Table of Contents
Expected Resources ........................................................................................................................ 3 AP-15 Expected Resources – 91.220(c)(1,2) ............................................................................... 3 Annual Goals and Objectives ........................................................................................................ 10 Projects ...................................................................................................................................... 13 AP-35 Projects – 91.220(d) ........................................................................................................ 13 AP-38 Project Summary ............................................................................................................ 15 AP-50 Geographic Distribution – 91.220(f) ............................................................................... 24 Affordable Housing ....................................................................................................................... 26 AP-55 Affordable Housing – 91.220(g) ...................................................................................... 26 AP-60 Public Housing – 91.220(h) ............................................................................................. 33 AP-65 Homeless and Other Special Needs Activities – 91.220(i) .............................................. 36 AP-75 Barriers to affordable housing – 91.220(j) ..................................................................... 41 AP-85 Other Actions – 91.220(k) ............................................................................................... 43 Program Specific Requirements.................................................................................................... 45
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The 2025 Annual Action Plan (AAP) lays out the City’s strategic approach to tackling the goals and priority needs identified in the 2025 – 2029 Consolidated Plan (Con Plan) during the first of the five -year cycle, the 2025 Fiscal Year. The City of San Bern ardino, as with many other jurisdictions, faces the challenging task of addressing increasing needs amidst fluctuating federal and state resources.
The City is expected to receive a total of $ 4,103,474.55 in federal entitlement funds in Fiscal Year 2025 – 2026, comprising of $2,712,293 in Community Development Block Grant (CDBG) funds, $1,149,833.55 in HOME Investment Partnerships (HOME) funds,
and $241,347 in Emergency Solutions Grant (ESG) funds.
will revise funding levels for CDBG, HOME and ESG according to the percentages.
Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public -
federal
Admin and
Planning
Housing
Public
Improvements
Public Services
$2,712,293 0.00 0.00 $2,712,293 $10,059,530 Amounts represent the annual CDBG allocation
based on the FY 2025-26
program year. This
funding year is the first
year in the 5-Year
Consolidated Plan.
This funding will be
invested in the public
facilities improvement,
recreation facilities,
homeless services, and
the Section 108
Program.
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation: $
Program
Income:
$
Prior Year
Resources:
$
Total:
$
HOME public -
federal
Multifamily
rental new
construction
$1,149,833.55 0.00 0.00 $1,149,833.55 $4,264,578 Amounts represent the annual HOME allocation
based on the FY 2025-26
program year. This
funding year is the first
year of the 2025-2029
Consolidated Plan. This
funding will be invested
in the development of a
multi-family rental
housing project.
ESG public -
federal
Emergency
shelter
operations
HMIS
$241,347 0.00 0.00 $241,347 $895,123 Amounts represent the annual ESG allocation
based on the FY 2025
program year. This
funding year is the first
year of the 2025-26
Consolidated Plan.
ESG monies will fund
Emergency Shelter (ES)
and HMIS support
services.
Table 1 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will focus on leveraging its federal resources with state, local and private capital to develop quality and decent affordable
housing for San Bernardino residents. Additional funds to serve the needs of lower- and moderate-income residents include:
Federal Resources:
• Section 8 Housing Choice Voucher Program
• Federal Low-Income Housing Tax Credit Program
• Tax Exempt Bond Financing
• Community Investment Funds from Dignity Health
State Resources:
• Tax Exempt bonds
• State Low-Income Housing Tax Credit Program
• No Place Like Home
• Community Reinvestments Funds
• Permanent Local Housing Allocation (PLHA) from California State Department of Housing • Veteran Housing and Homeless Prevention Program
Local Resources:
• San Bernardino County Continuum of Care
• Housing Authority of San Bernardino County (HACSB)
Private Resources:
• Dignity Health
• San Manuel Band of Mission Indians
• San Bernardino Unified School District
• City of San Bernardino Successor Housing Agency
Per HUD regulations, ESG recipients must match 100 percent of their ESG annual allocation. For those organizations that received ESG funds, agencies met the match requirement through the utilization of volunteerism, in-kind contributions, and funds from other local,
state, and federal programs.
In addition, HUD requires HOME recipients to match 25 percent of their HOME annual allocation. Under 24 CFR 92.222, when a lo cal jurisdiction meets one of the distress criteria, it is determined to be in fiscal distress and receives a 50 percent reduction of the match.
Until November 2023, the City received a 100 percent match reduction due to severe fiscal distress. This 100% match does not apply to 2025 HOME contracted activities. The City of San Bernardino will continue to leverage its HOME funds with other housing resources as required. Any funds that are used in a HOME activity more than the required match will be documented by the City and repor ted to HUD as part of the Consolidated Annual Performance and Evaluation Report each year.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City has approved single-family residential projects, and many are under construction. These range from infill developments to larger subdivisions on vacant land, according to the City’s 2021- 2029 Housing Element. The City is partnering with Neighborhood Partnership Housing Services (NPHS) to build affordable single -family housing on infill parcels. The goal is to make homeownership more accessible. Presently, four manufactured housing units are approved for construction. NPHS deed restricts these units as affordable to lower income households through long-term affordability covenants. As of 2023, three housing units have been built and additional units are anticipated to be built through 2029. An unspecified number of units will also be ADUs.
Discussion
According to the City’s 2021 -2029 Housing Element, the City has enough available land and residential designations to meet the affordable housing needs of the community. However, the lack of funding plays a crucial role in meeting the needs of the community. More than 2,000 housing units, affordable and market rate, are in the development pipeline. The City will continue to leverage other funding sources to provide services to populations in need.
FY2025 HOME funds will assist, in part, Jamboree project, a multi-unit rental housing positioned on 3.5 acres of city -owned land designated to affordable housing development. This project contains 8 units reserved for individuals facing homeless, 101 affordable rental units for families earning at or below 60% of AMI. Amenities on the site will include: community room and kitchen, computer lounge, basketball court, swimming pool, and tot lot. Unit construction for Phase 1 and Phase are as follows:
Phase I
• (2) one-bedroom units
• (24) Two-bedroom units
• (25) Three-bedroom units
Phase II
• (2) one-bedroom units
• (24) Two-bedroom units
• (24) Three-bedroom units
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
# Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome
Indicator
1 Expand
Affordable
Housing
Opportunities
2025 2029 Affordable
Housing Citywide
Preserving and
rehabilitating
housing,
Expanding
homeownershi
p, Providing
homeless
services and
prevention,
Adding new
affordable
housing,
Promoting
economic
development,
Improving
facilities and
infrastructure
and Fair
Housing
HOME:
$1,044,187
Renter households
assisted: 101
2 Strengthen
Homeless
Prevention
Services
2025 2029 Homeless Citywide
Provide
Homeless and
Homeless
Prevention
Services
ESG:
$258,646
CDBG:
$281,912
4,140 people will be
provided with
homeless-related
services
ESG-255 homeless
individuals assisted
3 Invest in
Community
Infrastructure
and Facility
Improvements
2025 2029
Non-Housing
Community
Development
Citywide Infrastructure
Improvements
CDBG:
$1,784,964
850 persons
assisted through 2
community facilities
project
4 Enhance
Community
Resilience and
Environmental
Safety
2025 2029
Non-Housing
Community
Development
Citywide
Strategic
Resource
Planning and
Community
Resilience
CDBG:
$50,000
Persons Assisted:
200
5 Support Fair
Housing 2025 2029 Fair Housing Citywide Fair Housing CDBG:
$80,000
Persons Assisted:
2,700
6 Planning &
Administration 2025 2029 Administration Citywide Planning & Administration
CDBG:
$549,216
HOME:
$116,021
Other (planning and
administration)
Table 2 – Goals Summary
Goal Descriptions
Commented [NJ1]: Need to update
1 Goal Name Expand Affordable Housing Opportunities
Goal
Description
To provide funding for the preservation and rehabilitation of single-family owner-occupied housing units and multi -family rental units. To provide funding for the development of new affordable rental housing (new construction, adaptive reuse, or rehabilitation) in a variety of types, and new affordable rental housing with supportive services for homeless individuals and veterans.
2 Goal Name Strengthen Homeless Prevention Services
Goal
Description
To provide targeted support aimed at preventing and reducing homelessness, such as emergency shelters, rapid rehousing, and homelessness prevention services to homeless individuals and persons at risk of homelessness.
3 Goal Name Invest in Community Infrastructure and Facility Improvements Goal
Description
To invest in roads, sidewalks, parks, and public facilities in qualifying neighborhoods and to provide ADA access to disabled residents of the City. 4 Goal Name Enhance Community Resilience and Environmental Safety
Goal
Description
To provide funding that encourages efficiency in housing and community development projects and to promote self -reliance and responsible planning and recovery.
5 Goal Name Support Fair Housing
Goal
Description
To provide funding for fair housing support services.
6 Goal Name Planning and Administration
Goal
Description
To provide funding to implement the goals and objectives of the ConPlan, comply with planning and reporting requirements, and monitor the use of funds.
Projects
AP-35 Projects – 91.220(d)
Introduction
The City intends to spend their annual allocation of CDBG, HOME, and ESG funds, on eligible projects in the following categories: promote fair housing, new affordable rental housing, provide supportive services to homeless individuals and those with special needs, and program planning and administration. CDBG funding also includes the repayment of the City's Section 108 Loan.
FY2025-26 HOME funding will be dedicated to funding a large affordable rental multi -unit housing development.
Projects
# Project Name
1 CDBG FY25/26 HOPE Campus
2 CDBG FY25/26 Section 108 Debt Repayment
3 CDBG FY25/26 Inland Fair Housing Mediation Board
4 CDBG FY25/26 San Bernardino PD Quality of Life Team
5 CDBG FY25/26 Cedar House
6 CDBG FY25/26 Pearl Transit
7 CDBG FY25/26 Whole Person Care Clinic
8 HOME FY25/26 Jamboree Project
9 FY25/26 ESG
10 FY25/26 CDBG Program Administration
11 FY25/26 HOME Program Administration
Table 3 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Projects in AP-35 are consistent with the 2025-2029 Consolidated Plan priority needs and goals.
These projects, activities and programs have been identified by community engagement program and needs derived from data analysis. The City continues to support the development of HOPE Campus, Police Department neighborhood engagement program, and fair housing promotion and discrimination mediation. Public services CDBG and ESG funding was awarded to applicants who best serve the homeless and at -risk for homeless ness populations. As discussed in the ConPlan, a key barrier to addressing the high cost of housing and meeting underserved affordable housing needs in the City lies in the cost of land, labor, and materials. As these costs have
consistently risen, the production of new affordable housing is challenging. These costs are further compounded by requirements for environmental remediation in some redevelopment areas. The City has made and continues to make efforts to lower regulatory obstacles for affordable housing. in addition, despite the availability of federal CDBG, HOME, and ESG funds, the City lacks substantial local revenue streams (e.g., housing trust funds, local bonds) to provide deeper subsidies for affordable housing development. This limits the scale and scope of how the City can address underserved needs.
AP-38 Project Summary
Project Summary Information
1 Project Name CDBG FY25/26 SB HOPE Campus
Target Area Citywide
Goals Supported Strengthen Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding CDBG: $1,096,176.00
Description The development of San Bernardino Navigation Center (HOPE Campus) Homeless Outreach Prevention Education Campus.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
250 homeless individuals and families
Location Description 796 E. 6th Street, San Bernardino City. This parcel of land is currently owned by the City.
Planned Activities Provide Homeless and Homeless Prevention Shelter. Temporary emergency shelter space for households and individuals. 2 Project Name CDBG FY25/26 SB Section 108 Debt Repayment Target Area Citywide
Goals Supported Invest in Community Infrastructure and Facility Improvements Invest in Community Infrastructure and Facility Improvements Needs Addressed Community development
Funding CDBG: $688,778.00
Description Section 108 Loan Repayment Program to pursue physical and economic revitalization that will provide jobs. Full repayment is expected 2026.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
It is estimated that there will be 600 jobs created
Location Description 17.43-acre commercial property located along Highland Avenue between Arden Street and Guthrie Street in the City.
Planned Activities The City has moved forward with the sale of the property and using a Section 108 loan for the repayment of the Arden Guthrie Project. The City is currently in legal review for a one-year renewal with Rich Development, to develop the properties. The timeline of 6-12 months from executing the agreement to move into a disposition agreement. The developer has secured letters of interest and lease commitments from several major retailers directly associated with the project.
3 Project Name CDBG FY25/26 Inland Fair Housing Mediation Board Target Area Citywide
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $80,000.00
Description Inland Fair Housing Mediation Board will provide activities that will assist the City in furthering fair housing.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
2,700 low-to-moderate income Individuals
Location Description Citywide
Planned Activities IFHMB will provide investigation, education, reconciliation, and/or referral of housing discrimination complaints free of charge in the City. IFHMB offers workshops to educate housing providers, tenants, homeowners, and financial and lending institutions on fair housing laws.
4 Project Name CDBG FY25/26 San Bernardino PD Quality of Life Team Target Area Citywide
Goals Supported Strengthen Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding CDBG: $196,912.00
Description Support Quality of Life Team salaries and equipment needs including an appropriate vehicle needed to assist local businesses, the homeless, and homeless encampments as well as participate in community cleanup activities related to homeless encampment areas.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
100 low-to-moderate income or homeless individuals
Location Description Citywide
Planned Activities The Quality-of-Life Team members will work with City Police Department to engage with and support to local nonprofits and residents of LMI areas.
5 Project Name CDBG FY25/26 Cedar House
Target Area Citywide
Goals Supported Strengthen Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding $50,000
Description Recovery services for drug and alcohol addiction. Outreach to area organizations and businesses offering to share our Overdose Prevention Training and information on our residential and outpatient services with their employees and clientele.
Target Date 06/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
240 low-to-moderate income individuals
Location Description 18612 Santa Ana Ave, Bloomington, CA 92316 Planned Activities The Cedar House Life Change Center will use CDBG funds to pay for staff salaries and program administration that will provide addiction treatment and outreach of Overdose Prevention Training services.
6 Project Name CDBG FY25/26 Pearl Transit
Target Area Citywide
Goals Supported Strengthen Homeless Prevention Services Needs Addressed Provide Homeless and Homeless Prevention Services Funding $60,000
Description Their services include registration, mobile or in-home digital dental scanning, and the 3D printing of custom dentures, aligners, and bite guards.
Target Date 06/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
3,800 individuals
Location Description Homeless population areas
Planned Activities Pearl Transit will use CDBG funds for staff salaries and program administration for a no-cost dental prostheses to low-income and or homeless individuals.
7 Project Name CDBG FY25/26 Whole Person Care Clinic
Target Area Citywide
Goals Supported Enhance Community Resilience and Environmental Safety
Needs Addressed Strategic Resource Planning and Community Resilience Funding $50,000
Description Facilitate the Term Post-Hospitalization Program is an interim housing site designed to support individuals experiencing homelessness with complex medical or behavioral health needs as they recover and begin their journey of housing stabilization.
Target Date 06/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
200 individuals
Location Description 1410 N. Garey Ave, Pomona, CA 91767 Planned Activities WPCC will provide short-term post-hospitalization housing services at their 160-bed capacity interim housing site. At this site, WPCC will provide up to six months of stability, ensuring members receive medical, behavioral health, and housing support they need during their recovery.
8 Project Name HOME FY25/26 Jamboree Project
Target Area Citywide
Goals Supported Increase Affordable Housing Options
Needs Addressed Adding new affordable housing
Funding $1,044,187
Description Develop 101 affordable rental units for low-income families as well as 8 units designated for homeless individuals and families.
Target Date 6/30/27
Estimate the
number and type of
families that will
benefit from the
proposed activities
101 low-to-moderate income and/or homeless households
Location Description 5th and Meridian Streets, San Bernardino
Planned Activities FY2025/26 HOME funds will assist the construction of a multi- unit affordable rental housing located on 3.5 acres of city-owned land designated to affordable housing development. Ultimately Jamboree project will contain 8 units reserved for individuals facing homeless and 101 affordable rental units for families earning at or below 60% of AMI.
9 Project Name FY25/26 ESG
Target Area Citywide
Goals Supported Provide Homeless and Homeless Prevention Services Needs Addressed Strengthen Homeless and Homeless Prevention Services Funding $258,646
Description The City will continue to comply with the service and reporting requirements outlined in the Annual Action Plan and other ESG administrative regulations. For the FY 2025/26 allocation:
- $19,398administration costs
- Salvation Army:
o $149,248 Emergency Shelter operations
o $15,000 Homeless Prevention
o $15,000 HMIS
- Family Services of Redlands:
o $60,000 Rapid Rehousing
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
255 homeless individuals
Location Description Citywide
Planned Activities Grant and project management for emergency shelter and HMIS services.
10 Project Name FY25/26 CDBG Program Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding CDBG: $549,216.00
Description The City will implement the goals and objectives of the ConPlan by delivering a variety of housing and community development programs and activities. The City will also continue to comply with the planning and reporting requirements of the activities and programs stated in the Annual Action Plan as well as other CDBG administration regulations.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
1 Location Description Citywide
Planned Activities CDBG Planning and grant administration and compliance. 11 Project Name FY25/26 HOME Program Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Planning and Administration
Funding $116,021
Description The City will implement the goals and objectives of the ConPlan by delivering a variety of housing programs and activities. The City will also continue to comply with the planning and reporting requirements of the activities and programs stated in the Annual Action Plan as well as other HOME administration regulations.
Target Date 6/30/2026
Estimate the
number and type of
families that will
benefit from the
proposed activities
1 Location Description Citywide
Planned Activities HOME Planning and grant administration and compliance.
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The city will use its funding for FY2025 -2026 to finance projects targeting low - to moderate - income individuals and families throughout the City. Funding will also be used for a variety of housing, community development, economic development, and capital improvement projects.
CDBG, HOME and ESG funds benefit individuals, families, households and homeless populations throughout the City. Public facilities projects assist residents in census blocks and tracks where 51 percent or more of the households are low- to moderate-income.
According to the U.S. 2020 Census, approximately 66.2 percent of the population is of Hispanic Origin, 14.4 percent is Non -Hispanic, White, 13.2 percent is Black, 4.1 percent is Asian, and 8.1 percent is comprised of two or more races.
While the City has been home to different race and ethnic groups, significant demographic changes have occurred since 2000. For instance, Whites declined from the majority group (53 percent) in 2000 to only 35 percent by 2019. Hispanics have become the maj ority at 65 percent of the population. Blacks and Asians have remained generally stable in number during this time. 2020 Census figures indicate that Hispanics have continued to increase in number and proportion. Many residents were also born outside the U nited States; more than one in five are foreign born, and of those, 80 percent are from Latin America. Because of the City’s race and ethnic composition, a larger proportion of residents than in other communities speak languages other than English.
Geographic Distribution
Target Area Percentage of Funds
Citywide 30
LMI Areas of the City 70
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically As part of the development of the 2025-2026 Action Plan, the City established priority needs based on an in-depth analysis of several factors such as housing, homelessness, poverty, special needs, lead hazards, institutional structure, etc. The City will utilize its federal funding to pursue goals and objectives listed in the section “AP-20 Annual Goals and Objectives” of this document.
The City’s primary intent is to spend its CDBG funds in predominantly low-income neighborhoods where residents have the gr eatest need for housing/ services. Projects are evaluated on a case -
by-case basis, while considering emergency needs, cost effectiveness, feasibility, and availability of other funding to address the specific needs.
Discussion
The City will allocate its funds to organizations that will provide housing and support services to low-income households. The process for every annual action plan requires the City in prioritizing the use of its CDBG funding for housing and community development activities, including the preservation and conservation of affordable housing, activities, public improvements and public facilities.
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
According to the city’s 2021 -2029 Housing Element, t he size of housing is often determined by market demand and the development regulations imposed (density, unit size, lot coverage) or incentives (regulatory and financial) offered for different types of housing. Offering an appropriate size of unit helps t o ensure that single-person households, small families, and large families have housing best suited to their needs and do not have to overcrowd into small units or pay too much for housing not suited to their needs.
An assessment of housing stock by bedroom number reveals distinct patterns of development that likely influence the type and size of household occupying the home. • Single-family homes predominantly consist of three - and four -bedroom units (80 percent), which is expected given the purpose of the homes and the desire to accommodate families with children. Approximately 15 percent of these units are two - bedroom homes.
• Condos, townhomes, and mobile homes are predominantly two - and three -bedroom units (80 to 90 percent). The primary difference is that the first two multi -family types contain more one-bedroom units, and mobile homes have more four-bedroom units. • Apartments are predominantly (95 percent) one - or two -bedroom units. Most studio units are likely senior units. Of note, only 4 percent of the stock has three or more bedrooms, suitable for large families. Deed-restricted projects often have 8 to 10 percent large-family units.
Based on this assessment and the demographics of San Bernardino, there appears to be a lack of rental apartments that are large enough to accommodate large families, particularly lower income families. Given that more than two -thirds of the City’s single -family, condominiums, townhomes, and mobile homes are two- and three-bedroom units, it stands to reason that larger families of more than five members could have a difficult time finding vacant and affordable housing stock.
Housing affordability refers to how much a household can afford to pay for a home and is defined as the ratio of housing expenses to income (“cost burden”). The housing industry typically assumes that the “affordable” payment for a homeowner should range from 30 to 40 percent of gross monthly income, with the latter figure being used in the California Association of Realtors’ first-time homebuyers’ index. For renters, the appropriate cost burden varies from 30 to 40 percent, with the latter being used under the Federal housing choice voucher program. This
Housing Element uses a midpoint of 35 percent cost burden for ownership (many expenses are tax deductible) and 30 percent for renters as the threshold for housing overpayment.
The table below shows the amount that households of different incomes can afford for a home in the City, and the following descriptions compare housing affordability for different incomes.
Special housing needs refer to needs that are not typical of most households in a City. For instance, special needs may refer to housing accommodations (units that are larger, accessible, or affordable) or supportive services essential for a particular type of household. Section 65583(a)(7) of the Government Code requires that the housing e lement contain an analysis of the special housing needs of seniors, female-headed households, single-parent families, disabled persons, developmentally disabled persons, large families, farmworkers, and unhoused persons.
Certain special needs groups may have difficulty finding housing in the City and may require specialized services, assistance, and accommodations. Due to the challenges that accompany special needs, these individuals and households may be more likely to earn extremely low to low incomes. Special needs groups include seniors, persons with disabilities (mental, physical, and/or developmental), veterans, persons with HIV/AIDS, single -parent households, large households, homeless persons, and persons who are at-risk of homelessness.
Senior citizens are defined as any person aged 65 or older. Seniors may have special housing
needs primarily due to income, healthcare costs, and physical or mental disabilities, particularly those that tend to increase with age. As a result, seniors may face difficulty in finding housing and may become victims of housing discrimination or fraud.
According to the 2017 -2021 ACS estimates approximately 20,826 seniors resided in the City, representing 9.4 percent of the total population. The senior population is growing at a faster pace than the overall population. Between 2011 and 2021, the total num ber of seniors in San Bernardino increased by 24 percent while the City’s total population between those two years increased by only 5 percent.
Physical, mental, and/or developmental disabilities may prevent a person from working, restrict one’s mobility, or make self -care difficult. Disabled persons frequently have special housing needs, often related to a potentially limited ability to earn enou gh income, a lack of accessible and affordable housing, and higher health costs associated with a disability. In addition, persons with self -care and mobility limitations may require special housing design features such as wheelchair ramps, grab bars, spec ial bathroom designs, wider doorway openings, and other features.
Disabled persons are often more vulnerable to housing discrimination. This discrimination can take on many forms, including, but not limited to, refusal to rent or sell, or refusal to make a reasonable accommodation or modification to the unit. Reasonable accommodation refers to any change, exception, or adjustment that would allow a person with a disability to access, use, or enjoy housing. Examples of this would include allowing a service animal in a housing unit that does not allow pets or installing ramps for a tenant who uses a wheelchair.
Section 504 of the Rehabilitation Act of 1973 guarantees certain rights to people with disabilities.
This legislation was one of the first U.S. Federal civil rights laws offering protections for people with disabilities. HUD’s section 504 regulation define s a person with a disability as any person who has a physical or mental impairment that substantially limits one or more major life activities. The term physical or mental impairment may include, but is not limited to, conditions such as visual or hearing impairment, mobility impairment, HIV infection, developmental disabilities, drug addiction, or mental illness.
According to 2017-2021 ACS data, 13.2 percent of San Bernardino residents reported a disability with the most prevalent being cognitive and ambulatory difficulties at seven percent of the total population for each. Six percent of the population also experiences independent living difficulty and may face housing discrimination or have trouble finding housing that fits their individual
needs.
Individuals with HIV/AIDS are protected against housing discrimination under the Fair Housing Act of 1968 and section 504 of the Rehabilitation Act of 1973 which protects the rights of Americans living with disabilities. According to the Americans with Dis abilities Act of 1990, a disability is defined as a physical or mental impairment that significantly limits the ability to perform major life activities. The 1998 Supreme Court case of Bragdon v. Abbott upheld that HIV/AIDS is a disability as outlined by the ADA, and that reproduction is a major life activity.
Persons with HIV/AIDS often face housing discrimination due to the stigma associated with their health status. The housing status of an HIV/AIDS patient is crucial to the quality of their care.
Each year, HUD investigates complaints of alleged housing discrimination against individuals with disabilities, including HIV/AIDS. According to the CDC, housing stability is a significant barrier to HIV care and stable housing is closely linked to successful HIV-related health outcomes.
According to the 2022 California HIV Surveillance Report , the number of new HIV diagnoses across the state increased by 0.4 percent between 2018 and 2022. The number of newly diagnosed people in the County of San Bernardino was 278 in 2018 and 291 in 2022. In 2022, the County had a total of 5,466 persons living with a diagnosed HIV infection, of which 67 percent were in care and 57.1 percent had virally suppressed HIV. The total number of persons living with HIV in the County increased by 17 percent between 2018 and 2022.
Homelessness is attributable to challenges resulting from the loss of employment, difficulty finding jobs, the need to develop or redevelop marketable skills, the cost of housing, chronic health problems, physical disabilities, mental health disabilities, drug and alcohol addiction, and/or a host of other factors. Individuals or families who are homeless have a variety of special needs, including emergency shelter, counseling, job training, transitional housing, and permanent supportive housing.
The 2024 San Bernardino County Point in Time (PIT) Count documented 1,417 homeless individuals in the City. Between 2019 and 2024, the City’s unhoused population increased by 59 percent.
Large households are defined as households with five or more members. The size and composition of large households varies from family to family and from home to home. Typically, these are households with multiple children or mixed -family arrangements, such as households
with more than two generations or immediate families cohabitating.
Large households are considered a special needs group because of the limited availability of adequately sized, affordable housing units. To afford shelter in addition to food, clothing, and medical care, very low- and low-income large households may live in overcrowded conditions.
Single-parent families, particularly female -headed families, often require special consideration and assistance due to the limited resources necessary to have one person head up the household versus two. There is a greater need for affordable housing and a ccessible daycare, healthcare, and other supportive services. Because of more limited resources, relatively lower income, and higher burden of living expenses, female-headed families have more limited opportunities to find affordable, decent, and safe housing. Female-headed families may also be discriminated against in the rental housing market because some landlords are concerned about the ability of these households to make regular rent payments. Consequently, landlords may require more stringent credit checks for women, violating fair housing laws.
According to 2017-2021 ACS data, the City comprises 60,614 households, with 10,992 classified as single-parent households, representing approximately 18 percent of all households. Among these, there are 6,521 male -headed households with no spouse present ( 10.8 percent of all households) and 13,831 female-headed households with no spouse present (22.8 percent of all households). Of these demographics, 3,003 male householders (no spouse present) live with their children under the age of 18 (27.3 percent of single-parent households), while 7,989 female householders (no spouse present) live with their children under the age of 18 (72.7 percent of single-parent households).
One Year Goals for the Number of Households to be
Supported
Homeless: 600
Non-Homeless:0
Special-Needs:0
Total: 600
Table 5 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported
Through
Rental Assistance: 0
The Production of New Units: 101
Rehab of Existing Units: 10
Acquisition of Existing Units: 0
Total: 111
Table 6 - One Year Goals for Affordable Housing by Support Type
Discussion
California’s housing crisis is a half century in the making. Decades of underproduction combined with exclusionary policies have left housing supply far behind need and costs soaring. As a result, millions of Californians, disproportionately lower income a nd people of color, must make hard decisions about paying for housing at the expense of food, health care, childcare, and transportation. This crisis is affecting every region of the state, including southern California.
State and local agencies are working to support housing development to lower -income households. Every eight years, the state of California sets a target for homes needed for each income level to meet the housing needs of all Californians. Local governments must plan for enough housing to meet the housing need in their communities. As described in Chapter 4, SCAG finalized a RHNA allocation for each member jurisdiction. The City was assigned a future need for 1,415 very low-income units, of which half (703 units) are the projected need for extremely low- income households from 2021 to 2029.
The City is facilitating and encouraging the development and rehabilitation of existing housing to meet the needs for ELI housing. Projects from groups such as National Core — which is currently replacing the 400 -unit Waterman Gardens public housing project with new affordable housing and supportive services on-site—are providing much-needed housing options for extremely low- income residents. Organizations like NHPS, Mary Erickson, and many other nonprofit and for - profit organizations are building infill housing that is affordable to lower income households.
Accessory dwelling units can also provide affordable housing. Recent state laws have streamlined the development of ADUs, making them increasingly affordable and accessible to build. ADUs can provide free housing and lodging for relatives or be rented at affordable rates.
The city will continue to partner with the 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.
AP-60 Public Housing – 91.220(h)
Introduction
California’s housing crisis is a half century in the making. Decades of underproduction combined with exclusionary policies have left housing supply far behind need and costs soaring. As a result, millions of Californians, disproportionately lower income a nd people of color, must make hard decisions about paying for housing at the expense of food, health care, childcare, and transportation. This crisis is affecting every region of the state, including Southern California.
State and local agencies are working to support housing development to lower -income households. Every eight years, the state of California sets a target for homes needed for each income level to meet the housing needs of all Californians. Local governments must plan for enough housing to meet the housing need in their communities. The Southern California Association of Governments (SCAG) finalized a RHNA allocation for each member jurisdiction.
The City was assigned a future need for 1,415 very low -income units, of which half (703 units) are the projected need for extremely low-income households from 2021 to 2029.
The Housing Authority of the County of San Bernardino (HACSB) serves the city. HACSB has one public housing site, a single-family unit in Apple Valley. HACSB converted a 98-unit public housing site in Upland into a project-based voucher site. There are no public housing units in the City.
The City has a significant amount of housing stock that receives public subsidies in return for long-term covenants guaranteeing the affordability of units. As shown in the table below, the City currently has 3,804 affordable units receiving public subsidies, with 707 at risk of expiring. 38 percent of these units are limited to senior residents.
Assisted Rental Housing Projects
Development Name Target
Residents
Project
Financing
Total
Units
Affordable
Units
Earliest
Expiration
At Risk
Status
Sterling Village Large Family LIHTC 80 79 2036 Not At-Risk Magnolia at
Highland Senior LIHTC 80 79 2041 Not At-Risk
Lugo Apartments Senior LIHTC 119 118 2044 Not At-Risk
Vintage at Kendall Senior LIHTC 178 176 2043 Not At-Risk Arrowhead Vista Senior LIHTC 40 39 2069 Not At-Risk
New Zion Manor Family LIHTC 125 125 2071 Not At-Risk
Beautiful Light Inn Seniors LIHTC 100 99 2072 Not At-Risk Pioneer Park Plaza All Ages LIHTC 161 159 2073 Not At-Risk Foothill Villas Large Family LIHTC 239 237 2075 Not At-Risk
Baseline Coop Senior 202/811 75 74 Permanent Not At-Risk St. Bernardine Plaza Senior 202/811 150 148 2037 Not At Risk TELACU Monte Vista Senior 202/811 75 74 2057 Not At-Risk TELACU San Bern. V Senior 202/811 75 74 2065 Not At-Risk TELACU Buena Vista Senior 202/811 75 74 2058 Not At-Risk TELACU Sierra Vista Senior 202/811 75 74 2057 Not At-Risk TELACU La Amistad Senior 202/811 89 89 2064 Not At-Risk TELACU Hacienda Senior 202/811 75 74 2064 Not At-Risk
AHEPA 3002 Senior 202/811 90 90 2047 Not At-Risk
Meadowbrook Park Family HAP/HOME 267 210 2033 Not At-Risk Creekside
Apartments Family Bonds 304 60 2049 Not At Risk
All Star Lodge PSH HOMEKEY 75 75 N/A Not At Risk
Valencia Vista Large Family LIHTC 76 75 2068 Not At-Risk Olive Meadow Large Family LIHTC 62 42 2073 Not At Risk
Crestview Terrace Large Family LIHTC 184 182 2076 Not At Risk Tuscany/Silverwood Family Bond 328 66 2057 Not At Risk
Eastpointe Village Family RDA/NSP 52 52 2046 Not At-Risk Phoenix Apartments Transitional CalHFA 9 9 2033 Not At-Risk Golden Apartments PSH HOME 39 38 2057 Not At-Risk
San Bernardino
Senior Senior 202/811 80 79 2042 Not At-Risk
Pacific Village All Ages HCD -- -- 2033 Not At-Risk
Village Green All Ages LIHTC/HAP 184 181 2042 Not At-Risk Maplewood Home Family PBV 296 296 2026 Low Risk
Arrowhead Woods Senior PBV 51 51 2027 Low Risk
Kendall Drive Apts. Family PBV 37 6 2025 Low Risk
Kendall Park Apts. Family PBV 52 4 2025 Low Risk
Frazee Family HOME 14 13 2029 Low Risk
7 Arrows Family HOME 9 9 2029 Low Risk
Ramona Sr. Project Senior LIHTC/MRB 44 43 2024 High Risk The Waterman Large Family LIHTC 128 127 2030 High Risk
Autumnwood/Millcr
eek All Ages LIHTC 160 158 2030 High Risk
Subtotal by Type Total
Units
Affordable
Units At-Risk Units Percent
Senior Projects 1,542 1,448 94 6%
Family/All Ages Projects 2,514 2,155 613 24%
Permanent Supportive Housing 123 122 0 0%
Total (All Affordable Units) 4,179 3,804 707 16%
Actions planned during the next year to address the needs to public housing The City is facilitating and encouraging the development and rehabilitation of existing housing to meet the needs for ELI housing. Projects from groups such as National Core — which is currently replacing the 400 -unit Waterman Gardens public housing project with new affordable housing and supportive services on-site—are providing much-needed housing options for extremely low- income residents. Organizations like NHPS, Mary Erickson, and many other nonprofit and for - profit organizations are building infill housing that is affordable to lower income households.
The City will maintain contact with the owners of at-risk units, encourage the owner to keep the at-risk units affordable, and utilize, if feasible, 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 their partnership with NPHS to build affordable single -family housing on infill parcels. The goal is to make homeownership more accessible. Presently, four manufactured housing units are approved for construction. NPHS deed restricts these units as affordable to lower income househol ds through long -term affordability covenants. As of 2023, and three housing units have been built, and additional units are anticipated to be built through 2029. An unspecified number of units will also be ADUs.
The City collaborates with the HACSB to encourage public housing residents to utilize City housing services and area homeownership programs, particularly residents of public housing . HACSB administers the Housing Choice Voucher (HCV) program for the City. Public housing residents would be assisted with HCVs upon availability and if needed.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
HACSB has not been designated as troubled. HACSB was designated a Moving To Work Agency by Congress in 2008. This is a limited designation to PHAs across the country.
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The County of San Bernardino is required to conduct a biennial Homeless Count , the Point -In- Time Count (PITC) to identify persons who are not living in adequate housing facilities, led by the Continuum of Care (CoC). There were 4,255 adults and children who were counted as homeless during the 2024 PITC. The previous PITC was completed in 2023 during which 4,195 persons were counted. A comparison of the last two counts reveals that:
• 42 more persons were counted in 2024, which represents an increase of 1.4%; • 79 more persons were counted as unsheltered in 2024 when compared to the unsheltered count in 2023, which represents an increase of 2.6%; and • 19 less persons were counted as sheltered in 2024 when compared to the sheltered count in 2023, which represents a decrease of 1.6%.
Specifically for the City it was found:
• 337 Sheltered persons
• 103 Transitional housing
• 977 Unsheltered
• Total of 1,417
Overall, 85 persons were less 150,000 in ESG funds to emergency shelters and $60,000 to Rapid Re-Housing, $15,000 to Homeless Prevention and $15,000 to HMIS system. In 2024 ESG funds assisted 295 homeless individuals through emergency shelter funds and 8 households through homeless prevention programs . Looking ahead to FY 2025, the City anticipates providing Emergency Shelter assistance to approximately 150 households and serving 20 households or approximately 75 individuals through the Rapid Rehousing program and 10 households through homelessness prevention services.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
A top priority need in the City is to be able to provide sufficient homeless and prevention services.
The City will continue to support the CoC’s coordinated entry system, 2 - 1-1 San Bernardino County. The Coordinated Entry System will provide people who are at imminent risk of becoming homeless (HUD Homeless definition (Category 2)) with problem-solving support to retain current housing or to locate and get housing placement. Results of the community outreach completed
for the ConPlan include supporting efforts to:
- Increase affordable housing units
- Increase homeless prevention services
- Support mental health and substance use services
Addressing the emergency shelter and transitional housing needs of homeless persons.
The City intends to adaptively reuse a vacant property for the conversion of the former School of Hope campus. Formerly a special education school will be reimagined into a homeless navigation facility to provide low barrier, non -congregate, interim housing and supportive services for homeless individuals and households at risk of becoming homeless. The Proposed Project would involve the rehabilitation of two existing buildings, and the demolition of three existing buildings and ancillary structures, to accommodate 180 housing units, an administrative building, a laundry facility, and cafeteria/assembly area. In addition to the rehabilitation of two existing structures, the Project would install 11 prefabricated structures on proposed concrete pads. In total, the Proposed Project would provide approximately 17,380 sqft of residential housing, 2,900 sqft of shared spaces and common areas, a dog kennel, and 15,200 sqft of surfacing parking consisting of 34 parking spaces.
Hope Campus will contain 180 non-congregate transitional housing units with beds with storage spaces underneath the beds, bathrooms (with a sink, toilet, and shower), fire sprinklers, and heating, ventilation, and air conditioning (HVAC) systems. These 180 units would accommodate 200 individuals. Sixteen units would be Americans with Disabilities Act (ADA) accessible, ensuring accessibility for future residents with disabilities. The facilities will include a cafeteria with a fully equipped commercial kitchen able to serve 120 residents per meal. The cafeteria would also serve as an assembly area and would include moveable dividers to divide the cafeteria into four smaller areas for activities. The campus will have free Wi-Fi access and outdoor spaces for all occupants.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City actively participates in the County of San Bernardino CoC by attending meetings to discuss how to establish performance measures that benefit the broader goals of the region.
Some of the tasks recently undertaken by the City include: assisting with the 2024 Point-In-Time- Count conducted by the County of San Bernardino. The City recognizes that homelessness is a
regional issue that impacts every community in the region. As the largest community in the County, the City also serves as a hub for service providers. The City supports the efforts of the network of agencies working to end homelessness through the Regiona l Continuum of Care Strategy. The Continuum of Care Strategy involves four key components, one of which is homeless prevention. The provision of preventative services will decrease the number of households and individuals who will become homeless and requi re emergency shelters and assistance. The City is working to prevent persons from becoming homeless by funding emergency rental assistance for households at-risk of homelessness.
Annually the City funds organizations through the ESG programs that provide street outreach, emergency shelter, homeless prevention services, rapid rehousing, and HMIS such as Salvation Army and Family Services of Redlands. The City is breaking ground in 2025 and 2026 on the San Bernardino HOPE Campus a full -service homeless navigation center and shelter that features needed services as part of its operation located on 6th Street (see Discussion below).
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
In San Bernardino County , several organizations and programs work to help low -income individuals and families avoid homelessness, particularly those at risk due to discharge from a public institution or receiving assistance from agencies that address housing, health, social services, employment, education, or youth needs. The San Bernardino County Workforce Development Department (WDD) administers programs funded by the Department of Labor’s Workforce Innovation and Opportunity Act (WIOA). WDD implements comprehensive strategies tailored to meet the demands of local businesses for skilled workers. These initiatives provide avenues for job seekers to acquire necessary skills and access well-paying career opportunities.
The City will continue to support the regional CoC’s efforts to implement the San Bernardino County 10-Year Strategy for Ending Homelessness. This plan includes a recommendation to focus on discharge planning to prevent people from becoming homeless when they are discharged from correctional, foster care, health care, or mental health care systems. The McKinney -Vento Act requires that State and local governments have policies and protocols in place to ensure that persons being discharged from a publicly funded institution or system of care are not discharged immediately into homelessness. To meet HUD’s requirements, the 10 -Year Strategy has established a Discharge Planning Committee to focus on improving coordination between
discharge planning agencies, local government, and homeless service providers to implement a “zero tolerance” plan that will prevent persons from being discharged into homelessness.
Discussion
HOPE Campus
The City is constructing a Navigation center at the former "School of Hope" campus to provide low-barrier, non-congregate, interim housing to help address the root causes of homelessness.
The HOPE C ampus has 200 beds and will connect homeless men, women and families to resources, medical respite, mental health, substance disorder counseling, individualized case management, job training and placement, and expanded access to permanent housing. It will also assist individuals who are at risk of becoming homele ss as local agencies will be onsite to provide rental assistance and utility assistance to eligible households.
HomeKey - San Bernardino with Lutheran Social Services of Southern California (LSSSC) In collaboration with Lutheran Social Services of Southern California (LSSSC), the City has embarked on a State of California HomeKey Project to establish the San Bernardino Community Wellness Campus - a non-congregate interim housing facility comprising 150 beds. This initiative aims to address the pressing need for such a campus, especially considering that the number of homeless men in the City surpasses that of homeless women by a ratio of two to one. The current Central City Lutheran Mission will be tr ansformed into a supportive campus that will provide an onsite medical clinic and comprehensive, onsite social services to address educational, social, physical, and mental health needs that will be available to campus residents and the larger community.
Legal Aid Society of San Bernardino (Legal Aid) Tenant Protection Program Legal Aid will host a two -year program that would only serve City residents free of charge with direct legal representation on matters concerning tenant rights through education to prevent or avoid displacement and homelessness.
Homeless Outreach
The City has joined forces with Hope the Mission, a non -profit dedicated to tackling homelessness, to extend vital assistance five days a week. Their collaborative outreach team is committed to offering transportation services to those seeking shelter, accessing crisis support, pursuing rehabilitation, or reconnecting with their families through reunification programs.
The outreach team will be made up of emergency crisis workers that can immediately assist with multiple family/individual crisis as they arise. The team will assist with case mgmt., motel vouchers, basic needs, medical and transportation , in addition to providing a diverse range of
resources, including access to longer-term shelters, rehabilitation programs, and assistance with family reunification. The team will also deliver essential services to individuals experiencing homelessness. Their priority is to ensure that housing opportunities are prioritized for residents of San Bernardino.
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The City recognizes that barriers to affordable housing exist and continues to employ strategies to overcome them. As noted in the ConPlan’s SP-55, barriers and impediments to affordable and accessible housing are:
1. Environmental Reviews & Land Use Regulations:
2. Community Opposition & Density Restrictions
3. Zoning Limitations on Emergency Shelters & Transitional Housing
4. Constraints on Multi-Family & Supportive Housing
5. Regional Housing Needs Allocation (RHNA) Challenges
6. Accessibility Barriers for Individuals with Disabilities
7. Financial Constraints & Development Costs
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City has undertaken notable initiatives to remove restrictions linked to land use regulations by creating and implementing a new Development Code that consolidates and streamlines the City's development rules and procedures. This initiative was succeeded by restructuring the City to consolidate multiple development -oriented departments into a unified Community Development Department and creating a centralized permit counter.
Furthermore, the City has implemented the following changes to the Municipal Code to further decrease obstacles to affordable housing:
1. General Lot Consolidation Incentive : Small, separate lots offer limited development opportunities and typically cannot support onsite property management. Development potential can be enhanced through a small -lot consolidation initiative that provides a 15 percent density bonus for projects with a residential component that commits to a maintenance plan and onsite management. The city plans to amend the Development Code to encourage lot consolidation.
2. Density Bonus Provisions : Projects that utilize density bonuses can be a vital source of housing for low - to moderate -income households. The city intends to update the Development Code to reflect the latest amendments to State density bonus laws.
3. Transitional and Supportive Housing: The City plans to amend the Development Code to adequately define transitional and permanent supportive housing and permit these uses based on unit type, in accordance with Senate Bill 2.
4. Streamlined Processing: The City remains committed to further simplifying development activities and regulations and will continue to evaluate potential initiatives aimed at removing land use limitations, particularly concerning the construction of new housing and the renovation of existing housing. In 2012, the City revised its Development Code to enhance usability and reduce confusion among staff and the development community.
As part of this update, the City introduced a new simplified form of Conditional Use Permit known as the Minor Use Permit (MUP). The Development/Environmental Review Committee assesses the MUP instead of the Planning Commission, requiring less staff involvement (resulting in a comparatively quicker process for developers), reduced fe es, and serving as a substitute for a CUP for specific qualified projects.
To tackle housing affordability and the scarcity of financial resources for affordable living, the ConPlan advocates for the allocation of CDBG and/or HOME funds to maintain and improve housing units and offer homeownership prospects to low - and moderate-income families. Even though the City has lost access to redevelopment funds, it will still utilize its CDBG and HOME funds to draw in private and other public resources, including land transferred to the City, to develop affordable housing for low- and moderate-income families.
Discussion:
For FY 2025 -2026, the City will continue to fund its Infill Housing Program and the Owner - Occupied Residential Rehabilitation Program (OORP). Through the City’s Infill Housing Program, the City will acquire, rehabilitate vacant and/or underutilized parcels of land and create housing affordable to low - and moderate -income households. The Owner - Occupied Residential Rehabilitation Program will pro vide deferred loans for the rehabilitation of single -family units owned by low and moderate-income households. The City will continue to leverage its CDBG and HOME funds to attract private and other available public resources, including land conveyed to the City to create affordable housing for low- and moderate- income households.
AP-85 Other Actions – 91.220(k)
Introduction:
The City of San Bernardino recognizes that achieving the goals outlined in this Consolidated Plan requires not only targeted investments in housing and community development but also sustained efforts to strengthen institutional capacity, foster coordinati on, reduce poverty, and address systemic barriers. This section outlines the additional actions the City will take during the 2025–2029 Consolidated Plan period.
Discussion:
Actions planned to address obstacles to meeting underserved needs The City will take the following steps to address persistent obstacles, particularly among underserved populations such as extremely low -income households, persons experiencing homelessness, seniors, and individuals with disabilities:
• Invest in Homeless Navigation and Support Services: Expand the HOPE Navigation Center and fund subrecipients like Family Service Association and The Salvation Army to provide rapid rehousing and homelessness prevention.
• Enhance Language Access and ADA Compliance: Ensure materials, meetings, and surveys are accessible to non-English speakers and people with disabilities.
Actions planned to foster and maintain affordable housing • Infill Development: Continue partnering with CHDOs to build affordable owner -occupied housing on vacant lots.
• Housing Rehabilitation: Fund the Owner -Occupied Housing Rehabilitation Program to preserve affordable housing and prevent displacement.
• Preserve Public/Assisted Housing: Support Housing Authority of the County of San Bernardino (HACSB) efforts, including the next phases of Arrowhead Grove.
Actions planned to reduce lead-based paint hazards
• Lead-Safe Rehabilitation: Ensure all HOME and CDBG-funded rehab projects comply with HUD Lead-Safe Housing Rule requirements.
• Training & Monitoring: Continue training City staff and contractors and monitor subrecipients for compliance with lead-based paint hazard regulations. • Public Education: Disseminate materials to residents regarding lead-safe practices during rehabilitation and home maintenance.
Actions planned to reduce the number of poverty-level families • Workforce Development: Collaborate with San Bernardino County Workforce Development Board and organizations like Center for Employment Opportunities to
connect residents to jobs and training.
• Small Business Support: Use CDBG to support microenterprise development and entrepreneurship, particularly among women- and minority-owned businesses. • Financial Empowerment: Continue partnerships with NHSIE and other nonprofits to deliver financial literacy, homebuyer education, and credit repair services.
Actions planned to develop institutional structure
• Capacity Building: Provide technical assistance to local nonprofits, CHDOs, and ESG subrecipients to strengthen compliance and outcomes.
• Cross-Department Collaboration: Improve coordination between housing, public works, economic development, and public safety to align investment strategies. • Data Sharing: Strengthen data systems and interagency coordination, especially with the Continuum of Care and HMIS providers, to track program impact.
Actions planned to enhance coordination between public and private housing and social service agencies
• Continuum of Care Engagement: Maintain active participation in the Interagency Council on Homelessness and Homeless Provider Network.
• Health and Housing Integration: Coordinate with Dignity Health and San Bernardino County Department of Behavioral Health to link housing investments with mental health and healthcare services.
• Education & Youth Support: Continue work with Uplift San Bernardino to support youth housing stability, education, and future economic mobility.
The City is committed to overcoming institutional and structural barriers to equitable housing and community development. By deepening partnerships, aligning investments, and maintaining compliance with HUD standards, San Bernardino will continue to suppor t the most vulnerable residents while promoting citywide growth.
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 817,368
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
0 3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 0 5. The amount of income from float-funded activities 817,368 Total Program Income
Other CDBG Requirements
1. The amount of urgent need activities 0
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section
92.205 is as follows :
The City 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 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 det ermined 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 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 wer e not sufficient Net Proceeds, City would recover 80 percent of Net Proceeds, whatever the amount.
3. In no event shall City’s recovery exceed the amount of the Net Proceeds.
The City requires that its CHDO/subrecipients, who carry out HOME funded ownership programs, utilize the noted recapture provisions, which are part of the affordability covenant executed by the homeowner and recorded against the property.
In its homeownership and single -family rehabilitation programs the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
3. A description of the resale or recapture guidelines that ensure 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 carry out HOME-funded ownership programs utilize the recapture provisions noted, which are part of the affordability covenant executed by the homeowner and recorded against the property.
In its homeownership and single-family rehabilitation programs, the City utilizes the homeownership limits for the San Bernardino Metropolitan/FMR Area provided by HUD.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:
The City will not be refinancing existing debt secured by multifamily housing rehabilitated with HOME funds. The City will not refinish single-family units rehabilitated with HOME funds.
With regard to eligible beneficiaries, the City will adhere to the requirements under 24 CFR
2.203 in relation to income determinations; 92.216 with respect to incomes of applicants;
92.253 with regard to tenant protections and selection and other HOME regulatory requirements that ensure beneficiaries are not precluded from participating in HOME funded programs.
The City utilizes Notice of Funding Availability and Requests for Proposals to solicit applications for funding under the HOME program. Applications are solicited as funds are available for various programs and/or when contracts and renewal periods with applicants expire and new NOFAs and RPS are released.
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
If implemented, the City intends to establish a preference for persons with special needs and 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 insti tutionalization, 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 demonstrate both the need and legal defensibility. The City will ensure all preferences are administered in compliance with fair housing requirements, including a cle ar 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.
However, if preferences are considered during the 2025–2029 Consolidated Plan period, they will be implemented only where supported by local data, consistent with fair housing and civil rights laws, and designed to address a demonstrated housing or service gap. Potential
preferences may include:
• Individuals experiencing or at risk of homelessness,
• Veterans,
• Persons with disabilities (in coordination with supportive services), or • Large families needing multi-bedroom units.
Any preference will be applied transparently and uniformly, without violating nondiscrimination requirements, and will be outlined in project -specific agreements and approved underwriting documentation. The City will also ensure that all applicants have equal access and meaningful opportunity to apply for all rental units, regardless of their status in relation to any stated preference.
The City will continue to monitor projects for compliance with applicable fair housing laws and HUD’s HOME regulations.
Emergency Solutions Grant (ESG)
Reference 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
The City’s Emergency Solutions Grant Policies and Procedures are an attachment to the 2025- 2029 ConPlan (see AD-26)
2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.
The City 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 County Office of Homeless Services (OHS) and serves as the primary tool for connecting individuals and families experiencing or at risk of homelessness to appropriate housing and supportive services.
The CES is designed to:
• Provide standardized assessment tools and procedures (e.g., VI -SPDAT) to evaluate the needs and vulnerabilities of people experiencing homelessness; • Prioritize clients for housing and services based on vulnerability, length of homelessness, and severity of service needs;
• Ensure fair and equal access to housing resources, including permanent supportive housing, rapid rehousing, and transitional housing;
• Use the Homeless Management Information System (HMIS) to facilitate case
coordination, referrals, and outcome tracking;
• Integrate referrals from a broad range of access points, including emergency shelters, outreach teams, hospitals, and law enforcement.
The CES is accessible through multiple physical and virtual entry points across the County, including partners such as The Salvation Army, Family Service Association of Redlands, Lutheran Social Services, and HOPE Navigation Centers, among others. All ESG subrecipients funded by the City of San Bernardino are required to participate in the CES and coordinate service delivery and housing placements through the system.
This coordinated assessment approach enables a system-wide response to homelessness that improves client outcomes, reduces duplication of services, and ensures the most vulnerable populations are prioritized for limited housing resources.
3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations).
The City of San Bernardino administers its ESG program in alignment with HUD regulations and ensures that funding is equitably accessible to eligible private nonprofit organizations, including community-based and faith-based organizations.
Each program year, the City issues a Notice of Funding Availability (NOFA) or Request for Proposals (RFP) to solicit applications from qualified service providers. The process includes:
A. 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.
B. 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.
C. Application Evaluation - Proposals are evaluated based on:
a. Experience in serving homeless or at-risk populations; b. Performance outcomes and past compliance history;
c. Program design, including alignment with the CoC’s priorities and CES participation;
d. Cost-effectiveness and leveraging of additional resources.
D. Funding Recommendations: A City r ew—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.
E. 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 diverse provider representation, including agencies with lived experience expertise, culturally responsive approaches, and demonstrated capacity to serve historically underserved populations.
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 Partne rship and oversees the implementation of the 10-Year Strategy to End Homelessness in San Bernardino County. The ICH will focus on resource development to insure the funding of homeless projects and 10 -Year Strategy recommendations. In addition, ICH serves as the HUD - designated primary decision-making group and oversight board of the City of San Bernardino & County (hereinafter referred to as the “geographic area”) Continuum of Care for the Homeless (CA -609) funding process, (hereinafter referred to as the “ CoC”). There are currently former homeless individuals that participate in the policy making decisions of the CoC, regarding facilities or services that receive ESG funding from the City.
The ICH is charged with directing, coordinating and evaluating all of the activities related to implementation of the 10-Year Strategy to End Homelessness. The ICH members are directed to report progress on the implementation of the 10 -Year Strategy to the ir colleagues and constituents following each meeting of the ICH. The ICH will promote collaborative partnerships among homeless providers and stakeholders throughout San Bernardino County in order to carry out implementation activities and will develop re sources to insure the funding of homeless projects and 10-Year Strategy recommendations.
As the oversight board of the CoC, the ICH's duties are: 1. To ensure that the CoC is meeting all of the responsibilities assigned to it by the United States Department of Housing and Urban Development (HUD) regulations, including: a. The operation and oversight of the local CoC; b. Designation and operation of a Homeless Management Information System (HMIS); i.
Designate a single HMIS for the geographic area; ii. Designate an eligible applicant to manage the CoC’s HMIS, known as the HMIS Lead; iii. Ensure consistent participation of recipients and sub-recipients of CoC and Emergency Solutions Grant (ESG) funding in the HMIS. iv. Ensure the HMIS is administered in compliance with all requirements prescribed by HUD. c.
Developing a CoC plan that includes outreach, engagement, assessment, annual gap analysis of the homeless needs and services available, prevention strategies, shelter and housing supportive services, and HUD CoC annual and biennial requirements; 2. To represent the relevant organizations and projects serving homeless subpopulations; 3. To support homeless persons moving from homelessness to economic stability and affordable permanent housing
within a supportive community; 4. To be inclusive of all the needs of all of the geographic area’s homeless population, including the special service and housing needs of homeless sub- populations; 5. To facilitate responses to issues and concerns affecting the agencies funded by the CoC beyond those addressed in the annual CoC application process; 6. To consult with recipients and sub-recipients of CoC funding to establish performance targets appropriate for population and program type, monitor recipient an d sub -recipient performance, evaluate outcomes, and take action against poor performers; and 7. To evaluate outcomes of projects funded under the County of San Bernardino CoC program, including the ESG.
5. Describe performance standards for evaluating ESG.
ESG Subrecipients must demonstrate the financial management and programmatic expertise to successfully develop, design, implement, and monitor ESG -funded activities. ESG Subrecipients must participate in HMIS and be able to meet all federal, State of Calif ornia, and City 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 eligibility for ESG assistance and the amount and types of assistance the individual or family needs to regain stability in permanent housing.
In alignment with the federal and state strategic plans to end homelessness, the City has established performance measures that require the collection of housing status data at the time of program exit and six months after program exit. Sub-Recipients are required to report on two measures:
• Increased housing stability as measured by the percentage of total program participants served who reside in permanent housing at the time of exit from the program; and • Increased housing stability as measured by the percentage of program participants who at program exit reside in permanent housing and maintain permanent housing for six months from the time of exit.
Both measurements should be entered into the HMIS. Preliminary performance benchmarks have been set at 30% for all program participants who exit to permanent housing and 80% for those exiting to permanent housing that remain in permanent housing at a six-month follow-up.
These outcome measurements will be in addition to reporting of required universal data
elements that track client characteristics and service data.
Appendix - Alternate/Local Data Sources
1 Data Source Name
County Homeless Race, HMIS 2019
List the name of the organization or individual who originated the data set.
County Homeless Race, HMIS 2019
Provide a brief summary of the data set.
Various population data sets were used in the Needs Assessment, Market Analysis, and Strategic plan
What was the purpose for developing this data set?
Using updated information is important for the ConPlan.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
The data covers the County.
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2019
What is the status of the data set (complete, in progress, or planned)? complete
2 Data Source Name
Vacant Unit Data
List the name of the organization or individual who originated the data set.
ACS 2013-2017
Provide a brief summary of the data set.
The data provided comes from 2013-2017 housing occupancy data particularly vacant housing units.
What was the purpose for developing this data set?
HUD did not provide any data to assist with their request of vacant and abandoned, REO and abandoned REO data.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
Citywide
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2013-2017
What is the status of the data set (complete, in progress, or planned)? Data found is only for number of vacant units, other data HUD requests was not found. 3 Data Source Name
Households with Children
List the name of the organization or individual who originated the data set.
The data resource is CHAS 2011-2015
Provide a brief summary of the data set.
The CHAS data presents the number of households both renter and owner by AMI categories.
What was the purpose for developing this data set?
This table was not populated by HUD data, however was available.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
This data is citywide.
What time period (provide the year, and optionally month, or month and day) is covered by this data set? CHAS 2011-2015
What is the status of the data set (complete, in progress, or planned)? complete
4 Data Source Name
Point in Time Count, County Homeless Race, HMIS 2019
List the name of the organization or individual who originated the data set.
San Bernardino County Homeless Partnership, 2024
Provide a brief summary of the data set.
Summary of the number of homeless persons on a given night and demographic characteristics of these persons, collected by the CoC.
What was the purpose for developing this data set?
Using updated information is important for the ConPlan.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? The data covers the County.
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2024
What is the status of the data set (complete, in progress, or planned)? Complete
5 Data Source Name
List the name of the organization or individual who originated the data set.
Provide a brief summary of the data set.
What was the purpose for developing this data set?
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
What is the status of the data set (complete, in progress, or planned)?
6 Data Source Name
List the name of the organization or individual who originated the data set.
Provide a brief summary of the data set.
What was the purpose for developing this data set?
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
What is the status of the data set (complete, in progress, or planned)?