Att 1 - 2026-27 CDBG Annual Action Plan — San Mateo City Council, May 18, 2026

Annual Action Plan
2026
1 OMB Control No: 2506-0117 (exp. 09/30/2021)

CITY OF SAN MATEO
2026-2027

DRAFT ANNUAL ACTION PLAN

Draft Published Date: 4/10/26

PREPARED BY:

COMMUNITY DEVELOPMENT DEPARTMENT

HOUSING AND NEIGHBORHOOD SERVICES DIVISION
333 W 20TH AVENUE
SAN MATEO, CA 94403
650-522-7220

Annual Action Plan
2026
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Table of Contents
Executive Summary ................................ ................................ ................................ ............... 3 AP-05 Executive Summary - 91.200(c), 91.220(b) ................................ ................................ .............3 PR-05 Lead & Responsible Agencies - 91.200(b) ................................ ................................ ...............8 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) ................................ ................................ ............9 AP-12 Participation - 91.401, 91.105, 91.200(c)................................ ................................ .............. 20 Expected Resources ................................ ................................ ................................ ............. 25 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) ................................ ................................ .... 25 Annual Goals and Objectives ................................ ................................ ................................ 28 AP-35 Projects - 91.420, 91.220(d) ................................ ................................ ................................ 47 AP-38 Project Summary ................................ ................................ ................................ ................ 48 AP-50 Geographic Distribution - 91.420, 91.220(f) ................................ ................................ ......... 55 AP-75 Barriers to affordable housing -91.420, 91.220(j) ................................ ................................ . 56 AP-85 Other Actions - 91.420, 91.220(k) ................................ ................................ ........................ 58 Program Specific Requirements................................ ................................ ............................ 62

Annual Action Plan
2026
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Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)

1. Introduction
The U.S. Department of Housing and Urban Development (HUD) designated the City of San Mateo as a Participation Jurisdiction (PJ). HUD awards Community Development Block Grant (CDBG) funds to PJs across the United States based on formula calculations, including factors such as the community's population, pre-1940s housing stock, growth, and decline. San Mateo receives an annual Community Development Block Grant (CDBG) allocation. In Program Year (PY) 2026, the City will receive $802,758 in CDBG funding.

The City is also a member of the San Mateo Housing Consortium, with San Mateo County, the City of Redwood City, and the City of South San Francisco, sharing an allocation of HOME Investment Partnerships Program funding (HOME). Information about HOME funding is provided by San Mateo County Action Plan documents.

To receive the CDBG funds, the City must complete a Five-Year Consolidated Plan to assess community needs relating to housing, public services, public facilities, and infrastructure. Because of its membership of the San Mateo Housing Consortium, the City must complete its Consolidated plan in conjunction with the San Mateo Housing Consortium. The analysis looks at populations most affected by the current housing stock, the state of the economy, and the ability to meet daily living need as well as outline priorities and goals to address those needs. The San Mateo County Consolidated Plan contains the full data analysis for the area, and the City of San Mateo Consolidated Plan contains an abbreviated data analysis. The two documents work together to complete the full analysis and strategies for the area.

Once a year, the City of San Mateo drafts an Action Plan. The City's Annual Plan for program year 2026 is the fourth year of the multi-year 2023-27 Consolidated Plan. The Annual Plan outlines the projects the City will fund to address priority needs of low- and moderate-income populations in San Mateo. At the conclusion of each program year, the City of San Mateo drafts a final report, called the Consolidated Annual Performance and Evaluation Report (CAPER), to report on the City’s progress in meeting the Consolidated Plan goals.

This document will serve as the Program Year (PY) 2026 Action Plan for the City of San Mateo, with a program year from July 1, 2026, to June 30, 2027.

2. Summarize the objectives and outcomes identified in the Plan The City's Consolidated Plan identifies the following needs and has developed goals and activities that further HUD's program goals.

Annual Action Plan
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Goals and Activities
Need: Affordable Housing
Goal: The city of San Mateo continues to have a significant need for more affordable housing. To address this need, the City will continue to make efforts to increase, maintain, and improve the supply of affordable housing for low/mod-income families.

Activities: The City will use CDBG and other local funding sources for new construction, acquisition, and/or rehabilitation of affordable housing units throughout the city. Additionally, the City will preserve, repair, and maintain its existing housing stock to address health and safety issues, as well as make units more accessible, weatherized, sustainable, and energy efficient. The City will also continue to administer its First Time Homebuyer program and existing below-market housing units (rental and ownership). • Safe at Home Program: $32,000 – 4 households
• National Rebuilding Day: $75,000
Need: Public Facilities Improvements
Goal: San Mateo residents and stakeholders articulated a continued need for improvements to public facilities in the city, primarily those located in areas with a high percentage of low/mod- income families. They also spoke to the need for public facilities improvements to better serve the needs of special needs populations, such as youth and seniors.

Activities: The City will use its CDBG funds, when feasible, to preserve, improve, and/or rehabilitate facilities used by non-profit agencies that provide public services, as well as City- owned community facilities, such as parks and recreation centers.

Need: Public Services
Goal: The continued provision of public services was identified through the community engagement process as a critical need in San Mateo. As such, the City will continue providing services to improve the quality of life for low/mod-income families and individuals, including those at risk of experiencing homelessness and special needs populations.

Activities: The City will continue allocating 15% of its entitlement and previous year’s program income from the City’s Community funding program. Collectively, these funds will be granted to non-profit organizations for public services to low/mod-income city residents. Additional funding will also be provided to assist microbusinesses. These funds will be granted to non- profit agencies to provide public services to individuals and businesses.

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• Community Overcoming Relationship Abuse (CORA): $17,200 – 100 served • Friends for Youth: $17,200 – 8 served
• Legal Aid: $17,200 – 113 served
• LifeMoves: $17,200 – 54 served
• Rape Trauma Services: $17,200 – 85 served
• Samaritan House Core Services Program: $17,200 – 250 served • Samaritan House Safe Harbor: $17,200 – 40 served
• Renaissance*: $40,000 – 50 served
• Upwards*: $40,000 – 8 served
*These are Economic Development activities that are not subject to the 15% Public Services cap Need: Community Development
Goal: Residents and stakeholders through the community engagement process articulated a significant need for infrastructure improvements in areas with high concentrations of low/mod- income households.

Activities: The City will direct infrastructure improvements to its CDBG Priority Neighborhood.

The City will utilize its CDBG funding for capital projects that include, but are not limited to, repairing deteriorating streets, improving accessibility and safety of streets and sidewalks, constructing accessible curb ramps, and other general public safety improvements. The Department of Public Works will manage projects.
• Public Works Street and Sidewalk Improvements: $461,626 Need: Affirmatively Further Fair Housing
Goal: As part of its 2023-31 Housing Element update, the City conducted an assessment of fair housing to understand fair housing issues and contributing factors that inhibit housing choice and access to opportunity in San Mateo. The City has incorporated its Affirmatively Furthering Fair Housing (AFFH) goals into its 2023-27 Consolidated Plan to ensure a holistic approach to achieving goals in both plans.

Activities: The City will allocate CDBG funds from the administrative budget to non-profit organizations that provide fair housing services to city residents. The City will also work towards the goals from the Assessment of Fair Housing.
• Project Sentinel: $26,241 – 12 served

3. Evaluation of past performance
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The City recognizes the ongoing needs of the San Mateo community and continues to fund core service needs. All of the public service, economic development, and fair housing programs have met or exceeded their goals for service, showing an ongoing need for the services they are providing the community. The cost of housing continues to be extremely high in San Mateo and as a result many of the activities focus on services related to housing.

The City's Minor Home Repair programs have been slower to meet their goals, but all organizations and City staff agree that there is a great need for their services. One concern from the sub grantees is that the rising costs of doing projects have made it difficult to find and complete enough home repairs to stay on track of meeting goals.

The outcomes for the goals identified in the 2023-2027 Consolidated Plan and reported in the 2024- 2025 CAPER are as follows:
• Affordable Housing - 225 rental units constructed (Kiku Crossing affordable housing development) utilizing HOME Program Income
• Community Funding- Public service activities other than low/moderate income housing benefit – 17,572 persons assisted
• Maintain & Preserve Existing Housing - 4 homeowner housing units rehabilitated • Microbusiness Assistance – 5 businesses assisted
• Street and Sidewalk improvements - 31,530 persons assisted

2024-2025 CAPER Progress
The progress made on tasks and projects reported in the 2024-2025 CAPER is summarized below:
• Call Community Pantry (Call Primrose): Served 1,463 low- and moderate-income residents with healthy and nutritious food through a community food pantry. • Legal Services (Community Overcoming Relationship Abuse - CORA): Legal assistance was provided for victims of domestic abuse and their families. 157 families received services • Mentoring Services (Friends for Youth): This activity provided school-based mentoring and other wrap-around services for 142 low- and moderate-income youth • HomeSavers (Legal Aid of San Mateo County): Legal assistance was provided to 177 San Mateo residents.
• Shelter Operations (LifeMoves): Provided support for supportive services and interim housing programs for individuals experiencing homelessness. 54 people were provided services. • Sexual Abuse Services for Children and Youth (Rape Trauma Services): This activity provides essential services for children and youth survivors of sexual trauma. 89 children and youth were served.

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• Core Services Program (Samaritan House): This activity provided low- and moderate-income families with case management and emergency assistance for food, clothing, and shelter.

Services were provided to 15,593 residents of the City. • Safe at Home (Rebuilding Together Peninsula): This activity provided minor home repairs to address health and safety issues. Three low- and moderate-income households were served. • Fair Housing Services (Project Sentinel): 12 persons were provided fair housing services. • 2023 Traffic Signal and Pedestrian Improvement Project (City): This project is currently in progress and is located in a community with 62.32 percent low- and moderate-income households. A total of 31,530 households will benefit. • Creating Economic Opportunity for Low-Income Men and Women (Renaissance): This activity provided customized small business assistance training. 49 residents were assisted. • Boost Program (Upwards): This activity provided technical assistance to in-home childcare providers. 15 residents were assisted.

4. Summary of Citizen Participation Process and consultation process A Community Needs Assessment meeting was held in February 2026 by the Community Relations Commission (CRC). Outreach included notices to both social service providers and residents, a City E- newsletter entry, and an agenda posting on the City’s website. Feedback from this meeting was used to guide the development of the draft 2026-2027 Annual Action Plan, which was presented to the CRC once again in April 2026 for review and later to the City Council in May 2026 for final approval.

5. Summary of public comments
The public comment period was open from April 10, 2026, through May 10, 2026. The City accepted public comments prior and during public meetings for the Community Relations Commission (CRC).

6. Summary of comments or views not accepted and the reasons for not accepting them The City accepts all comments related to the PY2026 Action Plan.

7. Summary
The City's 2026 Annual Plan has been developed based on the City's service priority needs as well as the goals set forth in the 2023-27 Consolidated Plan.

Annual Action Plan
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PR-05 Lead & Responsible Agencies - 91.200(b)

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

Agency Role Name Department/Agency

CDBG Administrator SAN MATEO Community Development Department HOME Administrator SAN MATEO Community Development Department Table 1 – Responsible Agencies

Narrative
The City of San Mateo receives its own allocation of CDBG funds. The City is a member of the San Mateo County Housing Consortium to share the HOME allocation. San Mateo County administers both the HOME funding source and utilizes their experience successfully implementing other HUD-funded programs, working with low- and moderate-income beneficiaries and community service providers.

Public Contact Information
City of San Mateo
Neighborhood Improvement and Housing Division
330 W. 20th Ave
San Mateo, CA 94403
Phone: (650) 522-7223
Email: [email protected]

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AP-10 Consultation - 91.100, 91.200(b), 91.215(l)

1. Introduction
The City participated in a consultation process as part of a cohort of other communities in San Mateo County during the development of this Annual Action Plan. The cohort included the City of San Mateo, San Mateo County, Redwood City, Daly City, and South San Francisco. Through this process, stakeholders from government agencies, housing providers and service providers shared information and identified community needs.

The City consulted with the County’s Center on Homelessness to address the needs of individuals and families experiencing or at risk of homelessness. Through the Coordinated Entry System, individuals are assessed and prioritized for housing and services based on need. Stakeholders noted barriers such as limited shelter capacity and funding gaps, as well as an increasing number of seniors experiencing homelessness. Supportive services including case management, job training, and street medicine partnerships help connect individuals to care, while programs such as Rapid Rehousing and Permanent Supportive Housing were identified as effective strategies for helping households exit homelessness and achieve housing stability.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)).

Throughout the Annual Action Plan period, the City will maintain its relationships with organizations that serve the public, especially low- and moderate-income residents. Efforts will include:
• Working with other participating jurisdictions in San Mateo County to coordinate and streamline the CDBG process
• Working with non-profit social service providers, the County of San Mateo, other participating jurisdictions, and other stakeholders to coordinate needed services in the community • Providing funds through the community funding program to non-profit service providers • Working with non-profit organizations, private developers, and the County of San Mateo to build and maintain affordable housing.
• Working with the Continuum of Care, Homeless Outreach Team, and non-profit service providers to coordinate homeless services.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

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The Continuum of Care (COC) guides the implementation of the county's housing and service system to meet the needs of homeless individuals and families. The City of San Mateo participates in COC meetings and monitors decision-making to better understand latest trends in homeless outreach. The COC coordinates the following activities:
• System planning (identifying gaps, developing strategies to fill gaps, responding to emerging best practices, etc.)
• Setting funding priorities for Emergency Solutions Grant and COC funds • Assessing system performance and making system redesigns as needed • Coordinating with other planning entities such as the Community Action Agency • Undertaking a wide range of efforts to meet the needs of homeless individuals and families Chronically Homeless: COC has created a multi-disciplinary, bilingual, Homeless Outreach Team (HOT) to conduct intensive outreach and engagement with unsheltered and chronically homeless individuals and families located throughout the County, with specialized HOT teams in the cities of San Mateo, Redwood City, South San Francisco, Half Moon Bay, Pacifica, and East Palo Alto. Aside from the COC’s HOT team, the City of San Mateo’s Police Department has their own HOT team that specializes in assisting chronically homeless individuals in San Mateo by providing case management and immediate services.

Families with children: To reduce the number of unsheltered families, the COC has developed a rapid re- housing program. The San Mateo County Human Services Agency has provided funding for a motel voucher program to assist families with children that are waiting to access shelter. Additionally, the City’s Emergency Rental Assistance Program is aimed at preventing low-income households from evictions when they are experiencing temporary financial hardships that prevent them from paying rent.

Veterans: Needs include housing and assistance for homeless, employment and education services, and improved and increased liaisons with the Veterans Benefits Administration. The City provided funding through the States’ Permanent Local Housing Allocation (PLHA) funding for Montara at Bay Meadows, a 67-unit affordable housing building. Eleven units are dedicated to house veterans.

Youth: Currently, HUD COC funds are provided to the San Mateo County Mental Health Association to operate its Support and Advocacy for Young Adults in Transition Program, which provides case management and housing search/stabilization services to homeless youth. The San Mateo County Housing Authority administers the Family Unification Program vouchers.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS.

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The City of San Mateo does not receive Emergency Solutions Grant (ESG) funding. However, the City does participate in COC meetings as part of its ongoing responsibility in receiving HUD funding, and Housing staff sit on the County’s Housing and Community Development Committee (HCDC), which makes funding recommendations for ESG and CDBG. County DOH has delegated responsibility for management of all ESG funds, plus the portion of the County CDBG funds used for homeless activities, to the COC Lead Agency and the San Mateo County Human Services Agency (HSA). Management responsibilities include issuing requests for proposals for ESG funding, awarding contracts, gathering community input, data analysis, and contract monitoring. The COC Lead Agency is also the Homeless Management Information System (HMIS) Lead Agency and develops the policies and procedures for operation and administration of HMIS for ESG funded projects.

2. Agencies, groups, organizations and others who participated in the process and consultations
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Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization City of San Mateo
Agency/Group/Organization Type Agency - Managing Flood Prone Areas Agency - Management of Public Land or Water Resources
Agency - Emergency Management
Other government - Local
Grantee Department
What section of the Plan was addressed by Consultation? Infrastructure Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with other departments on a regular basis to understand the needs of the community that may not be directly under the grantee department's responsibility.
2 Agency/Group/Organization FRIENDS FOR YOUTH, INC
Agency/Group/Organization Type Services-Children
Regional organization
What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Organization provided input through the Landscape Analysis. 3 Agency/Group/Organization Project Sentinel
Agency/Group/Organization Type Services - Housing
Service-Fair Housing
Regional organization
Neighborhood Organization
What section of the Plan was addressed by Consultation? Housing Need Assessment Annual Action Plan
2026
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.
4 Agency/Group/Organization Rape Trauma Services
Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
Regional organization
What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Families with children
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.
5 Agency/Group/Organization LEGAL AID SOCIETY OF SAN MATEO COUNTY Agency/Group/Organization Type Services - Housing
Service-Fair Housing
Regional organization
What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.

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6 Agency/Group/Organization LifeMoves
Agency/Group/Organization Type Housing
Services-homeless
Regional organization
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.
7 Agency/Group/Organization Samaritan House
Agency/Group/Organization Type Housing
Services-homeless
Services-Health
Regional organization
Food, clothing
What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Basic human needs
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.
8 Agency/Group/Organization Renaissance Entrepreneurship Center Agency/Group/Organization Type Services-Employment
Regional organization
What section of the Plan was addressed by Consultation? Market Analysis Economic Development
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year. Organization provided input through the Landscape Analysis.
9 Agency/Group/Organization HOUSING AUTHORITY OF SAN MATEO COUNTY Agency/Group/Organization Type Housing
Other government - County
What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Market Analysis
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
A representative assisted the City with the public housing response/narrative of the Action Plan.
10 Agency/Group/Organization Community Overcoming Relationship Abuse Agency/Group/Organization Type Services-Victims of Domestic Violence Services-homeless
Services - Victims
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What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Families with children
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Organization provided input through the Landscape Analysis. 11 Agency/Group/Organization Rebuilding Together Peninsula Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.
12 Agency/Group/Organization ASSOCIATION OF BAY AREA GOVERNMENTS Agency/Group/Organization Type Regional organization
Planning organization
What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
Economic Development
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year.

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13 Agency/Group/Organization San Mateo County Health Department Agency/Group/Organization Type Services-Persons with HIV/AIDS Services-Health
Health Agency
Publicly Funded Institution/System of Care
Other government - County
What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
Provided input through the Landscape Analysis.
14 Agency/Group/Organization CITY OF DALY CITY
Agency/Group/Organization Type Other government - County What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year as well as coordinating efforts to fund community based organizations.
15 Agency/Group/Organization San Mateo County Department of Housing Agency/Group/Organization Type Other government - County What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
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Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year as well as coordinating efforts to fund community based organizations.
16 Agency/Group/Organization U.S. Department of Housing and Urban Development, San Francisco Regional Field Office
Agency/Group/Organization Type Other government - Federal What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the department on various compliance issues and strategies for spend down of funding.
17 Agency/Group/Organization City of Redwood City
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Market Analysis
Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consults with the organization regularly on the needs of the community throughout the program year as well as coordinating efforts to fund community based organizations.
18 Agency/Group/Organization County of San Mateo
Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by Consultation? Market Analysis Briefly describe how the Agency/Group/Organization was
consulted. What are the anticipated outcomes of the
consultation or areas for improved coordination?
The City consulted with the County of San Mateo's Information Systems Department to identify the strategies to increase access to broadband services to low and moderate income communities in San Mateo (city).

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Identify any Agency Types not consulted and provide rationale for not consulting The City strove to include as broad a group of community stakeholders as possible.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of
Care
San Mateo County
Human Services
Agency
The City has identified the core service needs of Basic Human Needs and Preserving or Providing Affordable Housing, both of which supports homelessness programming.

Housing
Element City of San Mateo
The Housing Element documents the housing needs in San Mateo and includes the programs and policies to address its Four Goals: Maintain the quality and character of residential neighborhoods; Provide a diversity of housing types, responsive to household size, income and age needs; Ensure that all new housing is developed or remodeled in a sustainable manner; Encourage conservation improvements and measures to the existing housing stock.

Local Hazard
Mitigation Plan
City of San Mateo -
Fire
The plan focuses on the protection of the community from risks associated with disaster. Included are goals to protect community, housing stock, and economic resources. This plan overlaps with the Consolidated Plan as it identifies social vulnerability of low-income households to disasters.

Table 3 - Other local / regional / federal planning efforts

Narrative
Discussions on addressing community needs remains to be the point of focus in many community discussions. The City has fostered partnerships with various stakeholders through collaboration on affordable housing projects and initiatives. The information shared during these discussions and partnerships have been incorporated into this Annual Action Plan.

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AP-12 Participation - 91.401, 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The City of San Mateo followed guidelines specified in its Community Participation Plan, engaging as many stakeholders as possible in setting goals and prioritizing the community's needs for the Annual Action Plan. The following actions were taken:
• October 31, 2025 - Sent notification via email to the listserv of community members signed up for Community Relations Commission events.
• November 4, 2025 – Newspaper Ad
• November 19, 2025 – Regular Meeting of the Community Relations Commission. Community Needs Assessment on the significance for the public to determine community priorities for CDBG-funded activities. • February 4, 2026 – Email to non-profit partners with event information • February 18, 2026 - Regular meeting of the Community Relations Commission for the Needs Assessment. Staff gave a brief presentation on the applications received and discussed the funding recommendations. • April 2, 2026 – Newspaper Ad.
• April 10, 2026 - Email to non-profit partners, neighborhood associations, and other community stakeholders with event information, sent notification via email to the listserv of community members signed up for Community Relations Commission events. • April 10, 2026 - City web posting, and email notification of the Annual Plan draft. • April 15, 2026 - Regular meeting of Community Relations Commission, public hearing for the draft Annual Action Plan. • May 18, 2026 - Regular meeting of the City Council for approval of the final Annual Action Plan for submission to HUD. • 30-Day Comment period – April 10th – May 10th.

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Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Internet Outreach
Non-
targeted/broad
community
October 31, 2025.

Sent notification via
email to the listserv
of community
members signed up
for Community
Relations
Commission events.

No comments were
received. N/A
2 Newspaper Ad
Non-
targeted/broad
community
November 4, 2025,
newspaper ad.

No comments
received
3 Public Meeting
Non-
targeted/broad
community
November 19, 2025.

Community members
were in attendance
for the regular
meeting of the
Community Relations
Commission.

Two comments
received during the
Community Needs
Assessment.

All comments have
been accepted.
4 Internet Outreach
Non-
targeted/broad
community
February 4, 2026,
email to non-profit
organizations on
Funding
Recommendations
workshop.

No comments
received
Annual Action Plan
2026
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Public Meeting
Non-
targeted/broad
community
February 18, 2026.

Several members of
the community,
representatives from
local non-profits, and
other stakeholders
were in attendance
for the special
meeting of the
Community Relations
Commission.

Comments received
to address the
needs of public
service
organizations.

All comments have
been accepted.
5 Newspaper Ad
Non-
targeted/broad
community
April 2, 2026.

Newspaper Ad.

No comments
received
Annual Action Plan
2026
23 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
6 Internet Outreach
Non-
targeted/broad
community
April 10, 2025. Email
to non-profit
partners,
neighborhood
associations, and
other community
stakeholders with
event information,
sent notification via
email to the listserv
of community
members signed up
for Community
Relations
Commission events.

No comments
received
7 Internet Outreach
Non-
targeted/broad
community
April 10, 2025. City
web posting of the
draft Annual Plan.

No comments
received
8 Public Hearing
Non-
targeted/broad
community
April 15, 2026.

Regular meeting of
Community Relations
Commission, public
hearing for the draft
Annual Plan.

One comment
received from a
subrecipient
Comment has been
accepted
Annual Action Plan
2026
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
9 Internet Outreach
Non-
targeted/broad
community
May 15, 2025. Email
notification of the
Annual Plan draft

10 Public Hearing
Non-
targeted/broad
community
May 18, 2026.

Regular meeting of
the City Council for
approval of Annual
Plan for submission
to HUD.

11 Comment Period
Non-
targeted/broad
community
30-day comment
period from April 10,
2026, to May 10,
2026.

No comments
received
Table 4 – Citizen Participation Outreach
Annual Action Plan
2026
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction
During the early development of the Action Plan, the City did not yet know the exact amount of funding it would receive for 2026, so allocations were initially based on 2025 funding levels. Once HUD released the final allocation amounts, the Action Plan was updated to reflect those amounts.

Expected resources from CDBG include the City’s 2026 entitlement grant of $802,758.00. The City also anticipates utilizing $84,509 of prior year Annual Action Plan
2026
26 OMB Control No: 2506-0117 (exp. 09/30/2021)
resources, consisting of unused funds from prior year activities: minor home repair, public services, and admin activities.

Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 4 Expected Amount Available Remainder of
ConPlan
$
Narrative
Description Annual
Allocation: $
Program
Income:
$
Prior Year
Resources: $
Total:
$
CDBG public
-
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
802,758 8,000 84,509.30 895,267.30 802,758
Annual
Allocation
includes
CDBG 2026
entitlement
of $802,758.

Prior Year
Resources
includes
unspent
CDBG funds
from prior
entitlement
year (2024)
totaling to
$84,509.30.

Table 1 - Expected Resources – Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
San Mateo is a participating jurisdiction that receives an annual CDBG allocation and is also part of a cohort with other participating jurisdictions to streamline the accessibility of resources to the public. The City will use its entitlement to fund non-profit agencies that provide public services, Annual Action Plan
2026
27 OMB Control No: 2506-0117 (exp. 09/30/2021)
economic development, minor home repair, and capital improvements to public facilities.

While the City does not receive HOME funds directly, the City is part of a HOME consortium with the County of San Mateo, City of Redwood City, and City of South San Francisco. Jurisdictions in the consortium combined their HOME entitlements to create a larger impact on the community.

Besides the consortium, the City receives HOME loan repayments from funded projects prior to the development of the consortium. Any repayments received are added to the City’s available program income for CDBG-funded projects.

Through the State, the City receives an annual allocation of the Permanent Local Housing Allocation (PLHA) to support the City’s goal to increase affordable housing availability. This allocation has supported affordable housing projects since 2019. In 2024, the City received $293,103 in PLHA funds, and in 2025, the City received an additional $224,653. There is a continuous effort to address housing concerns, such as the limited amount of affordable housing, throughout the City.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City is continuing to increase the availability of affordable housing, a goal described in the 2023-31 Housing Element. There are two publicly- owned properties that will offer affordable housing in San Mateo. Kiku Crossing is located on East 4th Avenue, a former public parking lot. This property will offer 225 affordable units for families and individuals. Construction was completed in Winter of 2023, and leasing began in fall 2024; the development was fully occupied as of November 2024. Another project still in progress is Bespoke, also located a former City parking lot on South B Street. Bespoke will provide 71 units of affordable housing and a first-floor space for the nonprofit Self-Help for the Elderly in partnership with an affordable housing developer and a commercial developer. The Exclusive Negotiation Agreement (ENA) period for the City and the developer team to finalize the Development Agreement, Disposition and Development Agreement, and other key agreements to allow for this mixed-use project to be built on the City’s owned parcel and adjacent parcels was extended to April 2026. The project is set for a Planning Commission and City Council public hearing in late April and mid-May 2026.

Discussion

Annual Action Plan
2026
28 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Maintain & Preserve
Existing Housing
2023 2027 Affordable Housing Citywide Affordable
Housing
CDBG:
$107,000.00
Homeowner Housing
Rehabilitated: 10
Households
2 Community Funding 2023 2027 Non-Housing
Community
Development
Citywide Public Services CDBG:
$120,400.00
Public service activities
other than
Low/Moderate Income
Housing Benefit: 650
Persons Assisted
3 Street and Sidewalk
Improvements
2023 2027 Non-Housing
Community
Development
CDBG Priority
Neighborhood
Community
Development
CDBG:
$461,626.30
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit: 20,000
Persons Assisted
4 Public Facilities 2023 2027 Non-Housing
Community
Development
Citywide Public Facilities
Improvements
CDBG $0 No nonprofits funded this
year.
5 Microbusiness
Assistance
2023 2027 Economic
Development
Citywide Economic
Development
CDBG:
$80,000.00
Businesses assisted: 58
Businesses Assisted
Annual Action Plan
2026
29 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 6 AFFH: Adjust City's
BMR Program
2023 2024 Affordable Housing Citywide Lack of Affordable Housing in
Opportunity
Areas

7 AFFH: Down Payment
Assistance Program
2023 2031 Accessible
Homeownership
Citywide Historic
Discrimination
and Mortgage
Denials

8 AFFH: Forgivable
Loans for ADUs
2025 2026 Affordable Housing
Increased Housing
Supply and
Affordable Housing
Citywide Low-income
Rentals in Low
Opportunity
Tracts

9 AFFH: Affirmatively
Market City Housing
2023 2031 Affordable Housing Citywide Lack of Affordable Housing in
Opportunity
Areas

10 AFFH: Prioritize
Funding for
Affordable Housing
2027 2028 Affordable Housing Citywide Lack of Affordable Housing in
Opportunity
Areas

11 AFFH: Incentivize
Developers
2023 2031 Affordable Housing Citywide Lack of Affordable Housing in
Opportunity
Areas

Annual Action Plan
2026
30 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 12 AFFH: Conduct an
Area Plan for
Neighborhoods
2023 2031 Land Use resources Citywide Lack of Affordable Housing in
Opportunity
Areas
Low-income
Rentals in Low
Opportunity
Tracts

13 AFFH: Preference
Home Repairs in LMI
Census Tracts
2023 2031 Financial resources Citywide Disparities in
Access to
Opportunity

14 AFFH: Monitor
Affordable Housing
2023 2031 Affordable Housing Citywide Historic
Discrimination
and Mortgage
Denials
Low-income
Rentals in Low
Opportunity
Tracts

15 AFFH: Expand Tenant
Protections
2023 2026 Displacement risk Citywide Disparities in
Access to
Opportunity

16 AFFH: Fair Housing
Training for
Landlords/Tenants
2023 2027 Equal opportunity
housing
Citywide Fair Housing
Issues
CDBG:
$26,241
Other: 66 Other
17 AFFH: Create a Fair
Housing Webpage
2024 2031 Equal opportunity
housing
Citywide Fair Housing
Issues

Annual Action Plan
2026
31 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 18 AFFH: Ensure
Properties Explain
Accommodations
2024 2026 Equal opportunity
housing
Citywide Disparities in
Access to
Opportunity
Fair Housing
Issues

19 AFFH Goal: Prevent
Displacement
2023 2031 Affordable Housing Citywide Low-income
Rentals in Low
Opportunity
Tracts

Table 2 – Goals Summary

Goal Descriptions

1 Goal Name Maintain & Preserve Existing Housing
Goal
Description
Provide funds to preserve, repair, and maintain existing housing stock. Emphasis on repairs that clear health and safety issues, retrofits to homes for more sustainability and energy efficiency, and make properties more accessible for individuals with special needs.

This is the fourth year of the 2023 Consolidated Plan, and the outcome will be a part of the larger goal for the entire Consolidated Plan period of 2023-2027.

Annual Action Plan
2026
32 OMB Control No: 2506-0117 (exp. 09/30/2021)
2 Goal Name Community Funding
Goal
Description
Provide grants to non-profit organizations for provision of public services to low- and moderate-income individuals, families, and businesses in San Mateo.

This is the fourth year of the 2023 Consolidated Plan, and the outcome below will be a part of the larger goal for the entire Consolidated Plan period of 2023-2027.
3 Goal Name Street and Sidewalk Improvements
Goal
Description
Repair deteriorated streets, as well as provide accessibility and public safety improvements to streets and sidewalks for pedestrians, bicycles and autos in the CDBG Priority Neighborhood.

This is the fourth year of the 2023 Consolidated Plan, and the outcome below will be a part of the larger goal for the entire Consolidated Plan period of 2023-2027.
4 Goal Name Public Facilities
Goal
Description
Provide funds for repairs and health/safety measures to be completed at buildings used by non-profit agencies for provision of public services.

This is the fourth year of the 2023 Consolidated Plan, and the outcome below will be a part of the larger goal for the entire Consolidated Plan period of 2023-2027.
5 Goal Name Microbusiness Assistance
Goal
Description
Provide grants to non-profit service providers who assist low- and moderate-income residents who own or are attempting to start a small business.

This is the fourth year of the 2023 Consolidated Plan, and the outcome below will be a part of the larger goal for the entire Consolidated Plan period of 2023-2027.

Annual Action Plan
2026
33 OMB Control No: 2506-0117 (exp. 09/30/2021)
6 Goal Name AFFH: Adjust City's BMR Program
Goal
Description
Adjust the city’s Below Market Rate (inclusionary) program to provide larger density bonuses, and/or increased city support in exchange for affordable units that address the needs of residents with disproportionate housing needs (e.g., accessible/ visitable units for persons with disabilities, child-friendly developments with day care on site for single parents, and 3-4 bedroom units for larger families.

Contributing factors to be addressed:
• Accessibility, development of affordable units.

Fair housing issues/impediments:
• Disproportionate housing needs;
• Displacement due to rent increases for Spanish speaking and large households; • Lack of accessible housing for persons with disabilities; and • Limited housing for families.

Metrics and milestones:
• Perform feasibility analysis to redesign the program to allow a menu of options. Ensure analysis includes review of housing for households with disproportionate needs, along with income levels.

Timeframe for achievement:
• Complete feasibility analysis by Fall 2023.

Implement redesigned program by Spring 2024.

Annual Action Plan
2026
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
7 Goal Name AFFH: Down Payment Assistance Program
Goal
Description
Participate in a regional downpayment assistance program with affirmative marketing to households with disproportionate housing needs including disabilities, single parents, and Hispanic households (e.g. Spanish and English, targeted to northeast neighborhoods).

Contributing factors to be addressed:
• Inaccessible homeownership due to financial barriers. • Lack of support for affordable housing, creating barriers to approval.

Fair housing issues/impediments:
• Disproportionate housing needs.

Metrics and milestones:
• Affirmatively market down payment assistance to 20 Hispanic households; • Provide homebuyer education to 200 households;
• Work with other jurisdictions to conduct outreach and education; and • Ensure programs affirmatively market to impacted neighborhoods, including North Central and North Shoreview.

Timeframe for achievement:

Meet quantified objectives by end of Housing Element period in 2031; Conduct homebuyer/ outreach and education quarterly in partnership with HEART (Housing Endowment and Regional Trust of San Mateo County).

Annual Action Plan
2026
35 OMB Control No: 2506-0117 (exp. 09/30/2021)
8 Goal Name AFFH: Forgivable Loans for ADUs
Goal
Description
Support the design of a regional forgivable loan program for homeowners to construct an ADU that is held affordable for extremely low income households for 15 years.

Contributing factors to be addressed:
• Lack of affordable housing in high opportunity areas. • Lack of accessible, affordable units.

Fair housing issues/impediments:
• Disparities in access to opportunities.

Metrics and milestones:
• Design regional loan forgiveness program.
• Target those with disproportionate housing needs with affirmative marketing with goal to reach five households annually.

Timeframe for achievement:

Begin design in summer 2025; complete by winter 2026.

Annual Action Plan
2026
36 OMB Control No: 2506-0117 (exp. 09/30/2021)
9 Goal Name AFFH: Affirmatively Market City Housing
Goal
Description
Add more city supported housing with affordability restrictions in moderate and high resource areas. Affirmatively market the housing to households with disproportionate housing needs including persons with disabilities, single parents, and Hispanic households (e.g., Spanish and English, targeted to northeast neighborhoods).

Contributing factors to be addressed:
• Lack of affordable housing supply;
• Lack of accessible affordable units; and
• Concentration of naturally occurring affordable housing in low opportunity census tracts.

Fair housing issues/impediments:
• Disproportionate housing needs.
• Lack of accessible housing for persons with disabilities.

Metrics and milestones:
• Require developers to affirmatively market 1,000 units to those with disproportionate housing needs over the eight-year period (approximately 125 annually).
• Continue to update housing inventory.

Timeframe for achievement:
2031 (annually); as development projects come in for approvals/ financing.

Annual Action Plan
2026
37 OMB Control No: 2506-0117 (exp. 09/30/2021)
10 Goal Name AFFH: Prioritize Funding for Affordable Housing Goal
Description
Prioritize city funding proposals for city funded affordable housing that are committed to serving hard to serve residents (e.g. extremely low income, special needs, on site services).

Contributing factors to be addressed:
• Lack of accessible affordable housing;
• Lack of affordable housing supply; and
• High housing costs.

Fair housing issues/impediments:
• Disproportionate housing needs;
• Displacement due to rent increases; and
• Disparities in access to opportunity.

Metrics and milestones:
• Conduct a review of best practices and develop a program to prioritize City funding for housing projects.

Timeframe for achievement:
• 2027 to 2028: conduct a review of best practices.

Develop a draft program for City Council adoption.

Annual Action Plan
2026
38 OMB Control No: 2506-0117 (exp. 09/30/2021)
11 Goal Name AFFH: Incentivize Developers
Goal
Description
Incentivize developers through direct subsidies, fee waivers, and/ or density bonuses to increase accessibility requirements beyond the federal requirement of 5% for subsidized developments.

Contributing factors to be addressed:
• Lack of access to opportunity concentrated in some census tracts. • Lack of accessible housing.

Fair housing issues/impediments:
• Persons with disabilities have disproportionate housing needs. • Persons with disabilities and persons of color are most likely to file fair housing complains with HUD.

Metrics and milestones:
• Update development agreements for projects with City subsidies to include additional accessible units. • Update City’s Inclusionary Housing Policy to require projects that receive City subsidies to increase the percentage of units that meet accessibility requirements.

Timeframe for achievement:
• 2023-2031: (ongoing) as development opportunities come available; • 2025-2026: Draft Update Inclusionary Housing Policy; and Review developer agreements as projects come in annually.

Annual Action Plan
2026
39 OMB Control No: 2506-0117 (exp. 09/30/2021)
12 Goal Name AFFH: Conduct an Area Plan for Neighborhoods Goal
Description
As part of the General Plan, conduct an area plan for the North Shoreview and North Central neighborhoods and prioritize land use and design around Highway 101 to improve access and reduce the division of the urban form produced by the highway.

Contributing factors to be addressed:
• Lack of affordable housing in high opportunity areas; • Lack of accessible affordable units; and
• Concentration of NOAH in low opportunity census tracts.

Fair housing issues/impediments:
• Segregation and integration patterns among Hispanic and female parent households. • Disparities in access to opportunities.

Metrics and milestones:
• Prepare an area plan with goal of reducing overcrowding, improving health, safety and mobility and access to services.

Timeframe for achievement:

Create plan through the General Plan Update Implementation process.

Annual Action Plan
2026
40 OMB Control No: 2506-0117 (exp. 09/30/2021)
13 Goal Name AFFH: Preference Home Repairs in LMI Census Tracts Goal
Description
Continue to fund minor home repairs and implement a preference for projects in low opportunity census tracts identified in the analysis.

Contributing factors to be addressed:
• Loss of affordable housing in high opportunity areas. • Lack of accessible affordable housing.

Fair housing issues/impediments:
• Disproportionate housing needs.
• Disparities in access to opportunity.

Metrics and milestones:
• Annual goal of 10 minor home repairs and 14 accessibility modifications through grants for low-income residents.
• Allow accessibility improvements on rental properties with owner permission.

Timeframe for achievement:
2023-2031.

Annual Action Plan
2026
41 OMB Control No: 2506-0117 (exp. 09/30/2021)
14 Goal Name AFFH: Monitor Affordable Housing
Goal
Description
Monitor affordable housing projects that are at risk of conversion to market rate. Support regional and local efforts to examine displacement of affordable housing and lower income households. Assist with the retention of special needs housing that is at risk of expiring affordability requirements.

Contributing factors to be addressed:
• Historic discrimination and continued mortgage denials. • Concentration in low opportunity census tracts.
• High housing costs that outpace wages.

Fair housing issues/impediments:
• Hispanic households have disproportionate housing needs. • Limited affordable housing for families.

Metrics and milestones:
• Monitor affordable units whose subsidies are set to expire (ex. Bridgepointe Condominiums affordability requirements for 59 units expire in 2027 and Belmont Building 6 units set to expire); • Coordinate with owners to preserve low-income units as affordable at least two years prior to expiration date; • Provide tenant outreach and education;
• Add displacement preference for new affordable housing; and • Provide noticing to tenants and affected public entities regarding expiring affordability.

Timeframe for achievement:
2025- 2027: to address Bridgepointe Condominiums; 2030- 2032: to address Belmont Building Annual Action Plan
2026
42 OMB Control No: 2506-0117 (exp. 09/30/2021)
15 Goal Name AFFH: Expand Tenant Protections
Goal
Description
Establish tenant protections in local ordinance to extend measure of AB1482 related to relocation, documentation, and right to return policy in eviction cases.

Contributing factors to be addressed:
• Persons with disabilities have disproportionate housing needs; • Persons with disabilities and persons of color are most likely to file fair housing complaints with HUD; and • Hispanic households have disproportionate housing needs.

Fair housing issues/impediments:
• Lack of accessible affordable units;
• Lack of access to economic opportunity;
• Concentration in low income and low opportunity census tracts; • Historic discrimination and continued mortgage denials; and • High housing costs that have outpaced wages.

Metrics and milestones:
• Extend AB1842 provisions that require tenant relocation payments for No Fault evictions for those with tenure less than one year;
• Make recommendations to the City council for establishing tenant protection policies that include the requirement of documentation from landlords who use the substantial remodel exemption to evict tenants and a Right to Return policy for tenants displaced from homes due to demolition or substantial remodels; and • Amend the code to strengthen enforcement penalty structure to aid in protecting tenants from unsafe or substandard units.

Timeframe for achievement:
2023-2026.

Annual Action Plan
2026
43 OMB Control No: 2506-0117 (exp. 09/30/2021)
16 Goal Name AFFH: Fair Housing Training for Landlords/Tenants Goal
Description
Partner with Project Sentinel to perform fair housing training for landlords and tenants. Focus on enforcement efforts on
race-based discrimination and reasonable accommodations.

Contributing factors to be addressed:
• Lack of accessible affordable units;
• Lack of access to opportunity;
• Concentration in low income and low opportunity census tracts; and • Lack of understanding of reasonable accommodation requirements by landlords and property owners.

Metrics and milestones:
• Provide annual funding to Project Sentinel to provide training every two years in the Spring, targeting 200 landlords each training.
• Outreach programs to landlords
Timeframe for achievement:

Annually as part of CDBG allocation in the spring.

Annual Action Plan
2026
44 OMB Control No: 2506-0117 (exp. 09/30/2021)
17 Goal Name AFFH: Create a Fair Housing Webpage
Goal
Description
Create a webpage specific to fair housing including resources for residents who feel they have experienced discrimination, information about filing fair housing complaints with HCD or HUD, and information about protected classes under the Fair Housing Act.

Contributing factors to be addressed:
• Lack of accessible affordable units;
• Lack of access to economic opportunity;
• Concentration of low income and low opportunity tracts; and • Lack of understanding of reasonable accommodation requirements by landlords and property owners.

Fair Housing Issues/ Impediments
• Persons with disabilities have disproportionate housing needs. • Persons with disabilities and persons of color are most likely to file fair housing complaints with HUD.

Metrics and Milestones:
• Provide information on City website about housing discrimination, laws, and protections. • Update webpage every two years, along with other transparency updates.

Timeline
2024 and update bi-annually thereafter.

Annual Action Plan
2026
45 OMB Control No: 2506-0117 (exp. 09/30/2021)
18 Goal Name AFFH: Ensure Properties Explain Accommodations Goal
Description
Ensure that all multifamily residential developments contain signage to explain the right to request reasonable accommodations for persons with disabilities. Make this information available and clearly transparent on the city’s website and fund landlord training and outreach on reasonable accommodations.

Fair Housing Issues/ Impediments:
• Persons with disabilities have disproportionate housing needs. • Persons with disabilities and persons of color are most likely to file fair housing complaints with HUD.

Metrics and Milestones:
• Create ongoing condition of approval to ensure both below market rate and all affordable developments contain this information.
• Explore options for recording against the property and/ or including in the affordable housing agreement.

Timeline:
• Create ongoing conditions of approval by fall 2024.

Conduct best practices review on options to record reasonable accommodation language by January 2025 and implement a program by January 2026.

Annual Action Plan
2026
46 OMB Control No: 2506-0117 (exp. 09/30/2021)
19 Goal Name AFFH Goal: Prevent Displacement
Goal
Description
Ensure that future improvements in disadvantaged communities will not produce a net loss of affordable housing or the displacement of residents and seek to increase the amount of affordable housing in disadvantaged communities.

Fair Housing Issues/ Impediments:
• Persons with disabilities and persons of color have disproportionate housing needs Metrics and Milestones:
• In collaboration with nonprofit and for-profit housing developers, study the feasibility of collaborating with the Northern California Land Trust, or establishing a new community land trust that will support long-term community ownership and housing affordability in disadvantaged communities. Implement findings as part of the General Plan Update
Timeline:

To be completed as part of the larger General Plan Update, with the expected date of completion by 2027 Annual Action Plan
2026
47 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-35 Projects - 91.420, 91.220(d)
Introduction
Activities planned for 2026 are similar to those from recent years. The City will continue to use CDBG administration funds for fair housing activities, public services for grants to non-profit public service agencies, and the remainder of CDBG funds for minor home repair programs, microbusiness assistance, and street and sidewalks improvements.
# Project Name
1 Community Funding Program
2 Minor Home Repair Program
3 CDBG Admin
4 Microbusiness Assistance
5 Street and Sidewalk Improvements
Table 3 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City of San Mateo prioritized projects addressing low- and moderate-income housing and community development needs within targeted areas. The CDBG funding will fund a total of five projects totaling $802,758 and as identified in the Anticipated Resources table. The projects include eligible activities such as housing activities, public services, economic development, minor home repair, and administration, planning and fair housing. The program or project activity has to be eligible under HUD rules and meet the goals of the Consolidated Plan.

An obstacle the City faces in addressing most community needs is available funding. The high cost of housing, limited resources, and an increase demand for social and supportive services are undeserved needs that need to be addressed. The City continues to partner with local nonprofits to coordinate resources to service those most in need.

The City, in partnership with non-profit organizations and county agencies, will undertake numerous programs and activities to meet the five identified priorities of the Consolidated Plan and Annual Action Plan during program year 2026 (2026-2027). The timeline for the completion of most of these projects and programs is June 30, 2027.

Annual Action Plan
2026
48 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
Annual Action Plan
2026
49 OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Project Name Community Funding Program
Target Area Citywide
Goals Supported Community Funding
Needs Addressed Public Services
Funding CDBG: $120,400.00
Description Provide $120,400 in funds to non-profit agencies to provide public services for the core service priorities including basic human needs, senior services, youth services, and providing affordable housing.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Project will only serve low- and moderate-income individuals and families, as well as those from presumed benefit groups such as abused children, victims of domestic violence, elderly individuals, and homeless individuals. Based on reports from prior years, the project will serve 650 San Mateo residents.

Location Description Project will serve the community members citywide.

Annual Action Plan
2026
50 OMB Control No: 2506-0117 (exp. 09/30/2021)
Planned Activities Project provides funds to non-profit agency sub-recipients to carry out public service programs. Agencies interface with a variety of departments within the City including police, housing, and code enforcement on a regular basis to further their efforts in the community. The City anticipates funding seven sub-recipients evenly with available funding. In addition, the City is funding an economic development program outside of the public services cap. The awards for this year are as follows:

CORA: providing survivors of domestic violence and their children with legal services. Goal is to serve 100 individuals.

Friends for Youth: provide mentoring relationships and support services to underserved, vulnerable youth. Goal is to serve 260 individuals.

Legal Aid Society of San Mateo County: legal services to households in danger of eviction and/or living in substandard conditions. Goal is to serve 113 clients.

Life Moves: provide shelter and supportive services to assist homeless individuals to return to self- sufficiency at the First Step for Families facility which includes 117 beds. Goal is to serve 54 clients

Rape Trauma Services: provides mental health services to address the multiple healing needs of child survivors of sexual violence. Goal is to serve 85 clients.

Samaritan House-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. Goal is to serve 250 individuals.

Samaritan House-Safe Harbor Shelter: provides short-term, emergency supportive services. Goal is to serve 40 individuals.
2 Project Name Minor Home Repair Program
Target Area Citywide
Annual Action Plan
2026
51 OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Maintain & Preserve Existing Housing
Needs Addressed Affordable Housing
Funding CDBG: $107,000.00
Description Provides funding to non-profit agencies to provide minor repairs, accessibility modifications, and energy efficiency measures to income eligible homeowners.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Project will assist 10 households with repairs and energy improvements.

Location Description Project will only apply to homes located in the City of San Mateo.

Planned Activities Project will provide grants to sub-recipients for programs to complete minor rehabilitation, energy improvements, and accessibility improvements to low- and moderate-income homeowners. Two grants will be provided as follows:
• Rebuilding Together Peninsula: Safe at Home program provides minor home repairs including health and safety measures, emergency electrical and plumbing, etc. Goal is to serve 6 households.
• Rebuilding Together Peninsula: National Rebuilding Day provides larger scale rehabilitation of homes in conjunction with volunteers and many other funding sources. Goal is to serve 4 households.
3 Project Name CDBG Admin
Target Area Citywide
Annual Action Plan
2026
52 OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Maintain & Preserve Existing Housing
Community Funding
Street and Sidewalk Improvements
Public Facilities
Microbusiness Assistance
AFFH: Adjust City's BMR Program
AFFH: Down Payment Assistance Program
AFFH: Forgivable Loans for ADUs
AFFH: Affirmatively Market City Housing
AFFH: Prioritize Funding for Affordable Housing
AFFH: Incentivize Developers
AFFH: Conduct an Area Plan for Neighborhoods
AFFH: Preference Home Repairs in LMI Census Tracts
AFFH: Monitor Affordable Housing
AFFH: Expand Tenant Protections
AFFH: Fair Housing Training for Landlords/Tenants
AFFH: Create a Fair Housing Webpage
AFFH: Ensure Properties Explain Accommodations
AFFH Goal: Prevent Displacement
Needs Addressed Affordable Housing
Public Services
Community Development
Public Facilities Improvements
Economic Development
Lack of Affordable Housing in Opportunity Areas
Historic Discrimination and Mortgage Denials
Low-income Rentals in Low Opportunity Tracts
Disparities in Access to Opportunity
Fair Housing Issues
Funding CDBG: $126,241
Description Provide funds for staff and overhead to administer the CDBG grant. The City will also provide a $26,241 grant to an agency for provision of Fair Housing services to come from admin.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
The fair housing grant will serve approximately 66 households.

Annual Action Plan
2026
53 OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description Project will take place in City of San Mateo.

Planned Activities Administrative costs for management of the CDBG program. In addition, the City will provide funds to Project Sentinel for the provision of fair housing activities.
4 Project Name Microbusiness Assistance
Target Area Citywide
Goals Supported Microbusiness Assistance
Needs Addressed Economic Development
Funding CDBG: $80,000.00
Description Two microbusiness assistance grants of $40,000 will be provided to Renaissance Entrepreneurship Center and Upwards. The funds under this activity will not be counted under the public service cap as they are a microbusiness assistance program for economic development.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
The microbusiness assistance program will serve 68 businesses.

Location Description Project will serve low-income business owners in the city of San Mateo.

Planned Activities Renaissance Entrepreneurship Center: will deliver customized small business training, one-on-one consulting, and access to capital, resources, markets, and networks to assist lower-income and under- resourced residents who are starting and growing sustainable small businesses. All services will be delivered in English and Spanish. Goal is to serve 60 businesses.

Upwards: equip LMI microenterprise in-home childcare providers with personalized coaching and digital tools to optimize operations and revenue, enabling them to efficiently manage and grow their business, create local teaching assistant jobs, and expand access to quality affordable care for working families in the community. Goal is to serve 8 childcare providers.
5 Project Name Street and Sidewalk Improvements
Target Area CDBG Priority Neighborhood
Goals Supported Street and Sidewalk Improvements
Annual Action Plan
2026
54 OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs Addressed Community Development
Funding CDBG: $461,626.30
Description Funding to make pedestrian-type improvements on damaged streets and sidewalks, and to include safety enhancements (crosswalks, curb ramps, etc.) where feasible.

Target Date 6/30/2027
Estimate the number
and type of families
that will benefit from
the proposed activities
Project will be completed in the CDBG Priority Neighborhood, which has approximately 20,000 residents.

Location Description Project will be completed in the CDBG Priority Neighborhood.

Planned Activities Funds will be used to make pedestrian-type improvements within the CDBG Priority Neighborhood near senior facilities and at critical intersections.

Annual Action Plan
2026
55 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City of San Mateo provides a number of programs that assist low-income individuals and households based and therefore may be located anywhere within the city limits of San Mateo. In addition, the City has identified a CDBG Priority Neighborhood by utilizing the low-income definitions provided by HUD. This area includes census tracts or block groups with at least 51% of the persons considered low-income as reported in the Census and includes North Central, North Shoreview and South Norfolk neighborhoods.

Geographic Distribution
Target Area Percentage of Funds
CDBG Priority Neighborhood 46
Citywide 54
Table 4 - Geographic Distribution

Rationale for the priorities for allocating investments geographically The CDBG Priority Neighborhood has a number of contributing factors to its designation, especially as compared to other neighborhoods in San Mateo:
• Lowest median income and high percentage of families below the poverty level • Deteriorating conditions, including high degree of dumping and graffiti • High percentage of overcrowding, including streets/traffic and housing • Older, deteriorating housing stock
Discussion
The City will provide programs and services identified in this Plan to households with the greatest need.

Annual Action Plan
2026
56 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-75 Barriers to affordable housing -91.420, 91.220(j) Introduction
The City continues to increase the availability of affordable housing using available resources. Through the City’s 2023-31 Housing Element, the City committed to develop goals and implement policies and programs to meet the state-mandated goal of 7,015 total new housing units over the eight-year timeframe. Within the 7,015 new housing units, 3,975 must be deemed affordable for moderate or lower-income households. As of 2025, 84 building permits were issued for affordable housing units (moderate to very low), and 56 affordable housing units received its Certificate of Occupancy.

The most recent development project that the City is currently moving forward is a collaboration with an affordable housing developer, Alta Housing and commercial developer Harvest Properties/Prometheus, on the “Bespoke” mixed-use development. Bespoke combines commercial and residential components, including a 71-unit affordable housing development, all located on a City- owned parking lot on 4th Avenue and B Street and adjacent sites with a shared underground parking garage. As of early 2026, the City is working to finalize the Development Agreement, Disposition and Development Agreement, and other key agreements to allow for this mixed-use project to be built on the City’s owned parcel and adjacent parcels. The project is set for a Planning Commission and City Council public hearing in late April and mid-May 2026.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City is committed to using all available tools to increase the availability of affordable housing. In just the last year, the City has undertaken significant policy efforts under the 2023-31 Housing Element to streamline the approval process for residential developments. This includes:
• Zoning Code Amendments – In 2025, the City Council adopted two ordinances to make amendments to the Zoning Code to allow various types of housing and streamline the development review process.
• Below Market Rate Ordinance – In June 2025, the Below Market Rate (BMR) Ordinance was updated to allow for offsite units or developer-proposed alternatives to provide more flexibility for developers and incorporate BMR-units to their developments.

Discussion
The City continues to work towards meeting their committed goals, policies, and programs listed in the 2023-2031 Housing Element. In an effort to remove barriers that impact the access to affordable Annual Action Plan
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housing, the City will continue to work on the Housing Element’s goals anticipated for 2026:
• Update the City’s existing Inclusionary Housing Policy to increase the development of accessible units.
• Conduct best practices research on prioritization of households with special needs, extremely low-income households and large families.
• Conduct a study to determine whether the City should update the zoning ordinance and other policies to continue supporting the production of affordable housing sites. In addition to permanently require replacement of units (beyond Housing Crisis Act sunset date of 2034). • Review permitting and development fees to use information to identify opportunities to reduce per unit permitting costs; with fee reductions for small multi-family projects being prioritized.

Annual Action Plan
2026
58 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
The City develops and carries out strategies on either a policy-level or building partnerships with community agencies in effort to reduce obstacles to meet underserved needs. Most of these strategies include collaborations with non-profit organizations to increase the provision of direct services through available Federal or State funding. Meanwhile financial resources remain limited; the City explores various methods by utilizing different funding sources to continue the efforts in developing or preserving affordable housing. Policy-level strategies include updating implementing programs such as the Emergency Rental Assistance Program to assist low-income tenants with temporary rental assistance to prevent from being evicted.

Actions planned to address obstacles to meeting underserved needs The combination of the rising cost of living in the San Francisco Bay Area and the continued funding restrictions has resulted in being the primary obstacles to address community needs. To better understand the needs of underserved communities and build strategies to address those needs, the City’s Community Relations Commission conducts an annual community needs assessment as the first step in developing the Annual Action Plan. This assessment provides community members the opportunity to address any needs or obstacles that may be present in their community. A second workshop is held to make CDBG funding recommendations to address the same needs and obstacles that were share during the community needs assessment. This strategy is efficient in increasing the number of unduplicated services available while still being cost-effective.

In terms of funding, the City’s Community Funding program is primarily funded by CDBG. This program allows the City to build partnerships with local nonprofit service providers who in turn provide basic needs services (food, shelter, clothing, etc.) for residents most in need, in addition to case management, legal services and advocacy, and small business support, all of which are in high demand and foster community stability. The City also funds certain programs through its General Fund and other housing funds to maximize the number of services available to underserved communities not funded by the Community Funding program.

Actions planned to foster and maintain affordable housing The City is maintaining its effort to preserve and develop affordable housing by fostering partnerships with local nonprofit organizations and jurisdictions. An example of preserving affordable housing units is monitoring the City’s affordable housing inventory to keep track of expiring deed restrictions and work with property owners in advance to begin the renewal process. While the development of affordable housing is essential to address availability concerns, preservation plays a large role in increasing the affordable housing inventory. Therefore, preservation is listed as one of the five main goals in the City’s Annual Action Plan
2026
59 OMB Control No: 2506-0117 (exp. 09/30/2021)
2023-2031 Housing Element:
• Production of new housing at all income levels, with a focus on affordable housing; • Preservation of existing housing that is affordable to lower- and middle-income residents; • Protection of current residents to prevent displacement; • Promotion of community engagement and public outreach; and • Affirmatively Furthering Fair Housing.

While funding remains limited, the City has multiple local funding sources that support preservation and development efforts for affordable housing. The City continues to strategically use “boomerang” funds:
proportion of property taxes previously set aside for housing in former Redevelopment Areas. In addition to “boomerang” funds, the City also collects repayments from loans made by the former Redevelopment Agency and the City that are re-allocated for housing. In-lieu fees are also collected from development projects of 5-10 units or require providing a fraction of BMR units. Lastly, the City collects Commercial Linkage Fees from commercial developments of over 5,000 square feet. Through these three funding sources, new construction of affordable housing and preservation are supported.

To support the further development of affordable housing, the City has implemented an inclusionary Below Market Rate Program that sets the requirement for development of new market rate housing (rental or for-sale) to set aside 15% of the units to be affordable to either lower-income or moderate- income households. The Below Market Rate Program has successfully supplied a quarter of all the affordable housing units in the City. In addition, the City implemented an Accessory Dwelling Unit (ADU) program to facilitate the permitting process for ADU developments and support the growing affordable housing inventory.

Actions planned to reduce lead-based paint hazards
The City has policies and procedures in place to determine any lead-based paint hazards in programs funded with CDBG and HOME funds. These lead hazard and home safety policies and procedures are consistent with California Department of Housing and Community Development (HCD) and HUD requirements and were last updated in September 2024 for minor home repair projects. Specifically for minor home repair or public facilities improvement projects, environmental review procedures are conducted prior to the start of a project to identify and resolve any lead-based paint hazards in the proximity of the project. Enforcing these requirements consist of the City working closely with subrecipients of minor home repair programs in monitoring that these policies are being followed prior to the start of a minor home repair project through trainings and technical assistance. Additionally, low- income homeowners who enroll in a minor home repair program receive outreach on lead hazards, noticing requirements, and testing. For public facilities improvement projects, the same policies are Annual Action Plan
2026
60 OMB Control No: 2506-0117 (exp. 09/30/2021)
enforced.

Actions planned to reduce the number of poverty-level families The Community Funding Program is a funding source administered by the City that focuses on addressing community needs. This funding source is primarily funded through CDBG entitlement funds under the public services cap. Grants are disbursed to local non-profits who provide public services that support poverty-level families become self-sufficient. Programs funded through the Community Funding Program have been successful in providing poverty-level families with basic needs services, resources to gain financial empowerment, and housing-related services. Aside from the Community Funding Program, the City continues to utilize additional funding sources to increase the likelihood of underserved households of becoming more self-sufficient with the necessary tools and resources.

Actions planned to develop institutional structure
To continue the further development of institutional structure, the City is part of a very coordinated and structured CDBG Cohort group that’s led by the County. In this cohort, participating jurisdictions within the San Mateo County are part of this group. This CDBG Cohort group has been successful in streamlining the management of our CDBG entitlement to ensure subrecipients are administered similarly.

Actions planned to enhance coordination between public and private housing and social service agencies
The City collaborates with housing and community development partners through a multi-jurisdictional network consisting of the CoC, CDBG Cohort, and 21 Elements, all which supports the City’s efforts to meet goals listed in the Consolidated Plan. In addition to the City’s partnerships with regional organizations/collaboratives, the City also collaborates with public and private housing agencies to increase the progress of new Below Market Rate units and affordable housing developments. The ongoing collaboration with public and private housing agencies have been successful in the ongoing Bespoke project.

Discussion
Housing Preferences and Distribution
The City performed a fair housing assessment for the development of the 2023-2031 Housing Element, which identified many factors that limit the accessibility of housing for many San Mateo residents. For this reason, Affirmatively Furthering Fair Housing (AFFH) goals were incorporated into the 2023-2027 Consolidated Plan to maintain consistency in the City’s goals to address housing issues and discrimination. The City annually leverages federal funds to provide funding for a fair housing agency, Project Sentinel, to provide education and neutral mediation against housing discrimination, disputes, and eviction threats. Additionally, efforts to provide education to both tenants and housing providers has been facilitated through community workshops and through the City’s website. In 2025, staff has Annual Action Plan
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implemented programs and ordinances to increase tenant protections as listed in the Housing Element.

Annual Action Plan
2026
62 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction
For program year 2026-2027, the City of San Mateo will receive an amount of $802,758 in CDBG funding. These resources will be used to address housing, public service and other priority needs as identified in the Consolidated Plan. Funding will primarily support activities aligned with the City’s strategic goals to benefit low-and moderate- income populations including expanding access to affordable housing, which will help reduce housing costs and provide financial assistance. Public service activities will focus on addressing issues such as homelessness, youth services and domestic violence.

Funding received will help to sustain and improve existing housing with the Home Repair Program, including minor repairs and accessibility modifications. These program requirements will help to ensure safe and livable communities.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% Discussion
Annual Action Plan
2026
63 OMB Control No: 2506-0117 (exp. 09/30/2021)
The City utilizes 100% of its CDBG funds for eligible activities that assist low- and moderate-income households through direct services as well as improvements to the CDBG Priority Neighborhoods.

The CDBG grant funds plus annual program income from loan repayments are consistently allocated and spent in a timely manner to maximize assistance to the community.

The three-year period for calculating CDBG benefit is 2024, 2025, and 2026.

San Mateo City CouncilMay 18, 2026

San Mateo City Council
May 18, 2026