agreement may be terminated by City or County without a requirement of good cause. County may terminate this agreement, or a portion thereof based upon availability of federal, state or GIU funds by providing written notice to City as soon as is reasonable possible after unavailability of funding is made known.
In the event of termination, City shall be entitled to receive payment for work/services provided prior to termination of this agreement.
5. RELATIONSHIP OF PARTIES
Both parties agree and understand that the work/services performed under this Agreement are performed as an independent contractor, and that neither party’s employees acquire any of the rights, privileges, powers, or advantages of the other party’s employees. No pension rights of District or County employees will be affected by this Agreement.
6. HOLD HARMLESS.
A. City shall indemnify and hold harmless County from and against all actions which in any way arise out of, result from, or are connected in any way with City’s acts or omissions in performing services under this agreement.
B. County shall indemnify and hold harmless City from and against any and all actions which in any way arise out of, result from, or are connected in any way with the County's acts or omissions in performing services under this agreement.
C. If an action arises out of the acts or omissions of both the City and County, then liability for any damage in that action shall be apportioned between City and County in accordance with the California law of comparative fault.
D. As used in this section, "County" means the County, its Sergeant, agents, employees and servants.
E. As used in this section, "City" means the City, its Sergeant, agents, employees and servants.
F. As used in this section, "actions" means actions, claims, suits, demands, and liability of every name, kind, and description brought for, or on account of injuries to or death of any person, including City and County, or damage to property of any kind whatsoever and to whomsoever belonging.
G. The duty of City and County to indemnify and hold harmless as set forth herein shall include the duty to defend as set forth in Civil Code Section 2778.
7. INSURANCE.
Both parties shall maintain sufficient insurance, self-insurance or a combination thereof to comply with the following requirements, and, if requested, each party shall furnish the other party with certificates of insurance evidencing the required coverage. Thirty (30) days' notice must be given, in writing, to the Sheriff’s Office and County of any pending change in the limits of liability or of any cancellation or modification of the policy.
A. Worker's Compensation and Employer's Liability Insurance. Both parties shall have in effect during the entire life of this Agreement Worker’s Compensation and Employer's Liability Insurance, or an acceptable program of self-insurance providing full statutory coverage. In signing this Agreement, parties certify, as required by Section 1861 of the California Labor Code, that they are aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for Worker's Compensation or to undertake self -insurance in accordance with the provisions of the Code, and parties will comply with such provisions before commencing the performance of the work of this Agreement.
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B. Liability Insurance. City and County shall take out and maintain during the life of this Agreement such Bodily Injury Liability and Property Damage Liability Insurance as shall protect him/her while performing work covered by this Agreement from any and all claims for damages for bodily injury, including accidental death, as well as any and all claims for property damage which may arise from City’s and County’s operations under this Agreement, whether such operations be by himself/herself or by any sub-contractor or by anyone directly or indirectly employed by either of them. Such insurance shall be combined single limit bodily i njury and property damage for each occurrence and shall be not less than the amount specified on the following page.
Such insurance shall include:
1) Comprehensive General Liability .................... $5,000,000 2) Motor Vehicle Liability Insurance ................... $5,000,000
8. NON-DISCRIMINATION AND OTHER REQUIREMENTS.
A. Section 504. City and County shall comply with § 504 of the Rehabilitation Act of 1973, and the Americans with Disabilities Act of 1990, as amended, which provide that no otherwise qualified handicapped individual shall, solely by reason of a disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination in the performance of this Agreement, and that reasonable and legally-specified accommodations will be made to serve individuals with disabilities.
B. General Non -discrimination. No person shall, on the grounds of race, color, religion, ancestry, gender, age (over 40), national origin, medical condition (cancer), physical or mental disability, sexual orientation, pregnancy, childbirth or related medical condition, marital status, or political affiliation be denied any benefits or subject to discrimination under this Agreement.
C. Equal Employment Opportunity . City and County shall ensure equal employment opportu nity based on objective standards of recruitment, classification, selection, promotion, compensation, performance evaluation, and management relations for all employees under this Agreement. City’s and County’s equal employment policies shall be made available to either party upon request.
D. Violation of Non -discrimination Provisions . Intentional violation of the non -discrimination provisions of this Agreement shall be considered a breach of this Agreement and may result in termination of thi s Agreement, at the discretion of County, and /or legal action to recover from City any Court-imposed damages incurred by County as a result of City’s violation(s). To effectuate the provisions of this section, the County Manager may request authorization to examine City’s employment records with respect to compliance with this paragraph, and City shall not unduly withhold authorization.
E. Compliance with Equal Benefits Ordinance . With respect to the provision of employee benefits, City shall comply with the County Ordinance which prohibits contractors from discriminating in the provision of employee benefits between an employee with a domestic partner and an employee with a spouse.
F. Other Statutory Compliance . City shall comply fully with the non -discrimination requirements required by 41 CFR 60-741.5 (a), which is incorporated herein as if fully, set forth. All services to be performed pursuant to this Agreement shall be performed in accordance with all applicable Federal, State, County, and municipal laws, including, but not limited to, Health Insurance Portability and Accountability Act of 1996 (HIPAA) and all Federal regulations promulgated thereunder, as amended.
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G. Compliance with Contractor Employee Jury Service Ordinance . City shall comply with the County Ordinance with respect to provision of jury duty pay to employees and have and adhere to a written policy that provides that its employees shall receive from the City, on an annual basis, no less than five days of regular pay for actual jury ser vice in San Mateo County. The policy may provide that employees deposit any fees received for such jury service with the City or that the City deduct from the employees regular pay the fees received for jury service.
9. RETENTION OF RECORDS.
Each party agrees to provide to the other party, to any federal or state department having monitoring or reviewing authority, to County’s or City’s authorized representatives and/or their appropriate audit agencies upon reasonable notice, access to and the right to examine and audit records and documents necessary to determine compliance with relevant federal, state, and local statutes, rules, and regulations, and this Agreement, and to evaluate the quality, appropriateness and timeliness of services performed.
City and County shall maintain and preserve all financial records relating to this Agreement for a period of four (4) years from the termination date of this Agreement, or until audit findings are resolved, whichever is greater.
10. MERGER CLAUSE.
This Agreement, including the Exhibits hereto constitutes the sole Agreement of the parties hereto and correctly states the rights, duties, and obligations of each party as of this document's date. Any prior agreement, promises, negotiations, or representations between the parties not expressly stated in this document are not binding. All subsequent modifications shall be in writing and signed by the parties.
11. CONTROLLING LAW AND VENUE.
The validity of this Agreement and of its terms or provisions, as well as the rights and duties of the parties hereunder, the interpretation, and performance of this Agreement shall be governed by the laws of the State of California. Any dispute arising o ut of this Agreement shall be venued in the San Mateo County Superior Court.
12. NOTICES.
Any notice, request, demand, or other communication required or permitted hereunder shall be deemed to be properly given when deposited in the United State mail, po stage prepaid, or when deposited with a public telegraph company for transmittal, charges prepaid, addressed to:
In the case of COUNTY, to:
San Mateo County Sheriff’s Office
ATTN: Christina Corpus, Sheriff
400 County Center
Redwood City, CA 94063
In the case of CITY, to:
San Mateo Police Department
ATTN: Edmund Barberini,
Chief of Police
200 Franklin Parkway
San Mateo, CA 94403
13. PENSION RIGHTS.
There are no pension rights of any employee of City to be provided for by virtue of this Agreement.
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IN WITNESS WHEREOF, the parties hereto, by their duly authorized representatives, have affixed their hands.
COUNTY OF SAN MATEO
Sheriff’s Office
By:
Christina Corpus, Sheriff
Date:
CITY OF SAN MATEO
San Mateo Police Department
By:
Edmund Barberini, Chief of Police
Date:
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EXHIBIT A – SERVICES
AGREEMENT BETWEEN THE COUNTY OF SAN MATEO AND
THE CITY OF SAN MATEO
In consideration of the payments set forth in Exhibit B, City shall provide the following services:
1. ASSIGNMENT OF PERSONNEL
It is necessary and desirable that City temporarily assign one peace officer (“Sergeant”) to assist the GIU’s efforts to investigate and suppress criminal activity involving gangs. City’s assigned Sergeant will remain an employee solely of City and City understands that the work performed by its Sergeant are performed as an independent contractor and not as an employee of County and that neither City nor its employees acquire any of the rights, privileges, powers, or advantages of County employees.
Any San Mateo Sergeant will be deemed to be continuing under the employment of the City even though the Sergeant will be working under the supervision and direction of the GIU Sergeant. Any injury, traffic accident, disability, or death incurred by the San Mateo Sergeant while working with the GIU shall be deemed to have arisen out of and to have been sustained in the course of the assigned Sergeant’s employment with the City. Any San Mateo Sergeant assigned to the GIU who sustains an injury arising out of and in the course of his/her work with the GIU shall be accorded by the City all of the same benefits, including Workers Compensation Benefits, which he or she would have received if he or she had been acting under the immediate direction of the City.
If Sergeant, or anyone on his or her behalf, files a claim for Workers' Compensation against the County for an injury claimed to have been sustained while working with the GIU, the City shall indemnify, defend, and hold harmless the County.
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EXHIBIT B – PAYMENTS & RATES
AGREEMENT BETWEEN THE COUNTY OF SAN MATEO AND
THE CITY OF SAN MATEO
In consideration of the services described in Exhibit A, County shall pay City based on the following fee schedule:
1. AMOUNT AND METHOD OF PAYMENT.
A. County agrees to reimburse City in an amount not to exceed $120,000 annually. Reimbursement shall be made in quarterly installments of $30,000.
B. County will supply the assigned Sergeant with a vehicle (excluding gas), cellular phone, and laptop computer.
C. Invoicing Procedures
1.) City shall invoice County quarterly. County shall pay City, upon receipt of an invoice, for services rendered. Each invoice submitted must include the following information, at a minimum:
Agreement number
Time period covered
D. City shall prepare and submit quarterly invoices for payment of services rendered in accordance with the policies and procedures established by the County Controller’s Office. In any event, the total payment for services of Contractor shall not exceed $120,000 annually.
County shall have the right to withhold payment if County determines that the quality or quantity of work performed is unacceptable. Payments shall be made within 30 days from the date of the applicable undisputed invoice.
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CITY OF SAN MATEO
4 4
5 6
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 15 Section Name: CONSENT CALENDAR Account Number: 10-5112 File ID: 23-7934 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Police Department
MEETING DATE: September 18, 2023
SUBJECT:
Community Wellness and Crisis Response Team Mental Health Partnership – Agreement RECOMMENDATION:
Adopt a Resolution to appropriate $40,890 to the Police Department’s fiscal year 2023-2024 operating budget; approve an agreement with the County of San Mateo and City of Foster City for provision of shared mental health crisis response services in an estimated amount of $104,065; and authorize the Chief of Police to execute the agreement in substantially the form presented.
BACKGROUND:
On January 19, 2021 the City Council authorized the Police Department to enter into an agreement with the County of San Mateo and the Cities of Daly City, Redwood City and South San Francisco in the creation of a mental health partnership program – the Community Wellness and Crisis Response Team (CWCRT). This program embedded a clinician with the participating police departments to optimally respond to individuals experiencing a mental health crisis. Since implementation, the clinician and overall program have been a valuable addition to public safety in the City of San Mateo.
The CWCRT program has been studied by the John W. Gardner Center for Youth and Their Communities of the Stanford University Graduate School of Education (Gardner Center). That research has shown significant community benefit, including increased connection between clients and mental health services, decreased rates of mental health detentions, and closer collaboration between police and mental health professionals for client benefit. During the 2022-23 fiscal year, the mental health clinician assigned to San Mateo responded to 258 calls for service involving an in-progress crisis incident, and these responses resulted in 61 clients being placed on an emergency 72 hour mental health assessment hold.
The County of San Mateo has received $250,000 in funding from the State of California to expand the program. The County will contract with Star Vista, a local non-profit dedicated to delivering a variety of high-impact services in the community, to hire an additional clinician position to be shared by the Cities of Foster City and San Mateo. This will increase the CWCRT program’s ability to provide mental health crisis response in San Mateo, resulting in more days of the week and hours of the day staffed with expert-level clinician(s). Additionally, the County is funding continued research on the efficacy of the CWCRT program by the Gardner Center.
Per the proposed Agreement, the County of San Mateo, Foster City, and City of San Mateo will share the costs of the clinician, Star Vista operating costs, and Gardner Center. The County will pay for half (50%) of these costs, and Foster City and San Mateo will each pay for one quarter (25%) of the total costs. The City’s projected costs for the second clinician position for fiscal year 2023-2024 are listed in the below table. These costs are projected based on the entirety of the full fiscal year, although the estimated hire date for the second clinician position is not expected to be until November 1 st, 2023. This will result in the costs being prorated accordingly.
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CITY OF SAN MATEO
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City of San Mateo Itemized
Cost for Second Clinician
Position
Full FY
2023-2024
Prorated Cost for FY
2023-2024 based on
11/1/2023 program start
Projected Cost for full FY
2024-2025 (including
estimated COLA of 3%)
Clinician Salary $44, 184 $29,456 $45,510
Star Vista Operating Costs $9,236 $6,157 $9,513
Gardner Center $7,915 $5,277 $8,152
Total $61,335 $40,890 $63,175
The term of the agreement would end when the County’s funding allocation for the program is exhausted. The parties anticipate exhaustion of the funds to be within approximately two years of program commencement, based on clinician salary, Star Vista operating costs, and Gardner Center costs. It is the policy of the City that intergovernmental agreements be approved the City Council.
BUDGET IMPACT:
The costs associated with this contract for a second clinician position were not included in the adopted 2023-24 fiscal year budget. It is anticipated the second clinician position will be staffed and operational on November 1, 2023. City Council approval is requested to appropriate the estimated pro-rated costs of $40,890 which will be incurred during the 2023-24 fiscal year. Future contract costs will be incorporated into the 2024-26 Business Plan.
ENVIRONMENTAL DETERMINATION:
This action is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment. (Public Resources Code Section 21065.)
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 - Proposed Resolution
Att 2 - Agreement
STAFF CONTACT
Ed Barberini, Chief of Police
[email protected]
(650) 522-7600
Matt Lethin, Captain
[email protected]
(650) 522-7663
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CITY OF SAN MATEO
RESOLUTION NO. ____ (2023)
APPROVING AN ADDITIONAL APPROPRIATION TO THE POLICE DEPARTMENT IN THE 2023-24 BUDGET
FOR COMMUNITY WELLNESS AND CRISIS RESPONSE TEAM MENTAL HEALTH PARTNERSHIP WHEREAS, the City of San Mateo wishes to partner with the County of San Mateo and the City of Foster City to optimally respond to individuals experiencing behavioral health crises; and WHEREAS, this collaboration will provide a mental health clinician position to be shared between the cities of San Mateo and Foster City, thereby enhancing the ability to support individuals experiencing behavioral health crises, their families, as well as the community; and WHEREAS, the County and Cities will share total program costs, with the City of San Mateo’s share amounting to 25% of the total costs; and
WHEREAS, a supplemental budget appropriation of $40,890 from the General Fund to the Police Department’s Fiscal Year 2023-2024 operating budget is necessary to fund the costs anticipated to be incurred in the current year; and
WHEREAS, Section 5.13(a) of the City Charter requires City Council approval by resolution for supplemental appropriations to the City’s budget.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES that:
1. This action is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment (Public Resources Code Section 21065.)
2. A budget appropriation for fiscal year 2023-2024 is approved in the amount of $40,890 (Cost Center:
Support Services/Spend Category: Professional Services) for the Police Department.
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AGREEMENT BETWEEN
THE CITIES OF SAN MATEO, FOSTER CITY, AND
THE COUNTY OF SAN MATEO
The purpose of this Agreement is to set forth the agreement between the County of San Mateo (County), acting through the Behavioral Health and Recovery Services (BHRS) of San Mateo County Health, and the City of San Mateo, and Foster City (each, a City, and collectively referred to herein as the Cities); and each City’s respective police department to expand the pilot program of Community Wellness and Crisis Response Team (CWCRT) to improve City and County response to community members experiencing mental health crisis.
This Agreement sets forth the terms of a working relationship between the County/BHRS and the Cities, collectively referred to as the Parties, for the provision of embedding one full-time mental health clinician in law enforcement agencies of San Mateo and Foster City Police Departments in support of the expansion of the CWCRT.
The County agrees to the following:
1. Background Information
On January 12, 2020, the San Mateo County Board of Supervisors adopted Resolution No. R077937 which approved the CWCRT Pilot Program, a partnership among four City Police Departments (Daly City, South San Francisco, San Mateo, and Redwood City) and the County, to embed in each of those cities’ police departments one mental health clinician to provide a crisis co-response to crisis calls involving mental health issues. The County entered into a contract with StarVista to provide the mental health clinicians for the CWCRTs, as StarVista was already providing a mobile youth crisis response team.
The Pilot Program, launched on December 6, 2021, was designed as a law enforcement co-responder mobile crisis model, based on best practice models in other jurisdictions. The CWCRT enhances City and County response to incidents involving individuals experiencing mental health crises, by supplementing that response with the engagement of a mental health clinician assigned to work with each partner police department. Under the Pilot Program, the Star Vista clinicians contracted by BHRS assist in the first response by providing early intervention, crisis de-escalation, 5150 evaluation,
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involuntary hold, and referrals to therapeutic hospitalizations, and guidance to support services for individuals in mental health crisis. BHRS provides ongoing clinical training, consultation, and clinical oversight on the crisis response work conducted by all the Star Vista clinicians in addition to conducting contract monitoring responsibilities.
In furtherance of the implementation of the CWCRT Pilot Program (Program), the County entered into an agreement with the John W. Gardner Center for Youth and Their Communities of the Stanford University Graduate School of Education (Gardner Center), to support the planning and implementation efforts (Gardner Center Agreement). Under the Gardner Center Agreement, the Gardner Center conducts an implementation and evaluation study which will examine the interventions and assessment methods utilized by the CWCRT participant cities, to assist the cities to better understand and most effectively support the population served through the CWCRT program.
Pursuant to Assembly Bill 179, Chapter 249, Section 19.56, Item 4170-101-0001 of the California State Budget Act of 2022 (2022 Budget Act Funding), the County received funding for the purpose of expanding the law enforcement co- responder model CWCRT Program. The County will use a portion of this funding, under the terms of this Agreement, to expand the CWCRT program to Foster City, to specifically add one full-time mental health clinician to be shared 50-50 between the Foster City and San Mateo Police Departments, to provide the first response mental health crisis services as described above. The current Agreement will address the roles and responsibilities as between the Cities and the County. The Cities may have a separate agreement to address the particulars associated with the sharing of the StarVista clinician, to which the County will not be a party.
2. Purpose or Scope of Work
The Cities enter into this cooperative and reciprocal agreement with the County, acting through BHRS, for expanding CWCRT to enhance the Cities’ response to community members in mental health crisis. In the event of a suspected mental health crisis within a community, once informed, the mental health clinician to be equally shared and embedded in Foster City and San Mateo Police Departments will respond to the scene together with the law enforcement staff, exercising their independent judgment and expertise and in collaboration with the City’s law enforcement staff. The goal of the immediate co-response will be to de-escalate the crisis and to support the safety of the individual in crisis,
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those around the individual, and all responding to the incident. The mental health clinician will then assess the person suspected to be in mental health crisis (“the client”) and determine the best course of action (e.g., temporary mandatory placement in a medical facility for psychiatric evaluation and treatment under Section 5150 of the Welfare and Institutions Code, referral for treatment, etc.) and provide needed follow-up support and linkages to further stabilize the crisis and prevent future similar crises from happening again. One of the goals of the CWCRT program is that clients in mental health crisis contacting and interacting with law enforcement receive early intervention and guidance toward appropriate health services. The mental health clinician will be trained in the range of available mental health resources both within BHRS and in the community, and together the law enforcement/mental health clinician response team will decide on the best course of action and/or resources or program for the client.
The County of San Mateo derives direct benefit from the implementation of this Agreement, by way of, for example, increasing its ability to directly respond to community members in mental health crisis; providing Medi-Cal reimbursable services to County clients; enhancing response time for those in need of mental health services and resources; and creating a broader and more effective continuum of care that results in a decrease in justice system contacts.
To achieve a healthy and integrated community, this Agreement represents a collaboration among the Parties to jointly exercise their common powers to enhance community linkages and help stabilize and improve the health and well-being of persons experiencing mental health crisis. Important outcomes include, but are not limited to: residential stability, improved mental health and connection to needed services and treatment, reduced use of acute and emergency services, and reduced contact with the criminal justice system.
3. Relationship of Parties
The Parties acknowledge and agree that the services performed under this agreement by the mental health clinician are conducted by an independent contractor under a separate Contract Agreement between BHRS and StarVista, known as the “StarVista clinician”. The Star Vista clinician is part of the StarVista workforce and remains an employee of StarVista while providing services under specific terms of a contract agreement with BHRS, and at no time shall the StarVista clinician be deemed an employee of the Cities or BHRS.
Neither the County of San Mateo nor the StarVista clinician acquire any of the rights, privileges, powers, or advantages of the employees of the Cities.
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4. Mutual Responsibilities of the Parties
4.1 The Parties agree to review, adopt, and modify as needed, policies and procedures that may be developed by the participants in the CWCRT Program regarding, but not limited to, scope of work, chain of communication, necessary training, grievance process, performance concerns, ongoing monitoring of the Program, supervision of job performance of the StarVista clinician, and handling and disposition of data generated by all the Program participants. The policies and procedures will reflect the Parties’ mutual understanding that the StarVista clinician is a contracted StarVista employee and professional who exercises independent clinical judgment and expertise in the performance of their scope of work complying to all the County’s requirements related to crisis mental health services, applicable laws and ethics, and the required documentation and reporting procedures under the BHRS Documentation Guidelines.
4.2 The Parties will participate, as needed, in efforts to obtain and analyze data to document the effectiveness of the Program in reaching the anticipated goals and objectives, while protecting and respecting individuals’ confidentiality and privacy rights per HIPAA requirements. These efforts will include partnering with the Gardner Center to evaluate the Program’s effectiveness during the term of the Agreement (Gardner Center Evaluation).
4.3 The Parties will participate in all the collaborative trainings when appropriate, follow the developed program strategies and protocol of the response team, in a manner that respects the dignity and diversity of community members.
5. Responsibilities of the Parties
5.1 Foster City and San Mateo, acting through their Police Departments, shall be individually and collectively responsible for each of the following:
• Providing the StarVista clinician with a workspace and access to the City’s computer and radio dispatch systems, including but not limited to law enforcement data base system, to the extent necessary to carry out job responsibilities of this co-responder Program, as necessary; • Orient and familiarize the StarVista clinician with the Police Department workspace, technology and operations, and specific community needs
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• Support and collaborate with the StarVista clinician in clinical decisions and referrals
• Work collaboratively with the StarVista clinician to provide necessary law enforcement-related information to assist the clinician in achieving the agreed upon outcomes of the Program
• Participate in meetings with city partners, BHRS, and StarVista for progress status, data collection, outcomes evaluation, coordination, and sustainability.
5.2 BHRS shall be responsible for each of the following:
• Contract out provision of the mental health crisis response to StarVista for a trained full-time mental health clinician to be equally shared and embedded in the Foster City and San Mateo Police Departments
• The Scope of Work provided by this mental health clinician will be clearly defined in the BHRS contract agreement with StarVista, which includes crisis response, crisis de-escalation, crisis assessment, involuntary 5150 hold, short-term follow-up intervention support and case management linkage connection to needed treatment and services. Related training, documentation requirements and data collections will all be detailed in the County’s agreement with StarVista and monitored on an ongoing basis • Ensure required onboarding documentation orientation, needed 5150 certification training, BHRS and community mental health/substance use services and resources training, and periodic training related to crisis response, crisis de-escalation, crisis assessment, 5150 involuntary hold, laws and ethics are arranged for or provided
• Provide the StarVista clinician with all needed County equipment and materials necessary to perform the function of a mental health crisis response clinician in the CWCRT Program (i.e. County laptop with needed applications, County car, auto insurance, auto maintenance, ongoing gasoline), and technical support to address related technical issues as they may arise in the use and maintenance of this equipment
• Provide Avatar electronic health record log-in for the purpose of client look- ups and documentation of billable and nonbillable mental health services • Hold meetings with StarVista for the purpose of contract monitoring, quality assurance, and clinical adherence
• Exercise reasonable care to ensure compliance with all legal and clinical requirements related to the contract with the County and the crisis work performed by the StarVista clinician
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6. Goals of the CWCRT Program
6.1 Goals of the CWCRT Program are:
Goal 1: Law enforcement staff and the mental health clinician will respond together to active crisis situations where mental health crisis is a factor.
Goal 2: Improve outcomes for individuals experiencing a crisis due to mental illness or suspected mental illness.
Goal 3: Increase access to appropriate behavioral health resources, services, and treatment.
Goal 4: Provide clinical consultation, training, and support to law enforcement personnel in the field.
Goal 5: Increase knowledge of mental health conditions and effective intervention strategies among law enforcement personnel.
Goal 6: Law enforcement will strengthen relationships with service providers and community.
The Parties agree to meet and confer periodically to assess and revise program goals, and to add new program goals, as appropriate.
7. Special Terms and Conditions
7.1 Coordination and Oversight
The assigned BHRS Clinical Services Manager will be responsible for the oversight of the StarVista contract and its progress status with StarVista, provide ongoing clinical consult, training, and quality assurance/quality improvement of the services provided by the StarVista clinician.
The Chiefs of the Cities’ Police Departments, or their designees (Chiefs), will participate in the quarterly oversight CWCRT Advisory meetings, in the Working Group meetings as needed to monitor the progress of the CWCRT expansion towards its objectives, review any operational issues that have arisen, and identify items for ongoing work plan as needed.
7.2 Conflict Resolution
In the event of disagreements or conflicts between or among Parties to this Agreement, the disagreement or conflict will be referred initially and in writing to the assigned Captain and Clinical Services Manager from the Cities and BHRS, respectively. In the event consultation at that level does not resolve the disagreement or conflict, then the Chief of the Police Department, the assigned Captain, the BHRS Clinical Services Manager, and BHRS’ Deputy Director of
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Adult and Older Adult Services shall meet and confer and attempt to resolve the matter. Finally, in the event the disagreement or conflict remains, the BHRS Director (or designee) and the Chief of the relevant Police Department(s) shall meet and confer. BHRS will obtain the participation of StarVista in the resolution process, as BHRS determines is appropriate.
If the disagreement or conflict pertains to the performance of the assigned StarVista clinician, the disagreement or conflict will be referred initially and in writing to the assigned StarVista Program Manager/Assistant Director and the BHRS Clinical Services Manager. In the event consultation at that level does not resolve the disagreement or conflict, above-noted meet-and-confer steps shall be followed. Finally, in the event the disagreement or conflict remains, StarVista shall remove the assigned mental health clinician and exercise reasonable diligence to identify and provide a qualified replacement. These conflict resolution steps will be clearly detailed in the BHRS-Star Vista Contract Agreement.
7.3 Staffing and Supervision
The CWCRT expansion under this Agreement will consist of one full time mental health clinician who must be licensed or license-eligible to provide mental health services by appropriate State of California licensing authorities.
Under the BHRS Contract Agreement, Star Vista will be responsible for hiring the mental health clinician and the hiring processes. The Cities will be entitled to jointly assign one member of one of the law enforcement departments to the StarVista hiring panel, if the Cities so prefer.
7.4 Records and Confidentiality
Records created by the StarVista clinician, even while operating in collaboration with one or more of the Cities, shall be considered the County’s records, free from the control and direction of any other party to this Agreement. Such records will be subject to all federal, state, and local laws and regulations regarding the protection of client/patient privacy and confidentiality.
All Parties agree that the StarVista clinician must adhere to the privacy requirements of the Health Insurance Portability and Accountability Act of 1996 (HIPAA). BHRS will train the StarVista clinician on federal, state, and local policies and procedures with respect to the confidentiality and use or disclosure of protected health information of clients as necessary and appropriate for the StarVista clinician to carry out their functions. BHRS will provide the StarVista
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clinician with the appropriate Health System policies and procedures, which are subject to change from time to time.
The County reserves the right to take appropriate action for violation of its policies, and such action may include the immediate termination of the contract work with Star Vista or strong recommendation of the immediate termination of the specific StarVista clinician who violates Federal, State, or local law and policy.
BHRS shall maintain beneficiary medical and/or clinical records for a period of ten (10) years, except that the records of the persons under age eighteen (18) at the time of treatment shall be maintained: a) until one (1) year beyond the person's eighteenth (18th) birthday or b) for a period of ten (10) years beyond the date of discharge, whichever is later. This rule does not supersede professional standards (BHRS is allowed to maintain records for a longer period if required by other regulations or licenses).
8. Hold Harmless and Indemnification
8.1. It is agreed that the County shall defend, hold harmless, and indemnify each of the Cities and their officers, employees, agents, and servants from any and all claims, suits, or actions of every name, kind, and description brought by a third party which arise out of the terms and conditions of this Agreement and which result from the acts or omissions of the County and/or its officers, employees, agents, and servants.
8.2. The County shall defend, hold harmless, and indemnify each of the Cities from and against any and all claims for wages, salaries, benefits, taxes, and all other withholdings and charges payable to, or in respect to, the County's representatives for services provided under this Agreement.
8.3. It is agreed that each of the Cities shall defend, save harmless, and indemnify the County and its employees, agents, and servants from any and all claims, suits, or actions of every name, kind, and description brought by a third party which result from the acts or omissions of a City or Cities and/or their respective officers, employees, agents, and servants.
8.4. The duty of each party to defend, hold harmless, and indemnify the other as set forth herein shall include the duty to defend as set forth in Section 2778 of the California Civil Code.
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8.5. In the event of concurrent negligence (or intentional/reckless acts) of a City or Cities and/or their respective officers and employees, on the one hand, and the County and/or its officers, employees, agents, and servants, on the other hand, then the liability for any and all claims for injuries or damage to persons and/or property which arise out of terms and conditions of this Agreement shall be apportioned according to the California theory of comparative fault.
9. Term and Termination
9.1 Term
The Agreement shall be effective immediately upon signature by each of the Parties, and the term of the Agreement shall end when allocated 2022 Budget Act Funding for the Program under this Agreement is fully exhausted. The Parties anticipate exhaustion of the funds to be within approximately two years of commencement of the Program, but understand this anticipated term is wholly dependent upon availability of allocated funding.
9.2 Amendment/Modification Process
All subsequent modifications or amendments to this Agreement shall be in writing and signed by each of the Parties hereto before they will be effective.
9.3 Termination
Subject to the Parties’ understanding as to the term of the Agreement, detailed in Section 9.1, each Party agrees to remain a party to this Agreement for the entire duration of the Agreement term, subject only to termination for cause.
Cause for termination of this Agreement will include only a material breach of this Agreement by another Party or impossibility of performance. Prior to termination for cause, the terminating party must give all other Parties 30 days written notice of the alleged material breach and notice of an opportunity to cure such breach during the notice period. If the party(ies) is unable to cure within 30 days, the Agreement may be terminated only as between the noticing party and the party in breach.
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10. Funding/Financial Responsibilities
10.1 Personnel Cost Sharing
Of the 2022 Budget Act Funding, the County will utilize $250,000 to partially fund a single clinician under this Agreement, and to partially fund the expanded portion of the Gardner Center Evaluation.
Unless amended by the Board of Supervisors and the governing bodies of the respective participating jurisdictions, the annual contributions of the Cities and County to the CWCRT expansion in San Mateo and Foster City expenses shall be as follows:
San Mateo City Police Department will cover twenty-five percent (25%) of the fully weighted salary and benefit costs of the StarVista mental health clinician, Foster City will cover twenty-five (25%) of the fully weighted salary and benefit costs of the clinician, and the County will cover fifty percent (50%) of the fully weighted salary and benefit costs of the clinician. Total budgeted fully weighted salary and benefits for one full time mental health clinician by StarVista for FY 23-24 is $176,737.00.
BHRS shall pay to StarVista for the costs of salary and benefits of the StarVista clinician, as invoices come due. The Cities shall each reimburse County for twenty-five percent (25%) of these salary and benefit costs of the clinician on a bi-annual basis, upon invoice by the County. BHRS Fiscal will invoice the respective Cities’ Fiscal directly every six months; reimbursement from the Cities is expected within twenty (20) business days. Each city shall provide the contact information of their respective Fiscal to BHRS at the time of signing this Agreement.
• For FY 23-24, the maximum obligation of County and Cities jointly for personnel costs shall not exceed $176,737.
• For FY 24-25, the maximum obligation of the County and Cities will be subject to a Cost-of-Living Adjustment (COLA).
• For FY 25-26, should any money remain of the 2022 Budget Act funding, the maximum obligation of the County and Cities will be subject to a Cost-of- Living Adjustment (COLA). County acknowledges that each City Council retains discretion to approve the CWCRT Program funding included in each City’s respective future proposed budgets for the term of this Agreement.
The Parties agree that County’s payments for 50% of the StarVista clinician costs will be charged against the 2022 Budget Act Funding.
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10.2 Gardner Center Agreement
The cost of the Gardner Center Agreement services is expected to be approximately $31,660 per fiscal year, for evaluation of the CWCRT expansion in San Mateo and Foster City. The contributions of Cities and County to the costs of the Gardner Center Agreement services shall be as follows:
County shall pay the fully invoiced amount to Gardner Center for Gardner Center Agreement services, as invoices come due. The Cities shall each reimburse County for twenty-five percent (25%) of these costs, upon invoice by the County. BHRS Fiscal will invoice the respective Cities’ Fiscal directly within thirty (30) days of Gardner Center invoice being paid by County; reimbursement from the Cities is expected within twenty (20) business days.
The Parties agree that County’s payments for 50% of the Gardner Center Agreement services will be charged against the 2022 Budget Act Funding.
10.3 Operations Costs incurred by StarVista
The StarVista Operating costs are expected to be approximately $36,943 per fiscal year. The contributions of Cities and County to these costs shall be as follows:
County shall pay the fully invoiced amount to StarVista, as invoices come due.
The Cities shall each reimburse County for twenty-five percent (25%) of these costs, upon invoice by the County. BHRS Fiscal will invoice the respective Cities’ Fiscal directly within thirty (30) days of Gardner Center invoice being paid by County; reimbursement from the Cities is expected within twenty (20) business days.
The Parties agree that County’s payments for 50% of the StarVista Operating costs will be charged against the 2022 Budget Act Funding.
All costs described in Sections 10.1 - 10.3 will be adjusted for FY 23-24, to account for the actual start date of the StarVista clinician.
10.4 Administration and Supplies Cost Sharing
The StarVista Administrative costs are expected to be approximately $32,052 per fiscal year. The County will pay 100% of these costs as they come due, to be charged against the 2022 Budget Act Funding. The County will bear the cost of personnel supplies, including cost of a County car, auto insurance, ongoing gasoline and maintenance, County laptop with required licenses, etc. The cost
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of supplies used in the offices of each law enforcement agency will be the Cities’ financial responsibility.
10.5 Exhaustion of 2022 Budget Act Funding
Upon exhaustion of the 2022 Budget Act Funding for services under this Agreement, the County shall bear no financial responsibility for the CWCRT Program. Should the Cities, whether both or one, agree to continue the CWCRT Program beyond the 2022 Budget Act Funding availability, it will be at no cost to the County.
The County shall give written notice of its determination that the 2022 Budget Act Funding will be exhausted and the Parties agree to meet in the projected last quarter of 2022 Budget Act Funding availability to address the handling of termination of the CWCRT Program, and/or the continuance of the Program by all or some combination of the Parties beyond the Agreement term.
11. Contact Information
The following is contact information of the persons responsible from each party/entity for the completion and maintenance of this Agreement:
11.1 Party A (County of San Mateo) Information
Name:
Address:
Contact number:
Email:
11.2 Party B (Foster City) Information
Name:
Address:
Contact number:
Email:
11.3 Party C (City of San Mateo) Information
Name:
Address:
Contact number:
Email:
11.4 Party C (BHRS) Information
Name:
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Address:
Contact number:
Email:
Effective Date and Signatures:
This Agreement shall be effective upon the signature of all parties authorized officials. All Parties indicate agreement with this Agreement by their signatures.
Signatures and dates:
_______________________
Mike Callagy
County of San Mateo
_________________________________
Date
__________________
Jei Africa
BHRS
_________________________________
Date
__________________
Chief
City of San Mateo
_________________________________
Date
_________________
Chief
Foster City
_________________________________
Date
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CITY OF SAN MATEO
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CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 16 Section Name: CONSENT CALENDAR Account Number: 10-3133 File ID: 23-7922 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Community Development Department
MEETING DATE: September 18, 2023
SUBJECT:
2022-23 Consolidated Annual Performance and Evaluation Report – Adoption RECOMMENDATION:
Adopt the Consolidated Annual Performance and Evaluation Report for submission to the Department of Housing and Urban Development.
BACKGROUND:
Each year the City is required to submit to the Federal Department of Housing and Urban Development (HUD) a report on the City’s performance in utilizing its Community Development Block Grant (CDBG) funds, which the City receives on an annual basis to address identified needs in the community. The Consolidated Annual Performance and Evaluation Report (CAPER) is the HUD report where the City documents its annual achievements in relation to the goals set forth in the Annual Action Plan. Through the CAPER, the City evaluates progress on its housing and community development goals as identified in the 2022-23 Action Plan of the 2018-23 Consolidated Plan. The Action Plan is the document where the City outlines how funding will be spent the following year and what goals the City would like to achieve with those activities. 2022-23 CAPER
The 2022-23 CAPER summarizes the accomplishments and progress made on the strategies outlined in the Action Plan.
The report responds to questions asked in the template provided by HUD and consists of narratives on the progress of San Mateo’s community development programs, as well as the accomplishments made possible by use of CDBG funds. Several areas are highlighted in the CAPER:
•Accomplishments and expenditures for CDBG funded activities during the program year (July 2022- June 2023) oThrough its community funding program, the City funded the following activities:
▪Nine public services grants for a total of $115,200, which assisted 5,673 people. ▪Four minor home repair grants for a total of $115,000, which assisted 11 households. ▪One grant for provision of fair housing services for a total of $25,000, which assisted 192 people. ▪One grant for the provision of a microenterprise assistance program for a total of $25,000, which assisted 35 businesses, including 43 people.
▪One grant for corona virus response rental assistance. A total of $244,948 was spent to assist 293 people.
oConstruction is complete for a project coordinated with Public Works, that includes pedestrian improvements in the area around San Mateo High School, for a total of $359,898. •Other efforts the City undertook to address affordable housing, homelessness, poverty reduction, fair housing and affirmative action issues included:
▪8 households purchased homes through the City’s First Time Buyer program. ▪6 households were matched through the City’s Below-Market Rate programs. ▪1 new rental unit was constructed as part of the Below Market Rate Program.
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CITY OF SAN MATEO
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The CAPER in (Attachment 1) is a draft of the narrative portion of the report describing program activity achievements.
Attached to the end of the narrative is a detailed financial report, as well as a detailed activity summary that is required by HUD. Much of this information is generated from the HUD online platform Integrated Disbursement and Information System (IDIS) and from internal reporting systems.
BUDGET IMPACT:
There are no budget impacts involved in the presentation, approval, and submission of this report.
ENVIRONMENTAL DETERMINATION:
This administrative review of the 2022-23 CAPER is not a project subject to CEQA, because it can be seen with certainty that it will not cause a physical change in the environment. (Public Resources Code Section 21065.)
NOTICE PROVIDED
All meeting noticing requirements were met. A notice was published in the San Mateo Daily Journal on August 28, 2023 for a public comment period from August 28 to September 13, which meets the 15-day period required by the City’s Citizen Participation Plan.
ATTACHMENTS
Att 1 - 2022-23 CAPER
Att 2 – PR – 03 Activity Summary Report
Att 3 – PR – 26 CDBG Financial Summary Report
Att 4 – PR – 26 CDBG-CV Financial Summary Report
STAFF CONTACT
Nicholas Vu, Housing Specialist
[email protected]
(650) 522-7229
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CITY OF
SAN MATEO
2022-23 CAPER
Consolidated Annual Performance
& Evaluation Report
August 2023
PREPARED BY:
COMMUNITY DEVELOPMENT DEPARTMENT
NEIGHBORHOOD IMPROVEMENT AND HOUSING DIVISION
330 W. 20TH AVENUE
SAN MATEO, CA 94403
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CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The San Mateo community is diverse in its income demographics. The City’s economy continues to grow, reflected in part in the upswing in housing prices. Job growth also continues, though it is not as prosperous for low-income residents. Many residents still face housing and food security issues. In particular the skyrocketing rental market continues to create undue hardships on many senior and low/moderate income families. This was all compounded this year with the impacts of COVID-19 which resulted in loss of jobs and instabilities due to working and schooling at home, creating unprecedented needs in our community. The CAPER will be subject to a 17-day comment period starting with a public notice posting on August 28, 2023 and ending with the meeting of the Community Relations Commission on September 13, 2023. • 11 households received minor home repairs, home accessibility modifications, and energy efficiency upgrades, through the City’s Minor Home Repair Programs. Accessibility modifications are provided by the Center for the Independence of Individuals with Disabilities (CIID). Minor home repairs services are performed by Rebuilding Together Peninsula. Energy efficiency related repairs are provided by El Concilio of San Mateo County in conjunction with the Pacific Gas & Electric sponsored Energy Savings Assistance Program, as well as the Low-Income Home Energy Assistance (LIHEAP) program.
• 1 new affordable rental unit was constructed and 6 units were matched with tenants through the Below Market Rate rental program this year up until Jan 1, 2023, which is when the County of San Mateo assumed management of the program. • 11 new affordable units for purchase came online during this program year. • 8 first time homebuyer sales were made in the low-income homeownership program. • One grant for corona virus response rental assistance of $521,000 was administered to assist 129 people during the program year. In addition to the previous year, a total of 293 people were served by this program. • One grant for provision of fair housing services for a total of $25,000 assisted 192 people. • Nine different non-profit organizations, through the City’s Community Funding Program, completed one year of service contracts. Those contracts served 5,673 individuals, providing access to basic need services, legal assistance for homelessness prevention, case management for self-sufficiency, assistance to stay in or acquire housing and prevent homelessness, assistance for victims of sexual assault, community engagement, conflict resolution, home sharing, and legal assistance for victims of domestic violence. • One grant for provision of a microenterprise assistance program for a total of $25,000 assisted 43 people, including 35 San Mateo
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businesses.
• A 225-unit affordable housing project in Downtown San Mateo named Kiku Crossing began construction in March 2022. When completed, 22 units for formerly homeless households, 8 units for individuals with intellectual and developmental disabilities, and 57 units for public employees will be provided. Construction continued throughout FY 2022-2023. • A one-year community development project for sidewalk reconstruction and other pedestrian infrastructure within the CDBG neighborhoods of North Central and North Shoreview was completed.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Affordable
Housing
Affordable
Housing
CDBG: $0 /
Affordable
Housing:
$642,000 /
City
sources: $
/ HOME: $
Rental units
constructed
Household
Housing
Unit
390 212
54.36% 40 1
.03%
Affordable
Housing
Affordable
Housing
CDBG: $0 /
Affordable
Housing:
$642,000 /
City
sources: $
/ HOME: $
Homeowner Housing
Added
Household
Housing
Unit
50 19
38.00%
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AFH Goal:
Affirmative
Marketing of
Housing
Affordable
Housing CDBG: $0 Other Other 1 1
100.00% 1 0
0.00%
AFH Goal: Data
Collection on
Local Rents
Affordable
Housing Other Other 1 0
0.00%
AFH Goal: Dev.
of Accessory
Dwelling Units
Affordable
Housing CDBG: $0 Other Other 1 0
0.00% 1 0
0.00%
AFH Goal:
Facilitate
Streamlined
Review of
Housing
Affordable
Housing CDBG: $0 Other Other 1 1
100.00% 1 0
0.00%
AFH Goal:
Minimize
Tenant
Displacement
Affordable
Housing Other Other 1 1
100.00%
AFH Goal:
Reasonable
Accommodation
Policy
Affordable
Housing CDBG: $0 Other Other 1 0
0.00% 1 0
0.00%
AFH Goal:
Retention of
Special Needs
Housing
Affordable
Housing CDBG: $0 Other Other 1 0
0.00% 1 0
0.00%
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AFH Goal:
Strengthen
Section 8
Program
Affordable
Housing CDBG: $0 Other Other 1 0 0.00% 1 0 0.00%
AFH Goal:
Support
Displaced
Households
Affordable
Housing CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 400 1804
451%
AFH Goal:
Support
Displaced
Households
Affordable
Housing CDBG: $ Other Other 0 0 136 269 197.79%
AFH Goal:
Support
Education of
Stakeholders
Affordable
Housing CDBG: $0 Other Other 1 1
100.00% 1 0
0.00%
Community
Funding
Public
Services
CDBG: $ /
CDBG-CV:
$
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 15000 16937 112.91% 4205 5673 134.91%
Community
Funding
Public
Services
CDBG: $ /
CDBG-CV:
$
Homeless Person
Overnight Shelter
Persons
Assisted 0 399 0 157
Community
Funding
Public
Services
CDBG: $ /
CDBG-CV:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0 0
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Community
Funding
Public
Services
CDBG: $ /
CDBG-CV:
$
Homelessness
Prevention
Persons
Assisted 0 696 0 258
Community
Funding
Public
Services
CDBG: $ /
CDBG-CV:
$
Businesses assisted Businesses
Assisted 0 349 40 35
87.50%
First Time
Homebuyer
Affordable
Housing
City
sources: $
Direct Financial
Assistance to
Homebuyers
Households
Assisted 30 28
93.33% 6 22
366.67%
Maintain and
Preserve
Existing Housing
Affordable
Housing
CDBG: $ /
City
sources:
$500,000
Homeowner Housing
Rehabilitated
Household
Housing
Unit
200 113
56.50% 47 11
23.4%
Public Facilities
Non-Housing
Community
Development
CDBG: $ Other Other 2 1
50.00%
Street and
Sidewalk
Improvements
Non-Housing
Community
Development
CDBG: $
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 20000 65,680
328.4% 20000 19435
97.18%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The City has significant housing, social service, and community development needs that were developed into allocation priorities through the
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community participation process.
Throughout the 2022 – 2023 program year, the City reconciled the aftermath of shelter-in-place orders lifting along with other municipalities in the 9-county Bay Area region in response to the corona virus pandemic. During this period, many individuals and businesses in the City continued to struggle to find sufficient work opportunities to pay for rent or other basic necessities. The remainder of the third round of $821,000 dollars of corona virus funding awarded from the federal government (CDBG-CV) was administered by the City. One contract of $521,000 was administered to be used for rental assistance.
The City’s goals this year had a heavy focus on housing and housing-related services, indicative of the strain the high cost of both rental and for sale housing is having on the community. The Community Funding program was originally budgeted at the maximum allowed by CDBG program, but was increased as allowed by a HUD waiver to assist with responding to the pandemic. The community needs far exceed the resources. The funding priorities for the Community Funding Program included:
• Basic Human Needs; such as access to food, shelter, clothing, legal services, etc. • Senior Services
• Youth Services
• Affordable Housing Services
Construction was completed for a new pedestrian safety project in the CDBG Priority Neighborhood, which was identified as a priority from community members in the Community Needs Assessment process. Community requests to improve pedestrian and bike safety have also been received as part of the Neighborhood Traffic Forums coordinated by the Public Works Department. The neighborhood Traffic Action Plans included priorities to reduce speeding and increase safety particularly for pedestrians and bicyclists, so several related improvements were incorporated into the street project design.
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CAPER 8
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CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 3,178
Black or African American 151
Asian 460
American Indian or American Native 28
Native Hawaiian or Other Pacific Islander 510
Total 5,867
Hispanic 3,548
Not Hispanic 2,319
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
In the City’s Disproportionate needs assessment, low-income Hispanic residents were found to have a greater proportion of housing cost burden than other populations. Other populations do show households with disproportionate needs but have significantly smaller numbers of households with disproportionate needs. Of the 5,867 persons served through San Mateo’s CDBG program, approximately 60% - 3,548 persons – were Hispanic, showing that the City’s funded programs have targeted those of greatest need. Not listed in the table above were 1,540 people who were listed as “Other” who identified as mixed-race, an ethnicity not listed in the table, or declined to answer.
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CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 975,897
Other public - federal 8,310,000
Other public - local 8,310,000
Table 3 - Resources Made Available
Narrative
For most activities, the actual CDBG expenditures were very close to budget. The following were exceptions:
Street and Sidewalk Safety Project (CDBG)
During this fiscal year $525,697 was budgeted towards the pedestrian safety project in the CDBG Priority Neighborhood. Construction was completed during this program year. Approximately $359,898.82 was spent to complete the project.
Rental Assistance Funds (CDBG-CV)
In response to the spread of the corona virus pandemic, $244,948 dollars was spent to assist 129 people in emergency rental assistance payments.
Affordable Housing Funds
Local City affordable housing funds were used for the construction of the Kiku Crossing affordable housing development. Construction broke ground in March 2022 which committed $7.5 Million from various City funding sources, including the HOME program income that the City has collected. Funds continue to be dispersed for the project. Construction continued throughout the FY 2022-23 program year.
Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
CDBG Priority
Neighborhood 51 54
Street Replacement
Program
Table 4 – Identify the geographic distribution and location of investments
Narrative
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A major pedestrian safety project in the CDBG Priority Neighborhood was completed in Program Year 2023. The scope of work is generally bounded by Peninsula Ave to the north, N Humboldt St to the east, E 5th Ave to the south, and N El Camino Real to the west.
The City of San Mateo identifies its CDBG Program Area by utilizing the low-income definitions provided by HUD. The City then further refines its CDBG area map to more accurately reflect HUD goals and the goals of the San Mateo community. Currently, this funding is used to provide Low Mod Area Benefit (LMA) through funding of the Street and Sidewalk Replacement programs. The areas included in the CDBG Priority Neighborhood are North Central, North Shoreview, and North Norfolk. These areas all demonstrate a variety of deteriorating conditions including high crime rates, high degree of dumping, overcrowding, and percentage of homes in disrepair. Community Development projects like the pedestrian safety project currently in process help to alleviate some of these issues.
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City maintains a large balance of match funds from past projects. Still, the City remains committed to providing local housing funds to affordable housing projects. In March 2022, Kiku Crossing, consisting of 223 affordable family rental units began construction. Construction continued throughout the 2022-2023 program year. This project will leverage Low Income Housing Tax Credits, bond financing, and other anticipated sources including greater than $7.5 million in city housing funds and greater than $5.2 million in Affordable Housing Funds from the County.
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CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 45
Number of Non-Homeless households to be
provided affordable housing units 0 1
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 0 46
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 129
Number of households supported through
The Production of New Units 0 12
Number of households supported through
Rehab of Existing Units 47 11
Number of households supported through
Acquisition of Existing Units 0 0
Total 47 152
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
Rehab of Existing Units
The Home Energy and Repair Program provides minor repairs and accessibility and energy efficiency improvements provided by three non-profit service agencies, Rebuilding Together Peninsula, Center for the Independence of Individuals with Disabilities, and El Concilio of San Mateo County. The original goal was 47 units, with an actual outcome of 11, primarily assisting low-income households. The actual
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accomplishment of 23.4% of the original goal was lower than the prior year accomplishment of 46.8%.
Throughout the program year, agencies began to face a number of challenges including rising construction costs and changes within organizational leadership. As a result, the Minor Home Repair agencies reported facing many difficulties while trying to complete projects as well as a significant drop in interest in the program.
The City used funds from a State CalHome program to create a homeowner rehabilitation program. The City entered into an agreement with Rebuilding Together Peninsula to administer the construction project management of that program and purchased licenses with Neighborly for administration software. Homeowners will be able to borrow funds at a low rate of interest for projects ranging from deferred maintenance to roof repair. Homeowners must be 80% LMI or below to be eligible for the program. To date, there have not been any loans made or rehabilitations completed.
First Time Homebuyer Program
The program provides first time buyers the opportunity to purchase re-sale condominiums at several City sponsored complexes and BMR units scattered citywide. Units carry re-sale restrictions and give the City the first option to purchase for new eligible buyers on the waitlist. It was anticipated that six moderate-income households would be assisted. The actual number of households assisted was 8. The level of activity in this program is determined by the number of households who decide to sell their assisted units to new eligible buyers.
Construction of Affordable Housing
The 225-unit affordable housing development, Kiku Crossing, began construction in March 2022. The San Mateo HOME Consortium provided 2,000,000 in HOME funding to the project in addition to several local sources. Construction continued throughout program year 2022 – 2023.
In addition to the Montara affordable housing project, 1 low-income unit was constructed through the City's Below Market Rate inclusionary program until January 1, 2023, when the County of San Mateo assumed management of the Below Market Rate program.
Homeless Rehousing Assistance
At the Montara affordable housing project, 16 units continue to be made available to individuals experiencing homelessness.
In program year 2022 – 2023, the City’s Rapid Rehousing program, administered by LifeMoves, was able to stabilize 29 households which were at risk of homelessness through direct assistance and case management.
Discuss how these outcomes will impact future annual action plans.
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CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Future annual action plans will continue to respond to the high cost of housing in San Mateo but will ultimately be impacted by the amount of money available through the CDBG program and local housing resources. Staff continues to work with market rate developers to provide BMR units. The current housing market is attractive to developers currently allowing the City to review and approve several projects that are in the pipeline.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 8 0
Low-income 1 0
Moderate-income 2 0
Total 11 0
Table 7 – Number of Households Served
Narrative Information
Housing prices in San Mateo continue to make it difficult for the City to provide affordable units.
However, the City is always open to partnering with local non-profit housing developers who have high quality opportunities to produce or acquire and rehabilitate affordable units. Additionally, the City’s below-market rate program continues to contribute new units as construction of new housing continues in the City’s Bay Meadows redevelopment and across the City.
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CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Housing Outreach Team (HOT) is a multi-disciplinary team, consisting of LifeMoves, County, and City staff, formed though the HOPE initiative that addresses chronic homelessness by outreach and engagement.
Addressing the emergency shelter and transitional housing needs of homeless persons The City does not directly manage any homeless prevention or assistance programs, it collaborates and financially supports a variety of programs countywide. County level ESG funds benefit San Mateo residents and transitional housing is provided by several non-profits.
Safe Harbor Emergency Shelter: The City contributed non-federal funds to support Safe Harbor, which is the 90-bed countywide emergency shelter for adult individuals in North San Mateo County. Located in South San Francisco, Safe Harbor is operated by Samaritan House and offers a variety of basic life skills and case management services. Services accessible to clients, as needed, included chemical dependency treatment, mental health referral services, education opportunities, and basic transportation assistance.
Partnerships have been established with other organizations to provide additional health and medical services on-site. The Safe Harbor shelter assisted 96 clients in Program Year 2022-2023.
LifeMoves First Step for Families: This facility located in the City of San Mateo provides 24-hour emergency shelter and transitional housing with comprehensive on-site support services including bilingual Spanish-speaking case managers. First Step serves up to 39 San Mateo County families on any given day. Supportive services include workshops and individual counseling to achieve financial self- sufficiency, measured by the goal to assist families to increase their household income at least 20% between program entrance and exit. The comprehensive Children's Program includes a Therapeutic Child Development Center for preschoolers and after school programs for older children, as well as customized services for each family to address any social/emotional issues of the children as well as the requirement that they attend school.
Life Moves, The Vendome: The Vendome is a 16-unit SRO that was redeveloped by the City in 2009. It has been transferred to Life Moves and now operates independent of the City. The Vendome provides a home for formerly homeless individuals as well as case management to connect individuals to social services. The Vendome encourages residents to both participate in regular community meetings as well take on chores to keep their home clean and tidy.
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CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
Home and Hope: Home and Hope Interfaith Sheltering Program assists both the homeless and those at risk of homelessness. Through their network of over 30 churches and 1,200 volunteers they provide short-term emergency shelter and meals. Home and Hope has a day center where participants can spend the day in a safe, warm environment, receive job counseling, and have access to the 'Closet' for job interview appropriate clothing. Home and Hope also aids and financial counseling to families that have recently experienced a loss of income and are at risk of losing their home. Individualized case management focuses on healthcare, financial literacy, education/employment, childcare, and permanent housing.
CORA Emergency Shelter: CORA provides emergency and transitional housing for families and individuals escaping domestic violence. These domestic violence victims also received a breadth of counseling and case management assistance to help in their progress toward self-sufficiency and finding safe permanent housing.
Abode Services: Abode provides client services at the Montara affordable housing development, which contains 16 units for individuals that were formerly experiencing homelessness. 12 of the 16 units are specifically reserved for formerly homeless veterans. To ease the transition from homelessness to long term housing, abode provides case management to the tenants of these units with funding through the City’s Permanent Local Housing Allocation (PLHA).
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after 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); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs HIP Housing Self Sufficiency Program: Although the City did not provide funding to this program this year, staff does serve on the selections committee for entry into this program that provides support services and rent assistance for a one-to-two-year term for candidates with educational and/or vocational training plans to find employment at a level to get off of government assistance payments.
The program provides deep supportive services to the clients to move toward self-sufficiency within a two-year period.
HIP Housing Home Share Program: The Home Sharing Program, matches homeowners with unused rooms with prospective tenants that need affordable rents. This provides some of the most affordable housing in the community and therefore allows individuals an alternative to homelessness due to rent affordability issues.
Samaritan House: Samaritan House, as well as other local agencies, provides services for the extremely low-income residents that include homeless prevention through a variety of programs funded by others and emergency housing assistance in addition to their counseling and support services. This year the
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CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
City provided emergency rental assistance funding for households impacted by COVID to prevent homelessness. 129 people were assisted in program year 2022 - 2023.
LifeMoves Rapid Rehousing: LifeMoves began operating the City’s Rapid Rehousing program during program year 2022 – 2023 which is funded through the PLHA program. Individuals and families which are in danger of experiencing homelessness are given direct financial assistance for long-term rehousing with case management to connect them to the resources necessary to stabilize their housing situation. 29 individuals and families were able to be served during this year of operations.
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 Continuum of Care committee for San Mateo County implements its plan to serve homeless persons and families. Through this collaboration of service providers and local government agencies, efforts are coordinated for outreach, needs assessment, provision of services for the homeless. The consortium also determines the priorities and allocation of countywide Emergency Shelter Grant funds. Within the City of San Mateo, The Vendome (detailed above) provides services to chronically homeless individuals. The City funds client services for formerly homeless individuals at the Montara affordable housing project. Through the Rapid Rehousing program, the City assists households in danger of experiencing homeless through direct assistance and case management.
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CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of San Mateo does not have a Public Housing Agency. The County of San Mateo Department of Housing includes the Public Housing Authority, which manages any Section 8/Housing Voucher Program and other public housing assistance programs countywide. Additionally, there are no public housing units within the City of San Mateo. Residents of San Mateo are assisted through the Section 8/Housing Vouchers Program at individually rented and privately-owned properties or through Project Based Section 8 assisted units.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
n/a
Actions taken to provide assistance to troubled PHAs
n/a
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CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken 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. 91.220 (j); 91.320 (i) A commercial linkage fee has been adopted in the City of San Mateo, which provides the City with funds to assist in development and preservation of affordable units going forward. The fee is assessed to new non-residential construction such as office, hotel, medical, retail, and restaurants based on the principle that these new spaces will increase the number of workers, which creates more demand for housing.
Throughout the past year, the City began to undergo an update of the General Plan and Housing Element, where it sought to remedy the negative effects of public policies that were detrimental to affordable housing through the introduction of several new housing programs, revisions of existing policies, and analysis of the entire inventory of sites suitable for development. This process is ongoing and will continue throughout the next program year.
The City continues to implement several initiatives to streamline review and approval of planning and building permits and reduce fees.
• An online submittal center to allow citizens to submit electronic plans without coming in person to City Hall was launched. During the height of the corona virus pandemic, the City exclusively relied on this portal for the submittal of planning and building documents, including those for essential projects such as housing.
• The Online Permit Center was also utilized to issue building permits and allow for virtual building inspections.
• The online Symbium research tool allows citizens to determine the viability of developing ADUs on their property.
• City is conducting a comprehensive review of all development related fees to ensure they are appropriate. The City Council reviewed and approved reduced flat fees for the construction of Accessory Dwelling units and approved waiver of building and planning fees for the affordable housing project downtown. As part of the fee study, the City will continue to explore potential housing related fee adjustments/reductions for affordable housing.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) Housing instability issues were reported across the City of San Mateo that were exacerbated by the spread of the COVID-19 pandemic. The City administered a contract for Rental Assistance in response to the corona virus to combat the eviction crisis. The contract was for $521,000 CDBG-CV funds for the program. In addition to this, the City utilized Permanent Local Housing Allocation (PLHA) funds to fund programs that increase housing affordability and intervene for families in danger of experiencing
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CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
homelessness. Programs such as client services in affordable housing, home sharing, rapid rehousing, and shelter operations have been supported in this fund.
To address obstacles to meeting the underserved needs of the community, the City continued to support the regional efforts to develop more affordable housing and address the needs of the City's homeless or those at risk of homelessness through such organizations as San Mateo County Housing Endowment and Regional Trust (HEART) and HOPE San Mateo County.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City has adopted a lead-based paint policy that is followed by all Minor Home Repair sub-recipients as they provide services to low-income homeowners. The City monitors each of the sub-recipients through quarterly reports and periodic on-site visits.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The actions to work toward eliminating poverty in San Mateo include:
• Provide affordable housing: Several market rate projects citywide are in the pipeline that will provide BMR inclusionary units as they get constructed. This past year, 1 new low income rental was completed through the BMR program while 11 new affordable units came online for purchase. The City continued to construct of 225 units of affordable housing on two city-owned parcels in the downtown area that are adjacent to a Caltrain station for a project known as Kiku Crossing. Construction will continue throughout the upcoming program year. • Create a safe and accessible living environment: Minor Home Repair programs provide residents with repairs to increase energy efficiency, accessibility, and health/safety • Provide social services to help people reach self-sufficiency: Accomplishments of public services grant recipients serving San Mateo residents, particularly those in the CDBG Priority Neighborhood
Actions taken to develop institutional structure. 91.220(k); 91.320(j) No gaps were identified internally or externally that required any specific attention to improve this program year. The entitlement jurisdictions within San Mateo County continue to meet and collaborate in a variety of ways to share innovative ideas and best practices. Most recent efforts include working towards formalizing our income verification requirements for sub-recipients.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
As a leader in regional housing and other related issues, the City continues with cooperative and collaborative efforts with other jurisdictions in the County. With good working relationships with San
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CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
Mateo County Department of Housing and the Human Services Agency, the City continues to address related issues on a regional basis as opportunities arise. The City also continues to work with the private sector through its inclusionary Below Market Rate and Commercial Linkage Fee programs to promote affordable housing opportunities.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City of San Mateo, along with 3 other entitlement cities, (Daly City, So. San Francisco, and Redwood City) and the County of San Mateo jointly contracted with Project Sentinel to provide services to address items identified in the Assessment of Fair Housing report, which were incorporated into those jurisdictions Annual Action Plans. Project Sentinel was instrumental in assisting with the community outreach for the new plan which has goals incorporated into the 2018 Consolidated Plan.
Project Sentinel opened and investigated 11 cases, which did not met its goal of 23 persons. It also provided consultations to 36 people; education and outreach services to 145 San Mateo residents and service providers; and distributed 1500 multilingual fair housing brochures throughout San Mateo.
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CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City’s two-year public services funding cycle is structured so that each sub-recipient receives an on- site monitoring visit every three years, with desktop monitoring of quarterly report and reimbursement reviews as they are received. No organizations that were recipients of CDBG funding were monitored remotely during this program year. Staff also implemented a risk analysis worksheet to track monitoring and to determine if sub-recipients need more frequent on-site reviews.
Affordable housing monitoring includes HOME funded properties as well as BMR properties. Review is done annually through desktop review of required documentation and an onsite visit every two year, or more frequently as needed. Regular compliance and evaluation of programs is managed daily by City staff. Due to the pandemic, no onsite monitoring visits were conducted during the program year, but rents were collected and reviewed from 16 properties.
Other programs are monitored by staff daily and as needed for capital projects. This review and monitoring includes, but is not limited to, environmental review, contract supervision, prevailing wage compliance, case management, reporting, and reimbursement request review and processing.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
A Public Notice was published in the San Mateo Journal announcing the availability of the draft report for public comment on August 28, 2023. The draft CAPER was also posted on the website.
The City Council held a meeting on September 18, 2023 to adopt the CAPER and approve submittal to HUD. No comments from the public were received.
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CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
In the aftermath of the corona virus pandemic, the community of San Mateo faced several challenges that resulted in the City re-prioritizing its goals in CDBG funding. In order to comply with social distancing guidelines and shelter-in-place orders, many individuals and families in San Mateo struggled to find work. With a large portion of the community unable to earn income, the county and the State issued a moratorium on evictions to avoid widescale displacement. As this moratorium lifted, an eviction crisis began to loom over the city. To respond, Rental Assistance was added by the City using CDBG-CV funds while six activities have been made through the PLHA program to create housing stability: Bridge Housing Client Services, HIP Housing Operations Assistance, LifeMoves Rapid Rehousing, HIP Homesharing, Samaritan House Safe Harbor Shelter Assistance, and LifeMoves First Step for Families Shelter Assistance.
The lifting of eviction moratoriums meant that housing stability increased significantly in this program year, with potential for many families to lose their homes from the combined loss of income and lack of protections. The City of San Mateo will continue to support increasing housing affordability wherever it can to respond to these issues.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
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CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 1,475
Total Section 3 Worker Hours 450
Total Targeted Section 3 Worker Hours 450
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0
Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0
Technical assistance to help Section 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 Assisted residents with finding child care. 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 404 of 493
CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other. 0
Table 9 – Qualitative Efforts - Number of Activities by Program
Narrative
Street and Sidewalk Safety Project (CDBG)
The pedestrian safety project in the CDBG Priority Neighborhood took place over the 2022 - 2023 program year with a total budget of $525,697. The scope of work included reconstruction of curbs, gutters, and sidewalks and other pedestrian infrastructure upgrades. Construction was completed during this program year with approximately $359,898.82 spent in total. With 450 labor hours being worked by Section 3 workers, out of a total of 1,475 labor hours, the Safe Harbor benchmark of 25% was met (31% of labor hours were Section 3 labor hours). No further outreach efforts were required.
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U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Integrated Disbursement and Information System
CDBG Activity Summary Report (GPR) for Program Year 2022
SAN MATEO
Date: 31-Aug-2023
11:19
Page: 1
PGM Year: 1994
Project: 0002 - CONVERTED CDBG ACTIVITIES
IDIS Activ ity: 2 - CDBG COMMIT T ED FUNDS ADJUSTMENT
Status: Open
,
Objective:
Location: Outcome:
Matrix Code: General Program Administration National Objective:
Activ ity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/01/0001
Financing
Fund Type Grant Year
Pre-2015
Grant Funded Amount
$6,039,496.00
Drawn In Program Year Drawn Thru Program Year
$0.00$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
1987 B87MC060018
1988 B88MC060018
1989 B89MC060018
1990 B90MC060018
1991 B91MC060018
1992 B92MC060018
1993 B93MC060018
1994 B94MC060018
1995 B95MC060018
1996 B96MC060018
$627,000.00
$594,000.00
$618,000.00
$590,000.00
$659,000.00
$699,000.00
$802,000.00
$875,000.00
$565,148.00
$10,348.00
CDBG EN
T o t al T o t al $6,039,496.00 $6,039,496.00
Proposed Accomplishments
Actual Accomplishments
Owner Renter
Total Hispanic
Tota l Person
Number assisted: Total Hispani Total Hispanic Total Hispanic White: 0
0 0
0 0
0 Black/African American:
Asian:
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American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total: 0 0 0 0 0 0
Female-headed Households: 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 Moderate
Non Low Moderate
Total 0 0 0
Percent Low/Mod
Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
PGM Year: 2018
Project: 0004 - Street and Sidewalk Reconstruction
585 - Street and Sidewalk ReconstructionIDIS Activity:
Status: Completed 11/29/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 725 Monte Diablo Ave San Mateo, CA 94401-1914 Matrix Code: Street Improvements (03K) National Objective: LMA Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
06/05/2019
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Street and sidewalk reconstruction project, including pedestrian safety improvements.
This project will be fully funded with CDBG funds.
This project is located within the designated CDBG Priority Neighborhood and improvements will be made between E.
Poplar Ave.
Financing
Fund Type Grant Year Grant Funded Amount
$176,577.08
Drawn In Program Year
$0.00
Drawn Thru Program Year
$176,577.082017 B17MC060018
EN 2018 B18MC060018
2019 B19MC060018
$543,834.80
$252,998.38
$19,967.75
$993,378.01
$0.00
$0.00
$0.00
$0.00
$543,834.80
$252,998.38
$19,967.75
$993,378.01
CDBG
PI
Total Total
Proposed Accomplishments
People (General) : 13,120
Total Population in Service Area: 26,810
Census Tract Percent Low / Mod: 61.17
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2018 Street and sidewalk reconstruction project, including pedestrian safety improvements. This project was funded with CDBG funds. This 2019PGM Year:
Project: 0007 - CV-[Rental Assistance]
601 - Rental AssistanceIDIS Activity:
Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Provide decent affordable housing
AffordabilityLocation: 4031 Pacific Blvd San Mateo, CA 94403-4666 Matrix Code: Subsistence Payment (05Q) National Objective: LMC Activity to prevent, prepare for, and respond to Yes
Initial Funding Date:
Description:
11/30/2020
Emergency rental assistance to help workers affected by the spread of the corona virus and emergency shelter-in-place order.
Provide $961,000 in CARES funds and $60,000 in entitlement funds specifically to address community needs related to the COVID-19 pandemic.
Financing
Fund Type
EN
Total
Grant Year
2019 B19MC060018
2020 B20MW060018
Grant Funded Amount
$55,068.78
Drawn In Program Year
$62.00
Drawn Thru Program Year
$55,068.78
CDBG
$960,683.00 $244,630.30 $960,683.00
Total $1,015,751.78 $244,692.30 $1,015,751.78
Proposed Accomplishments
People (General) : 240
Actual Accomplishments
Owner Renter Total Person
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Total Hispani Total Hispanic Total Hispanic Total
550
Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
539
0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
12 13
1 2
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 5 0
0 0
0 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
0 0
10 0
4 Asian/Pacific Islander: 0
Hispanic: 0 0
Total: 591 545
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 564
16 Moderate 0
0Non Low Moderate
Total 580
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2019 In spite of the disruption to programs and services, as a result of the COVID-19 pandemic, Samaritan Houses Financial Assistance program completed a successful year. City of San Mateo CDBG-CV Rental Assistance funding supported 146 City of San Mateo In spite of the disruption to programs and services, as a result of the COVID-19 pandemic, Samaritan Houses Financial Assistance program completed another successful year. City of San Mateo CDBG-CV Rental Assistance funding supported 577 City of San Mateo 2020
2021 In spite of the continuing disruption to programs and services, as a result of the COVID-19 pandemic, Samaritan Houses Emergency Financial Assistance program completed another successful year. City of San Mateos CDBG - CV Rental Assistance funding Samaritan House is grateful for funding from the City of San Mateos CDBG CV Rental Assistance program that provided critical rental assistance services for 129 City of San Mateo residents (45 households) with $266,196 in critical rental assistance this past fiscal 2020
2022
PGM Year:
Project: 0005 - Community Funding Program
IDIS Activity: 605 - Community Overcoming Relationship Abuse (CORA) Status: Completed 7/21/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
SustainabilityLocation: 2211 Palm Ave San Mateo, CA 94403-1814 Matrix Code: Services for victims of domestic National Objective: LMC Activity to prevent, prepare for, and respond to No
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Initial Funding Date:
Description:
08/03/2021
This project supports CORA's legal services providing victims and survivors of domestic and their children with a safety net of legal services that help victims with the intimidating task of filing restraining orders and related family law matters.
Financing
Fund Type
EN
Total
Grant Year
2020 B20MC060018
2021 B21MC060018
Grant Funded Amount
$14,403.90
Drawn In Program Year
$0.00
Drawn Thru Program Year
$14,403.90
CDBG
$1,296.10 $0.00 $1,296.10
Total $15,700.00 $0.00 $15,700.00
Proposed Accomplishments
People (General) : 102
Actual Accomplishments
Owner Renter Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic Total 84 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
48 1Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 19
1 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 1 0
0 0
0 0
Black/African American & White: 1 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
54 0
39 0
0 0
Total: 163 88
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 163
0 Moderate 0
0Non Low Moderate
Total 163
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
410 of 493
2020 Thanks to the support of the City of San Mateos Community Development Block Grant CORA Legal was able to continue to provide PGM Year: 2020
Project: 0006 - Home Energy and Repair Program
606 - El Concilio of San Mateo CountyIDIS Activity:
Status: Completed 11/30/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 639 31st Ave San Mateo, CA 94403-3859 Matrix Code: Energy Efficiency Improvements National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
02/09/2021
ECSMC proposes to continue providing minor home repair services to residents of San Mateo County enabling extremely low, very low, low and fixed income residents whose homes do not initially qualify for the Energy Savings Assistance program to become eligible to benefit from energy and water conservation solutions.
Financing
Fund Type
EN
Total
Grant Year
2019 B19MC060018
2020 B20MC060018
Grant Funded Amount
$14,528.25
Drawn In Program Year
$0.00
Drawn Thru Program Year
$14,528.25
CDBG
$471.75 $0.00 $471.75
Total $15,000.00 $0.00 $15,000.00
Proposed Accomplishments
Housing Units : 7
Actual Accomplishments
Owner Renter Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic Total Hispanic White: 2
0 1
0 0
0 0
0 0
1 0
0 4
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
2 0
0 0
0 0
0 0
0 0
1 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
1 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
0 1
0 0
0 0
0 0
1 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 1 0 1
Owner Renter Total Person
411 of 493
Extremely Low
Low Mod
2 0
0 0
0 0
2 0
0 0
0 0
2 2
Moderate 0 0
Non Low Moderate
Total
0 4
0 4
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2020 El Concilio of San Mateo County's Peninsula Minor Home Repair program provided 4 completed and 1 pending work energy/water 2020PGM Year:
Project: 0006 - Home Energy and Repair Program
IDIS Activity: 614 - Rebuilding Together Peninsula - National Rebuilding Day Status: Completed 8/31/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 1309 S Norfolk St San Mateo, CA 94401-3601 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
03/02/2022
National Rebuilding Day is a volunteer-driven home repair program that brings thousands of volunteers together on behalf of low-income homeowners each year.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$25,000.00
$25,000.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$25,000.00CDBG 2019 B19MC060018
Total $25,000.00
Proposed Accomplishments
Housing Units : 5
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 2
0 2
0 0
0 0
0 0 0 0
0 0
0 0
0 0
0 2 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 2
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
412 of 493
American Indian/Alaskan Native & Black/African American: 0 0 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 4 0 4
Owner Renter Total Person
Extremely Low
Low Mod
1 0
0 0
0 0
1 0
0 0
0 0
2 2
Moderate 1 1
Non Low Moderate
Total
0 4
0 4
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 RTP wants to ensure that these homeowners effectively improve life and full use of the house according to their mobility issues. 2020PGM Year:
Project: 0007 - Street and Sidewalk Reconstruction
618 - Street and Sidewalk ReconstructionIDIS Activity:
Status: Completed 11/29/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 330 W 20th Ave San Mateo, CA 94403-1338 Matrix Code: Street Improvements (03K) National Objective: LMA Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
02/08/2021
Funding to reconstruct failing streets and sidewalks as well as other pedestrian safety improvements.
Financing
Fund Type Grant Year Grant Funded Amount
$6,968.95
Drawn In Program Year
$0.00
Drawn Thru Program Year
$6,968.952017 B17MC060018
2019 B19MC060018
2020 B20MC060018
2021 B21MC060018
$151,108.72
$496,137.87
$287,164.24
$29,087.58
$970,467.36
$0.00
$0.00
$0.00
$0.00
$0.00
$151,108.72
$496,137.87
$287,164.24
$29,087.58
$970,467.36
EN
CDBG
PI
Total Total
Proposed Accomplishments
413 of 493
People (General) : 20,000
Total Population in Service Area: 26,810
Census Tract Percent Low / Mod: 61.10
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2020 The two-year street bike lane and pedestrian safety project in the CDBG Priority Neighborhood took place over the 2020 - 2022 program 2019PGM Year:
Project: 0008 - CV-[Microbusiness Assistance]
621 - Microbusiness AssistanceIDIS Activity:
Status: Completed 6/28/2023 12:00:00 AM Objective:
Outcome:
Create economic opportunities
Availability/accessibilityLocation: 330 Twin Dolphin Dr Ste 119 Redwood City, CA 94065- 1455 Matrix Code: Micro-Enterprise Assistance (18C) National Objective: LMCMC Activity to prevent, prepare for, and respond to Yes
Initial Funding Date:
Description:
08/03/2021
Assistance to low-income childcare providers who lost income due to the coronavirus pandemic.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$297,007.00
$297,007.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$297,007.00CDBG 2020 B20MW060018
Total $297,007.00
Proposed Accomplishments
People (General) : 40
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
16 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0 0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 13
0 1
0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
5 0
0 0
0 0
0 1
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
414 of 493
Total: 0 0 0 0 0 0 22 14
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 1
11 10Moderate
Non Low Moderate
Total
0 22
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative
Microbusiness assistance to in home childcare providers # Benefitting
2020
2021 A total of 23 providers that operate in the city of San Mateo received funds that helped to sustaintheir family child care business after 2021PGM Year:
Project: 0003 - CDBG Admin
622 - CDBG AdminIDIS Activity:
Status: Completed 11/22/2022 12:00:00 AM
,
Objective:
Location: Outcome:
Matrix Code: General Program Administration National Objective:
Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
10/07/2021
Administrative staff expenses for managing the CDBG program.
Financing
Fund Type
EN
Grant Year Grant Funded Amount
$34,306.99
Drawn In Program Year Drawn Thru Program Year
$34,306.992021 B21MC060018 $0.00
$0.00
$0.00
CDBG
PI $19,947.38 $19,947.38
Total Total $54,254.37 $54,254.37
Proposed Accomplishments
Actual Accomplishments
Owner Renter
Total Hispanic
Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic White: 0 0
0 0
Black/African American:
Asian:
0 0
415 of 493
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total: 0 0 0 0 0 0
Female-headed Households: 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 Moderate
Non Low Moderate
Total 0 0 0
Percent Low/Mod
Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
PGM Year: 2021
Project: 0001 - Community Funding Program
623 - CALL PrimroseIDIS Activity:
Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 139 Primrose Rd Burlingame, CA 94010-4318 Matrix Code: Food Banks (05W) National Objective: LMC
Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
416 of 493
CALL Primrose operates a drop-in food pantry program, providing free grocery services to low income individuals, families and seniors along the mid-peninsula.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$17,299.20
$17,299.20
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$17,299.20CDBG 2021 B21MC060018
Total $17,299.20
Proposed Accomplishments
People (General) : 1,700
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
1,191 993
0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
32 202 0
American Indian/Alaskan Native: 1 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
6 0
0 0
0 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
Total: 1,432 993
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 1,432
0 0Moderate
Non Low Moderate
Total
0 1,432
100.0%Percent Low/Mod
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 In FY2020/2021 CALLPrimrose served 3,669 unique, unduplicated households and 72,226 total individuals. They successfully 2021PGM Year:
Project: 0001 - Community Funding Program
417 of 493
IDIS Activity: 624 - Community Overcoming Relationship Abuse (CORA) Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 2211 Palm Ave San Mateo, CA 94403-1814 Matrix Code: Services for victims of domestic National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/11/2022
This project supports legal services providing victims and survivors of domestic and their children with a safety net of legal services that help victims with the intimidating task of filing restraining orders and related family law matters.
Financing
Fund Type
EN
Total
Grant Year
2020 B20MC060018
2021 B21MC060018
Grant Funded Amount
$1,296.10
Drawn In Program Year
$0.00
Drawn Thru Program Year
$1,296.10
CDBG
$16,003.63 $0.00 $16,003.63
Total $17,299.73 $0.00 $17,299.73
Proposed Accomplishments
People (General) : 118
Actual Accomplishments
Owner Renter Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic Total 107
Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
77 3Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
6 24
2 4
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
2 2 0
0 0
2 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
49 0
28 0
0 0
Total: 192 114
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 192
0 Moderate 0
418 of 493
Non Low Moderate
Total
0 0
0 0
0 0
0 192
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 CORA was able to continue to provide legal information, advice, advocacy, and representation to survivors of domestic violence who 2021PGM Year:
Project: 0001 - Community Funding Program
625 - IEP Collaborative, Inc.IDIS Activity:
Status: Completed 11/22/2022 11:43:35 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 851 N San Mateo Dr Ste H San Mateo, CA 94401-2283 Matrix Code: Legal Services (05C) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/11/2022
IEPC provides attorney-presented Special Education rights training workshops, SpEd legal consultation clinics, post-clinic follow-up and extended representation at SpEd meetings with school administration or legal proceedings for low-income children with disabilities and their families in order to ensure that this perpetually underserved group can obtain the high-quality, inclusive, and appropriate educational services to which they are entitled.
Appropriate services improve long term outcomes and quality of life for these children and families, and cultivate stronger and more inclusive communities as a whole.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$3,497.32
$3,497.32
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$3,497.32CDBG 2021 B21MC060018
Total $3,497.32
Proposed Accomplishments
People (General) : 270
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
4 4
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
419 of 493
Hispanic: 0 0 0 0 0 0 0 0
Total: 0 0 0 0 0 0 4 4
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 4
0 Moderate 0
Non Low Moderate
Total
0 4
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 #1: Access and/or receipt of new/better implemented special education & related services. 100% of survey respondents achieved a 2021PGM Year:
Project: 0001 - Community Funding Program
IDIS Activity: 626 - Legal Aid Society of San Mateo County Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
SustainabilityLocation: 330 Twin Dolphin Dr Ste 123 Redwood City, CA 94065- 1455 Matrix Code: Legal Services (05C) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
Legal assistance to people threatened with losing their homes or living in substandard conditions with the goals of keeping people in their homes.
Preventing homelessness through the enforcement of legal rights, in and out of court and remedying substandard living conditions through advocacy.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$17,300.00
$17,300.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$17,300.00CDBG 2021 B21MC060018
Total $17,300.00
Proposed Accomplishments
People (General) : 125
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
133
12 34
Hispanic
White: 0
0 0
0 0 0
0 0
0 0
0 0
90 0Black/African American:
Asian:
0 0
0 0
0 0 0
420 of 493
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
7 8
7 0
2 0
9 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
0 0
46 0
21 0Asian/Pacific Islander:
Hispanic: 0 0
Total: 251 118
Female-headed Households: 0 0 0
Owner Renter Total Person
189Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 47
Moderate 15
Non Low Moderate
Total
0 251
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 During the Fiscal Year 2021-2022, Legal Aid SMC staff assisted 106 tenant households in the City of San Mateo. Legal Aid SMC 2021PGM Year:
Project: 0001 - Community Funding Program
627 - LifeMovesIDIS Activity:
Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 181 Constitution Dr Menlo Park, CA 94025-1106 Matrix Code: Operating Costs of Homeless/AIDS National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
Interim housing programs and comprehensive supportive services for homeless families and individuals from Urban San Mateo County.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$17,300.00
$17,300.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$17,300.00CDBG 2021 B21MC060018
Total $17,300.00
421 of 493
Proposed Accomplishments
People (General) : 1,215
Actual Accomplishments
Owner Renter
Total Hispanic
Total Person
Hispanic
72 Number assisted: Total Hispani Total Hispanic Total
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
102
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
23 4
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
7 6
8 1
2 2
0 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
3 0
0 0
2 2
Asian/Pacific Islander: 0 0
Hispanic: 0 0
Total: 151 83
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 151
0 Moderate 0
0Non Low Moderate
Total 151
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 FY 2021-2022 was very successful. Project Sentinel experienced a steady increase in stable exits at 96%. The median length of stay 2021PGM Year:
Project: 0001 - Community Funding Program
IDIS Activity: 628 - Ombudsman Services of San Mateo County, Inc Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 1455 Madison Ave Redwood City, CA 94061-1549 Matrix Code: Senior Services (05A) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
422 of 493
Legal advocates for the dignity and quality of life of people living in licensed long term care facilities.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$17,300.00
$17,300.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$17,300.00CDBG 2021 B21MC060018
Total $17,300.00
Proposed Accomplishments
People (General) : 1,909
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
72 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
1 7
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
26 0
0 Total: 106
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 106
0 Moderate 0
0Non Low Moderate
Total 106
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 Ombudsman was able to visit 9228 residents this year. They were able to introduce and expand Music and Me, the Tablet Project and 2021PGM Year:
Project: 0003 - CDBG Admin
423 of 493
IDIS Activity: 629 - Project Sentinel, Inc.
Status: Completed 11/22/2022 12:00:00 AM
,
Objective:
Location: Outcome:
Matrix Code: Fair Housing Activities (subject to National Objective:
Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
Project Sentinel provides comprehensive fair housing services of proactive community outreach and education to home seekers, in place residents and housing providers as well as reactive complaint investigations seeking remedies for victims of housing discrimination.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$25,000.00
$25,000.00
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$25,000.00CDBG 2021 B21MC060018
Total $25,000.00
Proposed Accomplishments
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total: 0 0 0 0 0 0
Female-headed Households: 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 Moderate
Non Low Moderate
Total 0 0 0
424 of 493
Percent Low/Mod
Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
PGM Year: 2021
Project: 0001 - Community Funding Program
IDIS Activity: 630 - Rape Trauma Services: A Center for Healing and Violence Prevention Status: Completed 11/22/2022 12:00:00 AM
1860 El Camino Real Ste 406 Burlingame, CA 94010-
3117
Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation:
Matrix Code: Abused and Neglected Children National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
03/07/2022
The Sexual Abuse Services Program for Children and Youth provides mental health services to address the multiple healing needs of child survivors of sexual trauma including: crisis intervention, individual and group counseling, advocacy, medicallegal and forensic accompaniment, and information and referrals.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$17,299.70
$17,299.70
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$17,299.70CDBG 2021 B21MC060018
Total $17,299.70
Proposed Accomplishments
People (General) : 80
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
42 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
29 0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
6 19
0 0
American Indian/Alaskan Native: 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
6 0
0 0
2 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American: 0 0
425 of 493
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
12 0
8 0
0 0
Total: 87 37
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 87
0 Moderate 0
0Non Low Moderate
Total 87
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 Rape Trauma Services provided 87 abused children ages 1-17 with direct support. 43% of victims identified as Hispanic. RTS 2021PGM Year:
Project: 0006 - Microbusiness Assistance
IDIS Activity: 631 - Renaissance Entrepreneurship Center Status: Completed 11/22/2022 12:00:00 AM Objective:
Outcome:
Create economic opportunities
Availability/accessibilityLocation: 275 5th St San Francisco, CA 94103-4117 Matrix Code: Micro-Enterprise Assistance (18C) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
Renaissance Mid-Peninsula will support low income business owners with customized English and Spanish language small business training classes and workshops, one- on-one consulting, legal and tax assistance, business incubation, and access to resources, markets and networks to assist them in achieving economic mobility and building assets by starting and growing their own sustainable small businesses.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$21,724.99
$21,724.99
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$21,724.99CDBG 2021 B21MC060018
Total $21,724.99
Proposed Accomplishments
People (General) : 30
Actual Accomplishments
Owner
Total Hispani
Renter
Total
Total
Hispanic
0 Person
Number assisted: Hispanic
0 Total Total
16 Hispanic
White: 0 0 0 0 3
426 of 493
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 12
0 0
0 0
0 0
0 0
0 2
0 0
5 American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
3 Asian/Pacific Islander: 0
Hispanic: 0
Total: 31
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 15
13 Moderate 3
0Non Low Moderate
Total 31
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 2021-22 Snapshot-Clients served= 31;101% of annual goal (30)-Businesses served= 27; 225% of annual goal (12)-Hours of 1:1 2021PGM Year:
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 632 - Center for Independence of Individuals with Disabilities Status: Completed 8/23/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 236 S Idaho St Apt 2 San Mateo, CA 94401-3182 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
10/07/2021
The Center for Independence Housing Accessibility Modification (HAM) program will increase safety and independence for low-income individuals with disabilities through the installation of home accessibility modifications.
Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year
427 of 493
2019 B19MC060018
2021 B21MC060018
$3,247.60
$7,387.81
$10,635.41
$0.00
$7,387.81
$7,387.81
$3,247.60
$7,387.81
$10,635.41
CDBG EN
Total Total
Proposed Accomplishments
Housing Units : 15
Actual Accomplishments
Owner Renter Total Person
Total HispanicNumber assisted: Total Hispani Total Hispanic Total Hispanic White: 0
0 1
0 0
0 0
0 0
1 0
0 2
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 2
0 0
0 0
0 0
0 0
0 2
0 3
0 0
0 0
0 0
1 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 1 0 1
Owner Renter Total Person
Extremely Low
Low Mod
2 0
0 0
2 2
0 0
0 2
4 0
0 0
0 0
0 Moderate 0
Non Low Moderate
Total
0 4
Percent Low/Mod 100.0% 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 During the 2021-2022 year, the Housing Modification Program identified 6 households to serve in the City of San Mateo and completed 2022
PGM Year: 2021
Project: 0002 - Home Energy and Repair Program
633 - El Concilio of San Mateo CountyIDIS Activity:
Status: Completed 8/23/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
SustainabilityLocation: 6 Fairoaks Ct San Mateo, CA 94403-3173 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH
428 of 493
Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
04/12/2022
El Concilio of San Mateo County proposes to address the housing crisis and increased energywater use of families to provide health approach energywater benefits minor home repair services to extremely low, very low, low and fixed income residents of San Mateo; through our Energy Savings Assistance, Low-Income Weatherization, Healthy Home Connect and Community Help and Gas and Electricity Services programs to benefit and receive more energy and water conservation solutions.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$14,318.98
$14,318.98
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$14,318.98CDBG 2021 B21MC060018
Total $14,318.98
Proposed Accomplishments
Housing Units : 7
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 3
0 5
0 0
0 0
0 0
0 0
0 8
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 5
0 0
0 0
0 0
0 0
0 8
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 2 0 2
Owner Renter Total Person
Extremely Low
Low Mod
4 0
0 0
0 0
4 0
0 0
0 0
1 1
Moderate 3 3
Non Low Moderate
Total
0 8
0 8
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
429 of 493
2021 Through San Mateo City's CDBG grant, El Concilio of San Mateo County's PMHR program provided 8 families with energy/water 2021PGM Year:
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 634 - Rebuilding Together Peninsula - Safe at Home Status: Completed 8/23/2023 12:00:00 AM
Address Suppressed
Objective:
Outcome:
Create suitable living environments
SustainabilityLocation:
Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
10/07/2021
RTP Safe at Home program provides critical health and safety related home repair needs for low-income homeowners, including home safety modifications that allow low- income seniors to safely age in place by eliminating the threat of injury or accident, particularly from falling.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$19,732.90
$19,732.90
Drawn In Program Year
$0.00
$0.00
Drawn Thru Program Year
$19,732.90CDBG 2019 B19MC060018
Total $19,732.90
Proposed Accomplishments
Housing Units : 12
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 4
0 2
0 0
0 0
0 0
0 0
0 6
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
4 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 2
0 0
0 0
0 0
0 0
0 6
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 2 0 2
Owner Renter Total Person
430 of 493
Extremely Low
Low Mod
2 0
0 0
0 0
2 0
0 0
0 0
1 1
Moderate 3 3
Non Low Moderate
Total
0 6
0 6
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 RTP SAH was able to work for six households in the City of San Mateo this past fiscal year. The repairs ranged from minor interior 2021PGM Year:
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 635 - Rebuilding Together Peninsula - National Rebuilding Day Status: Completed 8/23/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 841 Kaynyne St Redwood City, CA 94063-3000 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
01/25/2022
National Rebuilding Day (NRD) - Home Rehabilitation program is a volunteer-driven home repair program that brings approximately 1,000 volunteers together on behalf of about 30 low-income homeowners each year, ensuring that every neighbor we serve has the most critical of human needs met, a safe and healthy home.
Financing
Fund Type
EN
Total
Grant Year
2019 B19MC060018
2021 B21MC060018
Grant Funded Amount
$20,000.00
Drawn In Program Year
$0.00
Drawn Thru Program Year
$20,000.00
CDBG
$4,614.85 $0.00 $4,614.85
Total $24,614.85 $0.00 $24,614.85
Proposed Accomplishments
Housing Units : 4
Actual Accomplishments
Owner Renter Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic Total Hispanic White: 2
0 1
0 0
0 0
0 2 0 0
0 0
0 0
0 0
0 2 2
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
431 of 493
American Indian/Alaskan Native & Black/African American: 0 0 0
0 3
0 0
0 0
2 0
0 0
0 0
0 0
0 0
0 0
0 0
0 3
0 0
0 0
2 0
0 0
0 0
0 0
0 0
0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
3 0
0 0
0 0
3 0
0 0
0 0
0 0
Moderate 0 0
Non Low Moderate
Total
0 3
0 3
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2021 RTP completed 3 home minor home repair projects for the National Rebuilding Day activities throughout program year 2021. Activities 2022
PGM Year: 2022
Project: 0003 - CDBG Admin
636 - CDBG AdminIDIS Activity:
Status: Open
,
Objective:
Location: Outcome:
Matrix Code: General Program Administration National Objective:
Activity to prevent, prepare for, and respond to No
Initial Funding Date: 12/19/2022
Description:
CDBG Admin costs for FY 2022
Financing
Fund Type
EN
Grant Year Grant Funded Amount
$62,803.69
Drawn In Program Year Drawn Thru Program Year
$62,803.692022 B22MC060018 $62,803.69
$3,964.21
$66,767.90
CDBG
PI $3,964.21 $3,964.21
Total Total $66,767.90 $66,767.90
Proposed Accomplishments
Actual Accomplishments
Owner Renter Total Person
432 of 493
Total Hispani Total Hispanic Total Hispanic Total Hispanic White: 0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total: 0 0 0 0 0 0
Female-headed Households: 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 Moderate
Non Low Moderate
Total 0 0 0
Percent Low/Mod
Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
PGM Year: 2022
Project: 0001 - Community Funding Program
637 - CALL PrimroseIDIS Activity:
Status: Completed 8/23/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 139 Primrose Rd Burlingame, CA 94010-4318 Matrix Code: Food Banks (05W) National Objective: LMC
Activity to prevent, prepare for, and respond to
Initial Funding Date: 04/21/2023
No
433 of 493
Description:
CALL Primrose operates a drop-in food pantry program, providing free grocery services to low income individuals, families and seniors.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$12,758.37
$12,758.37
Drawn In Program Year
$12,758.37
Drawn Thru Program Year
$12,758.37CDBG 2022 B22MC060018
Total $12,758.37 $12,758.37
Proposed Accomplishments
People (General) : 1,600
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
1,660 1,415
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
49 0
233 0
American Indian/Alaskan Native: 4 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
12 0
0 0
0 0
Black/African American & White: 3 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
Total: 1,961 1,415
Female-headed Households: 0 0 0
Owner Renter Total Person
1,947
14 Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Moderate 0
Non Low Moderate
Total
0 1,961
100.0%Percent Low/Mod
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 CALL provided direct support to more than 78,000 individuals. CALL anticipates that they will serve 1600 unduplicated households in 2022PGM Year:
434 of 493
Project: 0001 - Community Funding Program
IDIS Activity: 638 - Community Overcoming Relationship Abuse (CORA) Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 2211 Palm Ave San Mateo, CA 94403-1814 Matrix Code: Services for victims of domestic National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
05/23/2023
CORA provides survivors of domestic violence and their children with a safety net of legal services including but not limited to full representation, filing restraining orders, court accompaniment, advocacy, and a legal hotline.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$12,800.00
$12,800.00
Drawn In Program Year
$12,800.00
Drawn Thru Program Year
$12,800.00CDBG 2022 B22MC060018
Total $12,800.00 $12,800.00
Proposed Accomplishments
People (General) : 64
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
121
11 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
87 3Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
21 1
2 American Indian/Alaskan Native: 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
3 0
0 0
3 0
Black/African American & White: 3 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
50 0
31 0
0 0
Total: 213 123
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 213
0 Moderate 0
435 of 493
Non Low Moderate
Total
0 0
0 0
0 0
0 213
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 CORA was able to continue to provide legal information, advice, advocacy, and representation to survivors of domestic violence who 2022PGM Year:
Project: 0001 - Community Funding Program
639 - Friends For YouthIDIS Activity:
Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 3460 W Bayshore Rd Palo Alto, CA 94303-4227 Matrix Code: Youth Services (05D) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
04/21/2023
Friends for Youth provides quality mentoring relationships and support services to underserved, vulnerable youth through community-based 1-to-1 mentoring, school-based group mentoring, and wraparound, holistic services thorough our Whole Health for Youth coalition which provides prevention and early intervention programs for the whole family.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$11,528.95
$11,528.95
Drawn In Program Year
$11,528.95
Drawn Thru Program Year
$11,528.95CDBG 2022 B22MC060018
Total $11,528.95 $11,528.95
Proposed Accomplishments
People (General) : 108
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
336
Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
304
0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
8 26
0 0
American Indian/Alaskan Native: 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 0
0 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
58 0
0 Asian/Pacific Islander: 0
436 of 493
Hispanic: 0 0 0 0 0 0 0 0
Total: 0 0 0 0 0 0 428 304
Female-headed Households: 0 0 0
Owner Renter Total Person
284Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 107
Moderate 20
Non Low Moderate
Total
17 428
Percent Low/Mod 96.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 Friends for Youth's post evaluation shows great progress toward expected outcomes for our school-based mentoring program: 95% of 2022PGM Year:
Project: 0001 - Community Funding Program
IDIS Activity: 640 - Legal Aid Society of San Mateo County Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 330 Twin Dolphin Dr Ste 123 Redwood City, CA 94065- 1455 Matrix Code: Legal Services (05C) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
04/21/2023
Legal assistance to people threatened with losing their homes or living in substandard conditions with the goals of keeping people in their homes; preventing homelessness through the enforcement of legal rights, in and out of court; and remedying substandard living conditions through advocacy.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$12,648.01
$12,648.01
Drawn In Program Year
$12,648.01
Drawn Thru Program Year
$12,648.01CDBG 2022 B22MC060018
Total $12,648.01 $12,648.01
Proposed Accomplishments
People (General) : 185
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
93 12
15 Hispanic
White: 0
0 0
0 0 0
0 0
0 0
0 0
55 0Black/African American:
Asian:
0 0
0 0
0 0 0
437 of 493
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
2 13
2 0
0 2
4 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
3 1
114
0 90
0Asian/Pacific Islander:
Hispanic: 0 0
Total: 258 148
Female-headed Households: 0 0 0
Owner Renter Total Person
218Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 29
Moderate 11
Non Low Moderate
Total
0 258
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 During the Fiscal Year 2022- 2023, Legal Aid SMC staff assisted 117 tenant households in the City of San Mateo. Legal Aid SMC 2022PGM Year:
Project: 0001 - Community Funding Program
641 - LifeMovesIDIS Activity:
Status: Completed 8/23/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 181 Constitution Dr Menlo Park, CA 94025-1106 Matrix Code: Operating Costs of Homeless/AIDS National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
12/19/2022
LifeMoves supports interim housing programs and comprehensive supportive services for homeless families and individuals from Urban San Mateo County.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$12,800.00
$12,800.00
Drawn In Program Year
$12,800.00
Drawn Thru Program Year
$12,800.00CDBG 2022 B22MC060018
Total $12,800.00 $12,800.00
438 of 493
Proposed Accomplishments
People (General) : 210
Actual Accomplishments
Owner Renter
Total Hispanic
Total Person
Hispanic
86 Number assisted: Total Hispani Total Hispanic Total
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
120
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
15 6
0 1
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
6 6
7 1
0 0
1 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
0 0
2 1
Asian/Pacific Islander: 0 0
Hispanic: 0 0
Total: 157 95
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 157
0 Moderate 0
0Non Low Moderate
Total 157
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 LifeMoves continues their dedication and hard work of staff, volunteers, and partners in making a positive impact on the lives of families 2022PGM Year:
Project: 0001 - Community Funding Program
IDIS Activity: 642 - Ombudsman Services of San Mateo County, Inc Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 1455 Madison Ave Redwood City, CA 94061-1549 Matrix Code: Senior Services (05A) National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
12/19/2022
439 of 493
Advocates for the dignity and quality of life of people living in licensed long term care facilities.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$10,586.00
$10,586.00
Drawn In Program Year
$10,586.00
Drawn Thru Program Year
$10,586.00CDBG 2022 B22MC060018
Total $10,586.00 $10,586.00
Proposed Accomplishments
People (General) : 1,909
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
92 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 8
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
18 0
0 Total: 121
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 121
0 Moderate 0
0Non Low Moderate
Total 121
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 Ombudsman completed the following activities: -Schedule monthly trainings for volunteers -Community events to bring awareness to 2022PGM Year:
Project: 0003 - CDBG Admin
440 of 493
IDIS Activity: 643 - Project Sentinel, Inc.
Status: Completed 8/28/2023 12:00:00 AM
,
Objective:
Location: Outcome:
Matrix Code: Fair Housing Activities (subject to National Objective:
Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
04/21/2023
Throughout San Mateo County Project Sentinel provides comprehensive fair housing services of proactive community outreach and education to home seekers, in place residents and housing providers as well as reactive complaint investigations seeking remedies for victims of housing discrimination.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$25,000.00
$25,000.00
Drawn In Program Year
$25,000.00
Drawn Thru Program Year
$25,000.00CDBG 2022 B22MC060018
Total $25,000.00 $25,000.00
Proposed Accomplishments
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total: 0 0 0 0 0 0
Female-headed Households: 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 Moderate
Non Low Moderate
Total 0 0 0
441 of 493
Percent Low/Mod
Annual Accomplishments
No data returned for this view. This might be because the applied filter excludes all data.
PGM Year: 2022
Project: 0001 - Community Funding Program
IDIS Activity: 644 - Rape Trauma Services: A Center for Healing and Violence Prevention Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 1860 El Camino Real Ste 406 Burlingame, CA 94010- 3117 Matrix Code: Services for victims of domestic National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
08/16/2023
Facilitate healing and the prevention of violence through the provision of counseling, advocacy, and education with a special focus on sexual assault and abuse.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$12,798.81
$12,798.81
Drawn In Program Year
$12,798.81
Drawn Thru Program Year
$12,798.81CDBG 2022 B22MC060018
Total $12,798.81 $12,798.81
Proposed Accomplishments
People (General) : 68
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
39 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
21 0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 22
0 0
American Indian/Alaskan Native: 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
5 0
0 0
4 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American: 0 0
442 of 493
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
9 0
9 0
0 0
Total: 82 30
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 82
0 Moderate 0
0Non Low Moderate
Total 82
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 Rape Trauma Services provided 82 abused children ages 1-17 with direct support. 37% of victims identified as Hispanic. RTS 2022PGM Year:
Project: 0006 - Microbusiness Assistance
IDIS Activity: 645 - Renaissance Entrepreneurship Center Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create economic opportunities
Availability/accessibilityLocation: 275 5th St San Francisco, CA 94103-4117 Matrix Code: Micro-Enterprise Assistance (18C) National Objective: LMCMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
05/23/2023
Customized small business training, one-on-one consulting, and access to capital, resources and networks to assist them in starting and growing their own sustainable small businesses.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$24,013.01
$24,013.01
Drawn In Program Year
$24,013.01
Drawn Thru Program Year
$24,013.01CDBG 2022 B22MC060018
Total $24,013.01 $24,013.01
Proposed Accomplishments
People (General) : 30
Actual Accomplishments
Owner
Total Hispani
Renter
Total
Total Person
Number assisted: Hispanic
0 Total Hispanic
0 Total
11 Hispanic
White: 0 0 0 0 3
443 of 493
Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
4 10
0 0
0 American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
0 0 0
0 0
0 0
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
0 0
0 0
18 0
16 0Asian/Pacific Islander:
Hispanic: 0 0
Total: 43 19
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 30
12 Moderate 1
0Non Low Moderate
Total 43
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 For 2022-23 Renaissance served 43 residents, which is 143% of our goal, of which 35 are in business and 79 jobs created or retained. 2022PGM Year:
Project: 0001 - Community Funding Program
646 - Samaritan HouseIDIS Activity:
Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 4031 Pacific Blvd San Mateo, CA 94403-4666 Matrix Code: Other Public Services Not Listed in National Objective: LMC Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
08/16/2023
The Core Services Program provides a broad spectrum of assistance, including case management, emergency assistance - food, clothing, shelter, healthcare - as well as, financial assistance and empowerment services.
Financing
Fund Type Grant Year Grant Funded Amount Drawn In Program Year Drawn Thru Program Year
444 of 493
2019 B19MC060018
2022 B22MC060018
$4,141.80
$8,658.20
$12,800.00
$4,141.80
$8,658.20
$12,800.00
$4,141.80
$8,658.20
$12,800.00
CDBG EN
Total Total
Proposed Accomplishments
People (General) : 282
Actual Accomplishments
Owner Renter Total Person
HispanicNumber assisted: Total Hispani Total Hispanic Total Hispanic Total 563White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
457
7Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
26 84
13 24
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
12 0
0 0 0
Black/African American & White: 0 0
American Indian/Alaskan Native & Black/African American: 0 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
180
0 151
0 0 0
Total: 890 627
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 879
11 Moderate 0
0Non Low Moderate
Total 890
Percent Low/Mod 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 Samaritan House is grateful for funding from the City of San Mateos CDBG Core Services program that provides critical safety-net 2022PGM Year:
Project: 0001 - Community Funding Program
647 - St. James AME Zion ChurchIDIS Activity:
Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 825 Monte Diablo Ave San Mateo, CA 94401-1915 Matrix Code: Youth Services (05D) National Objective: LMC Activity to prevent, prepare for, and respond to No
445 of 493
Initial Funding Date:
Description:
04/21/2023
The Church has adopted this school and is providing breakfast items for children who come to school hungry as well as uniform items for families that cannot afford to purchase the school uniform
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$7,185.62
$7,185.62
Drawn In Program Year
$7,185.62
Drawn Thru Program Year
$7,185.62CDBG 2022 B22MC060018
Total $7,185.62 $7,185.62
Proposed Accomplishments
People (General) : 521
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total
30 Hispanic
White: 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
6 24 0
American Indian/Alaskan Native: 0 0
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
444 0
0 0
0 0
Black/African American & White: 0
0 0
American Indian/Alaskan Native & Black/African American: 0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
1,059
0 706
0 0 0
Total: 1,563 706
Female-headed Households: 0 0 0
Owner Renter Total Person
471Extremely Low
Low Mod
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 300
Moderate 792
Non Low Moderate
Total
0 1,563
100.0%Percent Low/Mod
Annual Accomplishments
Years Accomplishment Narrative
St. James was able to provide over 500 children with healthy breakfast options for the full school year. In addition, they have been able # Benefitting
2022
446 of 493
PGM Year: 2022
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 648 - Center for Independence of Individuals with Disabilities Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 1796 Adams St San Mateo, CA 94403-1108 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
08/16/2023
The Housing Accessibility Modification (HAM) program will provide modifications to homes of persons with disabilities to improve accessibility and increase safety.
Financing
Fund Type
EN
Total
Grant Year
2019 B19MC060018
2021 B21MC060018
Grant Funded Amount
$7,387.81
Drawn In Program Year
$7,387.81
Drawn Thru Program Year
$7,387.81
CDBG
$3,167.58 $3,167.58 $3,167.58
Total $10,555.39 $10,555.39 $10,555.39
Proposed Accomplishments
Housing Units : 14
Actual Accomplishments
Owner Renter Total Person
Number assisted: Total Hispani Total Hispanic Total Hispanic Total Hispanic White: 3
1 0
0 0
0 0
0 0
1 0
0 5
0 0 0
0 0
0 0
0 0
0 0
0 0
0 0
3 0
0 0
0 0
0 0
0 0
1 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Black/African American:
Asian:
0 0
0 0
0 0
0 0
1 0
0 1
0 0
0 0
0 0
0 0
0 0
0 0
1 0
0 0
0 0
0 0
1 0
0 5
0 0
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 0 0 0
Owner Renter Total Person
447 of 493
Extremely Low
Low Mod
4 0
0 0
0 0
4 0
0 0
0 0
0 0
Moderate 1 1
Non Low Moderate
Total
0 5
0 5
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 CID hired a new program manager, Laura Harrison who has improved CID's Intake, Assessment, and Project Management systems. CID 2022PGM Year:
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 650 - Rebuilding Together Peninsula - Safe at Home Status: Open Objective:
Outcome:
Provide decent affordable housing
Availability/accessibilityLocation: 348 41st Ave San Mateo, CA 94403-4306 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
04/21/2023
RTP provides critical health and safety related home repair needs for low-income homeowners, including home safety modifications that allow low-income seniors to safely age in place by eliminating the threat of injury or accident, particularly from falling.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$20,000.00
$20,000.00
Drawn In Program Year
$10,907.08
Drawn Thru Program Year
$10,907.08CDBG 2021 B21MC060018
Total $10,907.08 $10,907.08
Proposed Accomplishments
Housing Units : 4
Actual Accomplishments
Owner
Total Hispani
Renter Total Person
Number assisted: Total Hispanic Total Hispanic Total Hispanic White: 1
0 0
0 1
0 0
0 0 0 0
0 0
0 0
0 0
0 1 0
0 0
0 0
0 0
0 0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 1
0 0
0 0
0 0
0 0
0 0
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
448 of 493
American Indian/Alaskan Native & Black/African American: 0 0 0
0 2
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 2
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
1 0
0 0
0 0
1 0
0 0
0 0
1 1
Moderate 0 0
Non Low Moderate
Total
0 2
0 2
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 RTP was able to complete 2 minor home repair projects for low-income homeowners in the City of San Mateo for program year 2022. 2022PGM Year:
Project: 0002 - Home Energy and Repair Program
IDIS Activity: 651 - Rebuilding Together Peninsula - National Rebuilding Day Status: Open Objective:
Outcome:
Provide decent affordable housing
Availability/accessibilityLocation: 120 S Kingston St San Mateo, CA 94401-2050 Matrix Code: Rehab; Single-Unit Residential National Objective: LMH Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
08/16/2023
National Rebuilding Day is a volunteer-driven home repair program, held twice per year, that brings together about 1,000 volunteers together on behalf of dozens of low- income homeowners, ensuring that every neighbor we serve has one of the most critical of human needs met -- a safe and healthy home.
Financing
Fund Type
EN
Total
Grant Year Grant Funded Amount
$50,000.00
$50,000.00
Drawn In Program Year
$11,298.39
Drawn Thru Program Year
$11,298.39CDBG 2021 B21MC060018
Total $11,298.39 $11,298.39
Proposed Accomplishments
Housing Units : 6
Actual Accomplishments
Owner
Total Hispani
Renter
Total Hispanic
Total
Hispanic
Person
Number assisted: Total Total Hispanic
449 of 493
White: 2
0 1
0 1
0 0
0 0
0 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 2
0 1
0 1
0 0
0 0
0 0
0 4
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Black/African American:
Asian:
American Indian/Alaskan Native:
Native Hawaiian/Other Pacific Islander:
American Indian/Alaskan Native & White:
Asian White:
Black/African American & White:
American Indian/Alaskan Native & Black/African American:
Other multi-racial:
Asian/Pacific Islander:
Hispanic:
Total:
Female-headed Households: 0 0 0
Owner Renter Total Person
Extremely Low
Low Mod
3 0
0 0
0 0
3 0
0 0
0 0
0 0
Moderate 1 1
Non Low Moderate
Total
0 4
0 4
Percent Low/Mod 100.0% 100.0%
Annual Accomplishments
Years Accomplishment Narrative # Benefitting
2022 Rebuilding Together Peninsula continues to play an essential role as the go-to agency for home repairs for our vulnerable neighbors on 2022PGM Year:
Project: 0004 - Street and Sidewalk Reconstruction
653 - Street and Sidewalk ReconstructionIDIS Activity:
Status: Completed 8/25/2023 12:00:00 AM Objective:
Outcome:
Create suitable living environments
Availability/accessibilityLocation: 330 W 20th Ave San Mateo, CA 94403-1338 Matrix Code: Street Improvements (03K) National Objective: LMA Activity to prevent, prepare for, and respond to No
Initial Funding Date:
Description:
12/19/2022
Street and sidewalk reconstruction in the CDBG target neighborhood of North Central and North Shoreview.
Financing
450 of 493
Fund Type Grant Year Grant Funded Amount
$27,571.56
Drawn In Program Year
$27,571.56
Drawn Thru Program Year
$27,571.562019 B19MC060018
EN 2021 B21MC060018
2022 B22MC060018
$186,009.00
$196,516.11
$2,206.28
$186,009.00
$196,516.11
$2,206.28
$186,009.00
$196,516.11
$2,206.28
CDBG
PI
Total Total $412,302.95 $412,302.95 $412,302.95
Proposed Accomplishments
People (General) : 20,000
Total Population in Service Area: 31,530
Census Tract Percent Low / Mod: 62.32
Annual Accomplishments
Years Accomplishment Narrative
Community development project for sidewalk reconstruction and other pedestrian infrastructure within the CDBG neighborhoods of Total Funded Amount: $10,363,922.61
Total Drawn Thru Program Year: $10,316,128.08
Total Drawn In Program Year: $918,830.59
# Benefitting
2022
PR03 - SAN MATEO Page: 1 of 1
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452 of 493
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455 of 493
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456 of 493
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457 of 493
CITY OF SAN MATEO
4 4
5 4
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 17 Section Name: CONSENT CALENDAR Account Number: 10-2031 File ID: 23-7930 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Finance Department
MEETING DATE: September 18, 2023
SUBJECT:
Collaborative Solutions, LLC Enterprise Planning System Implementation Services and Workday Delivery Assurance – Supplemental Budget Appropriation and Change Orders
RECOMMENDATION:
Adopt a Resolution to approve a supplemental budget appropriation of $780,580 of unassigned fund balance from the Equipment Replacement Fund to increase the budget for the Enterprise Resource Planning Software Project; approve Change Order No. 5 and Change Order No. 6 to the master services agreement with Collaborative Solutions, LLC for enterprise resource planning system implementation services in the amount of $760,900, for a new agreement total of $4,142,665; approve a Change Order to the master subscription agreement with Workday, Inc. for delivery assurance services in the amount of $19,680 for a new agreement total of $152,755; and authorize the City Manager to execute the Change Orders.
BACKGROUND:
In February 2022, the City Council awarded a contract to Collaborative Solutions, LLC (Collaborative) as a part of the enterprise resource planning (ERP) system replacement project in the amount of $2,527,160. The ERP supports administration of the City’s core functions. Implementation of the Workday ERP is in phases, with Phase 1 covering the core financial elements, including accounting, accounts payable, accounts receivable, and financial reporting. Phase 1 began in March 2022 and went live on November 1, 2022. Phase 2 covers Human Capital Management (HCM) core elements, including payroll, compensation, absence management, time tracking, recruitment, learning, onboarding, leaves management, performance management, integrations, and HCM reporting. Phase 2 also includes Workday required delivery assurance services. The Council previously approved change orders that added scope, time, and materials to the agreement. Currently, the Collaborative agreement total is $3,381,765 and the Workday agreement total is $133,075.
Approval of both the Change Order No. 5 and Change Order No.6 will result in a new Collaborative agreement total of $4,142,665. Approval of a Change Order to the master subscription agreement with Workday will result in a new Workday agreement total of $152,755.
Phase 2 of the Workday ERP implementation began in October 2022, and has completed the Plan, Architect, Configure & Prototype, and 60% of Testing (Unit, E2E, User Acceptance) stages. Unit testing was completed on time and E2E testing was scheduled for completion on August 18, 2023. Due to payroll staffing constraints and lack of qualified individuals to hire and augment staff, E2E testing of the Payroll, Absence Management, and Time Tracking (PATT) modules were not completed by the August 18th deadline. Meeting this deadline would have allowed for a go-live date of December 24, 2023. In June, our project tracking tools indicated that we would likely not meet this deadline. Working with Collaborative, staff tried several different options to attempt to complete testing on time. It was clear in late July that we could not meet
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the E2E deadline. PATT modules impact every employee, and it is critical that the City has the time to fully test so that at go-live, we are confident that the system is functioning properly and there are no payroll or benefits errors which could adversely impact employees.
Approval of Change Order No. 5 will increase the project timeline by 26 weeks providing additional time to the testing stage, and move the go live date to June 23, 2024, the first day of the pay period that will have a pay date of July 12, 2024, which will be the first pay date for the fiscal year 2024-25. Approval of Change Order No. 6 provides staff augmentation, contingency, and an additional 12 weeks of Post-Production support as needed. Approval of the Workday Change Order provides delivery assurance services from Workday during the additional 26 weeks.
Change Order No. 5 proposes an additional 26 weeks to the Testing Phase, specifically for E2E testing that principally relate to payroll, absence management, and time tracking. It also includes an additional E2E Tenant Build, which will provide more accurate data converted from Eden, the City’s current ERP system, into the Test Tenant, enhancing our E2E testing capabilities. The additional 26 weeks will provide Human Resources and Payroll more time to develop training materials and deliver training to User Acceptance Testers and for all staff as we prepare to go-live. Because the go-live date will move from the end of the calendar year to the new fiscal year, payroll history will need to be captured. The extended go- live date with the additional 26 weeks requires additional delivery assurance support from Workday.
Change Order No. 6 is based on time and material. This change order provides staff augmentation from Collaborative to assist Payroll staff with E2E testing. Even with the additional 26 weeks of testing, Payroll still must process payroll on our existing ERP system bi-weekly. This additional staff augmentation will provide our Payroll staff the capacity necessary to complete the PATT E2E testing on time. Change Order No. 6 also includes an additional 12 weeks of Post Production support. Based on our Phase 1 go-live experience, there will be some changes and adjustments required after go-live and these additional 12 weeks of support provide us some buffer should there be anything major that comes up. We have included a contingency amount of $50,400 within Change Order No. 6 to cover any additional configuration or changes discovered during E2E testing.
Another Change Order with Workday, Inc provides additional delivery assurance services through July 21, 2024. The scope remains unchanged; however, the increased fees account for the additional time required for delivery assurance management of the project, which is estimated to be 2-3 hours per week, depending on the stage of the project. Delivery assurance tasks include guidance on project management office (PMO) methodology and Workday deliverables, assessment of project management milestones, project health evaluation through regular progress reports, monitor progress of deployment health plans, participate in Workday escalations and provide direction, and provide oversight and guidance to promote successful implementation.
As reflected in Attachment 2 (Change Order No. 5), the additional scope will cost $545,620, including a reduction of $50,000 from Collaborative to reflect its investment in the project and commitment to a successful ERP implementation, and require an additional 26 weeks to the overall project timeline. As reflected in Attachment 3 (Change Order No. 6), the additional consultant cost is based on actual usage and not to exceed $215,280. As reflected in Attachment 4 (Change Order No. 417564), the additional 26 weeks of delivery assurance services from Workday will cost $19,680. Approval of Change Orders No. 5 No. 6, and the Workday change order will result in a project cost increase of $780,580.
BUDGET IMPACT:
The proposed resolution, included as Attachment 1, approves adding $780,580 supplemental budget appropriations for the ERP Project from the unassigned fund balance of the Equipment Replacement Fund. This fund balance will be replenished over a 10-year period.
ENVIRONMENTAL DETERMINATION:
This change order is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
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NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 – Proposed Resolution
Att 2 – Change Order No. 5 - Collaborative
Att 3 – Change Order No. 6 - Collaborative
Att 4 – Change Order - Workday
STAFF CONTACT
Karen Huang, Interim Finance Director
[email protected]
650.522.7110
Teresa Abrahamsohn, Director of Human Resources
[email protected]
650.522.7276
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RESOLUTION NO. ____ (2023)
APPROVING A SUPPLEMENTAL BUDGET APPROPRIATION OF $780,580 TO INCREASE THE CAPITAL BUDGET FOR THE ENTERPRISE RESOURCE PLANNING SOFTWARE PROJECT BY $780,580 WHEREAS, the City Council awarded a master services agreement to Collaborative Solutions, LLC (Collaborative) in February 2022 for enterprise resource planning (ERP) system implementation services; and WHEREAS, additional time is required to complete End-to-End testing to ensure proper system functioning and to prevent payroll or benefits errors that may adversely impact employees at go-live; and WHEREAS, an additional 26 weeks will provide Human Resources and Payroll more time to develop training materials and deliver training to User Acceptance Testers and all staff as the City prepares to go-live on a new date of June 23, 2024; and
WHEREAS, approval of the appropriation will enable the execution of Change Orders with Collaborative and Workday, Inc. to assist with ERP-related services during the additional 26 weeks.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES that:
1. This City Council action is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
2. A supplemental budget appropriation of $780,580 of unassigned fund balance from the Equipment Replacement Fund, to increase the budget for the Enterprise Resource Planning Software Project (Project No. 200001) by $780,580, is approved.
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Project Change Order 5
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 1 Project Change Order 5
This Change Order form is used for requesting, documenting and approving changes to the Workday deployment or other applicable service offering, including, but not limited to, changes to the project’s Scope, changes for a major configuration element, project timeline/schedule changes, integration specifications changes, addition of resources or any other deliverable change from the originally planned Workday deployment or applicable service offering.
Summary
Client: City of San Mateo
SOW/Project Name: PROJ_54648/ City of San Mateo, CA – HCM/Pay - Phase 2 Change Order #: C05
Project Manager (Client): Stacey Mansker-Young, Plante Moran Project Sponsor (Client): Teresa Abrahamsohn, Human Resources Director Engagement Manager (CSLLC): Silviu Nedea, Collaborative Solutions, LLC (“CSLLC”) Acceptance Due Date: 9/22/2023
Change Type: Change in Scope (additional hours added)
Impact Assessed by: Jane Davis, Gaurav Sethi, Hector de Zayas, Neil Brosnan, Amber Martin, Sarah Gardner, Rachel Taylor, Dan Hann, Silviu Nedea
Priority: Medium
Billing: Bill under current project
Contract Line Type: Fixed Fee Installment/Milestone
Is new PO# required? No new PO# needed
Request Description
Extend the City of San Mateo, CA HCM/Payroll Phase 2 project timeline by 6 months / 26 weeks.
Business Purpose / Reason for Change
Project Go-Live moved to 6/23/2024 with post production support until 7/21/2024
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Project Change Order 5
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 2 Impact Assessment
Project Activities
Affected:
Timeline and Scope affected as a result of this change order Deliverables
Affected:
As per Appendix A
Project Schedule
Impact:
Schedule impact will include:
• Project extension of 26 weeks
• Current Go-Live Date 12/24/2023
• New Go-Live Date 6/23/2024
• One additional Tenant Build (E2E Build #2)
Current Timeline
Total 71 weeks
4 12 16 23 8 4 4
Current Plan Stage Architect
Stage
Configuration
& Prototype
Testing Payroll
Parallel
Deploy Post
Production
Start 9/12/2022 10/10/2022 1/2/2023 4/24/2023 10/1/2023 11/27/2023 12/25/2023 End 10/7/2022 1/1/2023 4/23/2023 9/30/2023 11/26/2023 12/24/2023 1/21/2024
Revised Timeline (E2E Testing Extension)
Total 97 weeks
4 12 16 49 8 4 4
Current Plan Stage Architect
Stage
Configuration
& Prototype
Testing Payroll
Parallel
Deploy Post
Production
Start 9/12/2022 10/10/2022 1/2/2023 4/24/2023 4/1/2024 5/27/2024 6/24/2024 End 10/7/2022 1/1/2023 4/23/2023 3/31/2024 5/26/2024 6/23/2024 7/21/2024 Change 0 0 0 26 0 0 0
Additional Scope
Addition of Payroll History and 50 work schedules to support changed 9/80 requirements (Per RAID #91)
Item Cost
Payroll History $10,800
50 Work Schedules $4,500
Total $15,300
Expenses
On-site consultant travel
Item Cost
Travel Expenses $720
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 3 Total $720
Pricing Matrix The following is the change in effort and cost estimate:
Area Cost
1) 26 Week Timeline Extension $579,600
2) Travel Expenses $720
3) Payroll History $10,800
4) 50 Work Schedules $4,500
5) Discount ($50,000)
Total for this Change Order (CO5) $545,620
Payment Terms
The total amount of $544,900 will be split amongst the current milestone payment schedule. Payments for this change order will be made according to the milestone payment schedule below:
Fixed Fee and Invoicing
Event Invoice
Date
Invoice
Amount
CO5
Revised
Amount (After
C05)
Plan Stage: Delivery of Plan Artifacts 10/7/2022 $124,314 $0 Architect Stage: Sign off 1/1/2023 $251,529.75 $0
Configure Stage: Delivery of End to End
Tenant
4/23/2023 $385,603.09 $0
Test Stage: Delivery of End to End – 2
Tenant
9/29/2023 $0 $499,280 $499,280
Test Stage: Completion of End to End
Test
3/31/2024 $385,603.09 $45,620 $431,223.09
Test Stage: Completion of Parallel Test 5/26/2024 $385,603.09 $0 $385,603.09 Deploy Stage: Completion of Push to
Production (Go Live)
6/23/2024 $310,785 $0 $310,785
Post Production Support: Completion of
Project
7/21/2024 $62,157 $0 $62,157
Total Payments $1,905,595.02 $544,900 $2,450,495.02
Estimated Expenses $720
Grand Total $1,905,595.02 $545,620 $2,451,215.02
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 4 Assumptions
• The revised timeline is dependent upon finalizing all requirements by date of this change order. Any additional changes after this date will go through our Change Control process, and may have to be handled post go-live.
• The revised timeline assumes any additional test scenarios will be identified and loaded into CIMS by 9/18/2023 and complete execution of all test scenarios in CIMS by 2/16/2024. • Adaptive will be broken up into two phases. Financials to go live on 1/1 /2023 and HCM on 7/1/2024 • All Assumptions from the SOW dated 21 February 2022 apply to this Change Order.
Authorization
City of San Mateo Authorization Signature
Collaborative Solutions, LLC Authorization
Signature
Name
Name
Job Title
Job Title
Date
Date
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Project Change Order 5
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 5 Appendix A – Timeline Extension
Function Scope Amount
WD Absence Management Lead
26 weeks timeline
extension $18,900
WD Absence Management Associate
26 weeks timeline
extension $36,540
WD Benefits Lead
26 weeks timeline
extension $37,440
WD Change Management Lead
26 weeks timeline
extension $24,120
WD Compensation Core Principal
26 weeks timeline
extension $17,280
WD Compensation Core Principal
26 weeks timeline
extension $15,480
WD Data Conversion Lead
26 weeks timeline
extension $14,580
WD Data Conversion Associate
26 weeks timeline
extension $17,460
WD Data Conversion Principal
26 weeks timeline
extension $16,920
WD Engagement Manager
26 weeks timeline
extension $46,800
WD HCM Core Lead
26 weeks timeline
extension $23,580
WD HCM Core Lead
26 weeks timeline
extension $17,640
WD Integrations Associate
26 weeks timeline
extension $4,680
WD Integrations Lead
26 weeks timeline
extension $9,360
WD Integrations Principal
26 weeks timeline
extension $14,040
WD Integrations Principal
26 weeks timeline
extension $14,040
WD Learning Lead
26 weeks timeline
extension $20,700
WD Payroll Lead
26 weeks timeline
extension $117,000
WD Recruiting Lead
26 weeks timeline
extension $24,120
WD Reporting Lead
26 weeks timeline
extension $18,540
WD Reporting Lead
26 weeks timeline
extension $28,440
WD Talent Management Lead
26 weeks timeline
extension $14,940
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Project Change Order 5
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 6 WD Time Tracking Lead
26 weeks timeline
extension $27,000
Total $579,600
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Project Change Order 6
Aug 22, 2023
This agreement is proprietary and confidential to Collaborative Solutions, LLC 1 Project Change Order 6
This Change Order form is used for requesting, documenting and approving changes to the Workday deployment or other applicable service offering, including, but not limited to, changes to the project’s Scope, changes for a major configuration element, project timeline/schedule changes, integration specifications changes, addition of resources or any other deliverable change from the originally planned Workday deployment or applicable service offering.
Summary
Client: City of San Mateo
SOW/Project Name: PROJ_54648/ City of San Mateo, CA – HCM/Pay - Phase 2 Change Order #: C06
Project Manager (Client): Stacey Mansker-Young, Plante Moran Project Sponsor (Client): Teresa Abrahamsohn, Human Resources Director Engagement Manager
(CSLLC):
Silviu Nedea, Collaborative Solutions, LLC (“CSLLC”)
Acceptance Due Date: 9/22/2023
Change Type: Change in Scope (additional hours added)
Impact Assessed by: Jane Davis, Gaurav Sethi, Hector de Zayas, Neil Brosnan, Amber Martin, Sarah Gardner, Rachel Taylor, Dan Hann, Silviu Nedea
Priority: Medium
Billing: Bill under current project
Contract Line Type: Time and Materials (“T&M”)
Is new PO# required? No new PO# needed
Request Description
Provide staff augmentation services and extend the City of San Mateo, CA – HCM/Pay - Phase 2 project’s Post Production Support period by 3 months / 12 weeks.
Business Purpose / Reason for Change
Assist the City of San Mateo staff in executing test scenarios. The 12 week Post Production Extension will provide the City of San Mateo additional support with post go-live activities.
Impact Assessment
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 2 Project Activities Affected: None
Deliverables Affected: None
Project Schedule Impact: Additional consultant hours to support client-side test execution:
Testing Support:
Total 26 weeks
Role Rate Hours Cost
WD Payroll Staff Aug $180 390 $70,200
WD Time Tracking Staff Aug $180 156 $28,080
WD Integrations Staff Aug $180 130 $23,400
Total 676 $121,680
Additional consulting hours to extend Post Production support by 12 weeks for two (2) Payroll and Integrations Principal consultants.
Phase Two (2) HCM/Pay Post Production Support Original Timeline:
Current Post Production Total Weeks
Start 6/24/2024 4 weeks
End 7/21/2024 4 weeks
Phase Two (2) HCM/Pay Revised Timeline
Revised Post Production Total Weeks
Start 6/24/2024 16 weeks
End 10/13/2024 16 weeks
Extendeded support to be provided by these consultants starting 7/22/2024 through 10/13/2024.
Role Rate Hours Cost
WD Payroll Consultant $180 120 $21,600
WD Integrations Consultant $180 120 $21,600
Total 240 $43,200
Additional 280 hours for contingency.
Role Rate Hours Cost
Contingency $180 280 $50,400
Total 280 $50,400
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 3 Pricing Matrix The following is the change in effort and cost estimate:
Area Rate Hours Cost
1) Staff Augmentation $180 676 $121,680
2) Post Production 12 week
extension for 2 consultants
$180 240 $43,200
3) Contingency $180 280 $50,400
Total for this Change Order (CO6) 1,196 $215,280
Payment Terms
Time & Materials. This Change Order will be billed monthly on a Time and Materials (“T&M”) basis based on actual usage at the rates set forth in the change order above.
Assumptions
• Staff Augmentation estimates will be billed on a Time and Material Basis. • Wherever possible we try to maintain continuity among resources however it is not guaranteed. • Integrations Staff Augmentation for testing will drive the discussions, testing and interacting with vendors who need to be guided on testing and expected results.
• CS consultants will be conducting testing on behalf of the city. To ensure the completeness and accuracy of this testing, we are assuming the following will be done:
o Client will develop scenarios along with expected results. o CS consultant will execute the test, review, and document the results. o CS consultant will execute the test according to customer defined criteria . If the test is successful and matches the expected result, the consultant will mark the test as passed. If the test is not successful, CS consultant will log a bug and re-test once updates have been made. o The customer is responsible for reviewing all passed test scenarios and signing off on testing. • Estimate assumes Staff Aug resources will provide support remotely. • Extended production support services will follow the same processes , support availability and service levels as for the first four weeks of support.
• All Assumptions from the SOW dated 21 February 2022 apply to this Change Order.
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This agreement is proprietary and confidential to Collaborative Solutions, LLC 4 Authorization
City of San Mateo Authorization Signature
Collaborative Solutions, LLC Authorization
Signature
Name
Name
Job Title
Job Title
Date
Date
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C onfidential
Change Order (Delivery Assurance)
©2023 Workday, Inc. v23.4 Page 1 of 2
CHANGE ORDER # 417564
TO MASTER SUBSCRIPTION AGREEMENT (“MSA”)
(DELIVERY ASSURANCE – CHANGES FOR ACTIVE PROJECT ONLY)
Customer Name City of San Mateo
Workday Entity Name Workday, Inc. 6110 Stoneridge Mall Rd., Pleasanton, CA 94588 MSA Effective Date September 16, 2023
Change Order Effective Date The later of the dates beneath the parties’ signatures below Original Order Form # ORDER FORM #319918
Currency USD
Total Additional Consulting Fees $19,680.00
T
his Change Order is supplemental to and is governed by the terms and conditions stated in the Original Order Form referenced above.
The Order Term of the Original Order Form is hereby extended and will end on July 21, 2024.
Fees and Payment. Customer will be invoiced for the Total Additional Consulting Fees upon the Change Order Effective Date with fees payable in accordance with the terms of the MSA. All remittance advice and invoice inquiries may be directed to [email protected]. Any travel and other expenses associated with the Professional Services set forth in this Change Order are subject to the terms of the Original Order Form or the MSA to which the Original Order Form is subject, as the case may be.
Customer Contact Information Billing, In Care of
Teresa Abrahamsohn Teresa Abrahamsohn
330 W 20th Ave
San Mateo, California 94403
United States
330 W 20th Ave
San Mateo, California 94403
United States
650-522-7276 650-522-7276
[email protected] [email protected] T
his Change Order is only valid and binding on the parties when executed by both parties and is subject to the additional terms in the MSA and Addendum A to the Original Order Form referenced above.
Signatures on the following page
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Confidential
Change Order (Delivery Assurance)
©2023 Workday, Inc. v23.4 Page 2 of 2
IN WITNESS WHEREOF, this Change Order is entered into and becomes a binding part of the above-referenced MSA as of the Change Order Effective Date, defined above.
City of San Mateo Workday, Inc.
Signature
Signature
Name Name
Title Title
Date Signed Date Signed
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CITY OF SAN MATEO
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 18 Section Name: CONSENT CALENDAR Account Number: 10-2031 File ID: 23-7948 TO: City Council
FROM: Alex Khojikian, City Manager
PREPARED BY: Finance Department
MEETING DATE: September 18, 2023
SUBJECT:
South Bayside Waste Management Authority’s Acquisition of Real Property - Approval RECOMMENDATION:
Adopt a Resolution approving South Bayside Waste Management Authority’s purchase of real property located at 1245 San Carlos Avenue, Suite E, San Carlos, California, to be utilized as SBWMA’s administrative offices.
BACKGROUND:
South Bayside Waste Management Authority’s (SBWMA) is a joint powers authority formed pursuant to California Government Code Section 6500 et seq. to provide solid waste and recycling services to its 11 Member Agencies (i.e., County of San Mateo, Belmont, Burlingame, East Palo Alto, Foster City, Hillsborough, Menlo Park, City of San Mateo, Redwood City, San Carlos, and West Bay Sanitation District). SBWMA’s administrative office has been in the San Carlos Library for over 16 years. Under the terms of the current lease, SBWMA occupies 2,429 square feet at a monthly rent of $5,618 or $2.31/sf. The current lease term ends on June 30, 2024, and the City of San Carlos has indicated that the term will not be extended because the space is needed to accommodate San Carlos staff.
Upon receiving this notice from San Carlos, SBWMA Executive Director La Mariana began working with a commercial real estate broker to find affordable office space that would accommodate the current staff and agency/public guests, provide proper space for SBWMA Board and Technical Advisory Committee (TAC) meetings, provide easy access to parking for Board and TAC members, be located near public transit to accommodate staff members wishing to utilize this mode of transportation, and be in close proximity to the Shoreway Environmental Center in San Carlos.
Dozens of rental properties were researched. This research demonstrated that current market lease rates for properties comparable to the San Carlos library space are currently being leased at $4.50 - $6.50 per square foot per month. This means that monthly rent for a comparable space would be $10,931 - $15,789. A number of rental properties were toured and found to be unacceptable due to location; inadequate access to public transit; inadequate or lack of parking; unfavorable lease/purchase rates; lack of building amenities; poor functionality of available workspace; inadequate building/workspace finishes (ADA access/compliance/lack of elevator); distance from the Shoreway Environmental Center facility; deferred maintenance on critical base building systems (i.e., HVAC, electric, plumbing, mechanical, lighting); and non-code compliance with Title 24 and ADA requirements.
In addition to his search of the commercial office rental market, the Executive Director also contacted staff at all Member Agencies to inquire whether they might have suitable available space for long-term leasing within the given mandatory relocation time frame. No sites were identified.
The Executive Director also identified one property currently for sale in the Wheeler Plaza development, located at 1245 San Carlos Avenue, Suite E, in San Carlos (the “Property”). This is the last remaining commercial space for sale in the
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Wheeler Plaza development (Attachment 2).
The Property is a Commercial Condominium located directly across the street from the SAMTRANS Building’s main entrance. It is currently zoned MU-DC (Mixed Use-Downtown Core). Zoning clearance for use of the space by SBWMA was issued by the City of San Carlos on May 18, 2023. (See Attachment 3) The unit is approximately 2,841 square feet in size and is currently an empty shell which would provide adequate space for all SBWMA administrative functions and could be improved to include a large conference room to accommodate Board and TAC meetings along with some community environmental education sessions. The Property has two dedicated parking spaces (below ground) and easy access to the attached 252-space public parking at the adjacent Wheeler Plaza parking garage (no charge), the adjacent 30-space Laurel Street parking lot (600 block), and adjacent neighborhood surface streets.
The Property is listed for sale at $1,988,000.
The SBWMA Board met in closed session at its April, May and June 2023 regular meetings to discuss whether to direct staff to pursue further rental options or to offer to purchase the Property. At the conclusion of its June 2023 discussion, the Board authorized the Executive Director to make an offer to purchase the Property. The seller has agreed to a sale of the Property pursuant to the following summary of terms:
Purchase Price: $1,700,000
Due diligence period: up to 60 days from agreement (this is the period in which SBWMA conducts its due diligence, architectural studies, finance options, etc., and in which SBWMA can back out of the sale and get its deposit refunded)
Agency contingency: obtain no less than 2/3 of member agency approvals within 105 days Loan to value: up to 75%
Deposit: $50,000
Close of Escrow: no later than 11/15/2023
This item has been placed on the agenda for review and approval because, as noted in the offer’s contingencies, a purchase of real property by SBWMA must be approved by 2/3 of the Member Agencies pursuant to The Second Amended and Restated Joint Powers Agreement Article 7, Powers.
Having considered the option to rent other available office properties or to purchase the Property, the SBWMA Board recommends to the Member Agencies that the purchase of the Property be approved for two reasons. First, the Property meets all the identified criteria regarding location and space. Second, as demonstrated by the Cost Analysis of Offer to Purchase Versus Lease prepared by Rick Simonson, Senior VP of HF&H Consulting, acquisition of the Property will result in a 39% cost saving (or $2,166,098) when comparing a total purchase and tenant improvement budget of $2.5 million to a long-term lease based on current office market lease rates (Attachment 4).
The SBWMA Board recommends that the City Council approve the purchase of the Property for use as administrative offices for SBWMA. Upon receiving approval of 2/3 of the Member Agencies and satisfaction of all other contingencies, the SBWMA Board will, in open session, authorize closing of escrow and purchase the Property.
BUDGET IMPACT:
There is no direct fiscal impact to the City associated with this action. The operations of SBWMA are funded by solid waste customers and any cost savings realized by SBWMA will help stabilize solid waste rates.
ENVIRONMENTAL DETERMINATION:
This activity is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
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NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 - Proposed Resolution
Att 2 - Property Brochure
Att 3 - Zoning Clearance from the City of San Carlos
Att 4 - Cost Analysis of Offer to Purchase Versus Lease prepared by Rick Simonson/ HF&H Consulting
STAFF CONTACT
Karen Huang, Interim Finance Director
[email protected]
650 522 7110
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CITY OF SAN MATEO
RESOLUTION NO. ____ (2023)
APPROVING THE ACQUISITION OF REAL PROPERTY LOCATED AT 1245 SAN CARLOS AVENUE, SUITE E, SAN
CARLOS, CALIFORNIA BY THE SOUTH BAYSIDE WASTE MANAGEMENT AUTHORITY WHEREAS, the South Bayside Waste Management Authority (SBWMA) is a Joint Powers Authority formed to provide recycling and solid waste collection services to its eleven member agencies; and WHEREAS, the City of San Mateo is a member agency of the SBWMA; and WHEREAS, SBWMA’s administrative offices are currently located in the San Carlos Library building through a lease that will expire June 30, 2024 and the City of San Carlos has indicated that it does not wish to renew the lease; and
WHEREAS, SBWMA staff conducted a broad search for office space to lease for its administrative offices once its current office lease expires but did not find space that suited its needs; and WHEREAS, a new, unfinished commercial unit located at 1245 San Carlos Avenue, Suite E, San Carlos, California (the Property), which is approximately one block from SBWMA’s existing office, is currently listed for sale; and
WHEREAS, SBWMA had a cost analysis prepared by HF&H Consulting by to determine whether purchasing the Property and having the Property improved to meet SBWMA’s needs would be more cost efficient than entering into a lease for office space;
WHEREAS, the cost analysis conducted by HF&H Consulting determined that purchasing the Property and making necessary improvements on an assumed total budget of $2.5 million will result in a 39% cost savings versus entering into a long-term lease for office space at current market rates; and WHEREAS, the SBWMA Board directed SBWMA staff to submit an offer to purchase the Property, contingent upon approval by no less than 2/3 of the member agencies; and WHEREAS, pursuant to the signed Purchase Agreement, the seller of the Property has agreed to sell the property for a purchase price of $1.7 million, which is an amount consistent with the authorization given by the SBWMA Board of Directors; and
WHEREAS, Article 7, Section 7.1.1(a) of the Second Amended and Restated Joint Exercise of Powers Agreement for the SBWMA requires that the acquisition of real property be approved by no less than 2/3 of the member agencies; and
WHEREAS, the City Council of the City of San Mateo agrees with the recommendation of the SBWMA Board to purchase the property for use as the SBWMA’s administrative offices.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES:
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9 0
9 2
1. City Council’s approval of SBWMA’s acquisition of real property to be used as its administrative offices is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
2. The City of San Mateo approves SBWMA’s acquisition of the real property located at 1245 San Carlos Avenue, Suite E, San Carlos, California, pursuant to the terms of the Purchase Agreement.
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This information supplied herein is from sources we deem reliable. It is provided without any representation, warranty, or guarantee, expressed or implied as to its accuracy. Prospective Buyer or Tenant should conduct an independent investigation and verification of all matters deemed to be material, including, but not limited to, statements of income and expenses. Consult your attorney, accountant, or other professional advisor.
FOR SALE unit pricing below
SUITE A & B (Sold)
SUITE C: (Sold)
SUITE D: (Sold)
SUITE E: $1,988,000
UNIT E has ±2,841 RSF
MONTHLY ASSOCIATION FEE:
$.14 PSF/month estimated
ON-SITE parking open to the public
OUTSIDE seating possible
RESERVED and secure onsite parking
for employees
18-20 FOOT ceiling height
“WALKER’S PARADISE” walk score of
91 on WalkScore.com
1 BLOCK to the San Carlos
Caltrain station
1245 San Carlos Ave
SAN CARLOS, CA
FOR SALE
Retail/Commercial Condominium
Units in Downtown San Carlos
BRETT WEBER
650.771.3000
[email protected]
LIC N° 00901454
KIDDER.COM
STEVE DIVNEY
650.400.8065
[email protected]
LIC N° 01216239
JOHN MCLELLAN
415.418.9880
[email protected]
LIC N° 01869489
ONLY 1
UNIT LEFT
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This information supplied herein is from sources we deem reliable. It is provided without any representation, warranty, or guarantee, expressed or implied as to its accuracy. Prospective Buyer or Tenant should conduct an independent investigation and verification of all matters deemed to be material, including, but not limited to, statements of income and expenses. Consult your attorney, accountant, or other professional advisor.
KIDDER.COM
SAN CARLOS, CA
FOR SALE
1245 San Carlos Ave
Floorplan
BRETT WEBER
650.771.3000
[email protected]
LIC N° 00901454
STEVE DIVNEY
650.400.8065
[email protected]
LIC N° 01216239
JOHN MCLELLAN
415.418.9880
[email protected]
LIC N° 01869489
± 264 SF
± 830 SF
Possible outdoor dining area
(included in the rentable SF)
FOR SALE | SUITE E
± 2,841 RSF | $1,988,000
SOLD | SUITE D
± 1,796 RSF
SOLD | SUITE C
± 1,414 RSF
SOLD | SUITE B
± 1,816 RSF
SOLD | SUITE A
± 3,262 RSF
UNITS CAN BE COMBINED
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This information supplied herein is from sources we deem reliable. It is provided without any representation, warranty, or guarantee, expressed or implied as to its accuracy. Prospective Buyer or Tenant should conduct an independent investigation and verification of all matters deemed to be material, including, but not limited to, statements of income and expenses. Consult your attorney, accountant, or other professional advisor.
KIDDER.COM
SAN CARLOS, CA
FOR SALE
1245 San Carlos Ave
BRETT WEBER
650.771.3000
[email protected]
LIC N° 00901454
STEVE DIVNEY
650.400.8065
[email protected]
LIC N° 01216239
JOHN MCLELLAN
415.418.9880
[email protected]
LIC N° 01869489
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This information supplied herein is from sources we deem reliable. It is provided without any representation, warranty, or guarantee, expressed or implied as to its accuracy. Prospective Buyer or Tenant should conduct an independent investigation and verification of all matters deemed to be material, including, but not limited to, statements of income and expenses. Consult your attorney, accountant, or other professional advisor.
KIDDER.COM
SAN CARLOS, CA
FOR SALE
1245 San Carlos Ave
BRETT WEBER
650.771.3000
[email protected]
LIC N° 00901454
STEVE DIVNEY
650.400.8065
[email protected]
LIC N° 01216239
JOHN MCLELLAN
415.418.9880
[email protected]
LIC N° 01869489
DOWNTOWN
SAN CARLOS
PASTRAMI - BURGERS
JOHNSTON’S SALTBOX
MEDITERRANEAN
DELITE
CALTRAIN
San Carlos
SUBJECT
PROJECT
EL CAMINO REAL
EL CAMINO REAL
INDUSTRIAL RD
BAYSHORE FWY
BRITTAN AVE
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Managing Tomorrow’s Resources Today
590 Ygnacio Valley Rd, Suite 105
Walnut Creek, California 94596
Telephone: 925/977-6950
Fax: 925/977-6955
Robert D. Hilton, Emeritus
John W. Farnkopf, PE
Laith B. Ezzet, CMC
Richard J. Simonson
Marva M. Sheehan, CPA
Robert C. Hilton
www.hfh-consultants.com
MEMORANDUM
To: Joe La Mariana, Executive Director – South Bayside Waste Management Authority Rick Simonson, Senior Vice President – HF&H Consultant
June 7, 2023
From:
Date:
Subject: Cost Analysis of Office Purchase versus Lease
Background
The South Bayside Waste Management Authority’s (SBWMA’s) administrative office is currently located in the City of San Carlos Library. The office has been located in this space for over 16 years. Under the terms of the current lease, SBWMA occupies 2,429 square feet at a monthly rent of $5,618 or $2.31/sf.
The current lease term ends on June 30, 2024 and the City has indicated that the term will not be extended because the space is needed to accommodate San Carlos staff and will no longer be available to the SBWMA.
Since receiving this notice, Executive Director La Mariana has been working with a commercial real estate broker to identify potential alternative spaces. The goal has been to identify an affordable space that will accommodate the current staff and agency/public guests, provide proper space for Board and TAC meetings, have easy access to parking for Board and Technical Advisory Committee (TAC) members, be located near public transit, and be in close/immediate proximity to the Shoreway Facility. With these factors in mind, the Executive Director La Mariana has researched and toured many local properties that are currently available for rent and one property that is currently for sale.
Executive Director La Mariana has toured a property, currently for sale, at 1245 San Carlos Avenue, Suite E, in San Carlos. In addition, working with a commercial real estate broker, Executive Director La Mariana has identified a number of properties available to lease that meet the some, but not all, of criteria above.
The current lease rates have been estimated to be between $4.50-$6.50 per square foot in the general San Carlos area.
The following analysis compares the projected costs, over a 30-year period, of purchasing the available property versus leasing a property of the same size; the specific property is unknown at this time. An Excel model was developed to calculate the projected costs over time with a number of assumptions. The model has been constructed to allow multiple scenarios regarding costs and funding terms. This memorandum summarizes one such cost scenario. The model will be available to run additional scenarios at any upcoming meetings.
Cost Analysis of 1245 San Carlos Avenue Property
Executive Director La Mariana’s discussions with the real estate broker has identified a commercial suite located at 1245 San Carlos Avenue, Suite E, which is 2,841 square feet with 20-foot ceilings which can
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accommodate adding a second floor and increase the usable space to 3,977 square feet. The expanded space will accommodate existing SBWMA staff workspaces, ADA-compliant restrooms, a kitchen, storage, and a large fully-wired video conference room available to host Board and TAC meetings.
The estimated cost to purchase and make the necessary interior improvements is $2.3 million - $2.5 million. For this analysis we have assumed the high of $2.5 million.
Figure 1 summarizes the cost assumptions used to evaluate the cost-per-square foot procuring, improving, and maintaining the San Carlos Avenue property. Figure 2 summarizes the first-year total cost of the property and the projected cost per square foot ($4.11 per square foot), with additional detail describing the assumptions following Figure 2. Attachment 1 includes a 30-year analysis of projected costs, including the calculation of the present value of the total annual costs of occupying the property over the next 30-years.
Figure 1 – Office Purchase Key Assumptions
Size (at purchase) 2,841 square feet
3,977 square feet
$1,700,000 (est. $1.5 - $1.7 million)
$800,000
Estimated Size (at buildout)
Property Purchase Price
Plus: Tenant Improvements
Total Project Cost $2,500,000
Downpayment
Total Loan Amount
30% ($750,000)
$1,750,000
Loan Term for Pymt Calc
Amortization
30 years
25 years
Balloon Payment
Interest Rate
$551,295 due @ Year 25
6.19%
Payments per Year
Bank Fee
Broker Fee
Association Fees
Association/Utilities Fee escalator
Reserves Return-on-Investments
12 0.50% of loan amount
1.00% of purchase price
$0.14 per sq. f t. per month @ size at purchase
5.00% per year
2.00% per year
Figure 2 – Year 1 Cost Summary
FY 2023-24
Office Purchase Financial Analysis
Loan Repyament
Bank Fee
$128,482
$8,750
Broker Fee $17,000
$16,874
$4,773
Balloon Payment Reserve
Association Fees
Utilities (excl. refuse) $6,000
Opportunity Cost1 $14,485
Total $196,364
Build-out Square Footage
$ per sq. ft. per month
3,977.00
$4.11
1Lost investment income from use of reserves for
downpayment and upfront bank/broker fees
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Loan Repayment, Fees, and Balloon Payment Reserve. One-time loan and broker fees are included in Year 1 only. The estimated annual loan repayment (at the terms included in Figure 1) is repaid over 25 years with a “balloon” payment due in Year 25. For this analysis, we have assumed the SBWMA would reserve 1/25 of the balloon payment each year so the cash is available when due. The calculated annual reserve contribution assumes earned interest on the funds at 2.0% per year. The loan payment terms include a fixed 6.19% interest rate for the first 10 years and adjusted thereafter based on 10-year Treasury plus 2.5%. Our analysis assumes the 6.19% throughout the 25-year term. Actual interest rates may be higher or lower.
Association Fees. Association fees are paid monthly by all property owners (i.e., City of San Carlos, Commercial Owners, and Residential Owners through a Joint Use Agreement). The fees cover common area maintenance, insurance, window washing, natural gas, water, sewer, and refuse. In addition, a portion of the fees are set aside in reserves for future capital repairs and maintenance (e.g., building exterior repair and paint, roofs). In total, the five commercial suites are allocated 4.84% of Joint Maintenance Costs. The $0.14 per square foot is based on recent budgeted expenses and reserve contributions. The analysis assumes a 5% annual increase, which may vary from the actual annual changes. Unexpected capital needs may arise which shall be assessed to all property owners in excess of the current $0.14 per square foot fee.
Utilities. The Association fees cover common area utilities, and the refuse needs for the commercial suites. The current understanding is the SBWMA will be responsible for their water, sewer, and electricity needs for their suite. These have been estimated at $500 per month with a 5% annual escalator for this analysis.
Opportunity Costs. To purchase a property instead of leasing, requires upfront cash outlay for the downpayment and one-time bank/loan fees ($775,750 in total). The SBWMA has reserves available to make these upfront payments. This analysis includes a “cost” component for the purchase option to recognize the loss of investment income that would otherwise be earned if the cash was continued to be held in reserves. For this analysis, we have assumed the cost of purchasing the property includes the annual loss of investment income at 2.0% per year on the $775,750 withdrawal from reserves, based on recent historical return-on-investments experienced by the SBWMA.
Cost Analysis of Leasing a Property
Executive Director La Mariana, with assistance from a real estate broker researched and toured dozens of rental properties. Currently, for properties that fit the needs of the SBWMA in this targeted geographic area, leases range from $4.50 to $6.50 per square foot per month. Typically, the lease amounts are inclusive of the Common Area Maintenance (CAM) expenses (e.g., water, sewer, refuse, electricity), though the charges are reviewed annually and reconciled for any incremental differences that are passed along (or refunded) to the tenant. For comparison purposes, and to be conservative, we have assumed all CAM-related costs are included in the per square foot lease charge throughout the 30-year period.
Attachment 1 includes a 30-year analysis of projected costs, including the calculation of the present value of the total annual costs of leasing a property over the next 30-years. The analysis assumes the low end
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of $4.50 per square foot per month, escalated 2.0% per year, which is equivalent to approximately $0.10 per square foot each year.
Limitations
The analysis has been prepared with readily available projections and information provided by SBWMA staff, Beale Street Lending, Barc Architecture, and discussions with the 1245 San Carlos property builder, KB Homes. The projections contained herein may change. Additional costs not contemplated in this financial analysis to acquire the San Carlos property may be incurred.
Recommendation
Figure 3 summarizes the comparison of total estimated costs, and average cost per square foot per month, of the two options: 1) purchasing the San Carlos Avenue property and 2) continue leasing available commercial properties, based on the assumptions and projections described in this memo. Based on this financial analysis, the net present value (based on a present value discount rate of 3.0% annually) of the cost to purchase the San Carlos Avenue property is considerably less (approximately 39% less) than leasing property at the low-end of current market rates. Assuming all costs of purchasing and maintaining the San Carlos Avenue property have been fairly represented, the purchase of the San Carlos Avenue property is recommended. Results may differ if the cost to purchase, finance the property, or other cost factors increase.
Figure 3 – Comparative Summary (detailed analysis provided in Attachment A) Average Cost
30-year Costs per Sq. Ft. per Month
(in 2023$)
$3,446,716
$5,612,814
(in 2023$)
Office Purchase
Office Lease
$2.41
$3.92
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ATTACHMENT A
Key Assumptions - Office Purchase Key Assumptions - Lease Key Assumptions - General Size (at purchase) 2,841 square feet
3,977 square feet
$1,700,000 (est. $1.5 - $1.7 million)
$800,000
Size (square feet)
Lease Amount
Annual Lease Amount
Common Area Maint (CAM)
Lease Inflation Rate
3,977
$4.50 per sq. ft. per month (est. ($4.50-$6.50)
Present Value Discount Rate 3.0%
Estimated Size (at buildout)
Property Purchase Price
Plus: Tenant Improvements
$214,758
incl. in lease
2.00%
water, sewer, electric, refuse, custodial, landscape, etc. (usually part of 1st yr lease amt (baseline), reconciled annually for incremental difference only) Total Project Cost $2,500,000
Downpayment
Total Loan Amount
30% ($750,000)
$1,750,000
Loan Term for Pymt Calc
Amortization
30 years
25 years
Balloon Payment
Interest Rate
$551,295 due @ Year 25
6.19%
Payments per Year
Bank Fee
Broker Fee
Association Fees
Association/Utilities Fee escalator
Reserves Return-on-Investments
12 0.50% of loan amount
1.00% of purchase price
$0.14 per sq. ft. per month @ size at purchase
5.00% per year
2.00% per year
Office Purchase Financial Analysis FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 FY 2035-36 FY 2036-37 FY 2037-38 Loan Repyament
Bank Fee
$128,482
$8,750
$128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 Broker Fee $17,000
$16,874
$4,773
Balloon Payment Reserve
Association Fees
Utilities (excl. refuse)
Opportunity Cost1
$16,874
$5,012
$16,874
$5,262
$16,874
$5,525
$16,874
$5,801
$16,874
$6,092
$16,874
$6,396
$16,874
$6,716
$16,874
$7,052
$16,874
$7,404
$16,874
$7,775
$16,874
$8,163
$16,874
$8,571
$16,874
$9,000
$16,874
$9,450
$6,000 $6,300 $6,615 $6,946 $7,293 $7,658 $8,041 $8,443 $8,865 $9,308 $9,773 $10,262 $19,266
$183,048
$10,775
$19,651
$184,354
$11,314
$20,044
$185,714
$11,880
$20,445
$187,131
$14,485
$196,364
3,977.00
$4.11
$15,805
$172,473
$16,121
$173,354
$16,443
$174,271
$16,772
$175,223
$17,108
$176,213
$17,450
$177,243
$17,799
$178,314
$18,155
$179,428
$18,518
$180,586
$18,888
$181,792Total
Build-out Square Footage
$ per sq. ft. per month $3.61 $3.63 $3.65 $3.67 $3.69 $3.71 $3.74 $3.76 $3.78 $3.81 $3.84 $3.86 $3.89 $3.92 Present Value Discount Factor
Present Value of Future Cost
30-year Costs (2023$)
1.0000
$196,364
$3,446,716
$2.41
1.0300
$167,449
1.0609
$163,403
1.0927
$159,482
1.1255
$155,683
1.1593
$152,003
1.1941
$148,438
1.2299
$144,985
1.2668
$141,642
1.3048
$138,404
1.3439
$135,271
1.3842
$132,237
1.4258
$129,302
1.4685
$126,463
1.5126
$123,716
Monthly NPV cost per square foot
Office Purchase Financial Analysis FY 2038-39 FY 2039-40 FY 2040-41 FY 2041-42 FY 2042-43 FY 2043-44 FY 2044-45 FY 2045-46 FY 2046-47 FY 2047-48 FY 2048-49 FY 2049-50 FY 2050-51 FY 2051-52 FY 2052-53 TOTAL Loan Repyament
Bank Fee
$128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $128,482 $3,212,056 $8,750
Broker Fee $17,000
Balloon Payment Reserve
Association Fees
Utilities (excl. refuse)
Opportunity Cost1
$16,874
$9,922
$12,474
$20,854
$188,606
$16,874
$10,419
$13,097
$20,854
$189,726
$16,874
$10,940
$13,752
$20,854
$190,902
$16,874
$11,487
$14,440
$20,854
$192,137
$16,874
$12,061
$15,162
$20,854
$193,433
$16,874
$12,664
$15,920
$20,854
$194,794
$16,874
$13,297
$16,716
$20,854
$196,223
$16,874
$13,962
$17,552
$20,854
$197,724
$16,874
$14,660
$18,429
$20,854
$199,300
$16,874
$15,393
$19,351
$20,854
$200,954
$421,855
$317,105
$398,633
$579,758
$4,955,157
$16,163
$20,318
$20,854
$57,335
$16,971
$21,334
$20,854
$59,159
$17,819
$22,401
$20,854
$61,074
$18,710
$23,521
$20,854
$63,085
$19,646
$24,697
$20,854
$65,197Total
Build-out Square Footage
$ per sq. ft. per month $3.95 $3.98 $4.00 $4.03 $4.05 $4.08 $4.11 $4.14 $4.18 $4.21 $1.20 $1.24 $1.28 $1.32 $1.37 Present Value Discount Factor
Present Value of Future Cost
1.5580
$121,059
1.6047
$118,231
1.6528
$115,499
1.7024
$112,860
1.7535
$110,312
1.8061
$107,853
1.8603
$105,480
1.9161
$103,191
1.9736
$100,983
2.0328
$98,856
2.0938
$27,383
2.1566
$27,432
2.2213
$27,495
2.2879
$27,573
2.3566
$27,666
1Lost investment income from use of reserves for downpayment and upfront bank/broker fees Office Lease Financial Analysis
Annual Lease
FY 2023-24
$214,758
FY 2024-25
$219,053
FY 2025-26
$223,434
FY 2026-27
$227,903
FY 2027-28
$232,461
FY 2028-29
$237,110
FY 2029-30
$241,852
FY 2030-31
$246,689
FY 2031-32
$251,623
FY 2032-33
$256,656
FY 2033-34
$261,789
FY 2034-35
$267,025
FY 2035-36
$272,365
FY 2036-37
$277,812
FY 2037-38
$283,369
CAM Charges
Other
Total
$ per sq. ft. per month
$ change
$214,758
$4.50
$219,053
$4.59
$0.09
$223,434
$4.68
$0.09
$227,903
$4.78
$0.09
$232,461
$4.87
$0.10
$237,110
$4.97
$0.10
$241,852
$5.07
$0.10
$246,689
$5.17
$0.10
$251,623
$5.27
$0.10
$256,656
$5.38
$0.11
$261,789
$5.49
$0.11
$267,025
$5.60
$0.11
$272,365
$5.71
$0.11
$277,812
$5.82
$0.11
$283,369
$5.94
$0.12
Present Value Discount Factor
Present Value of Future Cost
30-year Costs (2023$)
1.0000
$214,758
$5,612,814
$3.92
1.0300
$212,673
1.0609
$210,608
1.0927
$208,563
1.1255
$206,539
1.1593
$204,533
1.1941
$202,548
1.2299
$200,581
1.2668
$198,634
1.3048
$196,705
1.3439
$194,795
1.3842
$192,904
1.4258
$191,031
1.4685
$189,177
1.5126
$187,340
Monthly NPV cost per square foot
Office Lease Financial Analysis FY 2038-39
$289,036
FY 2039-40
$294,817
FY 2040-41
$300,713
FY 2041-42
$306,727
FY 2042-43
$312,862
FY 2043-44
$319,119
FY 2044-45
$325,501
FY 2045-46
$332,012
FY 2046-47
$338,652
FY 2047-48
$345,425
FY 2048-49
$352,333
FY 2049-50
$359,380
FY 2050-51
$366,568
FY 2051-52
$373,899
FY 2052-53
$381,377
TOTAL
$8,712,320
$0
Annual Lease
CAM Charges
Other $0
Total
$ per sq. ft. per month
$ change
$289,036
$6.06
$0.12
$294,817
$6.18
$0.12
$300,713
$6.30
$0.12
$306,727
$6.43
$0.13
$312,862
$6.56
$0.13
$319,119
$6.69
$0.13
$325,501
$6.82
$0.13
$332,012
$6.96
$0.14
$338,652
$7.10
$0.14
$345,425
$7.24
$0.14
$352,333
$7.38
$0.14
$359,380
$7.53
$0.15
$366,568
$7.68
$0.15
$373,899
$7.83
$0.15
$381,377
$7.99
$0.16
$8,712,320
Present Value Discount Factor
Present Value of Future Cost
1.5580
$185,521
1.6047
$183,720
1.6528
$181,936
1.7024
$180,170
1.7535
$178,421
1.8061
$176,689
1.8603
$174,973
1.9161
$173,274
1.9736
$171,592
2.0328
$169,926
2.0938
$168,276
2.1566
$166,643
2.2213
$165,025
2.2879
$163,423
2.3566
$161,836
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CITY OF SAN MATEO
CITY OF SAN MATEO
Agenda Report
City Hall
330 W. 20th Avenue
San Mateo CA 94403
www.cityofsanmateo.org
Agenda Number: 19 Section Name: CONSENT CALENDAR Account Number: 10-1711 File ID: 23-7955 TO: City Council
FROM: Prasanna W. Rasiah, City Attorney
PREPARED BY: City Attorney's Office
MEETING DATE: September 18, 2023
SUBJECT:
Delegate Authority to the City Attorney to Settle Claims and Litigation – Approval RECOMMENDATION:
Adopt a Resolution to increase delegated authority to the City Attorney to settle claims and litigation, and to the City Attorney and City Manager to jointly settle workers’ compensation claims and litigation, both from $30,000 to $50,000.
BACKGROUND:
On May 21, 2001, the City Council adopted a resolution granting settlement authority for governmental tort and other claims and litigation to the City Attorney in the amount of $30,000. Joint settlement authority was also delegated at the time to the City Attorney and City Manager to settle workers’ compensation claims and litigation matters up to $30,000.
The City receives claims and lawsuits for incidents that result in personal injuries and/or property damage, such as trip and falls, as well as other litigation matters.
Under the City Charter, the City Attorney is the chief legal advisor to the City Council, the City Manager, and all City departments, boards and commissions, and is responsible for all legal matters for the City. The City Attorney’s Office, under the guidance of the City Attorney, is responsible for managing claims and litigation against the City. California Government Code Sections 935.4 and 949 permit the City Council, by resolution, to delegate authority to City staff to pay, compromise, or settle pending claims and actions against the City up to a maximum of $50,000, absent greater authority established by a charter provision.
Other local California cities have authorized staff to settle governmental tort claims and litigation matters. Specifically, Redwood City, Burlingame, and San Carlos have adopted resolutions that authorize the City Attorney, or the City Attorney and the City Manager combined, to approve governmental tort claims and litigation settlements up to $50,000. For the past 22 years, the settlement authority of the City Attorney for claims and lawsuits has remained at $30,000. Given the passage in time and the increase in claims and litigation in general, staff is requesting an increase in the City Attorney’s settlement authority to $50,000. For similar reasons, an increase in the joint settlement authority of the City Attorney and City Manager for workers’ compensation claims and litigation matters is also being requested from $30,000 to $50,000.
BUDGET IMPACT:
There is no budget impact associated with the approval of this resolution.
ENVIRONMENTAL DETERMINATION:
This resolution is not a project subject to CEQA, because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
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CITY OF SAN MATEO
NOTICE PROVIDED
All meeting noticing requirements were met.
ATTACHMENTS
Att 1 - Proposed Resolution
Att 2 - Resolution 79 (2001)
STAFF CONTACT
Prasanna W. Rasiah, City Attorney
[email protected]
(650) 522-7020
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CITY OF SAN MATEO
RESOLUTION NO. ___ (2023)
DELEGATION OF SETTLEMENT AUTHORITY TO THE CITY ATTORNEY FOR CLAIMS AND LITIGATION
MATTERS, AND DELEGATION OF JOINT SETTLEMENT AUTHORITY TO THE CITY ATTORNEY AND CITY MANAGER FOR WORKERS’ COMPENSATION CLAIMS AND LITIGATION MATTERS WHEREAS, under the City Charter, the City Attorney is the chief legal advisor for the City of San Mateo; and
WHEREAS, amongst other duties, the City Attorney is responsible for managing claims and litigation against the City, and hiring attorneys and experts to assist with the same; and WHEREAS, on May 21, 2001, the City Council adopted Resolution No. 79 delegating settlement authority to the City Attorney of up to $30,000, in addition to specifying other areas of delegated authority held by the City Attorney. Resolution No. 79 also delegated joint settlement authority to the City Attorney and City Manager for workers’ compensation claims of up to $30,000; and WHEREAS, the City Council wishes to increase the aforementioned settlement authority from $30,000 to $50,000; and
WHEREAS, the designation of authority in this resolution is not intended to be an exhaustive list of authority and is not intended to limit the authority of the City Attorney in other areas not covered by this resolution.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN MATEO, CALIFORNIA, HEREBY RESOLVES that:
1. CEQA. This resolution is not a project subject to the California Environmental Quality Act (CEQA), because it is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines Section 15378(b)(5).)
2. The City Attorney is authorized to receive, process, and adjust claims and litigation against the City of San Mateo and further to settle such claims and litigation in amounts not to exceed $50,000. The City Manager and City Attorney shall have joint settlement authority for workers compensation claims and litigation matters in amounts not to exceed $50,000.
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