FY2025-2026 ANNUAL
ACTION PLAN
Community Development and Housing Department
Annual Action Plan
2025
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources - 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 approximately $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
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Reminder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services 2,712,293.00 0.00 0.00 2,712,293.00 10,184,849.00 The est. amount of CDBG
funds available is based
on allocations for FY
2025-2026
Annual Action Plan
2025
2 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Reminder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA 1,149,833.55 0.00 0.00 1,149,833.55 4,303,055.00
The est. amount of
HOME funds available is
based on allocations for
FY 2025-2026
ESG public -
federal
Conversion and
rehab for
transitional housing
Financial Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional housing
241,347.00 0.00 0.00 241,347.00 959,283.00
The est. amount of ESG
funds available is based
on allocations for FY
2025-2026
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
Annual Action Plan
2025
3 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 economies of scale. The City seeks to utilize its federal resources alongside state, local, and private funding to create high-quality, affordable housing for its residents. Extra resources to meet the requirements of low- and moderate-income residents are obtained from several sources, including:
Federal Resources
• Section 8 Housing Choice Voucher Program
• Federal Low-Income Housing Tax Credit Program
• Tax Exempt Bond Financing
• Community Investment Funds from Dignity Health
State Resources
• Tax-exempt bonds
• State Low-Income Housing Tax Credit Program
• No Place Like Home
• Community 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
Annual Action Plan
2025
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• San Bernardino Unified School District
• City of San Bernardino Successor Housing Agency
According to HUD regulations, ESG recipients are required to match their annual ESG allocation at a rate of 100 percent. Agencies 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 component of the CAPER annually.
Annual Action Plan
2025
5 OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publically 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 for 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 spread 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 housing accessible to low- and moderate- income families. The Owner-Occupied Residential Rehabilitation Program will offer funding for the renovation of single-family homes owned by low- and moderate-income families.
Discussion
Annual Action Plan
2025
6 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.220(c)(3)&(e)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Preserve and
Rehabilitate Housing
2025 2029 Affordable
Housing
25/29
CityWide
Preserve and
Rehabilitate Housing
HOME:
$1,044,187.00
Rental units rehabilitated: 101
Household Housing Unit
2 Development and
Preservation of
Affordable Housing
2025 2029 Affordable
Housing
25/29
CityWide
Provide Homeless
Prevention Services
CDBG:
$281,912.00
ESG:
$258,646.00
Homelessness Prevention:
255 Persons Assisted
Other: 4140 Other
3 Provide Homeless
Prevention Housing
2025 2029 Homeless 25/29
CityWide
Community
Development
CDBG:
$1,784,964.00
Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit: 850 Persons
Assisted
4 Community
Development
2025 2029 Non-Housing
Community
Development
25/29
CityWide
Strategic Resource
Planning and
Community Resilien
CDBG:
$50,000.00
Public Facility or
Infrastructure Activities other
than Low/Moderate Income
Housing Benefit: 200 Persons
Assisted
5 Support Fair Housing 2025 2029 Fair Housing 25/29
CityWide
Fair Housing CDBG:
$80,000.00
Public service activities other
than Low/Moderate Income
Housing Benefit: 2700 Persons
Assisted
Annual Action Plan
2025
7 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
6 Planning &
Administration
2025 2029 Administration 25/29
CityWide
Planning and
Administration
CDBG:
$549,216.00
HOME:
$116,021.00
Other: 1 Other
Table 2 – Goals Summary
Goal Descriptions
1 Goal Name Preserve and Rehabilitate Housing
Goal Description
2 Goal Name Development and Preservation of Affordable Housing Goal Description
3 Goal Name Provide Homeless Prevention Housing
Goal Description
4 Goal Name Community Development
Goal Description
5 Goal Name Support Fair Housing
Goal Description
6 Goal Name Planning & Administration
Goal Description
Annual Action Plan
2025
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Annual Action Plan
2025
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AP-35 Projects - 91.220(d)
Introduction
The City intends to spend their annual allocation 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. # Project Name
1 CDBG FY25/26 SB HOPE Campus Phase I
2 CDBG FY24/25 Section 108 Debt Repayment
3 CDBG FY24/25 Inland Fair Housing Mediation Board
4 CDBG FY25/26 Cedar House Overdose Prevention
5 CDBG FY24/25 San Bernardino PD Quality of Life Team
6 CDBG FY25/26 Pearl Transit
7 CDBG FY25/26 Whole Person Care Clinic (WPCC)
9 HOME FY25/26 Jamboree Project-Affordable Housing
10 FY24/25 CDBG Program Administration
12 FY25/26 ESG
13 HOME 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 homeless populations.
Annual Action Plan
2025
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AP-38 Project Summary
Project Summary Information
Annual Action Plan
2025
11 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Project Name CDBG FY25/26 SB HOPE Campus Phase I
Target Area 25/29 CityWide
Goals Supported Provide Homeless Prevention Housing
Needs Addressed Provide Homeless Prevention Services
Funding CDBG: $962,387.00
Description FY2025 funds will be added to FY2023 funds to help design and construct Phase 1 to eventual Navigation Center (HOPE Campus) Homeless Outreach Prevention Education Campus. LMC-Low/Mod Limited Clientele Benefit, Matrix code 11-public facilities.
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 for Phase 1. 2 Project Name CDBG FY24/25 Section 108 Debt Repayment
Target Area 25/29 CityWide
Goals Supported Planning & Administration
Needs Addressed Community Development
Strategic Resource Planning and Community Resilien
Funding CDBG: $688,778.00
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
Location Description 17.43-acre commercial property located along Highland Avenue between Arden Street and Guthrie Street in the City of San Bernardino.
Annual Action Plan
2025
12 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 FY24/25 Inland Fair Housing Mediation Board Target Area 25/29 CityWide
Goals Supported Support Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $80,000.00
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 of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.
4 Project Name CDBG FY25/26 Cedar House Overdose Prevention Target Area 25/29 CityWide
Goals Supported Community Development
Needs Addressed Community Development
Funding CDBG: $25,000.00
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.
Annual Action Plan
2025
13 OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
240 individuals will benefit
Location Description Citywide
Planned Activities Cedar House Life Change Center Overdose Prevention will offer 1-2 training workshops where clinical staff will make connections with at- risk populations who attend. The workshops provide in depth overview of the dangers of overdose and demonstrations. Training materials and doses of naloxone are distributed to all trainees. Cedar House provides follow-up support.
5 Project Name CDBG FY24/25 San Bernardino PD Quality of Life Team Target Area 25/29 CityWide
Goals Supported Community Development
Needs Addressed Community Development
Funding CDBG: $196,912.00
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 clean up 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.
6 Project Name CDBG FY25/26 Pearl Transit
Target Area 25/29 CityWide
Goals Supported Community Development
Needs Addressed Community Development
Annual Action Plan
2025
14 OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding CDBG: $160,000.00
Description Pearl Transit will provide oral health outreach for low-income individuals and families. LMC, 05M-Health Services
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
3,800 individuals
Location Description Citywide
Planned Activities Pearl transit Oral Health Program provides no-cost complete dental care is delivered directly to low income or homeless populations, followed by case management.
7 Project Name CDBG FY25/26 Whole Person Care Clinic (WPCC) Target Area 25/29 CityWide
Goals Supported Community Development
Needs Addressed Community Development
Funding CDBG: $50,000.00
Description Short Term Post-Hospitalization program provides up to six months of housing stability, ensuring eligible clients are receiving medical, behavioral health, and housing support services. LMC, Matrix 03P Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
200 individuals
Location Description
Planned Activities Whole Person Care Clinic’s Short Term Post-Hospitalization program is an interim housing site designed to support individuals experiencing homelessness with medical or behavioral health and recovery services.
WPCC is a 160-bed capacity interim housing site. The program 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-Affordable Housing Target Area 25/29 CityWide
Annual Action Plan
2025
15 OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Development and Preservation of Affordable Housing Needs Addressed Preserve and Rehabilitate Housing
Funding HOME: $1,034,850.55
Description FY2025 will fund, in part, Jamboree project, a multi-unit rental housing positioned on 3.5 acres of city-owned land designated to affordable housing. 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.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
101 indivuduals and families
Location Description The Jamboree project is located on 5th Street and Meridian Avenue.
Planned Activities FY2025 will fund, in part, Jamboree project, a multi-unit rental housing positioned on 3.5 acres of city-owned land designated to affordable housing. 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. 9 Project Name FY24/25 CDBG Program Administration
Target Area 25/29 CityWide
Goals Supported Planning & Administration
Needs Addressed Planning and Administration
Funding CDBG: $549,216.00
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.
Target Date 6/30/2026
Annual Action Plan
2025
16 OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number
and type of families
that will benefit from
the proposed activities
1 Location Description Citywide
Planned Activities Planning and grant administration and compliance. 10 Project Name FY25/26 ESG
Target Area 25/29 CityWide
Goals Supported Provide Homeless Prevention Housing
Needs Addressed Provide Homeless Prevention Services
Funding ESG: $241,347.00
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: $149,248 Emergency Shelter operations $15,000 Homeless Prevention $15,000 HMIS Family Services of Redlands: $60,000 Rapid Rehousing
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities
11 Project Name HOME FY25/26 HOME Program Administration Target Area 25/29 CityWide
Goals Supported Planning & Administration
Needs Addressed Planning and Administration
Funding HOME: $114,983.00
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.
Annual Action Plan
2025
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2026
Estimate the number
and type of families
that will benefit from
the proposed activities
1 Location Description
Planned Activities
Annual Action Plan
2025
18 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 assist 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 Census, approximately 66.2 percent of the population is of Hispanic Origin,
14.4 percent is Non-Hispanic, White, 13.2 percent is Black, 4.1 percent is Asian, and 8.1 percent is comprised of two or more races.
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. Hispanics 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
25/29 CityWide 100
Table 4 - Geographic Distribution
Annual Action Plan
2025
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Rationale for the priorities for allocating investments geographically As part of developing the 2025-2026 Action 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 intends 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-by-case basis, while considering emergency needs, cost effectiveness, feasibility, and availability of other funding to address 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 to prioritize 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.
Annual Action Plan
2025
20 OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing - 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported Homeless 600
Non-Homeless 0
Special-Needs 0
Total 600
Table 5 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 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
Annual Action Plan
2025
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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 Housing Authority of the County of San Bernardino (HACSB), the public housing authority (PHA) for the county, which issues rental vouchers to bridge the gap between income, affordability, and market rate housing. The two forms of vouchers provided to aid tenants throughout the city are tenant based and project-based vouchers issued to residents in San Bernardino City.
Annual Action Plan
2025
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 very 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 County 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 stock that receives public subsidies in return for long-term covenants guaranteeing the affordability 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.
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, local incentives to preserve any at-risk units. To develop or preserve the City’s affordable housing stock, the City will provide technical and/or financial assistance to local non-profit organizations that provide affordable housing.
Actions to encourage public housing residents to become more involved in management and
Annual Action Plan
2025
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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 affordability covenants. As of 2023, and 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.
The City collaborates with the HACSB to encourage public housing residents to utilize City housing services and area homeownership programs, particularly residents of public housing. HACSB administers the Housing Choice Voucher (HCV) program 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. HACSB was designated a Moving To Work Agency by Congress in 2008. This is a limited designation to PHAs across the country.
Discussion
The City of San Bernardino will continue to work collaboratively alongside HACSB to provide supportive services and address the housing needs of the community.
Annual Action Plan
2025
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
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:
• 42 more persons were counted in 2024, which represents an increase of 1.4%; • 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 • 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:
• 337 Sheltered persons
• 103 Transitional housing
• 977 Unsheltered
• 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 emergency 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 for the ConPlan include supporting efforts to:
Annual Action Plan
2025
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
- 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, non-congregate, 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, and 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 regional issue that impacts every community in the region. As the largest community in the County, the City also serves as a hub for service providers. The City supports the efforts of the network of agencies working to end homelessness
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through the Regional Continuum of Care Strategy. The Continuum of Care Strategy involves four key components, one of which is homeless prevention. The provision of preventative services will decrease the number of households and individuals who will become homeless and require emergency shelters and assistance. The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.
Annually the City funds organizations through the 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 6th 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 organizations and programs work to help low-income individuals and families avoid homelessness, particularly 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 programs 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 HUD’s requirements, the 10-Year Strategy has established a Discharge Planning Committee to focus on improving coordination between discharge planning agencies, local government, and homeless service providers to implement a “zero tolerance” plan that will prevent persons from being discharged into homelessness.
Discussion
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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 connect homeless men, women and families to resources, medical respite, mental health, substance disorder counseling, individualized case management, job training and placement, and expanded 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 campus, 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 only 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 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 Action Plan Barriers to Affordable Housing - 91.220(j) Introduction
The City has recognized that barriers to affordable housing exist and employs strategies that work to overcome them. Barriers exist that are land related, programmatic, and financial. In this section, we give an overview of actions the City is planning to take to address such barriers, as well as an overview of the barriers and impediments themselves.
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
Discussion
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AP-85 Other Actions - 91.220(k)
Introduction
The City of San Bernardino recognizes that achieving the goals outlined in this Consolidated Plan requires not only targeted investments in housing and community development but also sustained efforts to strengthen institutional capacity, foster coordination, reduce poverty, and address systemic barriers. This section outlines the additional actions the City will take during the 2025–2029 Consolidated Plan period.
Actions planned to address obstacles to meeting underserved needs The City will take the following steps to address persistent obstacles, particularly among underserved populations such as extremely low-income households, persons experiencing homelessness, seniors, and individuals with disabilities:
• Invest in Homeless Navigation and Support Services: Expand the HOPE Navigation Center and fund subrecipients like Family Service Association and The Salvation Army to provide rapid rehousing and homelessness prevention.
• Enhance Language Access and ADA Compliance: Ensure materials, meetings, and surveys are accessible to non-English speakers and people with disabilities.
Actions planned to foster and maintain affordable housing • Infill Development: Continue partnering with CHDOs to build affordable owner-occupied housing on vacant lots.
• Housing Rehabilitation: Fund the Owner-Occupied Housing Rehabilitation Program to preserve affordable housing and prevent displacement.
• Preserve Public/Assisted Housing: Support Housing Authority of the County of San Bernardino (HACSB) efforts, including the next phases of Arrowhead Grove.
Actions planned to reduce lead-based paint hazards
• Lead-Safe Rehabilitation: Ensure all HOME and CDBG-funded rehab projects comply with HUD Lead-Safe Housing Rule requirements.
• Training & Monitoring: Continue training City staff and contractors and monitor subrecipients for compliance with lead-based paint hazard regulations. • Public Education: Disseminate materials to residents regarding lead-safe practices during rehabilitation and home maintenance.
Actions planned to reduce the number of poverty-level families
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• Workforce Development: Collaborate with San Bernardino County Workforce Development Board and organizations like Center for Employment Opportunities to connect residents to jobs and training.
• Small Business Support: Use CDBG to support microenterprise development and entrepreneurship, particularly among women- and minority-owned businesses.
Financial Empowerment: Continue partnerships with NHSIE and other nonprofits to deliver financial literacy, homebuyer education, and credit repair services.
Actions planned to develop institutional structure
• Capacity Building: Provide technical assistance to local nonprofits, CHDOs, and ESG subrecipients to strengthen compliance and outcomes.
• Cross-Department Collaboration: Improve coordination between housing, public works, economic development, and public safety to align investment strategies. • Data Sharing: Strengthen data systems and interagency coordination, especially with the Continuum of Care and HMIS providers, to track program impact.
Actions planned to enhance coordination between public and private housing and social service agencies
• Continuum of Care Engagement: Maintain active participation in the Interagency Council on Homelessness and Homeless Provider Network.
• Health and Housing Integration: Coordinate with Dignity Health and San Bernardino County Department of Behavioral Health to link housing investments with mental health and healthcare services.
• Education & Youth Support: Continue work with Uplift San Bernardino to support youth housing stability, education, and future economic mobility.
Discussion
The City is committed to overcoming institutional and structural barriers to equitable housing and community development. By deepening partnerships, aligning investments, and maintaining compliance with HUD standards, San Bernardino will continue to support the most vulnerable residents while promoting citywide growth.
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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 817,368
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 817,368
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income.Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan.
0.00%
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:
1. The City of San Bernardino does not intend to use forms of investment other than those described in 24 CFR §92.205(b). All HOME Investment Partnerships Program (HOME) funds will
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be used in eligible forms including grants, deferred payment loans, interest-bearing loans, and other HUD-approved forms of assistance that comply with HOME regulations.
In addition to HOME-specific investments, the City leverages other resources—such as CDBG, ESG, ARPA, and State funds—to complement federal housing and community development activities.
These additional investments may be used for site acquisition,Invest in Community Infrastructure and Facility Improvements , or supportive services that enhance housing affordability and sustainability but do not deviate from HUD's defined eligible investment types under §92.205.
If new or alternative investment mechanisms are considered during the Plan period, the City will ensure full compliance with HUD regulations and will submit the necessary amendments and approvals.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
HOME Recapture Provision If Buyer at any time during the Period of Affordability sells or transfers the Eligible Property, whether voluntarily or involuntarily due to foreclosure or other circumstances, the following provisions shall apply, pursuant to 24 C.F.R. Part 92.254:
1. If Buyer sells or transfers the Eligible Property within the first two years of the Period of Affordability, City shall recover from the Net Proceeds, if any, the entire amount of the HOME Subsidy, or such lesser amount as the Net Proceeds may permit to be recovered. The Net Proceeds are the sales price paid to 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.
2. If Buyer sells or transfers the Eligible Property after occupying the Eligible Property for at least two years (24 months from the Delivery Date), City’s recovery from the Net Proceeds shall equal the amount of the HOME Subsidy, reduced by a percentage determined by dividing the number of Buyer’s full years of occupation of the Eligible Property by the number of years of the Period of Affordability and multiplying the result by 100. In calculating recapture of the HOME subsidy only full 12-month periods of occupancy will be utilized. For example, if the Buyer sells or transfers the Eligible Property during the third year, before the completion of the full third year of ten years of
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Affordability, the percentage reduction of the amount of the HOME Subsidy to be recovered by City shall equal 20 percent: (2 years ÷ 10 years) × 100 = 20. Assuming sufficient Net Proceeds, City would recover 80 percent of the HOME Subsidy. If there were not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.
3. In no event shall City’s recovery exceed the amount of the Net Proceeds.
The City requires that its CHDO/subrecipients, who carry out HOME funded ownership programs, utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.
In its homeownership and single-family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
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:
1. Measured from the Delivery Date and determined based on the amount of the HOME Subsidy, as follows: Amount of HOME Subsidy Period of Affordability
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• Amount of HOME Subsidy: Less than $15,000 Period of Affordability: 5 years • Amount of HOME Subsidy: $15,000 to $40,000 Period of Affordability: 10 years • Amount of HOME Subsidy: More than $40,000 Period of Affordability:15 years
The City's affordability covenant requires that HOME units acquired with HOME funds remain affordable for the period noted based on the amount of HOME subsidy. The City also requires that its CHDO/sub-recipients who carry out HOME-funded ownership programs utilize the recapture provisions noted, which are part of the affordability covenant executed by the homeowner and recorded against the property.
In its homeownership and single-family rehabilitation programs, the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City will not be refinancing existing debt secured by multifamily housing rehabilitated with HOME funds. The City will not refinish single-family units rehabilitated with HOME funds. With regard to eligible beneficiaries, the City will adhere to the requirements under 24 CFR 2.203 in relation to income determinations; 92.216 with respect to incomes of applicants; 92.253 with regard to tenant protections and selection and other HOME regulatory requirements that ensure beneficiaries are not precluded from participating in HOME funded programs.
The City utilizes Notice of Funding Availability and Requests for Proposals to solicit applications for funding under the HOME program. Applications are solicited 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)).
If implemented, the City intends to establish a preference for persons with special needs and
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disabilities, in alignment with 24 CFR §92.209(c)(2)(i). This may include individuals with physical, mental, or developmental disabilities, those at risk of institutionalization, and persons with substance use or behavioral health needs.
The City will consult with local partners, such as the San Bernardino County Department of Behavioral Health, the Office of Homeless Services, and disability advocacy organizations, to structure the program to ensure legal compliance, and service integration.
All preferences will be clearly defined and documented in written TBRA policies and procedures, and will be implemented in a non-discriminatory manner consistent with federal fair housing laws.
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6. If applicable to a planned HOME TBRA activity, a description of how the preference for a 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)).
If such a program is established, the City may adopt a targeted preference for specific categories of individuals with disabilities, particularly those who experience significant service gaps—such as persons with chronic mental illness, HIV/AIDS, or co-occurring disorders.
These populations are often overrepresented in the homeless system and underrepresented in stable housing placements, despite frequent engagement with public systems of care. For example, individuals with chronic mental illness may cycle through shelters, hospitals, and correctional institutions due to a lack of supportive housing options. Similarly, people living with HIV/AIDS may face both housing discrimination and limited access to long-term rental assistance.
A targeted TBRA preference would narrow the gap in housing benefits by:
• Providing stable rental assistance to individuals who are often ineligible for other long-term subsidies.
• Coordinating with service providers (e.g., Department of Behavioral Health, local HIV/AIDS networks) to ensure access to wraparound supports.
• Preventing institutionalization and promoting independent living in community-based settings.
Any such preference will be carefully structured, with data and stakeholder input used to demonstrate both the need and legal defensibility. The City will ensure all preferences are administered in compliance with fair housing requirements, including a clear showing that the preference is necessary to address a documented disparity in housing access or services.
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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).
At this time, the City of San Bernardino does not impose any limitations or preferences in its HOME- assisted rental housing projects that would restrict participation.
However, if preferences are considered during the 2025–2029 Consolidated Plan period, they will be implemented only where supported by local data, consistent with fair housing and civil rights laws, and designed to address a demonstrated housing or service gap. Potential preferences may include:
• Individuals experiencing or at risk of homelessness,
• Veterans,
• Persons with disabilities (in coordination with supportive services), or • Large families needing multi-bedroom units.
Any preference will be applied transparently and uniformly, without violating nondiscrimination requirements, and will be outlined in project-specific agreements and approved underwriting documentation. The City will also ensure that all applicants have equal access and meaningful opportunity to apply for all rental units, regardless of their status in relation to any stated preference.
The City will continue to monitor projects for compliance with applicable fair housing laws and HUD’s HOME regulations.
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment) Please refer to the attachment included.
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 of San Bernardino is an active participant in the San Bernardino County Continuum of Care
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(CoC), which has established a centralized Coordinated Entry System (CES) in accordance with HUD requirements. The CES is managed by the San Bernardino County Office of Homeless Services (OHS) and serves as the primary tool for connecting individuals and families experiencing or at risk of homelessness to appropriate housing and supportive services.
The CES is designed to:
• Provide standardized assessment tools and procedures (e.g., VI-SPDAT) to evaluate the needs and vulnerabilities of people experiencing homelessness;
• Prioritize clients for housing and services based on vulnerability, length of homelessness, and severity of service needs;
• Ensure fair and equal access to housing resources, including permanent supportive housing, rapid rehousing, and transitional housing;
• Use the Homeless Management Information System (HMIS) to facilitate case coordination, referrals, and outcome tracking;
• Integrate referrals from a broad range of access points, including emergency shelters, outreach teams, hospitals, and law enforcement.
The CES is accessible through multiple physical and virtual entry points across the County, including partners such as The Salvation Army, Family Service Association of Redlands, Lutheran Social Services, and HOPE Navigation Centers, among others. All ESG subrecipients funded by the City of San Bernardino are required to participate in the CES and coordinate service delivery and housing placements through the system.
This coordinated assessment approach enables a system-wide response to homelessness that improves client outcomes, reduces duplication of services, and ensures the most vulnerable populations are prioritized for limited housing resources.
3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).
The City of San Bernardino administers its ESG program in alignment with HUD regulations and ensures that funding is equitably accessible to eligible private nonprofit organizations, including community-based and faith-based organizations.
Each program year, the City issues a Notice of Funding Availability (NOFA) or Request for Proposals (RFP) to solicit applications from qualified service providers. The process includes:
1. Public Notification: The City publicly posts the NOFA/RFP on its website and distributes it via email to a wide network of service providers, including those within the San Bernardino County Continuum of Care (CoC). Outreach is inclusive of faith-based and grassroots community organizations.
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2. Eligibility and Threshold Review: All proposals are reviewed to ensure applicants meet HUD eligibility criteria for ESG funding and possess the administrative capacity to implement programs in compliance with 24 CFR Part 576.
3. Application Evaluation - Proposals are evaluated based on:Experience in serving homeless or at- risk populations;Performance outcomes and past compliance history;Program design, including alignment with the CoC’s priorities and CES participation;Cost-effectiveness and leveraging of additional resources.
1. Funding Recommendations: A City rew—often including representatives from the Housing and Homelessness Division and outside advisors—scores and ranks proposals. Recommendations are presented to the Mayor and City Council for approval as part of the Annual Action Plan and budget adoption process.
1. Contract Execution and Monitoring: Awarded subrecipients enter into formal contracts with the City. Ongoing technical assistance and monitoring ensure compliance with ESG regulations, eligible uses of funds, and performance outcomes.
The City prioritizes provider representation, including agencies with lived experience expertise, and commitment to transparent, fair, and lawful administration of ESG funds, ensuring that resources are directed efficiently toward addressing homelessness and housing instability in ways that uphold both programming integrity and federal requirements.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.
The City of San Bernardino attends and participates, on a quarterly basis, the Interagency Council on Homelessness (ICH). The ICH is a vital component of the San Bernardino County Homeless Partnership. The ICH serves as the policy making body of the Partnership and oversees the implementation of the 10-Year Strategy to End Homelessness in San Bernardino County. The ICH will focus on resource development to insure the funding of homeless projects and 10-Year Strategy recommendations. In addition, ICH serves as the HUD-designated primary decision-making group and oversight board of the City of San Bernardino & County (hereinafter referred to as the “geographic area”) Continuum of Care for the Homeless (CA-609) funding process, (hereinafter referred to as the “CoC”). There are currently former homeless individuals that participate in the policy making decisions of the CoC, regarding facilities or services that receive ESG funding from the City.
The ICH is charged with directing, coordinating and evaluating all of the activities related to implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10-Year Strategy to their colleagues and constituents
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following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to carry out implementation activities and will develop resources to insure the funding of homeless projects and 10-Year Strategy recommendations.
As the oversight board of the CoC, the ICH's duties are: 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations, including: a. The operation and oversight of the local CoC; b.
Designation and operation of a Homeless Management Information System (HMIS); i. Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, known as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in compliance with all requirements prescribed by HUD. c. Developing a CoC plan that includes outreach, engagement, assessment, annual gap analysis of the homeless needs and services available, prevention strategies, shelter and housing supportive services, and HUD CoC annual and biennial requirements; 2. To represent the relevant organizations and projects serving homeless subpopulations; 3. To support homeless persons moving from homelessness to economic stability and affordable permanent housing within a supportive community; 4. To be inclusive of all the needs of all of the geographic area’s homeless population, including the special service and housing needs of homeless sub-populations; 5. To facilitate responses to issues and concerns affecting the agencies funded by the CoC beyond those addressed in the annual CoC application process; 6. To consult with recipients and sub-recipients of CoC funding to establish performance targets appropriate for population and program type, monitor recipient and sub-recipient performance, evaluate outcomes, and take action against poor performers; and 7. To evaluate outcomes of projects funded under the County of San Bernardino CoC program, including the ESG.
5. Describe performance standards for evaluating ESG.
ESG Subrecipients must demonstrate financial management and programmatic expertise to successfully develop, design, implement, and monitor the ESG-funded activities. ESG Subrecipients must participate in HMIS and be able to meet all federal, State of California, and City of San Bernardino requirements relative to the ESG program, specifically those concerning equal opportunity and fair housing, affirmative marketing, environmental review, displacement, relocation, acquisition, labor, lead-based paint, conflict of interest, debarment and suspension, and flood insurance.
Under the City ESG agreement, ESG Subrecipient are required to conduct an initial evaluation to determine the eligibility of each individual or family’s eligibility for ESG assistance and the amount and types of assistance the individual or family needs to regain stability in permanent housing.
All subrecipient providers should meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants either remained in
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permanent housing or exited to permanent housing; At least 20 percent or more of project participants have employment income (or other sources such as SSI and/or SSDI, for those who are not employable); At least 54 percent of project participants increased their income from sources other than employment in a given operating year; At least 56 percent of project participants obtained mainstream benefits; and 100 percent of the project participants came from the street or other locations not meant for human habitation, emergency shelters, or safe havens. In addition, PSH providers must: Implement a housing first approach. Fill vacant beds with only chronically homeless persons
Discussion