1 Table of Contents
Executive Summary ....................................................................................................................................... 1 AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ........................................................................ 1 PR-05 Lead & Responsible Agencies – 91.200(b) ...................................................................................... 7 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ................................................................................... 9 AP-12 Participation – 91.105, 91.200(c) ................................................................................................. 17 Expected Resources .................................................................................................................................... 21 AP-15 Expected Resources - 91.220(c)(1,2) ............................................................................................ 21 Annual Goals and Objectives ...................................................................................................................... 26 AP-35 Projects - 91.220(d) ...................................................................................................................... 31 AP-38 Project Summary .......................................................................................................................... 32 AP-50 Geographic Distribution - 91.220(f) ............................................................................................. 40 Affordable Housing ..................................................................................................................................... 41 AP-55 Affordable Housing - 91.220(g) .................................................................................................... 41 AP-60 Public Housing - 91.220(h) ........................................................................................................... 43 AP-65 Homeless and Other Special Needs Activities - 91.220(i) ............................................................ 45 AP-75 Action Plan Barriers to Affordable Housing - 91.220(j) ................................................................ 51 AP-85 Other Actions - 91.220(k) ............................................................................................................. 53 Program Specific Requirements .................................................................................................................. 55
1 Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
This Annual Action Plan covers the 2026-2027 fiscal year for the City of San Bernardino’s Five-Year Consolidated Plan. The Annual Action Plan outlines how the City will use its HUD formula grant funds throughout the year to address priority housing and community development needs identified throughout that planning process. The Consolidated Plan identified the following priority needs through data collection, community outreach, and analysis that will serve to govern the trajectory of HUD funding for the next five years:
• 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 Resilience
• Fair housing
• Administration and Planning
The City is an entitlement jurisdiction and 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 Pro gram (HOME), and the Emergency Solutions Grant (ESG). HUD funding is used to directly aid the community in specific ways, depending on the program. The City annually receives CDBG entitlement program funds in the estimated amount of $2,576,678.35, which provides formula funding 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 City annually receives HOME Investment Partnership P rogram funds in the estimated amount of $1,092,341.87, which provides formula grant funding for a range of activities, including building, 2 purchasing, and rehabilitating affordable housing for rent or homeownership, and providing direct rental assistance to low-income households. The program’s flexibility allows HOME funding to be used for grants, direct loans, loan guarantees, or other forms of credit enhancements, rental assistance , or security deposits to promote homeownership and home security.
The City annually receives ESG program funds in the estimated amount of $229,279.65, which provides formula grant funding 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.
2. Summarize the objectives and outcomes identified in the Plan Throughout the application process , data collection, and community outreach initiatives, the City has identified pivotal housing and community development needs in accordance with HUD regulations. Each FY 2026-2027 application was evaluated based on the priorities identified in the Consolidated Plan Needs Assessment, the Market Analysis , community input obtained through the citizen participation process, the Analysis of Impediments, and the availability of data resources.
Based on these components, preserving and rehabilitating housing, developing and preserving affordable housing, expanding housing types , and increasing affordable housing options have become the City's highest-priority needs. According to resident feedback during the Con solidated Plan planning, the most pressing concerns of the City are:
• 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 Resilience
• Fair housing
Priorities Objectives/Goals
The following goals outlined in the Consolidated Plan will be implemented during the FY 26-27 Annual Action Plan:
1. Preserving and rehabilitating housing: The City is funding its Owner-Occupied Rehabilitation Project to rehabilitate owner-occupied LMI homes.
2. Development and Preservation of Affordable Housing and Expanded Housing Types: The City will continue to support affordable housing projects in various surplus vacant parcels.
3. Increase in Affordable Housing Options: The City will continue to support ADU’s and Infill affordable housing projects in various locations city-wide. 3 4. Provide Homeless Prevention Services: The city intends to support the San Bernardino PD Quality of Life Team and the Salvation Army to provide homeless services.
5. Infrastructure Improvements: Fund public facilities projects to comprehensively improve the safety, accessibility, and quality of life in low-income and the surrounding neighborhoods by completing park and recreation improvements, street surface reconstruction including sidewalks, curbs, stormwater facilities, remove barriers by supporting accessibility projects.
6. Strategic Resource Planning and Community Resilience: Section 108 Loan Repayment Program to pursue physical and economic revitalization that will provide an estimated 600 jobs.
7. Fair Housing: Support fair housing services, landlord/tenant mediation, and housing counseling services. Implement a City Tenant Protection Pilot Program.
Summary of some of the findings used to determine priority need:
Preserving and rehabilitating housing
The City of San Bernardino has a relatively old housing stock , with about 65% of occupied housing units built before 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 l ow- to moderate-income households may be unable to afford these needed repairs. Community engagement efforts also identified a need for housing rehabilitation. Furthermore, engagement through the Owner Occupied Rehabilitation Program (OORP) has identified many residential homes requiring more than $20,000.00 in repairs to address code deficiencies and improve living conditions for low-income households.
Development and Preservation of Affordable Housing and Expanded Housing Types The City has a significant mismatch between housing supply and affordability. There is an affordable housing supply gap of 80% for renter households earning between 0 and 30% AMI and a 22% gap for households earning between 30 and 50 % AMI. Additionally, 16,875 low -income renter households are paying more than 30 percent of their income toward housing costs Increase in Affordable Housing Options
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.
4 Provide Homeless Prevention Services
The latest 2025 PIT count revealed 3,837 homeless adults and children, 2,636 of whom are unsheltered. This was almost a 10% decrease from the previous year’s 4,255 homeless individuals, 3,055 of which were unsheltered. Discussions with the San Bernardino County Homeless Partnership identified that homeless individuals require services to alleviate or prevent homelessness.
Infrastructure Improvements
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.
Strategic Resource Planning and Community Resilience
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 was found to be a need during community engagement of the Consolidated Plan and Analysis of Impediments.
Fair housing
Discrimination based on housing was mentioned repeatedly in the community needs survey as a barrier to equal access and fair housing.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
Actions and implementation below are taken from FY 2024-25 CAPER Fair Housing: The City funded the Inland Fair Housing Mediation Board (IFHMB) using CDBG funds to help residents with landlord-tenant issues, provide education about housing rights, and help with eviction issues, security deposits, and foreclosure concerns. 2,161 people received assistance, almost all were low to moderate-income residents.
Public Facilities and Infrastructure: The City completed sidewalk improvements in several neighborhoods, on 10 th Street, 49th Street, and the Rialto Avenue corridor. These areas serve about 275,790 residents , over 60% are low to moderate-income.
5 Economic Development: The City funded programs that help small business es start and grow , activities consisted of workshops and training for business owners, microenterprise assistance, and the Section 108 Loan Repayment Program . These activities helped at least 25 entrepreneurs, 8 businesses directly, and created and retained 17 jobs.
Homeless and Homeless Prevention Services: The City funded programs and partnerships to assist people experiencing homelessness, activities included outreach through the quality -of-life team, emergency shelter, housing stability programs, and homelessness prevention financial assistance. Results in cluded 132 people assisted through outreach, 60 people assisted through emergency shelter, and 31 people assisted through homelessness prevention.
4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.
The City publicly advertised the availability of CDBG and ESG funds through a Notice of Funding Availability, in English and Spanish, on the City of San Bernardino website and published in the Sun and El Chicano on December 1, 2025. A Neighborly Portal Webinar was held on December 12, 2025, at 10:00 am to aid recipients with the application process. The first public hearing was held on April 15, 2026, with the Mayor and City Council to approve the Draft FY 2026 -2027 Annual Action Plan ; the second public hearing was held on June 3, 2026, to approve the final adoption of the Annual Action Plan.
5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.
The Annual Action Plan was discussed in a publicly noticed meeting where the opportunity for public comment was provided. The first public hearing for the draft FY 2026-2027 Annual Action Plan in front of City Council and community residents was held on April 15, 2026. The draft plan was available for public review between April 17, 2026, and May 18, 2026, on the City's website, at the Community Development and Housing Department, the City’s Clerk's Office, Feldheym Central Library, and through the City’s social media platforms.
Public notice of the Draft FY 2026-2027 Annual Action Plan was published in The San Bernardino Sun newspaper (English) and El Chicano newspaper (Spanish) from March 5, 2026 , to March 23, 2026 , in accordance with the City’s Citizen Participation Plan. A second public hearing was held on May 6, 2026, at which time the Mayor and City Council approved the final adoption of the FY 2026 -2027 Annual Action Plan.
6 6. Summary of comments or views not accepted and the reasons for not accepting them The City accepts all public comments.
7. Summary
No further narrative is needed.
7 PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Annual Action Plan Describe the agency/entity responsible for preparing the Annual Action Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency City of SAN BERNARDINO
CDBG Administrator SAN BERNARDINO Community and Economic Development Department HOPWA Administrator
HOME Administrator SAN BERNARDINO Community and Economic Development Department ESG Administrator SAN BERNARDINO Community and Economic Development Department HOPWA-C Administrator
Table 1 – Responsible Agencies
Narrative (optional)
The City’s Community Development and Housing Department administers, implements, and monitors activities and projects funded through federal grants. This Department is responsible for developing and completing the priorities and goals established in the Consolidated Plan and aligned yearly through the Annual Action Plan. In addition, the Department works collaboratively with the Public Works Department, City Parks and Recreation Department, City Manager’s Office, City residents, and City Council to develop goals and priorities.
Action Plan Public Contact Information
For matters concerning the City of San Bernardino’s CDBG, HOME, and ESG programs, please contact:
8 Mrs. Cassandra Searcy, Deputy Director of Housing & Homelessness 201 N. E Street, 3rd Floor, San Bernardino, CA 92418
Email: [email protected] | Phone: (909) 384-7272
9 AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
The City coordinates and collaborates with public agencies, housing providers, and service organizations to identify specific needs or certain vulnerable populations. The Annual Action Plan provides an opportunity to engage the community in the CDBG, HOME, and ESG investment process. The City encourages its residents to voice their needs and concerns regarding homelessness, affordable housing, and community development. All members of the public, espe cially those living in low - and moderate- income neighborhoods, are encouraged to participate in the planning stages. The goal of the consultation process was to gather data to determine and confirm the community's priority needs.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
Partnerships are the community's strongest suit; the City works with the Housing Authority of the County of San Bernardino (HACSB) and the County Community Development and Housing Agency to better serve its residents. These organizations coordinated to redevelop 251 units of public housing at the former Waterman Gardens public housing project (now known as the Arrowhead Grove neighborhood). The City is also partnering with National CORE, an Inland Empire Community Development Organization (CDHO), to create more affordable housing opportunities.
The City partners with Neighborhood Partnership Housing Services (NPHS), a designated CHDO , in two ways:
1. The administration of the Owner-Occupied Single-Family Rehabilitation Program.
2. 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 with the San Bernardino County Department of Behavioral Health (DBH) and its Office of Homeless Services (OHS) to support residents experiencing both homelessness and behavioral health crises. This collaboration includes the ongoing exchange of information, referral pathways, and access to specialized resources that address the intersection of homelessness, mental health, and substance use needs. Through this partnership, the City ensures that residents in crisis are connected to appropriate services, including outreach, case management, treatment programs, and housing navigation support.
10 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. The City actively collaborates with key stakeholders and countywide entities to strengthen its homeless response system. During Fiscal Year 2026-27, 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 for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City diligently 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, who gives input on funding recommendations. The discussions at the ICH meetings include 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 11 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 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 jurisdiction’s consultations with housing, social service agencies and other entities
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Table 2 – Agencies, groups, organizations who participated
1. Agency/Group/Organization Dignity Health St Bernardine Medical Center Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Market Analysis
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input to help prioritize the community
needs of the City, through City interactions and
projects.
2. Agency/Group/Organization Neighborhood Partnership Housing Services, Inc. (NPHS)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input to help prioritize the community
needs of the City, through City interactions and
projects.
3. Agency/Group/Organization San Bernardino County Homeless Partnership Agency/Group/Organization Type Services-homeless
Annual Action Plan
2026
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What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed narrative and data
4. Agency/Group/Organization San Bernardino County Department of Behavioral Health
Agency/Group/Organization Type Services-Health
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed narrative and data
5. Agency/Group/Organization Inland Fair Housing and Mediation Board Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed narrative and data
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6. Agency/Group/Organization San Bernardino City Council Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed to the public review
period and comments.
7. Agency/Group/Organization Housing Authority of the County of San Bernardino Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed narrative and data.
8. Agency/Group/Organization San Bernardino Staff
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Representative(s) contributed narrative and data
9. Agency/Group/Organization Neighborhood Housing Services of the Inland Empire (NHSIE)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment Annual Action Plan
2026
15 OMB Control No: 2506-0117 (exp. 09/30/2021)
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input to help prioritize the community
needs of the City, through City interactions and
projects.
Identify any Agency Types not consulted and provide rationale for not consulting No agency types were excluded from engagement. For future planning processes, the City will make a special effort to include specified organizations that provide a wide range of services to the residents of San Bernardino.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Continuum of Care
Alliance
Potential funding allocations to address homeless needs will complement the COC Strategy.
10-Year Strategy to End
Homelessness
Continuum of Care
Alliance
Funding allocations to address homeless needs will be consistent with the 10-Year Strategy to End Homelessness.
City of San Bernardino
2021 - 2029 Housing
Element
City of San Bernardino
Community Development
and Housing Department
Potential funding allocations to address housing needs that will complement the 2021-2029 Housing Element
Housing Authority of the
County of San
Bernardino
Housing Authority County
of San Bernardino
(HACSB)
The City will support HACSB's efforts on public housing and the ongoing partnership on Waterman Gardens
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Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? The City of San
Bernardino Homeless
Solutions Action Plan
(HSAP)
The City of San
Bernardino
The City is currently finalizing a Five-Year Homeless Solutions Action Plan to establish a coordinated, strategic framework for reducing homelessness and improving housing stability across the community. The plan is designed to align local efforts with regional Continuum of Care priorities, leverage state, and federal funding opportunities, and create a clear roadmap for implementing evidence‑based interventions.
Table 3 – Other local / regional / federal planning efforts
Narrative (optional)
Annual Action Plan
2026
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting
1. The City published notice for public hearings and provided a 30 -day public review of the FY 202 6-2027 Annual Action Plan in El Chicano and The San Bernardino Sun . The report was also made available at the City’s Clerk Office, 201 N. E. Street, Bldg. A, San Bernardino, CA 92401, the Community Development and Housing Department, 201 N. E. Street, 3rd Floor, San Bernardino, CA 92401, the Feldheym Central Library, 555 W. 6th St, San Bernardino, CA 92410, and on the City’s website on the Community Development & Housing Department under Housing & Homelessness Division website: Housing & Homelessness Division | San Bernardino, CA
Annual Action Plan
2026
18 OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Outreach
Sort Ord
er
Mode of Outrea
ch
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
1 Newspaper Ad
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted Housing
Low Income
Persons
No responses were
received.
No responses
were received.
N/A
http:
iecn.com/newspapers
/El Chicano/
https://www.sbsun.co
m
Annual Action Plan
2026
19 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Ord
er
Mode of Outrea
ch
Target of Outrea
ch
Summary of
response/attendan
ce
Summary of
comments receiv
ed
Summary of comme
nts not accepted
and reasons
URL (If applicable)
2 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Residents of
Public and
Assisted Housing
Members of the
public attended the
April 15, 2026,
Public Hearing
No responses
were received.
N/A
www.sbcity.org/housi
ng
3 Public Hearing
Minorities
Non-English
Speaking -
Specify other
language:
Spanish
Members of the
public attended the
June 3, 2026, Public
Hearing.
No comments
received. N/A www.sbcity.org/housi
ng
Table 4 – Citizen Participation Outreach
Annual Action Plan
2026
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Annual Action Plan
2026
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources - 91.220(c)(1,2)
Introduction
The City of San Bernardino faces increasing needs and fluctuating resources. Anticipated Resources seem to fluctuate year to year. The figure for the Expected Amount is based on current funding levels projected forward. The City will adjust if funding changes. Resources will align with 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 $2,536,177 0.00 0.00 $2,536,177
The est. The amount of CDBG funds
available is based on allocations for
FY 2026-2027
Annual Action Plan
2026
22 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 $1,092,342 0.00 0.00 $1,092,342
The est. amount of HOME funds
available is based on allocations for
FY 2026-2027
Annual Action Plan
2026
23 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:
$
ESG public -
federal
Conversion and
rehab for
transitional
housing
Financial
Assistance
Overnight shelter
Rapid re-housing
(rental assistance)
Rental Assistance
Services
Transitional
housing $229,280 0.00 0.00 $229,280
The est. amount of ESG funds
available is based on allocations for
FY 2026-2027. ESG monies will fund
subrecipients to assist people
experiencing homelessness with
Emergency Shelter (ES) and HMIS
support.
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied
The City 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:
Annual Action Plan
2026
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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
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 and submitted to HUD as a component of the CAPER annually.
Annual Action Plan
2026
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
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 identified many surplus vacant residential sites downtown. 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 t hey 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, ce ntral, and northern areas of the district. Infill projects in the works are Shadin Hills, Village Greene, and Montebello.
These projects are in various stages of development. The City also has about 30 acres of surplus land that it plans to dedicate to affordable housing. The City is taking steps to partner with various developers and non-profits to utilize the land and begin development in the near future. The City intends to invite affordable housing developers to participate in an innovative workshop to discuss best practices and offer insight on how the City can effectively collaborate on future projects, specifically with the underutilized. vacant properties or parcels.
The City will maintain funding for its Infill Housing Program and the Owner -Occupied Residential Rehabilitation Program (OORP). Through the City’s Infill Housing Program, the City intends to purchase, renovate, and develop vacant and/or underused land parcels into 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
2026
26 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 2026 2029 Affordable
Housing
25/29
Citywide
Preserve and
Rehabilitate Housing
HOME:
$983,108
Rental units rehabilitated: 20
Household Housing Unit
2 Provide Homeless
Prevention Housing 2025 2029 Homeless
Assistance
25/29
Citywide
Provide Homeless
Prevention Services
ESG:
$212,084
Homelessness Prevention: 268
Persons Assisted
3 Community
Development 2025 2029
Public Services
Non-Housing
Community
Development
25/29
Citywide
Community
Development
CDBG:
$1,030,651
Public Facility or Infrastructure
Activities other than
Low/Moderate Income Housing
Benefit: 850 Persons Assisted
Annual Action Plan
2026
27 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
4 Community
Development 2025 2029
Public Services
Non-Housing
Community
Development
25/29
CityWide
Strategic Resource
Planning and
Community
Resilience
CDBG:
$40,000.00
Public service activities other
than Low/Moderate Income
Housing Benefit: 100
unduplicated low - and
moderate-income
5 Community
Development 2025 2029
Public Services
Non-Housing
Community
Development
25/29
CityWide
Strategic Resource
Planning and
Community
Resilience
CDBG:
$41,500.00
Public service activities other
than Low/Moderate Income
Housing Benefit:400
unduplicated seniors in the City
6 Support Fair
Housing 2025 2029 Fair Housing 25/29
CityWide Fair Housing CDBG:
$70,000.00
Public service activities other
than Low/Moderate Income
Housing Benefit: 575 Persons
Assisted
Annual Action Plan
2026
28 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
7 Community
Development 2025 2029
Community
Development
Public Services
25/29
Citywide
Strategic Resource
Planning and
Community
Resilience
Community
Development
CDBG:
$195,000.00
Public service activities other
than Low/Moderate Income
Housing Benefit:150
8 Strategic Resource
Planning and
Community
Resilience
2025 2029 Economic
Development
25/29
Citywide
Promote Economic
Development
CDBG:
$652,291
Jobs created/retained: 600 Jobs
Businesses assisted: 20
Businesses Assisted
9 Planning &
Administration 2025 2029 Administration 25/29
Citywide
Planning and
Administration
CDBG:
$507,235
HOME:
$109,234
ESG: $17,196
Other: 1 Other
Table 6 – Goals Summary
Goal Descriptions
Annual Action Plan
2026
29 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Goal Name Preserve and Rehabilitate Housing
Goal
Description The preservation and rehabilitation of single-family owner-occupied housing and multi-family rental units. 3 Goal Name Provide Homeless Prevention Housing
Goal
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. 4 Goal Name Community Development
Goal
Description
Investing in roads, sidewalks, parks, and public facilities in qualifying neighborhoods and providing ADA access for disabled residents of the City.
Goal Name Strategic Resource Planning and Community Resilience Goal
Description
Encouraging efficiencies in housing and community development projects that also promote self-reliance, responsible planning, and recovery
5 Goal Name Support Fair Housing
Goal
Description Promote fair housing and support fair housing services. 6 Goal Name Planning & Administration
Goal
Description CDBG, HOME, and ESG administration
Annual Action Plan
2026
30 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Action Plan
2026
31 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-35 Projects - 91.220(d)
Introduction
The City intends to spend its annual allocation of CDBG, HOME, and ESG funds on eligible projects in the following categories: fair housing, homeless prevention, and affordable housing initiatives. CDBG funding also includes the last repayment of the City's Section 108 Loan. # Project Name
1 CDBG FY26/27 Neighborhood Housing Services of the Inland Empire 2 CDBG FY26/27 Public Improvements
3 CDBG FY26/27 Family Service Association (FSA) -Senior Nutrition Program 4 CDBG FY26/27 Inland Fair Housing Mediation Board
5 CDBG FY26/27 San Bernardino PD Quality of Life Team
6 CDBG FY26/27 Section 108 Debt Repayment- Final Payment 7 CDBG FY26/27 Program Administration
8 ESG FY26/27 The Salvation Army
9 ESG FY26/27 Program Administration
10 HOME FY26/27 Housing Program
11 HOME FY26/27 Program Administration
Table 7 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Projects are consistent with the 2025 -2029 Consolidated Plan priority needs and goals. These projects, activities, and programs have been identified by the community engagement program and needs derived from data analysis. The City continues to support fair housing promotion and discrimination mediation , public services, CDBG, and ESG funding were awarded to applicants who best serve the homeless and at- risk populations. All projects chosen benefit the residents of the City of San Bernardino.
Annual Action Plan
2026
32 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Annual Action Plan
2026
33 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Project Name CDBG FY26/27 Neighborhood Housing Services of the Inland Empire Target Area 25/29 Citywide
Goals Supported Community Development
Strategic Resource Planning and Community Resilience
Needs Addressed Strategic Resource Planning and Community Resilience Funding CDBG $ 40,000.00
Description This program p rovides housing -focused financial counseling, stabilization support, and matched savings incentives to low - and moderate-income households. The program is designed to stabilize households at risk of housing insecurity while advancing participants toward long-term goals such as improved credit, increased savings, and first-time homeownership readiness.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
100 unduplicated low - and moderate-income City of San Bernardino residents
Location Description 1845 Business Center Dr S # 120San Bernardino, CA 92408- City wide Planned Activities Up to 20 participants are expected to participate in the matched savings component during the grant period, delivered through two cohorts of up to 10 participants each. Participants may complete the matched savings process over a minimum of three (3) mont hs and a maximum of (12) months, depending on individual circumstances and progress. The education and counseling services are designed to support housing stability, improve financial management skills, and prepare participants for long -term housing goals, including first-time homeownership. The matched savings cohorts provide an enhanced opportunity for participants who choose to deepen their engagement by building savings and strengthening mortgage readiness. All participants will be verified as CDBG -eligible based on HUD income limits and standardized intake documentation. The program will prioritize outreach to low - and moderate -income households within the City of San Bernardino who experience housing cost burden, financial instability, and limited acce ss to traditional wealth -building opportunities.
Project Name CDBG FY26/27 Public Improvements
Annual Action Plan
2026
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
2 Target Area 25/29 Citywide
Goals Supported Community Development
Needs Addressed Community Development
Strategic Resource Planning and Community Resilience
Funding CDBG: $1,030,651
Description Public Improvements
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description City of San Bernardino.
Planned Activities Enhance community accessibility, safety, and quality of life.
Improvement to overall neighborhood conditions for residents. 3 Project Name CDBG FY26/27 Family Service Association (FSA) -Senior Nutrition Program
Target Area 25/29 Citywide
Goals Supported Community Development
Needs Addressed Strategic Resource Planning and Community Resilience Funding CDBG: $41,000
Description The Senior Nutrition Program, which provides home-delivered meals to eligible older adults residing in the City of San Bernardino. This program delivers nutritionally balanced meals at no cost, Monday through Friday, to seniors aged 60 and older who are homebound due to age, disability, illness, or mobility limitations.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
400 unduplicated seniors in the City
Location Description Citywide
Planned Activities Provide home-delivered meals to eligible older adults residing in the City of San Bernardino. Reduce food insecurity and improve access to
Annual Action Plan
2026
35 OMB Control No: 2506-0117 (exp. 09/30/2021)
nutritious meals for low- and moderate-income seniors residing in the City of San Bernardino
4 Project Name CDBG FY26/27 Inland Fair Housing Mediation Board Target Area 25/29 Citywide
Goals Supported Support Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $70,000.00
Description The Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
575 Individuals
Location Description Citywide
Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints at no cost in the City of San Bernardino. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.
5 Project Name CDBG FY26/27 San Bernardino PD Quality of Life Team Target Area 25/29 Citywide
Goals Supported Homeless Prevention
Needs Addressed Homeless Prevention
Community development
Funding CDBG: $195,000.00
Description Support Quality of Life Team salaries and equipment need 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 6/30/2027
Estimate the number
and type of families
150 individuals
Annual Action Plan
2026
36 OMB Control No: 2506-0117 (exp. 09/30/2021)
that will benefit from
the proposed activities
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 FY26/27 Section 108 Debt Repayment- Final Payment Target Area 25/29 Citywide
Goals Supported Planning & Administration
Needs Addressed Community Development
Strategic Resource Planning and Community Resilience
Funding CDBG: $652,291
Description Section 108 Loan Repayment Program to pursue physical and economic revitalization that will provide jobs.
Target Date 6/30/2027
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.
Planned Activities The developer has secured letters of interest and lease commitments from several major retailers directly associated with the project. 7 Project Name CDBG FY26/27 Program Administration
Target Area 25/29 Citywide
Goals Supported Planning & Administration
Needs Addressed Planning and Administration
Funding CDBG: $507,235
Description The City will implement the goals and objectives of the Action Plan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the activities and programs stated in
Annual Action Plan
2026
37 OMB Control No: 2506-0117 (exp. 09/30/2021)
the Annual Action Plan, as well as other CDBG administration regulations.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
1 Location Description Citywide
Planned Activities Planning, grant administration, and compliance. 8 Project Name ESG FY26/27 The Salvation Army
Target Area 25/29 Citywide
Goals Supported Provide Homeless Prevention Housing
Needs Addressed Provide Homeless Prevention Services
Funding ESG: $212,084
Description The Salvation Army Hospitality House (HH) of San Bernardino operates several programs: Community Meals, Emergency Shelter (ES) , and Transitional Living (TL) within its physical site. The total capacity for combined HH residential programs is 90 beds (21 rooms) but is often over capacity (95 Maximum) due to cribs and family dynamic variances.
The HH also provides a community meal s ix evenings a week for those experiencing food insecurity. This meal service is used as an outreach to connect people who are exp eriencing homelessness to resources, shelter, and other permanent housing services. The HH has seen a continued demand for shelter for families and single women; specifically, single fathers with children, unaccompanied women over the age of 50, and multi-generational families.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
296 Persons Assisted
Location Description 25/29 Citywide
Planned Activities Homeless prevention activities
9 Project Name ESG FY26/27 Program Administration
Target Area 25/29 Citywide
Annual Action Plan
2026
38 OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Planning & Administration
Needs Addressed Planning & Administration
Funding ESG: $17,196
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 2026/27 allocation: $ 17,195.97 in administration costs
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
1 Location Description 25/29 Citywide
Planned Activities Planning, grant administration, and compliance. 10 Project Name HOME FY26/27 Housing Program
Target Area 25/29 Citywide
Goals Supported Development and Preservation of Affordable Housing Needs Addressed Preserve and Rehabilitate Housing
Funding HOME: $983,108
Description For the construction or rehabilitation of multifamily affordable housing Projects, the City is reviewing potential projects.
Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description The project will take place within the City of San Bernardino.
Planned Activities Construction of Permanent Supportive Housing (PSH) project for very low to low-income residents
11 Project Name HOME FY26/27 Program Administration
Target Area 25/29 Citywide
Goals Supported Planning & Administration
Needs Addressed Planning and Administration
Annual Action Plan
2026
39 OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding HOME: $109,234
Description The City will implement the goals and objectives of the Action Plan 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 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
1 Location Description 25/29 Citywide
Planned Activities
Planning, grant administration, and compliance.
Annual Action Plan
2026
40 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 FY2026-2027 funding will be used to finance projects targeting low - to moderate-income residents 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 will benefit residents, families, households, and homeless populations throughout the City.
Geographic Distribution
Target Area Percentage of Funds
25/29 Citywide 100
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City established priority needs , including Preserve and Rehabilitate Housing , Development and Preservation of Affordable Housing , Provide Homeless Prevention Housing , Community Development, Support Fair Housing, etc. These needs were established city-wide rather than in any centralized areas .
Therefore, the City ensures that federal funding aligns with these priority needs and investments are allocated geographically accurately . Furthermore, CDBG funds will be utilized in predominantly low - income neighborhoods where residents have the greatest need for housing services. Projects are evaluated on a case -by-case basis, considering emergency needs, cost effectiveness, environmental needs, 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 devel opment activities, including the preservation and conservation of affordable housing, public improvements, and public facilities.
Annual Action Plan
2026
41 OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing - 91.220(g)
Introduction
The City of San Bernardino, like many Cities in California, needs more affordable housing. According to the California Housing Partnership, the San Bernardino County Housing Need Report 2025, 60,659 low - income renter households in San Bernardino County do not have access to an affordable home. Through community outreach and data gathering for the 2025-2029 Consolidated Plan and the Analysis of Impediments to fair housing choice, the City has identified priority needs directly correlated to affordable housing. These include:
Development and Preservation of Affordable Housing and Expanded Housing Types 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 Priority: There is a significant mismatch between housing supply and affordability within the City.
There is an affordable housing supply gap of 80 percent for renter households earning between 0 and 30 percent of the AMI, and a 22 percent gap for households earning between 30 and 50 percent of the AMI.
Additionally, 16,875 low -income renter households are paying more than 30 percent of their income toward housing costs.
Increase Affordable Housing Options
Description: Increase affordable housing options through homeownership or rentals and open up new possibilities to affordable housing.
Basis for Priority: The most prevalent housing problems within the City are cost burden and overcrowding.
San Bernardino has a population of 220,328 persons and a total of 62,486 households. Nearly 61 percent of households in San Bernardino City (36,310 total) qualify as low- to moderate-income, earning up to 80 percent of HUD Area Median Family Income (HAMFI).
Annual Action Plan
2026
42 OMB Control No: 2506-0117 (exp. 09/30/2021)
One Year Goals for the Number of Households to be Supported Homeless 600
Non-Homeless 0
Special-Needs 0
Total 600
Table 9 - 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 10 - One-Year Goals for Affordable Housing by Support Type
Discussion
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
2026
43 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing - 91.220(h)
Introduction
Public housing and other assisted housing programs are crucial elements of the City’s efforts to address the affordable housing needs of low- and moderate-income families, senior citizens, disabled individuals, and other individuals . The 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. This agency administers the Housing Choice Voucher Program, which provides rental assistance to eligible residents of San Bernardino by providing monthly rental assistance to participants who want to rent from a private landlord but cannot afford the full monthly rental payment. The Housing Choice Voucher program is funded by the U.S.
Department of Housing and Urban Development (HUD). 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.
As of 2025 , 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 E xtremely Low -Income 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 participate in homeownership
The City will continue its 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.
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
Annual Action Plan
2026
44 OMB Control No: 2506-0117 (exp. 09/30/2021)
HCVs upon availability and if needed.
The City welcomes affordable housing partnerships.
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
2026
45 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-65 Homeless and Other Special Needs Activities - 91.220(i) Introduction
The issue of homelessness is a top priority for the City of San Bernardino, as reflected by the 2023 Homelessness State of Emergency Declaration by City Council and the subsequent 2024 reaffirmation.
Each year, the County of San Bernardino conducts a Homel ess 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). The latest 2025 PIT count revealed 3,837 homeless adults and children, 2,636 of which are unsheltered. This was almost a 10% decrease from the previous year’s 4,255 homeless individuals, 3,055 of which were unsheltered. A comparison of the last two counts reveals that:
• 418 less persons were counted in 2025, which represents a decrease of 9.8%; • Only one more individual was counted as sheltered in 2025, increasing the count from 1,200 to 1,201; and
• On the other hand, the unsheltered count decreased by approximately 14% from 3,055 to 2,636.
While the County’s homeless count saw a small decrease, the same trend was not found in the City of San Bernardino, specifically:
• 554 Sheltered persons, a 26% increase from 2024’s 440 Sheltered count • 981 Unsheltered persons, a .4% increase from 2024’s 977 Unsheltered count • Total of 1,535, an 8% increase from 2024’s Total of 1,417 For FY 2024 -2025, the City successfully used ESG funds to provide shelter to 60 homeless individuals .
Furthermore, 31 individuals who were at risk of homelessness were assisted through housing stabilization and including housing stabilization and short -to-medium-term rental assistance through Homeless Prevention Services. There is a gap between the outcome and the projected one-year goal because of the rising cost of operation. During the program year, the City expended 97% of its ESG funds to meet the housing needs of the 91 homeless and at-risk-of-homelessness population.
The City of San Bernardino is currently drafting a Five-Year Homeless Solutions Action Plan to address the unique needs of the community and coordinate strategies for effective responses. The plan is centered on three guiding principles:
1. Supportive Pathways to Housing
2. Prioritizing Long-Term Solutions
3. Alignment with National Best Practices
The City is also expanding its Housing and Homeless Division to meet the growing needs of the
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46 OMB Control No: 2506-0117 (exp. 09/30/2021)
community and fill identified service gaps.
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 for the City of San Bernardino continues to be able to provide sufficient homeless prevention services and resources. The City will maintain its support of the CoC’s coordinated entry system, 2 - 1-1 San Bernardino County. Through this system , individuals and families who are at imminent risk of becoming homeless (HUD Homeless definition (Category 2)) receive problem -solving support aimed at helping them retain their current housing or secure alternate housing as quickly as possible.
In addition to supporting regional efforts, the City is planning to leverage the upcoming Deep Blue pilot software, a program that allows for cross-agency collaboration and real-time data sharing to create data dashboards and reports that will inform strategic responses to homelessness. The City also invests in local outreach programs that engage unsheltered residents, connecting them to emergency services and helping them navigate pathways to housing stability. These outreach efforts play a critical role i n linking individuals to shelter, case management, behavioral health services, and long‑term housing solutions.
The City’s ongoing priorities include:
- Increase emergency shelter, interim housing, and 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 has made great strides in its pursuit to adaptively reuse a vacant property for the conversion of the former School of Hope campus. Formerly a special education school, the site is being rehabilitated and reimagined into a homeless navigation facility to provide low -barrier, non -congregate, inte rim housing and supportive services for homeless individuals and households at risk of becoming homeless.
The Hope campus, set to open in late 2026 or early 2027, will include 180 housing units, an administrative building, a laundry facility, and a cafeteria/assembly area. In total, the project will provide approximately 17,380 sqft. of residential housing, 2,900 sqft. of shared spaces and communal areas, a dog kennel, and 15,200 sqft. of surface parking consisting of 34 parking spaces.
Hope Campus will contain 180 non -congregate transitional housing units with beds that include storage space underneath, s, bathrooms with a sink, toilet, and shower , fire sprinklers, heating, ventilation, and air conditioning (HVAC) systems. These 180 units can accommodate up to 200 unsheltered individuals.
Sixteen units will be Americans with Disabilities Act (ADA) accessible, ensuring units are easily accessible for residents with disabilities . Additionally, the facilities will include a cafeteria with a fully equipped
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47 OMB Control No: 2506-0117 (exp. 09/30/2021)
commercial kitchen able to serve 120 residents per meal. The cafeteria will also serve as an assembly area and include movable 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 peri od 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 continues to actively participate in the County of San Bernardino CoC and attend meetings to discuss the establishment of performance measures that benefit the broader goals of the region. Some of the tasks recently undertaken by the City include assisting with the 2025 Point-In-Time-Count conducted by the County of San Bernardino. The City recognizes that homelessness is a regional issue that impacts not only San Bernardino but also neighboring communities. As the largest community in the County, the City also serves as a hub for service providers and supports the efforts of the network of agencies working to end homelessness through the Regional Continuum of Care Strategy. Part of the Continuum of Care Strategy is a key component of 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 works to prevent persons from becoming homeless by funding emergency rental assistance for households at risk of homelessness through the Homeless Prevention program, supported by ARPA and ESG funds.
Each year , the City funds organizations through the ESG programs that provide emergency shelter, homeless prevention services, street outreach, rapid rehousing, and HMIS , such as the Salvation Army and Family Services of Redlands.
The City is breaking ground in 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.
This navigation center will provide case management, mental health and substance abuse services , job placement, and more. Furthermore, the San Bernardino Community Wellness Campus (SBCWC), a non- congregate interim housing facility that completed construction in December 2025, will be focused on providing supportive services to provide long-term solutions to end homelessness, including permanent housing and independent living. Individualized case plans will be provided for at least 95% of residents within 72 hours of entry. (see Discussion below). As part of the City’s Five-Year Homeless Solutions Action Plan goal, the City aims to, within the next year, add 100 new interim/emergency beds and see a 5%
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reduction in the average length of stay in interim housing.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The City of San Bernardino is committed to reducing the number of individuals and families who become homeless by strengthening prevention efforts, expanding access to supportive services, and improving coordination across systems of care. Creating clear referral pathways from emergency shelters and rapid rehousing to permanent supportive housing is a top priority for the City. In 2026, San Bernardino will continue to enhance its partnerships with service providers, the Continuum of Care, and regional agencies to ensure that individuals receiving services are able to maintain self -sufficiency after services are terminated. This includes supporting outreach teams that engage unsheltered residents, connect them to emergency shelter, and link them with case management, behavioral health services, and long ‑term housing resources. Through these coordinated efforts, the City aims to red uce the amount of time individuals experience homelessness and increase the number of residents who successfully transition into stable, permanent housing. Part of the City’s continued support of the regional CoC’s efforts includes implementing the San Bernardino County 10-Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning to prevent people discharged from correctional, foster care, health care, or mental health care systems from becoming homeless again. The McKinney-Vento Act requires that 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 immediately discharged 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
Homeless Solutions Action Plan (HSAP)
The City of San Bernardino is currently finalizing a Five-Year Homeless Solutions Action Plan to establish a coordinated, strategic framework for reducing homelessness and improving housing stability across the community. The plan is designed to align local efforts with regional Continuum of Care priorities, leverage state and federal funding opportunities, and create a clear roadmap for implementing
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evidence‑based interventions.
The Homeless Solutions Action Plan (HSAP) identifies key system gaps, evaluates current service capacity, and outlines targeted strategies to expand outreach, shelter, interim housing, permanent supportive housing, and prevention programs. It also emphasizes cross‑departmental collaboration, data‑driven decision making, and partnerships with local stakeholders such as nonprofit providers, faith‑based organizations, and behavioral health agencies.
The City recognizes the importance of addressing the root causes of homelessness, such as economic instability, lack of affordable housing, untreated mental health conditions, and substance use disorders, while simultaneously improving the capacity to respond to immediate needs and focusing on supportive, long-term solutions. HSAP outlines measurable outcomes and performance indicators to track progress over the five‑year period, ensuring accountability and transparency in the implementation process. FY 2026-2027 serves as the first year in this Five-Year plan.
HOPE Campus
Designed to address the root causes of homelessness, the HOPE Campus will offer approximately 200 beds and provide a safe, supportive environment for individuals and families experiencing homelessness.
The facility will connect residents to a comprehensive range of services, including medical respite care, mental health and substance use disorder counseling, individualized case management, job training and placement, and expanded pathways to permanent housing. In addition to serving those currently experiencing homelessness, the HOPE Campus will support individuals at risk of losing their housing by hosting onsite partner agencies that can provide rental and utility assistance to eligible households.
Through this integrated service model, the HOPE Campus wil l strengthen the City’s capacity to stabilize vulnerable residents and promote long‑term housing security.
Homekey - San Bernardino 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 210 beds, in collaboration with Lutheran Social Services of Southern California (LSSSC). This initiative aims to address the pressing need for such a campus, and the unique needs of the City, 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 has been transformed into a supportive campus that will provide an onsite medical clinic and comprehensive, onsite social services to address social, physical, educational, educational, social, physical, physical, and mental health needs that will be available to campus residents and the larger community. 140 beds have been added to the existing 70 beds, making up 210 in total. At least 95% of residents will receive individualized case plans within 72 hours of entry, ensuring that
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individual needs are met and long-term solutions are provided to prevent re-entry.
Legal Aid Society of San Bernardino (Legal Aid) Tenant Protection Program The City of San Bernardino will continue its partnership with the Legal Aid Society of San Bernardino to operate a two‑year Tenant Protection Program dedicated exclusively to serving City residents at no cost.
Through this program, Legal Aid will provide dire ct legal representation and education on tenant rights, with the goal of preventing displacement and reducing the risk of homelessness among low ‑income households. The program will focus on helping tenants navigate issues such as unlawful evictions, habitability concerns, and other housing‑related legal challenges, ensuring that vulnerable residents have the support necessary to maintain stable housing.
Homeless Outreach
The City of San Bernardino will continue its partnership with Hope the Mission, a nonprofit organization dedicated to addressing homelessness through direct engagement and supportive services. Together, the City and Hope the Mission will provide consistent , five ‑day‑a‑week outreach aimed at connecting individuals and families experiencing homelessness with immediate assistance and pathways to stability.
The outreach team, comprised of trained emergency crisis workers, will respond to emerging needs in the community by offering on ‑the‑spot support, including case management, motel vouchers, basic necessities, medical coordination, and transportation. In addition to addressing urgent crises, the team will facilitate access to longer‑term resources such as emergency and transitional shelters, rehabilitation programs, and family reunification services. This coordinated approach ensures that individuals experiencing homelessness receive comprehensive, person ‑centered care, while prioritizing housing opportunities for San Bernardino residents and strengthening the City’s broader homelessness response system.
Affordable Housing Workshop
The City of San Bernardino is committed to preserving and developing new affordable housing projects to meet the growing needs of the community. Underutilized and surplus parcels across the City are being identified and assessed for the potential use of su pportive housing developments. The City also intends to, within the next year, invite affordable housing developers to participate in an innovative workshop to discuss best practices and offer insight on how the City can effectively collaborate on future projects.
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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 those barriers. Barriers exist that are land-related, programmatic, accessibility, and financial.
The City has collaborated with major community stakeholders to address barriers to affordable housing.
This section gives an overview of actions the City is planning to take to address barriers to affordable housing.
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 made the following additional amendments to the Municipal Code to further reduce barriers to affordable housing:
1. General Lot Consolidation Incentive - small, individual lots offer limited development potential and generally cannot support onsite property management. Development opportunities could be increased through a small-lot consolidation program that offers a 15 percent density bonus for projects with a residential component that are committed to a maintenance plan and having on-site management.
The City is anticipating amending the Development Code to incentivize lot Consolidation.
2. Density Bonus Provisions - Density bonus projects can be an important source of housing for lower-and moderate-income households. The City anticipates amending the Development Code to reflect the latest amendments to the State density bonus law.
3. Transitional and Supportive Housing - The City plans to amend the Development Code to adequately define transitional and permanent supportive housing and permit these uses based on unit type, in accordance with Senate Bill 2.
4. Streamlined Processing - The City is committed to continuing the streamlining of development activities and regulations and will continue to analyze potential programs that seek to eliminate land use constraints, particularly as related to the provision of new housing and rehabilitation of existing housing.
The City amended its Development Code in 2012 to make it more user-friendly and to minimize confusion for staff and the development community. As part of the Development Code update, the City also introduced a new streamlined type of Conditional Use Permit: the Minor Use Permit (MUP). The MUP is reviewed by the Development/Environmental Review Committee rather than the Planning Commission,
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which requires less staff time (and a relatively shorter process for developers), lower fees, and can be used instead of a CUP for certain qualified projects.
5. The City will update its General Plan. San Bernardino 2050 has prioritized housing. Homepage - Future San Bernardino 2050 (futuresb2050.com)
Discussion:
The City is currently finalizing a Five -Year Homeless Solutions Action Plan to establish a coordinated, strategic framework for reducing homelessness and improving housing stability across the community.
The plan is designed to align local efforts with reg ional Continuum of Care priorities, leverage state, and federal funding opportunities, and create a clear roadmap for implementing evidence ‑based interventions.
For FY 2026-2027, the City will continue to fund its Infill Housing Program and the Owner-Occupied Residential Rehabilitation Program (OORP). Housing Programs - City of San Bernardino (sbcity.org) Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land, and create housing affordable to low- and moderate-income households. The Owner- Occupied Residential Rehabilitation Program will provide deferred loans for the rehabilitation of single- family units owned by low and moderate-income households.
The City will hold an affordable housing workshop to garner developer and stakeholder buy in for vacant parcels around the City the goal is to foster a partnership to collaboratively build affordability in a way that everyone benefits, this can look vastly different for every scenario. Having those table top conversations is particularly important for housing affordability growth.
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 the Consolidated Plan requires 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 FY 2026–2027 Action Plan Year .
Actions planned to address obstacles to meeting underserved needs • Continue in the Investment of Homeless Navigation and Support Services • 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 • Continue affordable housing conversation with major stakeholders and developers city-wide • 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 • 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
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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
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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 conducted.
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
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
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 Affordability, the
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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 conduct 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:
Measured from the Delivery Date and determined based on the amount of the HOME Subsidy, as follows: Amount of HOME Subsidy Period of Affordability • Amount of HOME Subsidy: Less than $15,000 Period of Affordability: 5 years • Amount of HOME Subsidy: $15,000 to $40,000 Period of Affordability: 10 years • Amount of HOME Subsidy: More than $40,000 Period of Affordability:15 years The City's affordability covenant requires that HOME units acquired with HOME funds remain affordable for the period noted based on the amount of HOME subsidy. The City also requires that its CHDO/sub-recipients who conduct 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 re quirements 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
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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 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.
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
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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.
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. 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 (CoC), which has established a centralized Coordinated Entry System (CES) in accordance with HUD requirements. The CES is managed by the San Bernardino Count y 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.
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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 im proves 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.
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.
4. Funding Recommendations: A City review—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.
5. 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.
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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 ensure the funding of homeless projects and 10-Year Strategy recommendations. In addition, ICH serves as the HUD -designated primary decision -making group and oversight board of the City of San Bernardino & County (hereinafter referred to as the “geographic area”) Continuum of Care for the Homeless (CA -609) funding process, (hereinafter referred to as the “ CoC”). There are currently former homeless individuals who participate in the policy-making decisions of the CoC, regarding facilities or services that receive ESG funding from the City.
The ICH is charged with directing, coordinating, and evaluating all of the activities related to implementation of the 10 -Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10 -Year Strategy to their colleagues and constituents following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to conduct implementation activities and will develop resources to ensure the funding of homeless projects and 10-Year Strategy recommendations.
As the oversight board of the CoC, the ICH's duties are:
1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations, including:
a. The operation and oversight of the local CoC; b. Designation and operation of a Homeless Management Information System (HMIS);
i. Designate a single HMIS for the geographic area;
ii. Designate an eligible applicant to manage the CoC’s HMIS, 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.
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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 fiscal 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 Subrecipients are required to conduct an initial evaluation to determine the eligibility of each individual or family for ESG assistance and the amount and types of assistance the individual or family needs to regain stability in permanent housing.
All subrecipient providers should meet or exceed project quality goals established by HUD and CoC guidelines which include the following: At least 80 percent of project participants either remained in permanent housing or exited to permanent housing; At le ast 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 g iven 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
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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
In addition, the subrecipient will be evaluated on administrative and reporting performance standards, including timely expenditure of ESG funds, client level data into HMIS and submission of all required reports to the City to support monitoring, reportin g and performance evaluation.
Participation in the COC and compliance established referral and prioritization procedures.
Compliance with all applicable ESG written standards, program requirements, and City Policies and procedures. Maintenance of complete and accurate financial records and documentation and compliance with ESG matching fund requirements.
Discussion