordinance, categorizing it as a project under CEQA. This initiates further environmental evaluations, possibly resulting in an extended and frequently contentious procedure. Such delays and increased expenses can greatly discourage developers from engaging in affordable housing initiatives.

Furthermore, the City's land use and zoning rules, although encouraging diverse housing options, still impose some limitations. The Residential Land Use Element defines nine residential zoning districts with density caps varying from one unit per acre (RE) to 130 units per acre (CR-2), yet numerous high-density zones are constrained to commercial regions or necessitate mixed-use development, potentially raising expenses and complications for developers.

2. Community Opposition & Density Restrictions
Changes to land use density, parking rules, lot coverage limits, minimum unit dimensions, and height limitations might all possibly contribute to making housing more affordable. Nevertheless, there is frequently significant community resistance to modifications that would permit denser housing. As stated in the Housing Element, This "Not In My Backyard" (NIMBY) attitude has led to delays in development, higher expenses, and in certain instances, the complete blockage of new affordable housing units.

For instance, minimum parking mandates can greatly affect affordable housing initiatives by diminishing the availability of buildable land and elevating construction expenses. The City acknowledges this challenge and has implemented lower parking standards in transit-served

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areas to ease restrictions, yet parking policies still pose a hurdle in regions with limited transit access.

3. Zoning Limitations on Emergency Shelters & Transitional Housing The zoning regulations concerning emergency shelters and transitional housing additionally pose obstacles for at-risk groups. Although the City has created an Emergency Shelter Overlay Zone, emergency shelters are only allowed by-right in specified industrial and commercial areas—not in residential zones where they could be more reachable for those facing homelessness. This restricts the practicality of shelter construction and decreases the number of available locations.

Furthermore, single-room occupancy (SRO) units, boarding houses, and other temporary housing alternatives encounter extra zoning obstacles. SROs, seen as a budget-friendly housing option, can only be allowed with a Conditional Use Permit (CUP) in restricted commercial areas (CG-2 and CR-2), thus imposing additional bureaucratic and financial challenges on developers.

4. Constraints on Multi-Family & Supportive Housing
Although the City allows multi-family residences in various zones, further limitations may obstruct affordable housing construction. Numerous multi-family projects need discretionary approvals, introducing an additional review stage and possible delays.

Likewise, although small community care centers (housing six or fewer residents) are permitted by-right in all residential areas, larger residential care centers (catering to seven or more individuals) typically need a Conditional Use Permit (CUP) in most areas. This establishes a regulatory obstacle to broadening housing alternatives for seniors, people with disabilities, and those requiring supportive housing.

5. Regional Housing Needs Allocation (RHNA) Challenges
The City has been assigned 8,123 housing units through the 2021-2029 Regional Housing Needs Assessment (RHNA), which includes 2,512 units set aside for very low- and low-income families.

Though the City is not required to construct these units on its own, it must find and designate suitable locations for their placement. Nonetheless, obstacles like land access, infrastructure limitations, zoning laws, and financial viability restrict the construction of affordable housing to achieve this goal.

6. Accessibility Barriers for Individuals with Disabilities Federal and state regulations mandate that new homes adhere to accessibility guidelines, yet difficulties persist in adapting current housing to accommodate individuals with disabilities. The

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City’s Reasonable Accommodation Ordinance establishes a procedure for individuals to seek adjustments to zoning and land use rules to support a disability. Nonetheless, there are no specific financial aid programs offered for low-income people requiring home alterations to ensure their current residences are accessible.

Furthermore, senior housing, congregate care, and supportive housing alternatives encounter zoning restrictions and approval requirements, restricting choices for individuals with disabilities seeking specialized accommodations.

7. Financial Constraints & Development Costs
The expenses for land, labor, and materials in housing development have consistently risen, resulting in challenges for creating affordable housing without substantial incentives or subsidies.

Although the City's Density Bonus Ordinance permits developers to raise unit totals by as much as 25 percent by including affordable housing, other financial obstacles—including impact fees, infrastructure expenses, and prevailing wage mandates—persist in complicating the financing of affordable projects.

Although the City has made efforts to lower regulatory obstacles for affordable housing—like allowing various housing types, creating an Emergency Shelter Overlay Zone, and providing density bonuses—considerable challenges persist. Environmental assessments, zoning restrictions, community resistance, emergency shelter shortages, accessibility obstacles, and financial barriers all hinder the development of affordable housing. To overcome these obstacles, it will be necessary to implement policy reforms, enhance incentives, and foster community involvement to guarantee that affordable housing is attainable and available for every resident.

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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Based on the EDD Major Employers in San Bernardino data , the top employers in the City are the Amazon Fulfillment Center, San Bernardino County Sheriff’s Department, California State University San Bernardino, and Inland Regional Center.

Economic Development Market Analysis
Business Activity
Business by Sector # of Workers # of Jobs Share of
Workers
%
Share of
Jobs
%
Jobless workers
%
Agriculture, Mining, Oil & Gas Extraction 761 208 1 0 -1 Arts, Entertainment, Accommodations 8,171 7,641 11 11 -1 Construction 4,891 2,893 7 4 -3
Education and Health Care Services 13,114 15,824 18 22 4 Finance, Insurance, and Real Estate 2,416 3,159 3 4 1
Information 788 281 1 0 -1
Manufacturing 6,128 3,668 9 5 -4
Other Services 2,275 2,360 3 3 0
Professional, Scientific, Management
Services 3,215 4,047 5 6 1
Public Administration 0 0 0 0 0
Retail Trade 8,760 8,958 12 12 0
Transportation and Warehousing 8,769 15,628 12 22 9
Wholesale Trade 4,066 3,060 6 4 -1
Total 63,354 67,727 -- -- --
Table 43 - Business Activity
Data
Source:
2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Labor Force
Total Population in the Civilian Labor Force 95,074
Civilian Employed Population 16 years and over 86,840
Unemployment Rate 8.66
Unemployment Rate for Ages 16-24 22.14
Unemployment Rate for Ages 25-65 4.68
Table 44 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Median Income
Management, business and financial 10,655
Farming, fisheries and forestry occupations 3,515
Service 11,565
Sales and office 18,195
Construction, extraction, maintenance and
repair 10,590
Production, transportation and material
moving 10,335
Table 45 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 49,850 61%
30-59 Minutes 22,015 27%
60 or More Minutes 9,707 12%
Total 81,572 100%
Table 46 - Travel Time
Data Source: 2016-2020 ACS

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Education
Educational Attainment by Employment Status (Population 16 and Older) In Labor ForceEducational Attainment
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 16,209 1,855 13,690
High school graduate (includes
equivalency) 21,175 1,360 10,530
Some college or Associate's degree 21,590 1,075 7,925
Bachelor's degree or higher 10,120 795 2,320
Table 47 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 330 1,340 3,335 7,344 3,950
9th to 12th grade, no diploma 2,700 5,250 6,529 7,945 3,075 High school graduate, GED, or
alternative 9,194 11,225 8,175 13,690 5,610
Some college, no degree 10,385 8,964 5,285 8,630 4,640
Associate's degree 1,015 2,755 1,915 3,074 1,555
Bachelor's degree 1,300 3,450 2,349 3,445 1,285
Graduate or professional degree 105 1,140 930 1,920 794 Table 48 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 24,549
High school graduate (includes equivalency) 28,946
Some college or Associate's degree 82,707
Bachelor's degree 104,518
Graduate or professional degree 123,313
Table 49 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The main employment sectors in the City are Education and Health Care Services, Transportation and Warehousing, Retail Trade, Arts, Entertainment, and Accommodations, and Manufacturing.

 Education and Health Care Services employ the largest share, with 13,114 workers and 15,824 positions, making up 18 percent of the workforce and 22 percent of total jobs.  Transportation and Warehousing follow closely, with 8,769 workers and 15,628 jobs, accounting for 12 percent of the workforce and 22 percent of total jobs.  Retail Trade represents 12 percent of both the workforce and employment opportunities, with 8,760 workers and 8,958 positions.
 The Arts, Entertainment, and Accommodations sector employs 8,171 individuals and offers 7,641 positions, accounting for 11 percent of the workforce and job opportunities.  The Manufacturing sector includes 6,128 employees and 3,668 positions, representing nine percent of the workforce and five percent of total jobs.

Describe the workforce and infrastructure needs of the business community:

The City has a civilian workforce of 95,074 but contends with an unemployment rate of 8.66 percent, with 4.68 percent among those aged 25-65. This exceeds the national rate of 6.7 percent and the 7.2 percent rate for comparably sized cities.

An analysis of the community survey carried out as part of this plan highlighted the following workforce and infrastructure needs:
 Economic Development Requires Enhancement : 15.9 percent of respondents (23 individuals) reported a need for improvement in economic development, particularly concerning jobs and businesses. This indicates that a notable segment of the community believes the existing economic framework is inadequate for fostering job growth and business expansion.
 Work Attainment Services for the Homeless: 20.6 percent of respondents (30 individuals) recognized work attainment services as a key necessity for tackling homelessness. This demonstrates a significant connection between job opportunities and the decrease of homelessness, highlighting the importance of effective job placement and support services.

When residents were asked to identify the top three most critical economic development needs, their top responses were:

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1. Job Creation/Job-Generating Businesses: 75.17 percent of respondents (109 out of 215) emphasized this as the highest priority need. This significant majority highlights the pressing need for efforts that promote job creation and draw in companies that can produce employment opportunities.

2. Job Readiness Programs : 44.14 percent of respondents (64 out of 215) identified job readiness programs as an essential requirement. This underscores the importance of training and educational initiatives that equip individuals for the job market, guaranteeing they possess the skills needed by employers.

3. College Readiness Initiatives : 34.48 percent of respondents (50 out of 215) identified college readiness initiatives as crucial. This highlights the significance of higher education and the necessity for initiatives that assist students in moving from high school to college, ultimately fostering a more knowledgeable and skilled workforce.

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

In 2023, the City launched the Downtown Specific Plan (DTSP) to rejuvenate the downtown region, highlighting its importance in education, economic growth, and culture. The proposal envisions over 15,000 residential units, featuring a key project on the 43-acre Carousel Mall location. A goal of the plan is to utilize the Carousel District’s potential to draw in visitors through its arts and entertainment facilities by further enhancing the area.

California State University, San Bernardino (CSUSB) plays a crucial role in the local economy, producing more than $536 million in yearly expenditures in California and supporting over 2,000 jobs in the area. The university's existence fosters job opportunities in education, administration, and diverse support services, helping to reduce unemployment rates for graduates relative to individuals with just a high school diploma.

These modifications generate multiple requirements for workforce enhancement, business assistance, and infrastructure. The elevated unemployment rate signifies a demand for job creation and training programs to prepare residents with essential skills. Furthermore, the focus on economic growth and employment services underscores the significance of aiding enterprises and offering strong job placement assistance to mitigate unemployment and homelessness.

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How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
As discussed, the Education and Health Care Services sector employs the largest share of the workforce, making up 18 percent of the workforce and 22 percent of total jobs. The presence of institutions like California State University, San Bernardino (CSUSB) and various health care facilities ensures a steady supply of educated professionals in education, administration, and health care services.

Additionally, the City's focus on revitalizing the downtown area and developing the Carousel District enhances opportunities in arts, entertainment, and hospitality. This sector encompasses 8,171 individuals and offers 7,641 positions, accounting for 11 percent of the workforce and job opportunities.

Furthermore, in the Manufacturing sector, which includes 6,128 employees and 3,668 positions, representing nine percent of the workforce and five percent of total jobs, the InTech Center's hands-on training programs in advanced manufacturing, industrial maintenance, and robotics help bridge the skills gap in this sector, supporting local businesses and enhancing employment opportunities.

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

The City has a notably large lower-income community that could benefit significantly from increased economic opportunities, many of which are linked to educational and job prospects.

As explained in the 2021-2029 Housing Element , the City can and does actively promote economic development initiatives that enhance workforce training efforts.

In 2023, the California Workforce Development Board granted $20 million to the San Bernardino Community College District for the enhancement of career training programs in fields such as water, health, logistics, trucking, and energy-utility line clearance. This initiative aligns with the ConPlan's goal of enhancing workforce development and reducing unemployment.

In 2019, the Citadel Community Development Corporation, a nonprofit located in San Bernardino, was awarded a $1.5 million grant by the U.S. Department of Labor. This funding reinforces Citadel's goal to assist former inmates in the Inland Empire in rejoining the workforce by providing financial support for job training and assistance for new employees. This effort supports the ConPlan's objective of providing economic opportunities through job training and employment assistance.

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In 2017, the San Manuel Band of Mission Indians (SBBMI) contributed $3.4 million to Goodwill to train and employ as many as 1,580 residents via Goodwill's Career Pathways Program. In 2021, SBBMI contributed another $4.0 million. These contributions align with the ConPlan's focus on providing support services that help residents overcome barriers to employment.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Not applicable.

Discussion
See discussion above.

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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
In the City, several census tracts show a notable clustering of households facing various housing issues as identified in the HUD AFFH Mapper . Numerous regions exhibit notably elevated concentrations, with over 70 percent of homes impacted. Included are Census Tract 55 (75.71 percent) and Census Tract 56 (75.62 percent), both showing the highest percentages, together with Tract 63.01 (73.70 percent) and Tract 41.03 (73.31 percent). Moreover, Tract 49 (71.88 percent) and Tract 69.04 (70.84 percent) also show significant housing issues. Between 65 percent and 70 percent is seen in other various regions. These consist of Tract 65 (68.23 percent) and Tract 4104 (68.28 percent), along with Tract 76.01 (66.49 percent) and Tract 706.01 (66.94 percent). In the same way, Tract 62.03 (66.10 percent) and Tract 54 (65.03 percent) also lie within this range, indicating a potential common problem in these areas.

Table 50 – HUD AFFH Mapper
Finally, some census tracts have between 60 percent and 65 percent of households affected, indicating regions that, although somewhat less severe, still encounter considerable housing difficulties. This encompasses Tract 53 (62.18 percent), Tract 58 (63.68 percent), Tract 64.01 Packet Page. 144
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(64.12 percent), Tract 42.01 (64.52 percent), and also Tract 74.08 (61.94 percent). Even though these regions show a lower percentage compared to the highest-concentration zones, they still reflect a significant demand for focused housing support and intervention.

This indicates that housing issues are not limited to one specific area but are spread throughout different sections of the City, with some neighborhoods experiencing particularly elevated levels of housing instability.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") A minority concentration denotes census tracts in which the proportion of individuals belonging to racial or ethnic minority groups exceeds the City average by a minimum of 20 percent. The City contains two regions recognized as areas with concentrated racial or ethnic minorities: Census Tract 48.00 and Census Tract 57.01.

An LMI (low- to moderate-income) concentration is characterized as a census tract where the median household income is at or below 80 percent of the state median family income, the median family income is at or below 80 percent of the median family income for the metropolitan area, or the federal poverty rate is 20 percent or more.

Several census tracts show a significant presence of low-income family households. These consist of Census Tract 79.01, Tract 74.01, and Tract 74.09, which show a substantial presence of low- income families. Furthermore, Tract 45.03 and Tract 45.04 exhibit comparable patterns, signifying areas of economic hardship that might need specific support measures. Additionally, Tract 27.06 and Tract 46.01 showcase significant concentrations of low-income families, highlighting the necessity for targeted assistance in these neighborhoods.

What are the characteristics of the market in these areas/neighborhoods? In Tract 57.01, there are two sites identified by the U.S. EPA as brownfields, which are properties where redevelopment or reuse might be hindered due to the presence or potential presence of hazardous substances, pollutants, or contaminants. Both tracts, like other parts of the City, have high area deprivation indexes, reflecting disadvantages compared to the rest of the State.

As of February 27, 2025 and based on the information on Zillow, there are approximately 155 houses in various states of foreclosure throughout the City. Housing units in foreclosure generally overlap with LMI neighborhoods.

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Are there any community assets in these areas/neighborhoods? The County runs an Employment Resource Center in central San Bernardino close to City Hall within a low-to-moderate income area. California State University, San Bernardino is situated in a low-income community as well.

Are there other strategic opportunities in any of these areas? The City possesses various economic benefits, such as contemporary industrial structures, easy freeway access, and typically reduced labor expenses. Moreover, the City persists in promoting economic growth and will keep supporting nonprofits that enhance residents' skills through job training and small business development.

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

The City is currently mostly covered by existing fiberoptic infrastructure owned and serviced by Internet Service Providers (ISPs). The FCC broadband data from June 2023 shows the level of service available throughout the City, ranging from well served to unserved, including areas where there is no provider available. Gaps exist along the mountainous regions to the north, but the City itself is entirely covered. The areas with lines indicate where fiber internet is available.

Table 261 - Broadband
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Having several ISP options potentially results in improved prices and services for consumers. As the competition within the broadband industry intensifies, service providers are continuously seeking innovative strategies to retain their customer base and expand their market share.

Broadband bundling not only responds to this competitive demand but also addresses the diverse

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needs of the population and can help broadband access make financial sense for broader swaths of the population.

According to BroadbandNow, the following ISPs currently have plans available in the City: AT&T, Spectrum (Charter Communications, Inc.), EarthLink, Frontier, Hughesnet, One Ring Networks, Starlink, T-Mobile US, XNET WiFi, Verizon, and Viasat Inc. Plans start at $29.99 per month with Frontier, followed by $30 with Spectrum.

The City held three Broadband Strategic Master Plan Public Meetings in September 2024. The City found that, although it is generally well served, hurdles to broadband adoption and reliability issues exist. Attendees spoke about connectivity challenges in different neighborhoods, affordability concerns, and the impacts of the lack of competition. It was also mentioned that costs keep going up, even with bundling and multiple ISPs serving the City.

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

It is expected that increased weather variability will increase natural hazard risks and increase the City’s need for environmental resilience. The City published the 2024 local Hazard Mitigation Plan (HMP) for public review on April 17, 2024. The purpose is to reduce or eliminate long-term risk to people and property from natural or human-caused hazards and their effects. The City found the following links between extreme weather events and increased natural hazard risks:
 Liquefaction: Changes in precipitation and groundwater levels increase uncertainty regarding subsurface stability, making liquefaction risks unpredictable.  Earthquake-Induced Landslides : Increased intense rainfall and higher temperatures, leading to more frequent wildfires, destabilize soil, making landslides more likely.  Flooding: Projected doubling in intense rainy days by the end of the century suggests more frequent floods, requiring significant infrastructure upgrades and maintenance.  Dam Inundation : Aging dams are at increased risk due to projected higher intensity storms and altered precipitation patterns, posing heightened flooding risks.  Severe Wind: Stronger storms are likely to bring more intense winds to the region, while Santa Ana wind events' future frequency remains uncertain.  Extreme Heat: As temperatures rise, extreme heat events will become more common and severe, increasing demands for cooling solutions and placing additional strain on resources.
 Drought: Climate models forecast more frequent and prolonged droughts, adversely impacting water supply, increasing reliance on imported water, and elevating wildfire risks.
 Wildfires: Higher temperatures, more drought conditions, along with high winds, increase wildfire risks, particularly in areas already prone to fires.  Hazardous Materials Release: Intense weather events like floods and extreme heat can lead to increased releases and leaks of hazardous materials. For example, heavier rains could lead to more runoff from contaminated sites.

For more information on the LHMP, please visit sbcity.org/460/Local-Hazard-Mitigation-Plan.

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

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Low- and moderate-income households in the City face compounded risks from natural hazards due to factors like limited financial resources and lack of mobility. Homes of lower-income residents may not be properly retrofitted to withstand seismic shaking during earthquakes, and the cost of repairs or relocation can be prohibitive. Similarly, those living close to hazardous sites or major transportation infrastructure have a higher risk of exposure to hazardous materials release, and financial constraints often prevent effective retrofitting or relocation.

Residents in low-income households, including seniors, persons with disabilities, and those who rely primarily on walking or biking, face significant challenges during flooding events, with many living in the higher-risk 500-year flood zones. Additionally, the financial impact of water conservation during droughts can disproportionately affect lower-income households if higher water rates or additional fees are imposed during a severe drought event.

Overall, low-income households in San Bernardino are especially vulnerable to natural hazards due to economic limitations that hinder their ability to prepare for, respond to, and recover from such events.

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Strategic Plan
SP-05 Overview
Strategic Plan Overview
This Strategic Plan discusses the City’s priority needs, five-year goals, anticipated resources, and projected outcomes for the funding from HUD. The Strategic Plan also discusses the City’s current efforts and five-year strategy for increasing affordable housing production, reducing barriers to affordable housing, alleviating the condition of homelessness and poverty, as well as the strategy for improving the overall condition of existing housing stock across the City. The plan also describes how HUD federal funding will be invested in public facilities and infrastructure improvements in the City.

Through data analysis and community engagement, it has been determined that the priority needs of the City are as follows:
 Preserve and rehabilitate housing
 Development and Preservation of Affordable Housing and Expanded Housing Types  Increase Affordable Housing Options
 Provide Homeless and Homeless Prevention Services
 Infrastructure Improvements
 Strategic Resource Planning and Community ResilienceFair housing  Administration and Planning
Over the next five years, the City anticipates funding projects related to all these needs, although available funding resources, community-based organization partnerships, and market conditions may ultimately limit the City’s ability to fund some project types.

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

HUD Approval Date:
% of Low/ Mod: For LMA eligible areas, LMI/LMC/LMLC
Revital Type: Other
Other Revital Description: Housing, Public Services, Community development and Infrastructure
Identify the neighborhood boundaries
for this target area.

Citywide focused on LMA eligible CT/BG and LMI/LMC
persons, depending on the eligible activity type
Include specific housing and commercial
characteristics of this target area.

The City's commercial corridors are considered major
hub areas of activity (routes 10, 215, and 210 and W.
5th Street). Dense residential and nonresidential
development, including multi-family and multi-story
commercial buildings, exists in the southern half of
the City in the downtown, while less dense residential
neighborhoods exist in the northernmost areas of the
City. Around the periphery of the downtown, there
are medium-density neighborhoods containing
townhomes, apartments, doubles and dense single-
family housing units.
1 How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
The consultation process did not pinpoint any specific
region. Stakeholders and service agencies noted they
assist homeless and or LMI residents located
throughout the City and provide LMA and LMLC
activities in eligible areas and for eligible projects.

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Identify the needs in
this target area.

Citywide affordable housing is an issue, particularly for extremely low- and low-income families. Aging sewer and water infrastructure, park equipment, accessibility of public streets and sidewalks, and community facilities are key identified needs as well. Lack of affordable housing and housing rehabilitation needs are also required in the city.

What are the
opportunities for
improvement in this
target area?
The City's housing rehabilitation, housing access and unit development, and infill development programs are the right tools to create more available affordable permanent housing units. In addition, there is an opportunity to improve aging facilities that could, if left go, affect the health and safety of the community residents. There are ADA needs in public infrastructure, as well as needs for public facilities.

Are there barriers to
improvement in this
target area?
Yes, there is an ongoing issue of funding, assistance, both private and public, for these activities. The top barrier remains having sufficient funding to fully-fund eligible activities.

Table 52 – Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City will spend at a minimum, 70 percent of its federal funding to finance projects targeted to low- to moderate-income households throughout the City, including those in special needs categories. Based on 2017-2021 ACS 5-Year estimates and 2017-2021 CHAS data, 55 percent of households in the City are low- to moderate-income households. Because more than half of residents would qualify for CDBG assistance and there are no concentrated areas of poverty, the City is taking the approach of allocating CDBG funds across the whole City.

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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Priority Need
Name
Preserve and Rehabilitate Housing
Priority Level High
Population Low
Moderate
Large Families
Families with Children
Elderly
Persons with Disabilities
Geographic Areas
Affected
Citywide
Associated Goals Expand Affordable Housing Opportunities Description The preservation and rehabilitation of single-family owner-occupied housing and multi-family rental units.
1 Basis for Relative
Priority
As discussed in MA-20, 65 percent of occupied housing units were built prior to 1980. In general, housing begins to require major repairs after 30 or 40 years of age. Those repairs could include important health and safety repairs such as for heating/air systems, roof, kitchen appliances, bathroom or kitchen plumbing, and insulation. Many low- to moderate-income households may be unable to afford these needed repairs.

Community engagement efforts also identified a need for housing rehabilitation.

Priority Need
Name
Preserving and rehabilitating housing, Expanding homeownership, Providing homeless services and prevention, Adding new affordable housing, Promoting economic development, Improving facilities and infrastructure and Fair Housing
Priority Level High
2 Population Low
Moderate
Large Families
Families with Children
Large Families

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Seniors
Persons with disabilities
Geographic Areas
Affected
Citywide
Associated Goals Expand Affordable Housing Opportunities Description New affordable rental housing (new construction, adaptive reuse, or rehabilitation) in a variety of types, and new affordable rental housing with supportive services for homeless individuals and veterans.

Basis for Relative
Priority
There is a significant mismatch between housing supply and affordability within the City. As discussed in MA-15, there is an affordable housing supply gap of 80 percent for renter households earning between 0 and 30 percent AMI and a 22 percent gap for households earning between 30 and 50 percent AMI.

Additionally, 16,875 low-income renter households are paying more than 30 percent of their income toward housing costs
Priority Need
Name
Provide Homeless Prevention Services
Priority Level High
3 Population Extremely Low
Low
Moderate
Families with Children
Elderly
Public Housing Residents
Chronic Homelessness
Individuals
Chronic Substance Abuse
veterans
Victims of Domestic Violence
Unaccompanied Youth
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families

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Geographic Areas
Affected
Citywide
Associated Goals
Strengthen Homeless Prevention Services
Description Provide targeted support aimed at preventing and reducing homelessness, such as emergency shelters, rapid rehousing, and homelessness prevention services to homeless individuals and persons at risk of homelessness.

Basis for Relative
Priority
As discussed in NA-40, the 2024 PIT Count identified 1,417 homeless individuals living in the City. Discussions with the San Bernardino County Homeless Partnership identified that homeless individuals are in need of services to alleviate or prevent homelessness.

Priority Need
Name
Community Development
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Elderly and Frail Elderly
Persons with Disabilities
Geographic Areas
Affected
Citywide
Associated Goals Invest in Community Infrastructure and Facility Improvements Description Investing in roads, sidewalks, parks, and public facilities in qualifying neighborhoods and providing ADA access for disabled residents of the City. 4 Basis for Relative
Priority
Community engagement efforts found that the top needs for Public Improvements are street/alley/sidewalk, street lighting and traffic calming for safety, tree planting and urban greenery, parks, safe routes to school, graffiti removal and water/sewage improvements.

Priority Need
Name
Strategic Resource Planning and Community Resilience
Priority Level High
5 Population Extremely Low

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Low
Moderate
Families with Children
Elderly and Frail Elderly
Persons with Disabilities
Persons experiencing Homelessness
Geographic Area
Affected
Citywide
Associated Goals Enhance Community Resilience and Environmental Safety Description Encouraging efficiencies in housing and community development project that also promote self-reliance and responsible planning and recovery Basis for Relative
Priority
Enhancing the ability to protect lives and property, reduce long term operating costs for low to moderate income persons, improve long term economic stability and community well-being
Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Housing Authority residents (voucher)
Other
Geographic Areas
Affected
Citywide
Associated Goals Support Fair Housing
6 Description Promote fair housing and support fair housing services.

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Basis for Relative
Priority
Discrimination based on housing was mentioned repeatedly in the community needs survey as a barrier to equal access and fair housing.

Associated Goals Planning and Administration
Description Implement goals of ConPlan.

Basis for Relative
Priority
Compliance with all HUD ConPlan and CDBG, HOME, and ESG program regulations is a requirement for participation in this program. 7 Table 53 – Priority Needs Summary
Narrative (Optional)
In establishing the above priorities, the City has considered input from community engagement efforts, including surveys, stakeholder interviews, engagement meetings, as well as demographic and data analysis. Activities that address high priority needs will be funded using CDBG, HOME, and ESG funds as eligible and appropriate during the ConPlan period and activities that address low priority needs may be funded by these funds, pending availability.

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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Based on existing and anticipated market conditions, the City will be investigating the feasibility and types of TBRA it can offer under the HOME program as an element of expanding housing access and opportunity TBRA for Non-
Homeless Special
Needs
The City will determine, based on market need and opportunities, the ability of HOME TBRA to serve non-homeless special needs persons
New Unit
Production
As discussed in the 2021-2029 Housing Element – The City has received a final housing planning target of 8,123 housing units for the 6th cycle housing element, which spans from 2021 to 2029. The allocation comprises 708 units for extremely low income (0–30% of AMI), 707 units for very low income (31–50% of AMI), 1,097 units for low income (51–80% of AMI), 1,448 units for moderate income (81–120% of AMI), and 4,163 units for above moderate income (over 120% of AMI), summing up to 8,123 units. As part of that, the City is focused on expanding housing types, development, and opportunity
Rehabilitation Approximately 61 percent of the occupied housing units in the city were constructed prior to 1980, with almost 16 percent built before 1950, emphasizing the necessity for renovation. Typically, homes start needing significant repairs after they are 30 or 40 years old. The Owner-Occupied Rehab program is proposed to be funded through the CDBG program.

Acquisition,
including
preservation
The City is working with partners and others on opportunities to preserve existing affordable housing and use other tools, such as acquisition, to affect its goal of expanding access to housing and to a wider variety of housing types.

Currently, while there are cost and clean up constraints within the City, there is sufficient land to accomplish this task.

Table 54 – Influence of Market Conditions

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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Over the five-year period covered by this ConPlan FY 2025–2029, the City anticipates receiving an estimated total of approximat ely $19,023760 million in federal entitlement grants from HUD, CDBG, HOME, and ESG funds. These funding sources provide essential support for a wide range of eligible housing, community development, and homelessness prevention activities.

The City will coordinate these investments with other local and regional funding sources—including state housing programs, Continuum of Care funding, and private sector investments—to ensure a comprehensive and sustainable approach to meeting the needs of low- and moderate-income residents. Resources will be aligned with the priority needs, goals, and outcomes identified through the planning process, including community engagement and market analysis.

Anticipated Resources
Expected Amount Available Year 1
Program Source of
Funds Use of Funds Annual
Allocation
Program
Income
Prior Year
Resources Total
Expected
Amount
Available
Remainder
of ConPlan
Narrative
Description
CDBG Public-
Federal
Acquisition Admin &
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$2,746,082 0 $0 $2,746,
082 $10,184,849
The est.
amount of
CDBG funds
available is
based on
allocations
for FY 2024-
2025

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HOME Public-
Federal
Site Acquisition
Site Improvement
Rehabilitation
Homebuyer
Assistance
Rental Assistance
$1,160,207 $0 $0 $1,160,
207 $4,303,055
The est.
amount of
HOME funds
available is
based on
allocations
for FY 2024-
2025
ESG Public-
Federal
Street Outreach
Emergency Shelter
Prevention Activities
Rapid Rehousing
Data Collection
(HMIS)
$258,646 $0 $0 $258,6
46 $959,283
The est.
amount of
ESG funds
available is
based on
allocations
for FY 2024-
2025
Table 55- Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
Leverage refers to the strategic combination of diverse funding sources, including local, state, or further federal financial support, with HUD funding to improve project efficiency and take advantage of ec onomies of scale. The City seeks to utilize its federal resou rces alongside state, local, and private funding to create high-quality, affordable housing for its residents. Extra resources to me et the requirements of low- and moderate-income residents are obtained from several sources, including:

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Federal Resources
 Section 8 Housing Choice Voucher Program
 Federal Low-Income Housing Tax Credit Program
 Tax Exempt Bond Financing
 Community Investment Funds from Dignity Health

State Resources
 Tax-exempt bonds
 State Low-Income Housing Tax Credit Program
 No Place Like Home
 Community Reinvestment Funds
 Permanent Local Housing Allocation (PLHA) from the California State Department of Housing  Veteran Housing and Homeless Prevention Program
Local Resources
 San Bernardino County Continuum of Care
 HACSB
Private Resources
 Dignity Health
 San Manuel Band of Mission Indians
 San Bernardino Unified School District
 City of San Bernardino Successor Housing Agency

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Consolidated Plan SAN BERNARDINO 137
According to HUD regulations, ESG recipients are required to match their annual ESG allocation at a rate of 100 percent. Agenci es receiving ESG funds fulfill the match requirement by utilizing volunteer efforts, in-kind donations, and funding from various local, state, and federal initiatives.

The City will use its HOME funds alongside additional housing resources as needed. HOME non-federal match funds will be tracked , including all additional funds spent in excess of necessary match will be recorded by the City and submitted to HUD as a compon ent of the CAPER annually.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City’s 2021-2029 Housing Element update revealed that many vacant residential sites downtown are surplus. The city plans to collaborate with nonprofits to sell these sites for deed-restricted affordable housing. Most of these vacant lands are zoned fo r multi- family use or can be upzoned for higher density. All moderate and lower-income sites are infilled, meaning they have access to water, sewer, and dry infrastructure, with priority given for affordable housing connections. Sites for above-moderate income are spre ad across the southern, central, and northern areas of the district.

The City will maintain funding for its Infill Housing Program and the Owner-Occupied Residential Rehabilitation Program (OORP). Via the City’s Infill Housing Program, the City intends to purchase, renovate vacant and/or underused land parcels and develop hous ing accessible to low- and moderate-income families. The Owner-Occupied Residential Rehabilitation Program will offer funding for t he renovation of single-family homes owned by low- and moderate-income families.

Discussion
See discussion above.

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Consolidated Plan SAN BERNARDINO 138
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic Area Served
San Bernardino City Government
Economic
Development
Homelessness
Non-Homeless
Special Needs
Planning
Neighborhood
Improvements
Public Facilities
Public Services
Jurisdiction
Housing Authority of the
County of San Bernardino
(HACSB)
PHA Public Housing
Rental Region
San Bernardino County
Homeless Partnership
(SBCHP)
CoC Homelessness Region
Assess of Strengths and Gaps in the Institutional Delivery System The City uses its CDBG, HOME, and ESG funding to make significant investments; however, community needs far outpace available funding.

San Bernardino is a participant in the San Bernardino County Homeless Partnership (SBCHP) through the Central Valley Steering Committee of the Interagency Council on Homelessness.

SBCHP was instrumental in creating the county's Continuum of Care and a strategy to eliminate homelessness.

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Consolidated Plan SAN BERNARDINO 139
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention Services Available in
the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy XX
Legal Assistance X
Mortgage Assistance X
Rental Assistance X
Utilities Assistance
Street Outreach Services
Public Safety Street Outreach X
Mobile Clinics
Other Street Outreach Services XX
Supportive Services
Alcohol & Drug Abuse XX
Child Care XX
Education
Employment and Employment
Training
XX
Healthcare XX X

HIV/AIDS X X
Life Skills XX
Mental Health Counseling XX
Transportation XX
Other

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Consolidated Plan SAN BERNARDINO 140
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) In addition to CDBG funding, ESG funding is likewise utilized to address homelessness in the city.

This encompasses funding for outreach to individuals experiencing homelessness, enhancing, delivering, and managing shelters; offering crucial services to those in shelters; swiftly re-housing homeless individuals; and preventing homelessness.

The City offers various services to support unhoused individuals and families through several organizations:
 U.S. VETS Veteran Housing: Approved in March 2022, this facility provides 30 residential units for low-income veterans, including housing, case management, and supportive services. It's the first of two veteran housing projects in the city.  Operation Grace : Since 1993, this organization has provided emergency shelter for women and children, permanent supportive housing, and programs to prevent homelessness. They partner with local organizations to offer a range of community services.
 Central City Lutheran Mission (CCLM) : Established in 1994, CCLM offers emergency services, case management, life-skills training, employment and education referrals, health and wellness services, housing counseling, and rapid rehousing. They are developing a wellness campus in San Bernardino.
 Step Up: Since 2016, Step Up's Inland Empire Housing First Programs have worked with property managers and landlords to provide housing for the homeless. They recently converted the Allstar Motel into 75 units of permanent supportive housing for formerly homeless seniors.

These organizations play a crucial role in addressing homelessness and providing essential services in San Bernardino.

Moreover, the San Bernardino County Homeless Partnership (SBCHP) organizes services for the homeless and housing across the County, including in the City. The SBCHP also launched initiatives aimed at providing housing for the elderly and those who are chronically homeless.

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Consolidated Plan SAN BERNARDINO 141
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
Tackling the lack of emergency shelter, transitional housing, permanent supportive housing, and various housing options presents a notable challenge in San Bernardino. As stated in the 2021- 2029 Housing Element, the City endorsed a Homelessness Solutions Action Plan and designated $24.5 million in American Rescue Plan Act (ARPA) funds to address this matter.

In February 2023, the City Council announced a local Homelessness State of Emergency and shelter crisis in accordance with GC § 8698. Subsequently, in May 2023, the City Council enacted a homeless emergency action plan to offer more housing alternatives and support services. These efforts seek to create 535 additional beds, fulfilling 65 percent of the overall demand for homeless individuals.

Individuals experiencing homelessness frequently encounter increased rates of medical, disability, and substance use issues, affecting their capacity to secure employment and access housing and healthcare. The County provides various resources for homeless people with HIV/AIDS, such as permanent supportive housing.

Numerous unhoused individuals have gone through considerable trauma, including escaping unsafe living situations, domestic abuse, substance abuse problems, long-term homelessness, and military service. The Inland Empire Health Plan supports chronically homeless people, identified as those who have been homeless for more than one year or four or more times within three years, and have a disabling health condition.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs To address the gaps in the service delivery system, the City plans to allocate resources to develop more affordable housing units, particularly for extremely low-income and very low-income households. Improving transportation options is also a priority to ensure homeless individuals can access essential services. Expanding mental health and substance abuse services by providing integrated treatment and support for co-occurring disorders is another key focus.

Additionally, the City aims to boost employment and education services by offering more job training, employment opportunities, and educational support to help individuals achieve stability. Finally, increasing the supply of permanent supportive housing is crucial to provide long- term stability for chronically homeless individuals. By addressing these gaps and leveraging

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Consolidated Plan SAN BERNARDINO 142
existing strengths, the city can more effectively meet the needs of homeless individuals and special needs populations.

SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
# Goal Name
Star
t
Year
End
Year Category Geograp
hic Area
Needs
Addressed Funding Goal Outcome
Indicator
1 Preserve and
Rehabilitate
Housing
202
5 202
9 Affordable
Housing Citywide
Low- to
moderate-
income
homeowner
s
HOME:
$2,500,000
Homeowner
housing units
rehabilitated:50
Multi-family
housing units
rehabilitated:10
0-150
2 Development
and
Preservation
of Affordable
Housing
202
5 202
9 Affordable
Housing Citywide
Low- to
moderate
income
families
needing
affordable
housing
rental
options
HOME:
$4,382,631
Renter
households
assisted: 50-100
3 Provide
Homeless
Prevention
Services
202
5 202
9 Homeless Citywide
Those
persons
experiencing
homelessnes
s or who are
at risk of
being
unhoused
ESG:
$1,217,929
CDBG:
$550,000
750 shelter-
persons assisted
750 shelter/
transitional
housing
4 Community
Development
202
5 202
9 Non-
Housing
Communit
y
Developme
nt
Citywide
Improvemen
ts to streets,
sidewalks,
ADA
improvemen
ts, parks,
CDBG:
$9,222,473
160,000
persons
assisted
through
community

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Consolidated Plan SAN BERNARDINO 143
and
community
spaces for
low- to
moderate-
income
persons
facilities
projects
5 Strategic
Resource
Planning and
Community
Resilience
202
5 202
9 Non-
Housing
Communit
y
Developme
nt
Citywide
Support for
efficiency in
housing and
community
developmen
t to promote
self-reliance,
responsible
planning,
and
responsible
recovery
CDBG:
$1,539639
Persons
Assisted:
2,500
6 Support Fair
Housing
202
5 202
9 Fair
Housing Citywide
San
Bernardino
City
residents
who need
access to fair
housing
information
and
advocacy
CDBG:
$400,000
Persons
Assisted: 5,000
7 Planning &
Administratio
n
202
5 202
9 Administra
tion Citywide
Planning &
Administrati
on
CDBG:
$2,586,186
HOME:
546,326
ESG:
$91,344
Other
(planning
and
administrati
on)

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Consolidated Plan SAN BERNARDINO 144
Goal Descriptions
Goal Name Preserve and Rehabilitate Housing1
Goal
Description
To provide funding for the preservation and rehabilitation of single-family owner- occupied housing units and multi-family rental units.

Goal Name Development and Preservation of Affordable Housing 2 Goal
Description
To provide funding for the development of new affordable rental housing (new construction, adaptive reuse, or rehabilitation) in a variety of types, and new affordable rental housing with supportive services for homeless individuals and veterans.

Goal Name Provide Homeless Prevention Services3
Goal
Description
To provide targeted support aimed at preventing and reducing homelessness, such as emergency shelters, rapid rehousing, and homelessness prevention services to homeless individuals and persons at risk of homelessness.

Goal Name Community Development4
Goal
Description
To invest in roads, sidewalks, parks, and public facilities in qualifying neighborhoods and to provide ADA access to disabled residents of the City.

Goal Name Strategic Resource Planning and Community Resilience5 Goal
Description
To provide funding that encourages efficiency in housing and community development projects and to promote self-reliance and responsible planning and recovery.

Goal Name Support Fair Housing6
Goal
Description
To provide funding for fair housing support services.

Goal Name Planning and Administration7
Goal
Description
To provide funding to implement the goals and objectives of the ConPlan, comply with planning and reporting requirements, and monitor the use of funds.

Table 58 – Goals Summary

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) The City estimates that HOME funds will provide affordable housing to approximately 100 households over the ConPlan timeframe.

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Consolidated Plan SAN BERNARDINO 145
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Not required as there is no Voluntary Compliance Agreement (VCA) in San Bernardino City.

Activities to Increase Resident Involvements
The HACSB Board of Commissioners conducts regular meetings two times a month, welcoming public remarks on agenda topics. Moreover, HACSB operates a Family Self Sufficiency Program that enables residents to engage in establishing self-sufficiency objectives, job training, and utilizing various supportive services.

Is the public housing agency designated as troubled under 24 CFR part 902? No.

Plan to remove the ‘troubled’ designation
Not applicable.

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Consolidated Plan SAN BERNARDINO 146
SP-55 Barriers to Affordable Housing – 91.215(h)
Barriers to Affordable Housing
Several factors act as barriers to acquiring and constructing affordable housing. The primary obstacle is the shortage of funding, with local, state, and federal financial support declining over the past 10 years. Based on the 2021-2029 Housing Element and FY2024-2029 Analysis of Impediments to Fair Housing Choice, the barriers and impediments to affordable housing are as follows:

1. Environmental Reviews & Land Use Regulations:

2. Community Opposition & Density Restrictions

3. Zoning Limitations on Emergency Shelters & Transitional Housing

4. Constraints on Multi-Family & Supportive Housing

5. Regional Housing Needs Allocation (RHNA) Challenges

6. Accessibility Barriers for Individuals with Disabilities

7. Financial Constraints & Development Costs
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City has undertaken notable initiatives to remove restrictions linked to land use regulations by creating and implementing a new Development Code that consolidates and streamlines the City's development rules and procedures. This initiative was succeeded by restructuring the City to consolidate multiple development-oriented departments into a unified Community Development Department and creating a centralized permit counter.

Furthermore, the City has implemented the following changes to the Municipal Code to further decrease obstacles to affordable housing:

1. General Lot Consolidation Incentive : Small, separate lots offer limited development opportunities and typically cannot support onsite property management. Development potential can be enhanced through a small-lot consolidation initiative that provides a 15 percent density bonus for projects with a residential component that commits to a maintenance plan and onsite management. The city plans to amend the Development Code to encourage lot consolidation.

2. Density Bonus Provisions : Projects that utilize density bonuses can be a vital source of housing for low- to moderate-income households. The city intends to update the Development Code to reflect the latest amendments to State density bonus laws.

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

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Consolidated Plan SAN BERNARDINO 147

4. Streamlined Processing: The City remains committed to further simplifying development activities and regulations and will continue to evaluate potential initiatives aimed at removing land use limitations, particularly concerning the construction of new housing and the renovation of existing housing. In 2012, the City revised its Development Code to enhance usability and reduce confusion among staff and the development community.

As part of this update, the City introduced a new simplified form of Conditional Use Permit known as the Minor Use Permit (MUP). The Development/Environmental Review Committee assesses the MUP instead of the Planning Commission, requiring less staff involvement (resulting in a comparatively quicker process for developers), reduced fees, and serving as a substitute for a CUP for specific qualified projects.

To tackle housing affordability and the scarcity of financial resources for affordable living, the ConPlan advocates for the allocation of CDBG and/or HOME funds to maintain and improve housing units and offer homeownership prospects to low- and moderate-income families. Even though the City has lost access to redevelopment funds, it will still utilize its CDBG and HOME funds to draw in private and other public resources, including land transferred to the City, to develop affordable housing for low- and moderate-income families.

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Consolidated Plan SAN BERNARDINO 148
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
While efforts to shelter as many people as possible and house them quickly are being expanded, efforts to improve the quality of life for people living on the streets, particularly in those areas most impacted by unsheltered homelessness, are also needed. These strategies strengthen outreach and engagement efforts that connect unsheltered people to services and housing and address individual and public health issues that arise. They also emphasize the importance of meeting basic needs for people experiencing homelessness and making people experiencing homelessness feel comfortable and welcome.

The City provides Emergency Solutions Grant (ESG) funding for FY 2025–26 to the Family Service Association of Redlands and The Salvation Army to deliver critical homelessness and homelessness prevention services. The Family Service Association of Redlands offers Rapid Rehousing assistance, including housing placement, short- to medium-term rental subsidies, and case management for individuals and families experiencing homelessness. The Salvation Army provides emergency shelter services, homelessness prevention through rental assistance, and supportive services to help stabilize at-risk households and connect them to long-term housing solutions.

Addressing the emergency and transitional housing needs of homeless persons The City operates a Motel Voucher Program as part of its broader strategy to address emergency and transitional housing needs for individuals and families experiencing homelessness. For FY 20244–25, the program is supported by a combined total of $2.75 million in federal and state funding from the American Rescue Plan Act (ARPA), Community Development Block Grant – CARES Act (CDBG-CV), and Permanent Local Housing Allocation (PLHA). This funding supports temporary shelter placements across multiple motel sites, offering a total of 130 rooms and 200 beds. The program is designed with low-barrier access and provides immediate stabilization services, including case management, transportation assistance, and housing navigation to connect participants to long-term housing solutions.

In addition to the motel voucher initiative, the City allocates Emergency Solutions Grant (ESG) funding to nonprofit organizations that operate emergency shelters and transitional housing programs. These programs provide critical services such as meals, shelter, supportive counseling, medical referrals, job training, and recovery support. Together, these coordinated efforts reflect

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Consolidated Plan SAN BERNARDINO 149
the City’s commitment to expanding shelter capacity, reducing barriers to access, and supporting vulnerable populations on the path to permanent housing and long-term stability.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

The City will provide ESG funding for supportive services to assist homeless individuals, including funding for emergency shelters, rapid rehousing, homelessness prevention, and street outreach.

The City will also fund nonprofit agencies that operate emergency shelters and provide services to help homeless individuals stabilize and live independently. The City will continue to fund nonprofits that help homeless individuals transition to permanent housing. In addition, the City has expanded outreach and services for those unhoused individuals encountered by City staff, including special outreach and social services provided by the City’s Public Safety Outreach team.

Help low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
As discussed above, the City funds a number of nonprofits that provide homeless prevention services to those at risk of homelessness. Additionally, the Coordinated Entry System (CES) is used to quickly identify, assess, refer, and connect clients to housing assistance and services in the event they are hospitalized. The City also collaborates with St. Bernardine’s Hospital and Community Hospital in the City to connect homeless patients with bridge housing.

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Consolidated Plan SAN BERNARDINO 150
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The City follows all applicable lead-based paint hazard (LBP) regulations, which primarily affect projects funded by the City’s Housing Rehabilitation Program. All applicants are notified about LBP risk and, if they are low-income and have a child under six at home, are then referred to the County’s LBP Abatement Program for free paint inspections, lead testing for children, information about LBP, and abatement. In general, housing built after 1977, zero-bedroom units, and housing for the elderly or disabled persons (unless children are present) are exempt from this rule.

HCD also addresses lead-based paint hazards by mandating compliance with federal regulations.

HCD mandates that all subrecipients of federal funding for housing purposes (rehab, new construction, shelter, etc.) must comply with federal Lead-Based Paint Poisoning Prevention Act (42 U.S.C. 48214846) regulations. All subrecipients sign a Statement of Assurances with the submission of their application that states they will adhere to the Act’s requirements when applicable. Subrecipients are also required to comply with the EPA’s Renovation, Repair and Painting Rule as enacted in 2008. Adherence to this requirement is monitored for the CDBG and HOME programs, as well as with ESG when funding is being used for shelter renovations or conversions.

The City will also address childhood lead poisoning by following the recent guidance from the Childhood Lead Poisoning Prevention Branch (CLPPB). This guidance helps local health jurisdictions on how to assist California property owners to lower lead abatement costs. It includes strategies for creating lead hazard control plans, options in program development, a comprehensive list of statewide residential lead abatement funding sources from both public and non-profit groups, and allocation amounts for each entitlement in the State of California, including San Bernardino. This guide is sent to local representatives for technical assistance.

How are the actions listed above related to the extent of lead poisoning and hazards? Housing built before 1980 is one of the main sources of lead hazards and lead poisoning. Units built prior to 1980 may contain LBP, to which children under the age of six years are especially vulnerable. As discussed in MA-20, approximately 38,000 housing units were built prior to 1980, of which approximately 7,000 are occupied by children under six years of age. California contains more housing units built before 1978 than any other state in the country.

San Bernardino’s strategy focuses on housing, which directly relates to the on-the-ground hazard points for lead poisoning.

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Consolidated Plan SAN BERNARDINO 151
How are the actions listed above integrated into housing policies and procedures? The City, as part of its Owner-Occupied Housing Rehabilitation Program, requires that all LBP be controlled or abated and disposed of properly to eliminate or reduce the hazard of environmental or human contamination.

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Consolidated Plan SAN BERNARDINO 152
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families The City allocates federal funds for economic development programs and activities. Through HUD’s Section 108 Loan Guarantee Program , CDBG recipients receive financing for these activities. The City uses these funds to acquire properties for commercial centers, creating jobs for local residents. The City anticipates their Section 108 Loan will be paid fully repaid in FY2026.

Additionally, the City assigns CDBG, HOME, and ESG funds to support poverty-level families with services and housing assistance. ESG funds are used for homelessness prevention, rapid re- housing, and emergency shelters. CDBG funds go towards public services,Invest in Community Infrastructure and Facility Improvements , and community facilities in low-income neighborhoods. At least 70 percent of CDBG funds must benefit low- to moderate-income families.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City assigns CDBG and ESG funds to support poverty-level families with services and housing assistance. ESG funds are used for homelessness prevention, rapid re-housing, and emergency shelters. CDBG funds go towards public services,Invest in Community Infrastructure and Facility Improvements , and community facilities in low-income neighborhoods. At least 70 percent of CDBG funds must benefit low- to moderate-income families.

Additionally, the City implements economic development initiatives that focus on job creation and workforce development, which are essential components of its anti-poverty strategy.

Programs aimed at improving economic opportunities for residents include job training, small business support, and partnerships with local employers.

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Consolidated Plan SAN BERNARDINO 153
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City regularly monitors and audits subrecipient records and facilities. This involves reviewing quarterly compliance reports and annual single audits as required by 24 CFR Part 44.6. Risk assessments are based on financial data from subrecipients, and monitoring is done either by phone or on-site.

Detailed records are kept, including project location, service area boundaries, scope of work, construction schedule, budget, timeline, environmental review, and compliance. Quarterly Performance Reports (QPRs) are submitted to the Housing Division within 10 days after each quarter ends.

The City’s CDBG and ESG monitoring reports include:

1. Background of the agency, program, or project.

2. Review of current findings.

3. Necessary corrective actions (if any).

4. Observations on program operations.

5. Advice and communication to the agency.

By adhering to these standards and procedures, the City ensures effective monitoring and long- term compliance with program requirements, fostering transparency and accountability in grant management.

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Consolidated Plan SAN BERNARDINO 154

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Table of Contents

Expected Resources ........................................................................................................................ 3 AP-15 Expected Resources – 91.220(c)(1,2) ............................................................................... 3 Annual Goals and Objectives .......................................................................................................... 8 Projects ...................................................................................................................................... 10 AP-35 Projects – 91.220(d) ........................................................................................................ 10 AP-38 Project Summary ............................................................................................................ 11 AP-50 Geographic Distribution – 91.220(f) ............................................................................... 19 Affordable Housing ....................................................................................................................... 21 AP-55 Affordable Housing – 91.220(g) ...................................................................................... 21 AP-60 Public Housing – 91.220(h) ............................................................................................. 28 AP-65 Homeless and Other Special Needs Activities – 91.220(i) .............................................. 31 AP-75 Barriers to affordable housing – 91.220(j) ..................................................................... 36 AP-85 Other Actions – 91.220(k) ............................................................................................... 38 Program Specific Requirements.................................................................................................... 41

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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
For the 1-year period covering July 1, 2025 through June 30, 2026, the City has planned for the following allocations:

1. CDBG – $2,712,293

2. HOME – $1,149,833.55

3. ESG – $241,347

Once the annual allocations from HUD are announced, the City w ill adjust the funding levels accordingly. Each program on the breakdown shows a percentage of the total awarded funding that each program represents. Once allocations are announced, the City

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will revise funding levels for CDBG, HOME and ESG according to the percentages.

Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Admin and
Planning
Housing
Public
Improvements
Public Services
$2,712,293 0.00 0.00 $2,712,293 $10,059,530 Amounts represent the annual CDBG allocation
based on the FY 2025-26
program year. This
funding year is the
first
year in the 5-Year
Consolidated Plan.

This funding will be
invested in the public

facilities improvement,
recreation facilities,
homeless services, and
the Section 108
Program.

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Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Multifamily
rental new
construction

$1,149,833.55 0.00 0.00 $1,149,833.55 $4,264,578 Amounts represent the annual HOME allocation
based on the FY 2025-26
program year. This
funding year is the first
year of the 2025-2029
Consolidated Plan. This
funding will be
invested
in the development of a
multi-family rental
housing project.

ESG public -
federal
Emergency
shelter
operations
HMIS
$241,347 0.00 0.00 $241,347 $895,123 Amounts represent the annual ESG allocation
based on the FY 2025
program year. This
funding year is the first
year of the 2025-26
Consolidated Plan.

ESG monies will fund
Emergency Shelter (ES)
and Data Collection
Depository.

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Table 1 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will focus on leveraging its federal resources with state, local and private capital to develop quality and decent affordable housing for San Bernardino residents. Additional funds to serve the needs of lower- and moderate-income residents include:

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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City has approved single-family residential projects, and many are under construction. These range from infill developments to larger subdivisions on vacant land, according to the City’s 2021- 2029 Housing Element. The City is partnering with Neighborhood Partnership Housing Services (NPHS) to build affordable si ngle-family housing on infill parcels. The goal is to make homeownership more accessible. Presently, four manufactured housing units are approved for construction. NPHS deed restricts these units as affordable to lower income households through long-term affordability covenants. As of 2023, three housing units have been built and additional units are anticipated to be built through 2029. An unspecified number of units will also be ADUs.

Discussion
According to the City’s 2021-2029 Housing Element, the City has enough available land and residential designations to meet the affordable housing needs of the community. However, the lack of funding plays a crucial role in meetin g the needs of the community. More than 2,000 housing units, affordable and market rate, are in the development pipeline. The City will continue to leverage other funding sources to provide services to populations in need.

FY2025 HOME funds will assist, in part, Jamboree project, a multi-unit rental housing positioned on 3.5 acres of city-owned land designated to affordable housing development. This project contains 8 units reserved for individuals facing homeless, 101 affordable rental units for families earning at or below 60% of AMI. Amenities on the site will include: community room and kitchen, computer lounge, basketball court, swimming pool, and tot lot. Unit construction for Phase 1 and Phase are as follows:

Phase I
x (2) one-bedroom units
x (24) Two-bedroom units
x (25) Three-bedroom units
Phase II
x (2) one-bedroom units
x (24) Two-bedroom units
x (24) Three-bedroom units

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Annual Goals and Objectives

AP-20 Annual Goals and Objectives
Goals Summary Information
# Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome
Indicator
2 Increase
Affordable
Housing Options
2025 2029 Affordable
Housing Citywide
Preserving and
rehabilitating
housing,
Expanding
homeownershi
p, Providing
homeless
services and
prevention,
Adding new
affordable
housing,
Promoting
economic
development,
Improving
facilities and
infrastructure
and Fair
Housing
HOME:
$1,034,850.20

Renter households
assisted:
101

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3 Provide
Homeless and
Homeless
Prevention
Services

2025 2029 Homeless Citywide
Provide
Homeless and
Homeless
Prevention
Services
ESG: $241,347

4,140 people will
be provided with
homeless-related
services
ESG-255 homeless
individuals assisted
4 Community
Development 2025 2029
Non-Housing
Community
Development
Citywide Infrastructure
Improvements
CDBG:
$1,762,991
850 persons
assisted
through 2
community
facilities project
5 Resource
Efficiency and
Risk
Mitigation
2025 2029
Non-Housing
Community
Development
Citywide
Responsible
Resource
Management
and
Community
Preparedness
CDBG:
$327,828
Persons
Assisted: 200
6 Support Fair
Housing
2025 2029 Fair Housing Citywide Fair Housing CDBG: $ 79,015 Persons Assisted:
2,700
7 Planning &
Administration 2025 2029 Administration Citywide Planning & Administration
CDBG:
$542,458
HOME:
$114,983.35
ESG:
$18,101

Other (planning
and
administration)
Table 2 – Goals Summary

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Projects
AP-35 Projects – 91.220(d)
Introduction
The City intends to spend their annual allocati on of CDBG, HOME, and ESG funds, on eligible projects in the following categories: promote fair housing, new affordable rental housing, provide supportive services to homeless individuals and those with special needs, and program planning and administration. CDBG funding also includes the repayment of the City's Section 108 Loan.

FY2025-26 HOME funding will be dedicated to funding a large affordable rental multi-unit housing development.

Projects
# Project Name
1 CDBG FY25/26 HOPE Campus
2 CDBG FY25/26 Section 108 Debt Repayment
3 CDBG FY25/26 Inland Fair Housing Mediation Board
4 CDBG FY25/26 San Bernardino PD Quality of Life Team
5 CDBG FY25/26 Cedar House
6 CDBG FY25/26 Pearl Transit
7 CDBG FY25/26 Whole Person Care Clinic
8 HOME FY25/26 Jamboree Project
9 FY25/26 ESG
10 FY25/26 CDBG Program Administration
11 FY25/26 HOME Program Administration
Table 3 - Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Projects in AP-35 are consistent with the 2025-2029 Consolidated Plan priority needs and goals.

These projects, activities and programs have been identified by community engagement program and needs derived from data analysis. The City continues to support the development of HOPE Campus, Police Department neighborhood engagement program, and fair housing promotion and discrimination mediation. Public services CDBG and ESG funding was awarded to applicants who best serve the homeless and at-risk for homelessness populations.

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AP-38 Project Summary

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Project Summary Information
1 Project Name CDBG FY25/26 SB HOPE Campus
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding CDBG: $1,074,214.00
Description The development of San Bernardino Navigation Center (HOPE Campus) Homeless Outreach Prevention Education Campus.

Target Date 6/30/2026
Estimate the number
and type of families
that will
benefit
from the proposed
activities
250 homeless individuals and families
Location Description 796 E. 6th Street, San Bernardino City. This parcel of land is currently owned by the City.

Planned Activities Provide Homeless and Homeless Prevention Shelter. Temporary emergency shelter space for households and individuals. 2 Project Name CDBG FY25/26 SB Section 108 Debt Repayment Target Area Citywide
Goals Supported Infrastructure improvements
Needs Addressed Community development
Funding CDBG: $688,777.60
Description Section 108 Loan Repayment Program to pursue physical and economic revitalization that will provide jobs. Full repayment is expected 2026.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
It is estimated that there will be 600 jobs created

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

Planned Activities The City has moved forward with the sale of the property and using a Section 108 loan for the repayment of the Arden Guthrie Project. The City is currently in legal review for a one -year
renewal with Rich Development, to develop the properties. The timeline of 6-12 months from executing the agreement to move into a disposition agreement. The developer has secured letters of interest and lease commitments from several major retailers directly associated with the project.
3 Project Name CDBG FY25/26 Inland Fair Housing Mediation Board Target Area Citywide
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $79,015.00
Description Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
2,700 Individuals
Location Description Citywide
Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.
4 Project Name CDBG FY25/26 San Bernardino PD Quality of Life Team Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services

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Funding CDBG: $194,489.00
Description Support Quality of Life Team salaries and equipment needs including an appropriate vehicle needed to assist local businesses, the homeless, and homeless encampments as well as participate in community cleanup activities related to homeless encampment areas.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
100 individuals
Location Description Citywide
Planned Activities The Quality-of-Life Team members will work with City Police Department to engage with and support to local nonprofits and residents of LMI areas.
5 Project Name CDBG FY25/26 Cedar House
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding $24,692
Description Recovery services for drug and alcohol addiction. Outreach to area organizations and businesses offering to share our Overdose Prevention Training and information on our residential and outpatient services with their employees and clientele.

Target Date 06/30/26
Estimate the number
and type of families
that will benefit
from the proposed
activities
240 individuals
Location Description 18612 Santa Ana Ave, Bloomington, CA 92316

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Planned Activities The Cedar House Life Change Center will use CDBG funds to pay for staff salaries and program administration that will provide addiction treatment and outreach of Overdose Prevention Training services.
6 Project Name CDBG FY25/26 Pearl Transit
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding $59,262
Description Their services include registration, mobile or in-home digital dental scanning, and the 3D printing of custom dentures, aligners, and bite guards.

Target Date 06/30/26
Estimate the number
and type of families
that will benefit
from the proposed
activities
3,800 individuals
Location Description Homeless population areas
Planned Activities Pearl Transit will use CDBG funds for staff salaries and program administration for a no-cost dental prostheses to low-income and or homeless individuals.
7 Project Name CDBG FY25/26 Whole Person Care Clinic
Target Area Citywide
Goals Supported Resource Efficiency and Risk Mitigation Needs Addressed Responsible Resource Management and Community Preparedness
Funding $49,385
Description Facilitate the Term Post-Hospitalization Program is an interim housing site designed to support individuals experiencing homelessness with complex medical or behavioral health needs as they recover and begin their journey of housing stabilization.

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Target Date 06/30/26
Estimate the number
and type of families
that will benefit
from the proposed
activities
200 individuals
Location Description 1410 N. Garey Ave, Pomona, CA 91767 Planned Activities WPCC will provide short-term post-hospitalization housing services at their 160-bed capacity interim housing site. At this site, WPCC will provide up to six months of stability, ensuring members receive medical, behavioral health, and housing support they need during their recovery.
8 Project Name HOME FY25/26 Jamboree Project
Target Area Citywide
Goals Supported Increase Affordable Housing Options
Needs Addressed Adding new affordable housing
Funding $1,034,850.20
Description Develop 101 affordable rental units for low-income families as well as 8 units designated for homeless individuals and families.

Target Date 6/30/27
Estimate the number
and type of families
that will benefit
from the proposed
activities
101 households
Location Description 5th and Meridian Streets, San Bernardino Planned Activities FY2025/26 HOME funds will assist the construction of a multi- unit affordable rental housing located on 3.5 acres of city-owned land designated to affordable housing development. Ultimately Jamboree project will contain 8 units reserved for individuals facing homeless and 101 affordable rental units for families earning at or below 60% of AMI.
9 Project Name FY25/26 ESG
Target Area Citywide

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Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding $241,347
Description The City will continue to comply with the service and reporting requirements outlined in the Annual Action Plan and other ESG administrative regulations. For the FY 2025/26 allocation:

- $18,101 administration costs
- Salvation Army:
o $139,265 Emergency Shelter operations
o $13,997 Homeless Prevention
o $13,997 HMIS
- Family Services of Redlands:
o $55,987 Rapid Rehousing
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
255 homeless individuals
Location Description Citywide
Planned Activities Grant and project management for emergency shelter and HMIS services.
10 Project Name FY25/26 CDBG Program Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $542,458.00
Description The City will implement the goals and objectives of the ConPlan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the activities and programs stated in the Annual Action Plan as well as other CDBG administration regulations.

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Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
1 Location Description Citywide
Planned Activities CDBG Planning and grant administration and compliance. 11 Project Name FY25/26 HOME Program Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding $114,983.35
Description The City will implement the goals and objectives of the ConPlan by delivering a variety of housing programs and activities. The City will also continue to comply with the planning and reporting requirements of the activities and programs stated in the Annual Action Plan as well as other HOME administration regulations.

Target Date 6/30/2026
Estimate the number
and type of families
that will benefit
from the proposed
activities
1 Location Description Citywide
Planned Activities HOME Planning and grant administration and compliance.

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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The city will use its funding for FY2025-2026 to finance projects targeting low- to moderate- income individuals and families throughout the City . Funding will also be used for a variety of housing, community development, economic development, and capital improvement projects.

CDBG, HOME and ESG funds benefit individuals, families, households and homeless populations throughout the City. Public facilities projects assi st residents in census blocks and tracks where 51 percent or more of the households are low- to moderate-income.

According to the U.S. 2020 Cens us, approximately 66.2 percent of the population is of Hispanic Origin, 14.4 percent is Non-Hispanic, White, 13.2 percent is Black, 4.1 percent is Asian, and 8.1 percent is comprised of two or more races.

While the City has been home to different race and ethnic groups, significant demographic changes have occurred since 2000 . For instance, Whites declined from the majority group (53 percent) in 2000 to only 35 percent by 2019. Hi spanics have become the majority at 65 percent of the population. Blacks and Asians have remained generally stable in number during this time. 2020 Census figures indicate that Hispanics have continued to increase in number and proportion. Many residents were also born outside the United States; more than one in five are foreign born, and of those, 80 percent are from Latin America. Because of the City’s race and ethnic composition, a larger proportion of residents than in other communities speak languages other than English.

Geographic Distribution
Target Area Percentage of Funds
Citywide 30
LMI Areas of the City 70
Table 4 - Geographic Distribution

Rationale for the priorities for allocating investments geographically As part of the development of the 2025-2026 Ac tion Plan, the City established priority needs based on an in-depth analysis of several factors such as housing, homelessness, poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this document.

The City’s primary intent is to spend its CDBG funds in predominantly low-income neighborhoods where residents have the greatest need for housing/services. Projects are evaluated on a case-

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by-case basis, while considering emergency needs, cost effectiveness, feasibility, and availability of other funding to address the specific needs.

Discussion
The City will allocate its funds to organizations that will provide housing and support services to low-income households. The process for every annual action plan requires the City in prioritizing the use of its CDBG funding for housing and community development activities, including the preservation and conservation of affordable housing, activities, public improvements and public facilities.

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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
According to the city’s 2021-2029 Housing Element, the size of housing is often determined by market demand and the development regulations imposed (density, unit size, lot coverage) or incentives (regulatory and financial) offered for different types of housing. Offering an appropriate size of unit helps to ensure that single-person households, small families, and large families have housing best suited to their needs and do not have to overcrowd into small units or pay too much for housing not suited to their needs.

An assessment of housing stock by bedroom num ber reveals distinct patterns of development that likely influence the type and size of household occupying the home. x Single-family homes predominantly consist of three- and four-bedroom units (80 percent), which is expected given the purpose of the homes and the desire to accommodate families with children. Approxim ately 15 percent of these units are two- bedroom homes.
x Condos, townhomes, and mobile homes are predominantly two- and three-bedroom units (80 to 90 percent). The primary differen ce is that the first two multi-family types contain more one-bedroom units, and mobile homes have more four-bedroom units. x Apartments are predominantly (95 percent) one- or two-bedroom units. Most studio units are likely senior units. Of note, only 4 percent of the stock has three or more bedrooms, suitable for large families. Deed-restricted projects often have 8 to 10 percent large-family units.

Based on this assessment and the demographics of San Bernardino, there appears to be a lack of rental apartments that are large enough to accommodate large families, particularly lower income families. Given that more than two-thir ds of the City’s single-family, condominiums, townhomes, and mobile homes are two- and three-bedroom units, it stands to reason that larger families of more than five members could have a difficult time finding vacant and affordable housing stock.

Housing affordability refers to how much a household can afford to pay for a home and is defined as the ratio of housing expenses to income (“cost burden”). The housing industry typically assumes that the “affordable” payment for a homeowner should range from 30 to 40 percent of gross monthly income, with the latter figure being used in the California Association of Realtors’ first-time homebuyers’ index. For renters, the a ppropriate cost burden varies from 30 to 40 percent, with the latter being used under the Federal housing choice voucher program. This

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Housing Element uses a midpoint of 35 percent cost burden for ownership (many expenses are tax deductible) and 30 percent for renters as the threshold for housing overpayment.

The table below shows the amount that households of different incomes can afford for a home in the City, and the following descriptions compare housing affordability for different incomes.

Special housing needs refer to needs that are no t typical of most households in a City. For instance, special needs may refer to housing accommodations (units that are larger, accessible, or affordable) or supportive services essential for a particular type of household. Section 65583(a)(7) of the Government Code requires that the housing element contain an analysis of the special housing needs of seniors, female-headed households, single-parent families, disabled persons, developmentally disabled persons, large families, farmworkers, and unhoused persons.

Certain special needs groups may have difficulty finding housing in the City and may require specialized services, assistance, and accommodat ions. Due to the challenges that accompany special needs, these individuals and households may be more likely to earn extremely low to low incomes. Special needs groups include seniors, persons with disabilities (mental, physical, and/or developmental), veterans, persons with HIV/AIDS , single-parent households, large households, homeless persons, and persons who are at-risk of homelessness.

Senior citizens are defined as any person aged 65 or older. Seniors may have special housing

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needs primarily due to income, healthcare costs, an d physical or mental disabilities, particularly those that tend to increase with age. As a resu lt, seniors may face difficulty in finding housing and may become victims of housing discrimination or fraud.

According to the 2017-2021 ACS estimates approximately 20,826 seniors resided in the City, representing 9.4 percent of the total population. The senior population is growing at a faster pace than the overall population. Between 2011 an d 2021, the total number of seniors in San Bernardino increased by 24 percent while the City’s total population between those two years increased by only 5 percent.

Physical, mental, and/or developmental disabilities may prevent a person from working, restrict one’s mobility, or make self-care difficult. Disabled persons frequently have special housing needs, often related to a potentially limited abili ty to earn enough income, a lack of accessible and affordable housing, and higher health costs associated with a disability. In addition, persons with self-care and mobility limitations may requ ire special housing design features such as wheelchair ramps, grab bars, special bathroom designs, wider doorway openings, and other features.

Disabled persons are often more vulnerable to housing discrimination. This discrimination can take on many forms, including, but not limited to, refusal to rent or sell, or refusal to make a reasonable accommodation or modification to the unit. Reasonable accommodation refers to any change, exception, or adjustment that would allow a person with a disability to access, use, or enjoy housing. Examples of this would include allowing a service animal in a housing unit that does not allow pets or installing ramps for a tenant who uses a wheelchair.

Section 504 of the Rehabilitation Act of 1973 guarantees certain rights to people with disabilities.

This legislation was one of the first U.S. Federal civil rights laws offering protections for people with disabilities. HUD’s section 504 regulation de fines a person with a disability as any person who has a physical or mental impairment that substantially limits one or more major life activities. The term physical or mental impairment may include, but is not limited to, conditions such as visual or hearing impairment, mob ility impairment, HIV infection, developmental disabilities, drug addiction, or mental illness.

According to 2017-2021 ACS data, 13.2 percent of San Bernardino residents reported a disability with the most prevalent being cognitive and ambulatory difficulties at seven percent of the total population for each. Six percent of the population also experiences independent living difficulty and may face housing discrimination or have tr ouble finding housing that fits their individual

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needs.

Individuals with HIV/AIDS are protected against housing discrimination under the Fair Housing Act of 1968 and section 504 of the Rehabilitation Act of 1973 which protects the rights of Americans living with disabilities. According to the Americans with Disabilities Act of 1990, a disability is defined as a physical or mental im pairment that significantly limits the ability to perform major life activities. The 1998 Supreme Court case of Bragdon v. Abbott upheld that HIV/AIDS is a disability as outlined by the ADA, and that reproduction is a major life activity.

Persons with HIV/AIDS often face housing discrimination due to the stigma associated with their health status. The housing status of an HIV/AIDS patient is crucial to the quality of their care.

Each year, HUD investigates complaints of alleged housing discrimination against individuals with disabilities, including HIV/AIDS. According to the CDC, housing stability is a significant barrier to HIV care and stable housing is closely linked to successful HIV-related health outcomes.

According to the 2022 California HIV Surveilla nce Report, the number of new HIV diagnoses across the state increased by 0.4 percent between 2018 and 2022. The number of newly diagnosed people in the County of San Bernardino was 278 in 2018 and 291 in 2022. In 2022, the County had a total of 5,466 persons living with a diagnosed HIV infection, of which 67 percent were in care and 57.1 percent had virally suppressed HIV. The total number of persons living with HIV in the County increased by 17 percent between 2018 and 2022.

Homelessness is attributable to challenges resu lting from the loss of employment, difficulty finding jobs, the need to develop or redevelop marketable skills, the cost of housing, chronic health problems, physical disabilities, mental he alth disabilities, drug and alcohol addiction, and/or a host of other factors. Individuals or families who are homeless have a variety of special needs, including emergency shelter, counseling, job training, transitional housing, and permanent supportive housing.

The 2024 San Bernardino County Point in Time (PIT) Count documented 1,417 homeless individuals in the City. Between 2019 and 2024, the City’s unhoused population increased by 59 percent.

Large households are defined as households with five or more members. The size and composition of large households varies from family to family and from home to home. Typically, these are households with multiple children or mixed-family arrangements, such as households

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with more than two generations or immediate families cohabitating.

Large households are considered a special needs group because of the limited availability of adequately sized, affordable housing units. To af ford shelter in addition to food, clothing, and medical care, very low- and low-income large households may live in overcrowded conditions.

Single-parent families, particularly female-heade d families, often require special consideration and assistance due to the limited resources necessary to have one person head up the household versus two. There is a greater need for afford able housing and accessible daycare, healthcare, and other supportive services. Because of more limited resources, relatively lower income, and higher burden of living expenses, female-headed families have more limited opportunities to find affordable, decent, and safe housing. Female-headed families may also be discriminated against in the rental housing market because some landl ords are concerned about the ability of these households to make regular rent payments. Consequently, landlords may require more stringent credit checks for women, violating fair housing laws.

According to 2017-2021 ACS data, the City compri ses 60,614 households, with 10,992 classified as single-parent households, representing appr oximately 18 percent of all households. Among these, there are 6,521 male-headed households with no spouse present (10.8 percent of all households) and 13,831 female-headed households with no spouse present (22.8 percent of all households). Of these demographics, 3,003 male householders (no spouse present) live with their children under the age of 18 (27.3 percent of single-parent households), while 7,989 female householders (no spouse present) live with thei r children under the age of 18 (72.7 percent of single-parent households).

One Year Goals for the Number of Households to be
Supported
Homeless: 600
Non-Homeless
Special-Needs
Total: 600
Table 5 - One Year Goals for Affordable Housing by Support Requirement

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One Year Goals for the Number of Households Supported
Through
Rental Assistance:

The Production of New Units: 101
Rehab of Existing Units: 10
Acquisition of Existing Units: 0
Total: 111
Table 6 - One Year Goals for Affordable Housing by Support Type

Discussion
California’s housing crisis is a half century in the making. Decades of underproduction combined with exclusionary policies have left housing supply far behind need and costs soaring. As a result, millions of Californians, disproportionately lower income and people of color, must make hard decisions about paying for housing at the expense of food, health care, childcare, and transportation. This crisis is affecting every region of the state, including southern California.

State and local agencies are working to support housing development to lower-income households. Every eight years, the state of California sets a target for homes needed for each income level to meet the housing needs of all Californians. Local governments must plan for enough housing to meet the housing need in their communities. As described in Chapter 4, SCAG finalized a RHNA allocation for each member jurisdiction. The City was assigned a future need for 1,415 very low-income units, of which half (703 units) are the projected need for extremely low- income households from 2021 to 2029.

The City is facilitating and encouraging the development and rehabilitation of existing housing to meet the needs for ELI housing. Projects from groups such as National Core— which is currently replacing the 400-unit Waterman Gardens public housing project with new affordable housing and supportive services on-site—are providing much-needed housing options for extremely low- income residents. Organizations like NHPS, Mary Erickson, and many other nonprofit and for- profit organizations are building infill housing that is affordable to lower income households.

Accessory dwelling units can also provide affordable housing. Recent state laws have streamlined the development of ADUs, making them increasingly affordable and accessible to build. ADUs can provide free housing and lodging for relatives or be rented at affordable rates.

The city will continue to partner with the Hous ing Authority of the County of San Bernardino (HACSB), the public housing auth ority (PHA) for the county, which issues rental vouchers to bridge the gap between income, affordability, and market rate housing. The two forms of

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vouchers provided to aid tenants throughout the city are tenant based and project-based vouchers issued to residents in San Bernardino City.

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AP-60 Public Housing – 91.220(h)
Introduction
California’s housing crisis is a half century in the making. Decades of underproduction combined with exclusionary policies have left housing supply far behind need and costs soaring. As a result, millions of Californians, disproportionately lower income and people of color, must make hard decisions about paying for housing at the expense of food, health care, childcare, and transportation. This crisis is affecting every region of the state, including Southern California.

State and local agencies are working to support housing development to lower-income households. Every eight years, the state of California sets a target for homes needed for each income level to meet the housing needs of all Californians. Local governments must plan for enough housing to meet the housing need in their communities. The Southern California Association of Governments (SCAG) finalized a RHNA allocation for each member jurisdiction.

The City was assigned a future need for 1,415 ve ry low-income units, of which half (703 units) are the projected need for extremely low-income households from 2021 to 2029.

The Housing Authority of the C ounty of San Bernardino (HACSB) serves the city. HACSB has one public housing site, a single-family unit in Apple Valley. HACSB converted a 98-unit public housing site in Upland into a project-based voucher site. There are no public housing units in the City.

The City has a significant amount of housing stoc k that receives public subsidies in return for long-term covenants guaranteeing the affordabilit y of units. As shown in the table below, the City currently has 3,804 affordable units receiving public subsidies, with 707 at risk of expiring. 38 percent of these units are limited to senior residents.

Assisted Rental Housing Projects
Development Name Target
Residents
Project
Financing
Total
Units
Affordable
Units
Earliest
Expiration
At Risk
Status
Sterling Village Large Family LIHTC 80 79 2036 Not At-Risk Magnolia at
Highland Senior LIHTC 80 79 2041 Not At-Risk
Lugo Apartments Senior LIHTC 119 118 2044 Not At-Risk
Vintage at Kendall Senior LIHTC 178 176 2043 Not At-Risk Arrowhead Vista Senior LIHTC 40 39 2069 Not At-Risk
New Zion Manor Family LIHTC 125 125 2071 Not At-Risk
Beautiful Light Inn Seniors LIHTC 100 99 2072 Not At-Risk Pioneer Park Plaza All Ages LIHTC 161 159 2073 Not At-Risk Foothill Villas Large Family LIHTC 239 237 2075 Not At-Risk

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Baseline Coop Senior 202/811 75 74 Permanent Not At-Risk St. Bernardine Plaza Senior 202/811 150 148 2037 Not At Risk TELACU Monte Vista Senior 202/811 75 74 2057 Not At-Risk TELACU San Bern. V Senior 202/811 75 74 2065 Not At-Risk TELACU Buena Vista Senior 202/811 75 74 2058 Not At-Risk TELACU Sierra Vista Senior 202/811 75 74 2057 Not At-Risk TELACU La Amistad Senior 202/811 89 89 2064 Not At-Risk TELACU Hacienda Senior 202/811 75 74 2064 Not At-Risk
AHEPA 3002 Senior 202/811 90 90 2047 Not At-Risk
Meadowbrook Park Family HAP/HOME 267 210 2033 Not At-Risk Creekside
Apartments Family Bonds 304 60 2049 Not At Risk
All Star Lodge PSH HOMEKEY 75 75 N/A Not At Risk
Valencia Vista Large Family LIHTC 76 75 2068 Not At-Risk Olive Meadow Large Family LIHTC 62 42 2073 Not At Risk
Crestview Terrace Large Family LIHTC 184 182 2076 Not At Risk Tuscany/Silverwood Family Bond 328 66 2057 Not At Risk
Eastpointe Village Family RDA/NSP 52 52 2046 Not At-Risk Phoenix Apartments Transitional CalHFA 9 9 2033 Not At-Risk Golden Apartments PSH HOME 39 38 2057 Not At-Risk
San Bernardino
Senior Senior 202/811 80 79 2042 Not At-Risk
Pacific Village All Ages HCD -- -- 2033 Not At-Risk
Village Green All Ages LIHTC/HAP 184 181 2042 Not At-Risk Maplewood Home Family PBV 296 296 2026 Low Risk
Arrowhead Woods Senior PBV 51 51 2027 Low Risk
Kendall Drive Apts. Family PBV 37 6 2025 Low Risk
Kendall Park Apts. Family PBV 52 4 2025 Low Risk
Frazee Family HOME 14 13 2029 Low Risk
7 Arrows Family HOME 9 9 2029 Low Risk
Ramona Sr. Project Senior LIHTC/MRB 44 43 2024 High Risk The Waterman Large Family LIHTC 128 127 2030 High Risk
Autumnwood/Millcr
eek All Ages LIHTC 160 158 2030 High Risk
Subtotal by Type Total
Units
Affordable
Units At-Risk Units Percent
Senior Projects 1,542 1,448 94 6%
Family/All Ages Projects 2,514 2,155 613 24%

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Permanent Supportive Housing 123 122 0 0%
Total (All Affordable Units) 4,179 3,804 707 16%

Actions planned during the next year to address the needs to public housing The City is facilitating and encouraging the development and rehabilitation of existing housing to meet the needs for ELI housing. Projects from groups such as National Core— which is currently replacing the 400-unit Waterman Gardens public housing project with new affordable housing and supportive services on-site—are providing much-needed housing options for extremely low- income residents. Organizations like NHPS, Mary Erickson, and many other nonprofit and for- profit organizations are building infill housing that is affordable to lower income households.

The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk units affordable, and utilize, if feasible, lo cal incentives to preserve any at-risk units. To develop or preserve the City’s affordable housin g stock, the City will provide technical and/or financial assistance to local non-profit organizations that provide affordable housing.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City will continue their partnership with NPHS to build affordable single-family housing on infill parcels. The goal is to make homeownership more accessible. Presently, four manufactured housing units are approved for construction. NPHS deed restricts these units as affordable to lower income households through long-term affo rdability covenants. As of 2023, and three housing units have been built, and additional unit s are anticipated to be built through 2029. An unspecified number of units will also be ADUs.

The City collaborates with the HACSB to encourage public housing residents to utilize City housing services and area homeownership programs, partic ularly residents of public housing. HACSB administers the Housing Choice Voucher (HCV) pr ogram for the City. Public housing residents would be assisted with HCVs upon availability and if needed.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HACSB has not been designated as troubled. HA CSB was designated a Moving To Work Agency by Congress in 2008. This is a limited designation to PHAs across the country.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The County of San Bernardino is required to conduct a biennial Homeless Count, the Point-In- Time Count (PITC) to identify persons who are not living in adequate housing facilities, led by the Continuum of Care (CoC). There were 4,255 adults and children who were counted as homeless during the 2024 PITC. The previous PITC was completed in 2023 during which 4,195 persons were counted. A comparison of the last two counts reveals that:

x 42 more persons were counted in 2024, which represents an increase of 1.4%; x 79 more persons were counted as unsheltered in 2024 when compared to the unsheltered count in 2023, which represents an increase of 2.6%; and x 19 less persons were counted as sheltered in 2024 when compared to the sheltered count in 2023, which represents a decrease of 1.6%.

Specifically for the City it was found:
x 337 Sheltered persons
x 103 Transitional housing
x 977 Unsheltered
x Total of 1,417

Overall, 85 persons were less 150,000 in ESG funds to emergency shelters and $60,000 to Rapid Re-Housing, $15,000 to Homeless Prevention and $15,000 to HMIS system. In 2024 ESG funds assisted 295 homeless individuals through emer gency shelter funds and 8 households through homeless prevention programs. Looking ahead to FY 2025, the City anticipates providing Emergency Shelter assistance to approximately 150 households and serving 20 households or approximately 75 individuals through the Rapid Rehousing program and 10 households through homelessness prevention services.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
A top priority need in the City is to be able to provide sufficient homeless and prevention services.

The City will continue to support the CoC’s coordinated entry system, 2- 1-1 San Bernardino County. The Coordinated Entry System will provide people who are at imminent risk of becoming homeless (HUD Homeless definition (Category 2)) with problem-solving support to retain current housing or to locate and get housing placement. Results of the community outreach completed

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for the ConPlan include supporting efforts to:
- Increase affordable housing units
- Increase homeless prevention services
- Support mental health and substance use services

Addressing the emergency shelter and transitional housing needs of homeless persons.

The City intends to adaptively reuse a vacant property for the conversion of the former School of Hope campus. Formerly a special education school will be reimagined into a homeless navigation facility to provide low barrier, noncongregate, interim housing and supportive services for homeless individuals and households at risk of becoming homeless. The Proposed Project would involve the rehabilitation of two existing buildings, and the demolition of three existing buildings and ancillary structures, to accommodate 180 housing units, an administrative building, a laundry facility, and cafeteria/assembly area. In addition to the rehabilitation of two existing structures, the Project would install 11 prefabricated structures on proposed concrete pads. In total, the Proposed Project would provide approximately 17,380 sqft of residential housing, 2,900 sqft of shared spaces and common areas, a dog kennel, an d 15,200 sqft of surfacing parking consisting of 34 parking spaces.

Hope Campus will contain 180 non-congregate transitional housing units with beds with storage spaces underneath the beds, bathrooms (with a sink, toilet, and shower), fire sprinklers, and heating, ventilation, and air conditioning (HVAC) systems. These 180 units would accommodate 200 individuals. Sixteen units would be Americans with Disabilities Act (ADA) accessible, ensuring accessibility for future residents with disabilities. The facilities will include a cafeteria with a fully equipped commercial kitchen able to serve 120 residents per meal. The cafeteria would also serve as an assembly area and would include moveable dividers to divide the cafeteria into four smaller areas for activities. The campus will have free Wi-Fi access and outdoor spaces for all occupants.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City actively participates in the County of San Bernardino CoC by attending meetings to discuss how to establish performance measures that benefit the broader goals of the region.

Some of the tasks recently undertaken by the City include: assisting with the 2024 Point-In-Time- Count conducted by the County of San Bernardino. The City recognizes that homelessness is a

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regional issue that impacts every community in the region. As the largest community in the County, the City also serves as a hub for servic e providers. The City supports the efforts of the network of agencies working to end homelessn ess through the Regional Continuum of Care Strategy. The Continuum of Care Strategy invo lves four key components, one of which is homeless prevention. The provision of preventa tive services will decrease the number of households and individuals who will become homeless and require emergency shelters and assistance. The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.

Annually the City funds organizations through th e ESG programs that provide street outreach, emergency shelter, homeless prevention services, rapid rehousing, and HMIS such as Salvation Army and Family Services of Redlands. The City is breaking ground in 2025 and 2026 on the San Bernardino HOPE Campus a full-service homeless navigation center and shelter that features needed services as part of its operation located on 6
th Street (see Discussion below).

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
In San Bernardino County, several organizati ons and programs work to help low-income individuals and families avoid homelessness, partic ularly those at risk due to discharge from a public institution or receiving assistance from agencies that address housing, health, social services, employment, education, or youth needs. The San Bernardino County Workforce Development Department (WDD) administers prog rams funded by the Department of Labor’s Workforce Innovation and Opportunity Act (WIOA). WDD implements comprehensive strategies tailored to meet the demands of local businesses for skilled workers. These initiatives provide avenues for job seekers to acquire necessary skills and access well-paying career opportunities.

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

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discharge planning agencies, local government, and homeless service providers to implement a “zero tolerance” plan that will prevent persons from being discharged into homelessness.

Discussion
HOPE Campus
The City is constructing a Navigation center at the former "School of Hope" campus to provide low-barrier, non-congregate, interim housing to help address the root causes of homelessness.

The HOPE Campus has 200 beds and will c onnect homeless men, women and families to resources, medical respite, mental health, substance disorder counseling, individualized case management, job training and placement, and ex panded access to permanent housing. It will also assist individuals who are at risk of becoming homeless as local agencies will be onsite to provide rental assistance and utility assistance to eligible households.

HomeKey - San Bernardino with Lutheran Social Services of Southern California (LSSSC) In collaboration with Lutheran Social Services of Southern California (LSSSC), the City has embarked on a State of California HomeKey Project to establish the San Bernardino Community Wellness Campus - a non-congregate interim housing facility comprising 150 beds. This initiative aims to address the pressing need for such a ca mpus, especially considering that the number of homeless men in the City surpasses that of homeless women by a ratio of two to one. The current Central City Lutheran Mission will be transformed into a supportive campus that will provide an onsite medical clinic and comprehensive, onsite social services to address educational, social, physical, and mental health needs that will be available to campus residents and the larger community.

Legal Aid Society of San Bernardino (Legal Aid) Tenant Protection Program Legal Aid will host a two-year program that would on ly serve City residents free of charge with direct legal representation on matters concerning tenant rights through education to prevent or avoid displacement and homelessness.

Homeless Outreach
The City has joined forces with Hope the Mission, a non-profit dedicated to tackling homelessness, to extend vital assistance five days a week. Their collaborative outreach team is committed to offering transportation services to those seeking shelter, accessing crisis support, pursuing rehabilitation, or reconnecting with their families through reunification programs.

The outreach team will be made up of emergency crisis workers that can immediately assist with multiple family/individual crisis as they arise. The team will assist with case mgmt., motel vouchers, basic needs, medical and transportation, in addition to providing a diverse range of

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resources, including access to longer-term shelters, rehabilitation programs, and assistance with family reunification. The team will also deliver essential services to individuals experiencing homelessness. Their priority is to ensure that housing opportunities are prioritized for residents of San Bernardino.

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

The City recognizes that barriers to affordable housing exist and continues to employ strategies to overcome them. As noted in the ConPlan’s SP-55, barriers and impediments to affordable and accessible housing are:

1. Environmental Reviews & Land Use Regulations:

2. Community Opposition & Density Restrictions

3. Zoning Limitations on Emergency Shelters & Transitional Housing

4. Constraints on Multi-Family & Supportive Housing

5. Regional Housing Needs Allocation (RHNA) Challenges

6. Accessibility Barriers for Individuals with Disabilities

7. Financial Constraints & Development Costs

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City has undertaken notable initiatives to remove restrictions linked to land use regulations by creating and implementing a new Developmen t Code that consolidat es and streamlines the City's development rules and procedures. This initiative was succeeded by restructuring the City to consolidate multiple development-oriented departments into a unified Community Development Department and creating a centralized permit counter.

Furthermore, the City has implemented the follow ing changes to the Municipal Code to further decrease obstacles to affordable housing:

1. General Lot Consolidation Incentive : Small, separate lots offer limited development opportunities and typically cannot support onsite property management. Development potential can be enhanced through a small-lot consolidation initiative that provides a 15 percent density bonus for proj ects with a residential component that commits to a maintenance plan and onsite management. The city plans to amend the Development Code to encourage lot consolidation.

2. Density Bonus Provisions : Projects that utilize density bonuses can be a vital source of housing for low- to moderate-income hous eholds. The city intends to update the Development Code to reflect the latest amendments to State density bonus laws.

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

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4. Streamlined Processing: The City remains committed to further simplifying development activities and regulations and will continue to evaluate potential initiatives aimed at removing land use limitations, particularly co ncerning the construction of new housing and the renovation of existing housing. In 2012, the City revised its Development Code to enhance usability and reduce confusion among staff and the development community.

As part of this update, the City introduced a new simplified form of Conditional Use Permit known as the Minor Use Permit (MUP). The Development/Environmental Review Committee assesses the MUP instead of the Planning Commission, requiring less staff involvement (resulting in a comparatively quicker process for developers), reduced fees, and serving as a substitute for a CUP for specific qualified projects.

To tackle housing affordability an d the scarcity of financial reso urces for affordable living, the ConPlan advocates for the allocation of CDBG and/or HOME funds to maintain and improve housing units and offer homeownership prospects to low- and moderate-income families. Even though the City has lost access to redevelopmen t funds, it will still utilize its CDBG and HOME funds to draw in private and other public resources, including land transferred to the City, to develop affordable housing for low- and moderate-income families.

Discussion:

For FY 2025-2026, the City will continue to fund its Infill Housing Program and the Owner- Occupied Residential Rehabilitation Program (OORP). Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low- and moderate-income households. The Owner- Occupied Residential Rehabilitation Program will provide deferred loan s for the rehabilitation of single-family units owned by low and moderate-income households. The City will continue to leverage its CDBG and HOME funds to attract private and other available public resources, including land conveyed to the City to create affordable housing for low- and moderate- income households.

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

This section discusses the City’s efforts in addressing underserved needs, expanding and preserving affordable housing, reducing lead-bas ed paint hazards, and developing institutional structure for delivering housing and community development activities.

Actions planned to address obstacles to meeting underserved needs.

The City is directly tackling the needs of those underserved through several key actions: 1) HOPE Campus, 2) revitalization of the City’s communit y centers and parks, 3) support for existing shelters and fair housing actions, 4) support for needed infrastructure improvements in low- income neighborhoods, and 5) renewal of housing preservation program Owner-Occupied Housing Rehabilitation Program through NPHS. The infusion of ARPA funding has helped the City tremendously to fight homelessness and impr ove quality of life conditions through the development of HOPE Campus, implementation of a Violence Intervention Program, and needed street repairs in low-income neighborhoods.

In the very near future a major obstacle to addressing underserved needs will be the lack of adequate funding, especially fo r affordable housing activities. Post pandemic state and federal funding reductions will lessen the City's ability to address the extensive needs in the community is seriously compromised. The City will continue efforts leverage available funds to meet underserved needs. The City relies on the 2021-2029 Housing Element, on its commitment to pursue state, federal, and other funding opportun ities to increase the supply of safe, decent, affordable housing in the City for extremel y low, very low and low-income households.

Particularly senior, veteran and disabled househol d s a s w e l l a s t h o s e h o u s e h o l d s a t r i s k o f homelessness.

Actions planned to foster and maintain affordable housing.

The City has several programs in place to increase and preserve the supply of affordable housing for lower-income households. One of these prog rams produces affordable housing through the acquisition and rehabilitation of existing housing units, as well as the construction of new units.

In the past, the City has partnered with nonpr ofit organizations and housing developers to accomplish this goal. Increased sustainability of existing single-family housing is accomplished through the provision of grants to low-income residents and home repair programs.

Actions planned to reduce lead-based paint hazards
The City has an aggressive policy to identify and address lead-based paint hazards in HUD-funded housing rehabilitation projects. Housing constructed prior to 1978 and assisted through the City’s Owner-Occupied Residential Rehabilitation Program will be tested for lead-based paint hazards

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by a licensed professional. The City ensures lead based-paint hazards are found, safe work practices or abatement procedures will be included in the scope of work for the rehabilitation of the housing unit. All procedures will be in compliance with 24 CFR Part 35.

Actions planned to reduce the number of poverty-level families For FY 2024-2025, the City will support:
x Service providers can provide street outreach, rapid re-housing, homeless prevention, emergency shelter, and other essential services to homeless and near-homeless persons and families.
x Public facilities projects having the greatest impact on the neighborhoods. x The efforts of HACSB provide rental assistance and housing choice vouchers to low- income households.
x The efforts of the CoC, San Bernardino County Behavioral Health Administration, Office of Homeless Services, and various Homeless Service Agencies to provide public and social services to residents living in poverty, incl uding health services, counseling, educational programs, food distribution, academic and vocational training, youth services, and senior services.
x The Goals and Objectives of San Bernardino County's 10-Year Strategy to End Homelessness.
x A Tenant Protection Program to assist City residents to prevent homelessness and avoid displacement.
x Street reconstruction improvements, side walk replacement, and Americans with Disabilities Act improvements.
x Further, the development of the HOPE Campus to assist homeless or at-risk for homeless individuals and families.
x The CoC’s coordinated entry system, 2-1-1 San Bernardino County provides persons who are at imminent risk of becoming homeless with problem-solving support to retain current housing or to locate another housing placement.

Actions planned to develop institutional structure
Successful program implementation requires coordination, both internally and with outside agencies. The City makes changes, as needed , to its staff assignments to address the administrative, planning, and reporting needs of CDBG, HOME, and ESG funds. Project management improvements have included streng thened project eligibility review and staff training of regulatory compliance and procedures. The City’s Community and Economic Development Department serves as the lead agency in the administration and compliance of CDBG, HOME, and ESG programs and grant ma nagement. The San Bernardino Community Development and Housing Department coordinate s activities related to CDBG, HOME, and ESG

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funds, including coordination of internal departments, outside agencies, and grant recipients.

The City's ongoing efforts in its institutional structure include strengthening project designs through negotiating stronger and more specific performance goals for project contracts. This includes ongoing education and technical assistan ce for program stakeholders including fellow City Departments implementing HUD-funded pr ograms, outside contractors, City Council, and the public.

During the next year, the San Bernardino Community Development and Housing Department will continue consulting with and inviting a wide va riety of agencies and organizations (i.e., CoC, HACSB, National CORE, County of San Bernardino Community Development and Housing Agency, etc.) involved with the delivery of housing and social services to low- and moderate-income San Bernardino residents. This continued collaboration will allow the City to coordinate its activities by not duplicating efforts for maximum benefits. The City continues to work with the Center for Community Investment and Dignity Health (Accelerating Investments for Healthy Communities).

The City's collaboration with CCI and Dignity Health has resulted in an investment of $1.2 million in permanently affordable rental housing in th e City. These types of collaborations build the capacity for the City to continue providing affordable housing.

Actions planned to enhance coordination between public and private housing and social service agencies
During the next year, the San Bernardino Community Development and Housing Department will continue consulting with a wide variety of agencies and organizations such as HACSB, County Workforce Development, County Department of Be havioral Health, and County Office on Aging and Adult Services involved with the delivery of housing, supportive services, and economic development to low- and moderate-income San Bernardino residents. Workforce Development, for example, provides job placement services fo r people in the County and also provides up to three months of paid on-the-job training and any equipment that an employee may require to carry their new job. The program partners with the Small Business Administration and the City’s Micro Enterprise program to provide Spanish la nguage training for persons interested in launching a small business or expanding an existing small business.

Discussion:

The implementation of the FY 2025-2026 Action Plan will invest federal resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead- based paint hazards, and inspection of HOME units, reduce the number of families living in poverty, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

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

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

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 0 Total Program Income

Other CDBG Requirements

1. The amount of urgent need activities 0

HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section

92.205 is as follows:

The City and housing developers are leveraging HOME funds California Permanent Local Housing Allocation Program (PLHA) funds, Low-Income Housing Tax Credit Program (LIHTC), traditional bank funds for construction loans, San Bernardino County HOME funds, private equity group funding and, Section 8 Project Based Vouchers and private developer general funding.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

HOME Recapture Provision If Buyer at any time during the Period of Affordability sells or

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transfers the Eligible Property, whether voluntarily or involuntarily due to foreclosure or other circumstances, the following provisions shall apply, pursuant to 24 C.F.R. Part 92.254:

A. If Buyer sells or transfers the Eligible Property within the first two years of the Period of Affordability, City shall recover from the Net Proceeds, if any, the entire amount of the HOME Subsidy, or such lesser amount as the Net Proceeds may permit to be recovered.

The Net Proceeds are the sales price paid to the Buyer minus repayment of loans that are superior in priority to this Affordable Housing Covenant and the Deed of Trust securing it, and any closing costs.

B. If Buyer sells or transfers the Eligible Property after occupying the Eligible Property for at least two years (24 months from the Delivery Date), City’s recovery from the Net Proceeds shall equal the amount of the HOME Subsidy, reduced by a percentage determined by dividing the number of Buyer’s full years of occupation of the Eligible Property by the number of years of the Period of Affordabilit y and multiplying the result by 100. In calculating the recapture of the HOME subsid y only full 12-month periods of occupancy will be utilized in the calculation. For exampl e, if Buyer sells or transfers the Eligible Property during the third year, before the completion of the full third year of a ten-year Period of Affordability, the percentage reduction of the amount of the HOME Subsidy to be recovered by the City shall equal 20 percent: (2 years ÷ 10 years) × 100 = 20. Assuming sufficient Net Proceeds, City would recover 80 percent of the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.

C. In no event shall City’s recovery exceed the amount of the Net Proceeds. The City requires that its CHDO/subrecipients, who carry ou t HOME-funded ownership programs, utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.

D. The City’s homeownership and single-fam ily rehabilitation programs utilize the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.

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

Beginning at project completion and determined based on the amount of the HOME Subsidy, as follows:

A. Amount of HOME subsidy and period of affordability for homebuyer and rental

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rehabilitation projects:
x Less than $15,000 - 5 years
x $15,000 to $40,000 - 10 years
x More than $40,000 - 15 years

B. Amount of HOME subsidy and period for new rental construction – 20 years

The City's affordability covenant requires that HOME units acquired with HOME funds remain affordable for the period noted based on the amount of HOME subsidy. The City requires that its CHDO/subrecipients who carry out HOME fu nded ownership programs utilize the noted recapture provisions, which are part of th e affordability covenant executed by the homeowner and recorded against the property.

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

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

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

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

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).

Not applicable.

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a

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specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and

91.220(l)(2)(vii)).

Not applicable.

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

Not applicable.

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

1. Include written standards for providing ESG assistance (may include as attachment)

The City’s Emergency Solutions Grant Policies and Procedures are an attachment to the 2025- 2029 ConPlan (see AD-26)

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

The City participates in the San Bernardino County Continuum of Care system (CoC). The San Bernardino County CoC has established the San Bernardino County Homeless Management Information System (HMIS), an online database used by homeless and at-risk service providers that records demographic and service usage data and produces an unduplicated count of the people using those services.

211 San Bernardino County is available 24 hours a day, 7 days a week by dialing 2-1-1 in San Bernardino County or by dialing the toll-fre e number at 1-888-435-7565. Bilingual staff is available to assist English and/or Spanish-spea king callers. However, if another language is needed, 211 San Bernardino County, utilizes a tran slation line that can assist in disseminating information in over 150 languages. 211 San Bern ardino County is also available by going to https://inlandsocaluw.org/211.

Within the City’s ESG written agreement, the Subrecipient must agree to coordinate and integrate, to the maximum extent practicable, ESG-funded activities with other programs

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targeted to homeless people in the area covered by the Continuum of Care or area over which the services are coordinated to provide a strategic, community-wide system to prevent and end homelessness.

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

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

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

Based on this review, the Community and Econ omic Development Department staff prepare general funding recommendations. Lastly, a public hearing before City Council will be held to consider the 2025-2026 Draft Annual Action Pl an. The City Council approves the Annual Action Plan, which acts as the CDBG, HOME, and ESG pr ogram annual budget. Upon completion of this process, the City forwards the adopted Annual Ac tion Plan to the U.S. Department of Housing and Urban Development for approval.

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

The City consults with the Continuum of Ca re, which has former homeless individuals as members. Subrecipients who run the shelters and the rapid re-housing programs in the community have former homeless individuals in their organizations who help shape policies and make decisions about services and programs that receive ESG funding.

5. Describe performance standards for evaluating ESG.

ESG Subrecipients must demonstrate the financial management and programmatic expertise to

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successfully develop, design, implement, and mo nitor ESG-funded activities. ESG Subrecipients must participate in HMIS and be able to meet all federal, State of California, and City requirements relative to the ESG program, spec ifically those concerning equal opportunity and fair housing, affirmative marketing, environmental review, displacement, relocation, acquisition, labor, lead-based paint, conflict of interest, debarment, and suspension, and flood insurance.

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

In alignment with the federal and state strate gic plans to end homelessness, the City has established performance measures that require the collection of housing status data at the time of program exit and six months after program exit. Sub-Recipients are required to report on two measures:
x Increased housing stability as measured by th e percentage of total program participants served who reside in permanent housing at the time of exit from the program; and x Increased housing stability as measured by the percentage of program participants who at program exit reside in permanent housing and maintain permanent housing for six months from the time of exit.

Both measurements should be entered into the HMIS. Preliminary performance benchmarks have been set at 30% for all program participan ts who exit to permanent housing and 80% for those exiting to permanent housing that remain in permanent housing at a six-month follow-up.

These outcome measurements will be in addi tion to reporting of required universal data elements that track client characteristics and service data.

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Resolution No. 2025-308
Resolution 2025-308
June 18, 2025