CDBG Program Year 2026
Action Plan
Draft for review April 27 - May 27, 2026
South San Franscico’s Action Plan for the Community Development Block Grant (CDBG) is available for public review and comment April 27 - May 27, 2026.
The Action Plan provides an overview of planned CDBG projects and spending for Program Year 2026 ending June 30, 2027. South San Franscico will include all public comments in the final submission to the US Department of Housing and Urban Development on June 1, 2026.
South San Franscico residents and other interested parties may submit public comments at https://ci-ssf-ca.granicusideas.com/meetings or [email protected].
Executive Summary 1
AP-05 Executive Summary 1
PR-05 Lead & Responsible Agencies 4
AP-10 Consultation 10
AP-12 Participation 16
AP-15 Expected Resources 17
Annual Goals and Objectives 19
AP-35 Projects 21
AP-38 Project Summary 22
AP-50 Geographic Distribution 24
AP-75 Barriers to Affordable Housing 25
AP-85 Other Actions 27
Program Specific Requirements 31
Citizen Participation and Comments 32
Notices and Affidavits 33
Public Comments 35
Executive Summary
AP-05 Executive Summary - 91.200(c), 91.220(b)
Introduction
The City of South San Francisco (the City) receives an annual allocation of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD) to provide decent and affordable housing, suitable living environments, and expand economic opportunities for low- and moderate-income households. The City participates in HUD’s HOME Investment Partnerships Program (HOME) through San Mateo County HOME Consortium, which completes all HOME reporting, evaluates activity applications, monitors projects, and maintains compliance with cross-cutting requirements.
The City must complete several reports in conjunction with the Consortium to receive HUD funding. The partner jurisdictions in the Consortium complete a Consolidated Plan (ConPlan) to assess needs and outline priorities and goals for the next five program years. The cities within the Consortium submit an Action Plan before each program year (PY) to outline the PY’s projects and funding resources to meet the priorities and goals identified in the ConPlan.
South San Francisco’s PY begins July 1 and ends June 30; The current ConPlan covers PYs 2023-2027. The City completes a Consolidated Annual Performance and Evaluation Report (CAPER) at the end of each PY to report and evaluate progress on the current ConPlan goals.
The City of South San Francisco will receive $459,847 for PY 2026; please see AP-15 for how the City will use this funding in conjunction with other funding sources.
Summarize the objectives and outcomes identified in the Plan Residents and stakeholders articulated the need for improvements made to community and recreation centers, parks, streets, and sidewalk in the outreach for the PY 2023 ConPlan. The City continues to move forward with ConPlan priorities to focus on administration, public facility and infrastructure improvements, and public services in PY 2026.
The City will use CDBG to fund subrecipients who will assist 20 low- to moderateincome residents with safety net, behavioral health, training, education, and community improvement services.
South San Francisco will invest CDBG to improve public facilities and infrastructure that serve 1000 low- to moderate-income city residents.
Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.
Since the start of the most recent ConPlan the City used CDBG to fund:PH1 1 • 11 home repairs for low- to moderate-income homeowners • Seven public service subrecipients that:
o Provided services to 190 victims of sexual abuse
o Mentored 88 youth
o Funded after school programming for 212 students
o Subsidized services for 32 adults with disabilities
o Provided business development services to 43 residents o Screened 65 residents’ oral health
The largest factor in the City’s PY 2026 funding decision was the timeliness rule. HUD notified South San Franscisco in PY 2025 that it was untimely for the second consecutive year, in the response the City decided to limit the number of subrecipients it funds to streamline the City’s ability to oversee the subrecipients and ensure compliance with federal regulations. The City is satisfied with the simplification of its CDBG program - funding one public service subrecipient each program year and expending the majority of CDBG funding internally, focusing on public infrastructure and ADA compliance. The reduced subrecipient oversight allows CDBG program staff to focus on accurate documentation and prioritize timely expenditure.
The City is using rollover from PY 2024 in the PY 2026 Expected Resources due to a minor home repair subrecipient, Rebuilding Together Peninsula, being unable to complete the activities within the contracted timeframe. To prevent this from happening in the future, South San Francisco will transition Rebuilding Together to an alternative funding source better aligned with the program’s scope and flexibility requirements.
Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.
On February 13, 2026, South San Franscico provided notice in the San Mateo County Times and held the first public hearing on February 25, 2026, to solicit community input for the PY 2026 Action Plan.
On April 10, 2026, the City provided notice in the San Mateo County Times and held the second public hearing on May 27, 2026, to end the 30-day comment period. The PY 2026 AP was available for public review and comment April 27 - May 27, 2026, on the City's website and by paper copy upon request.
Notices and affidavits are attached in the HUD submission in Citizen Participation Comments.
Summary of public comments
South San Franscisco received feedback at the first public hearing on February 25, 2026. Eight potential subrecipients attended to describe their programs, the populations served, and community impact at the meeting, one submitted digitally afterward, but made no formal public comments on the goals or priorities for the PY 2026 Action Plan.
The City received ## public comments during the comment period April 27 - May 27, 2026.
2 A summary of comments received during the planning process are attached to the HUD submission in Citizen Participation Comments.
Summary of comments or views not accepted and the reasons for not accepting them
South San Francisco prioritizes the comments of potential CDBG subrecipients. The City considers the feedback of subrecipients applying for CDBG funding as biased since said comments reflect the applicants’ desire for funding and do not mention the PY 2026 Action Plan, its goals, or its priorities.
Summary
South San Franscisco continues to try to address five-year Consolidated Plan goals to make the City and surrounding areas a safe, sustainable community for all residents. 3 PR-05 Lead & Responsible Agencies - 91.200(b)
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
Lead Agency SOUTH SAN FRANCISCO
CDBG Administrator SOUTH SAN FRANCISCO Housing Division Table 1 – Responsible Agencies
Narrative
South San Franscisco manages HUD CDBG funds through the Economic and Community Development Department’s Housing Division.
Consolidated Plan Public Contact Information
City of South San Francisco
Economic & Community Development - Housing Division
400 Grand Avenue
South San Francisco, CA 94080
(650) 829-6620
4 AP-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
The City partnered with San Mateo County to conduct its public input process for the ConPlan and uses ongoing outreach to collect feedback on subsequent Action Plans focusing on conversations with stakeholders to discuss community needs, demand for affordable housing, and gathering data and resources to make evidence-based decisions.
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)).
South San Francisco partners the cohort of entitlement jurisdictions located within San Mateo County, meeting monthly to coordinate efforts. Most of the entitlements fund the same agencies and combine management and oversight efforts to save valuable staff time and minimize subrecipient reporting.
Specific efforts include:
• Work with the County of San Mateo and other entitlement jurisdictions to coordinate and streamline CDBG processes
• Participate in the San Mateo County HOME Consortium and provide representation on the County Housing and Community Development Committee
• Work closely with non-profit social service providers, the County, other entitlement jurisdictions, the School District, and other community providers to coordinate the delivery of services to residents
• Fund non-profit organizations serving low-income residents • Work with non-profit organizations and private developers to build and maintain affordable housing
• Continue engagement efforts with BAHFA to help build a more accessible one-stop-shop for affordable housing applications in SSF and across the region
• Work with the Continuum of Care (CoC) to better coordinate homeless services
• Work with the Homeless Outreach Team (HOT) to move the most difficult, long-term homeless individuals out of the Downtown area by placing them in shelters and connecting them with County medical and rehabilitation services • Continue efforts by the downtown bike patrol to connect people experiencing homelessness to public services that are available to them • Engage in local and state housing legislative updates 5 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.
South San Franscisco has a seat on the San Mateo County Continuum of Care (CoC) Steering Committee and is involved in decision-making. The CoC Steering Committee guides the implementation of San Mateo County's homeless services system and undertakes a wide range of efforts to meet the needs of homeless persons and those at risk of homelessness:
• The CoC created a multi-disciplinary, bilingual, Homeless Outreach Team (HOT) to conduct intensive outreach and engagement with unsheltered and chronically homeless people 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.
• The CoC developed a rapid re-housing program, providing short-term rental assistance plus wrap-around services, to reduce the number of unsheltered families.
• The San Mateo County Human Services Agency provided funding for a motel voucher program to assist families with children who are waiting to access shelter.
• The Veterans Commission addresses the needs of Veterans and their families and the San Mateo County CoC provides supports through emergency shelters, housing with services, permanent supportive housing, rapid re-housing, housing locator, street outreach, and transitional housing. • In 2022, the CoC hosted a focus group on the subpopulations of persons experiencing homelessness as part of the Strategic Planning process, including the needs of veterans and incorporated stakeholder input. • The CoC provides funds to the San Mateo County Mental Health Association (MHA) to operate its Support and Advocacy for Young Adults in Transition (SAYAT) Program, providing case management and housing search and stabilization services to homeless youth.
• The San Mateo County Housing Authority has 25 Family Unification Program (FUP) vouchers for youth leaving the foster care system to prevent homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
South San Francisco does not receive Emergency Solutions Grant (ESG) funding, as the San Mateo County Department of Housing (DOH) is the only ESG recipient in the County. However, the City does participate in CoC Steering Committee meetings as part of its ongoing responsibility in receiving HUD funding. The County DOH coordinates closely with the CoC regarding the County’s ESG, CoC, and CDBG funding and is represented on the CoC Steering Committee. The DOH has also delegated 6 responsibility for management of all ESG funds, plus the portion of the County CDBG funds used for homeless activities, to the CoC Lead Agency, the San Mateo County Human Services Agency (HSA). Management responsibilities include issuing RFPs 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 the operation and administration of HMIS for ESG-funded projects.
On an annual basis, the CoC Lead Agency, the San Mateo County Center on Homelessness (COH) compiles a report on how well the community meets the objectives set forth in the HOPE Plan. This includes an analysis of housing development data to track the creation of new units of affordable housing and an analysis of HMIS and Core Service Agency data to track the number of households receiving assistance. Additionally, the CoC’s System Design Subcommittee is developing systemwide performance measures that align with HEARTH and Opening Doors. This work includes developing a recommended methodology for measuring the average length of homelessness that includes the time before program intake. The CoCs System Design Subcommittee will be researching possible methodologies for a more complete tracking of returns to homelessness, including any further HUD guidance if available.
The COH regularly monitors all emergency shelter, transitional housing, outreach, supportive housing, rapid re-housing, and prevention programs, which include site visits, analysis of spending rates, and a review of occupancy data. The monitoring process also includes a review of whether projects are meeting the CoCs project performance standards. In addition, the Project Performance Subcommittee works with the COH to conduct an annual assessment of project performance, identify underachieving projects, and recommend whether projects should be offered technical assistance or should be candidates for re-allocation of their CoC funds. Also, each project in the CoC receives an annual performance report detailing their results in meeting both HUD and the CoC’s established performance measures.
San Mateo County Human Services Agency, the designated HMIS Lead Agency, uses HMIS, which incorporates the latest HUD-published data standards and improves the ease of data input and data quality. Additionally, as described in the CoC Governance Charter, the CoC will annually review, revise, and approve (as applicable) the privacy, security, and data quality plans for HMIS. The CoC will also ensure consistent participation of subrecipients in the HMIS and ensure that HMIS is administered in compliance with HMIS Data Standards.
Agencies, groups, organizations and others who participated in the process and consultations
7 1 Agency/Group/Organization HABITAT FOR HUMANITY GREATER
SAN FRANCISCO
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti-poverty 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.
2 Agency/Group/Organization HOUSING AUTHORITY OF SAN
MATEO COUNTY
Agency/Group/Organization Type PHA
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.
4 Agency/Group/Organization RAPE TRAUMA SERVICES CENTER Agency/Group/Organization Type Services-Children
Services-Victims of Domestic Violence
Services-homeless
Services - Victims
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 PROJECT SENTINEL
Agency/Group/Organization Type Services - Housing
Service-Fair Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
8 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.
6 Agency/Group/Organization Bay Area Legal Aid
Agency/Group/Organization Type Housing
Services - Housing
Service-Fair Housing
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?
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
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.
8 Agency/Group/Organization Life Moves
Agency/Group/Organization Type Housing
Services-homeless
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.
9 9 Agency/Group/Organization Bay Area Medical Academy
Agency/Group/Organization Type Services-Health
Services-Education
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.
10 Agency/Group/Organization Futuro
Agency/Group/Organization Type Services-Health
Services-Education
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.
11 Agency/Group/Organization RENAISSANCE ENTREPRENEURSHIP CENTER
Agency/Group/Organization Type Services-Employment
Business Leaders
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.
12 Agency/Group/Organization CORA (COMMUNITY OVERCOMING
RELATIONSHIP ABUSE) SUPPORT
SERVICES
Agency/Group/Organization Type Services-Victims of Domestic Violence Services-homeless
Services - Victims
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Strategy
10 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.
13 Agency/Group/Organization HIP HOUSING
Agency/Group/Organization Type Housing
Services - Housing
What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Market Analysis
Economic Development
Anti-poverty 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.
14 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.
15 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.
16 Agency/Group/Organization FRIENDS FOR YOUTH, INC.
Agency/Group/Organization Type Services-Children
Services-Education
What section of the Plan was addressed
by Consultation?
Non-Homeless Special Needs
11 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.
17 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
Services-Mental Health
What section of the Plan was addressed
by Consultation?
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
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.
18 Agency/Group/Organization Build Up San Mateo County (The 4C's) Agency/Group/Organization Type Child Welfare Agency
Childcare Advocacy
What section of the Plan was addressed
by Consultation?
Market Analysis
Anti-poverty 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.
19 Agency/Group/Organization City of San Mateo
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.
12 20 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.
21 Agency/Group/Organization CITY OF DALY 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.
22 Agency/Group/Organization City of Fremont
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.
23 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
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.
24 Agency/Group/Organization City of San Jose
Agency/Group/Organization Type Other government - Local What section of the Plan was addressed
by Consultation?
Housing Need Assessment
Market Analysis
13 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.
25 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.
26 Agency/Group/Organization City of Redwood City
Agency/Group/Organization Type Agency - Managing Flood Prone Areas Agency - Management of Public Land or
Water Resources
Agency - Emergency Management
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 its Engineering
Department regarding hazard mitigation
and other emergency management
needs in the community.
27 Agency/Group/Organization SAN MATEO COUNTY
Agency/Group/Organization Type Services - Broadband Internet Service Providers
Services - Narrowing the Digital Divide
What section of the Plan was addressed
by Consultation?
Anti-poverty 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 as well as
coordinating efforts to fund communitybased organizations.
Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City made multiple efforts to contact all agencies required for consultation; despite multiple attempts, not all agencies contacted responded.
14 South San Franscisco relies on monthly Cohort meetings to discuss the community needs and coordinate efforts for the Action Plan process.
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
Human Services
Agency
The City has identified the need for homeless services
and housing and has set a goal to provide service
enriched shelter and transitional housing for homeless
individuals.
CoC Strategic
Plan to End
Homelessness
San Mateo
Human Services
Agency
The City has identified the need for homeless services
and housing and has set a goal to provide service
enriched shelter and transitional housing for homeless
individuals. This goal overlaps with several goals in
the County's updated plan to end homelessness.
South San
Francisco
Housing Element
City of South
San Francisco
California State Law requires all jurisdictions to
prepare Housing Elements for their General Plans.
The Housing Element is a document intended to help
jurisdictions identify and plan for housing need,
including affordable and special needs housing. The
Housing Elements are required to obtain state
approval and identify CDBG and other HUD funds as
potential affordable housing resources, as well as
referencing housing preservation programs funded
through CDBG and HOME programs.
Table 3 - Other local / regional / federal planning efforts Narrative
The City works closely with the County of San Mateo and other HOME Consortium partners since they are all on the same grant cycle. The jurisdictions use the joint effort and monthly Cohort meetings to coordinate funding across the community. 15 AP-12 Participation - 91.401, 91.105, 91.200(c)
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting On February 13,2026, South San Franscico provided notice in the San Mateo County Times and held the first public hearing (PH)on February 25, 2026, to solicit community input for the PY 2026 Action Plan.
On April 10, 2026, the City provided notice in the San Mateo County Times and held the second public hearing on May 27, 2026, to end the 30-day comment period. The PY 2026 AP was available for public review and comment April 27 - May 27, 2026, on the City's website and by paper copy upon request. Notices and affidavits are attached in the HUD submission as Citizen Participation Comments.
Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments not
accepted
and reasons
Newspaper
Ad
Nontargeted/br
oad
community
Notice for PH1
February 13,
2026.
No response
solicited.
No comments were
rejected.
Public
Hearing
(PH)
Nontargeted/br
oad
community
PH1 February
25, 2026.
Eight nonpotential
beneficiaries
attended the
hearing.
Comments
included in
Citizen
Participation
Comments
No comments were
rejected.
Newspaper
Ad
Nontargeted/br
oad
community
Notice for PH2
& 30-day
comment
period April 10,
2026.
No response
solicited.
No comments were
rejected.
Public
Hearing
Nontargeted/br
oad
community
PH2 May 27,
2026.
Comments
included in
Citizen
Participation
Comments.
No comments were
rejected.
30-Day
Public
Comment
Period
Nontargeted/br
oad
community
Public
comment
period April 27-
May 27, 2026.
Comments
included in
Citizen
Participation
Comments.
No comments were
rejected.
Table 4 – Citizen Participation Outreach
16 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) Introduction
The City will receive $459,847 in CDBG funding for PY 2026 and combine its entitlement amount with $20,235.40 in rollover from two PY 2024 home-repair activities the subrecipient did not complete within the contracted timeframe. The subrecipient faced implementation challenges, including several potential beneficiaries who required repairs beyond the budget.
South San Franscisco it anticipates it will receive $2,000 in program income during PY 2026 as previous beneficiaries pay back CDBG loans, this money will be used to complete Admin draws.
Finally, the City will use $490,915 in “other” funds gained from a HOME loan repayment.
The City will use this funding to create affordable housing at 905 Linden Avenue in northeast South San Francisco. The site consists of a single parcel approximately 0.27 acres in size on underutilized, undeveloped land. The City will use HOME funds to fund two of 11 affordable ownership units.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Annual Description
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public
-
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
459,847.00 2,000.00 20,235.40 482,082.40 919,694.00
Other public
-
federal
Housing 490,915.00 0.00 0.00 490,915.00 490,915.00 HOME loan
repayment
Table 5 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City does not require match for subrecipient use of CDBG funds; however, projects with other funds, or CDBG funding from more than one cohort city, are more likely to be funded.
If appropriate, describe publicly owned land or property located within the 17 jurisdiction that may be used to address the needs identified in the plan South San Franscisco continues to use CDBG funds improve city-owned properties in low- to moderate-income census tracts, ADA accessible sidewalks, curb ramps and other improvements, and those services which target special-needs residents, such as parks, libraries, community facilities, and the City’s senior center.
The City will use $363,113.40 toward public facility improvements in PY 2026.
Discussion
South San Franscisco will use CDBG funding to promote and sustain affordable housing in the community, improve public facilities, like sidewalks, and support services that meet low- to moderate-income residents’ basic needs. 18 Annual Goals and Objectives
AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal
Outcome
Indicator
Preserve &
Improve
Public
Facilities
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public
Facilities and
Infrastructure
Improvements
CDBG: $
363,113.40
Public facility
or
infrastructure
activities
other than
low/moderateincome
housing
benefit: 1000
Planning and
Administration
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public
Services
Affordable
Housing
Homeless
Services and
Housing
Public
Facilities and
Infrastructure
Improvements
CDBG: $
$91,969.00
Other: 1
Other
Provide
Public
Services to
Improve
Quality of Life
2023 2027 Non-Housing
Community
Development
CDBG
Services
Area
Public
Services
CDBG:
$25,000.00
Public service
activities
other than
Low/Moderate
Income
Housing
Benefit: 20
Persons
Assisted
Table 6 – Goals Summary
19 Goal Descriptions
1 Goal Name Preserve & Improve Public Facilities
Goal
Description
Preserve and improve public facilities that serve a higher percentage of low-income or special needs residents.
2 Goal Name Planning and Administration
Goal
Description
Planning and administration funding to support CDBG subrecipients and respond to HUD requirements.
3 Goal Name Provide Public Services to Improve Quality of Life Goal
Description
Provide public services benefiting low to moderate income households/clients, entrepreneurship programs and businesses. 20 AP-35 Projects - 91.420, 91.220(d)
Introduction
The City will fund public facility improvement, administration, and public service projects in PY 2026. South San Franscisco aims to provide flexibility and to continue supporting community.
# Project Name
1 Public Facility Improvement Projects
2 Planning and Administration
3 Public Services
Table 7 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The housing, community development, and social service needs of underserved populations in South San Francisco exceed the amount of available funding. To address these needs the City is utilizing other local funding sources with fewer regulatory requirements to fund these types of projects.
The City's based its PY 2026 CDBG funding allocations on the priorities heard through the community engagement process, the capacity of organizations to meet performance and compliance standards, and the necessity of maintaining compliance with timely CDBG expenditures.
21 AP-38 Project Summary
Project Summary Information
1 Project Name Public Facility Improvement Projects
Target Area Low-income census tracts
Goals Supported Preserve & Improve Public Facilities
Needs Addressed Public Facilities and Infrastructure Improvements Funding CDBG: $363,113.40
Description These funds will be used for public facility and infrastructure improvements in low- to moderate-income areas or serving low- to moderate-income residents. This project is eligible under 24 CFR 570.201(c) of the CDBG regulations and will meet a LMA National Objective.
Target Date 6/30/2027
Estimate the number
and type of families that
will benefit from the
proposed activities
1000 low- to moderate-income residents will benefit from the improvement.
Location Description These funds will be used for public facility and infrastructure improvements in low mod areas.
Planned Activities These funds will be used to remove ADA barriers and improve public facilities that serve low- to moderate-income residents.
2 Project Name Planning and Administration
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Public Services
Affordable Housing
Homeless Services and Housing
Public Facilities and Infrastructure Improvements
Funding CDBG: $91,969.00
Description Administration. This project is eligible under 24 CFR 570.206, program administration costs, of the CDBG regulations and is not required to meet a National Objective.
Target Date 6/30/2027
Estimate the number
and type of families that
will benefit from the
proposed activities
N/A
Location Description 400 Grand Avenue, South San Francisco, CA 94080.
Planned Activities CDBG program administration.
Project Name Public Services
22 3 Target Area Citywide
Goals Supported Provide Public Services to Improve Quality of Life Needs Addressed Public Services
Funding CDBG: $25,000.00
Description The City will fund public services benefiting low to moderate income households/clients in the South San Franscisco area.
This project is eligible under 24 CFR 570.201(e) of the CDBG regulations and will meet a LMC National Objective.
Target Date 6/30/2027
Estimate the number
and type of families that
will benefit from the
proposed activities
20 low- to moderate-income residents
Location Description Citywide
Planned Activities The City will use CDBG to fund subrecipients who will assist 20 low- to moderate-income residents with safety net,
behavioral health, training, education, and community
improvement services.
23 AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of lowincome and minority concentration) where assistance will be directed South San Franscisco will use CDBG funding to assist low- to moderate-income residents on a citywide basis.
Geographic Distribution
Target Area Percentage of Funds
Citywide 24%
Low-income census tracts 76%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City funds public services that target low- to moderate-income residents and plans to use infrastructure funding to assist residents in low- to moderate-income census tracts to create suitable living environments.
South San Franscisco dedicated a larger portion of funding to advance improvements in parks and infrastructure to address accessibility issues and enhance mobility across neighborhoods.
Discussion
The City utilizes its CDBG resources to assist as many eligible households and neighborhoods as possible.
24 AP-75 Barriers to affordable housing -91.420, 91.220(j) Introduction
South San Francisco addresses housing affordability and eliminate barriers to development through the Housing Element Plan. The City is focused on expanding affordable housing opportunities, preventing displacement, and streamlining development processes to meet the growing needs of its residents. Key actions include rezoning for higher-density housing, strengthening inclusionary housing requirements, and expanding rental assistance programs to protect vulnerable households.
South San Franscisco works to remove regulatory barriers, incentivize affordable housing development, and promote growth through small and mid-rise buildings in wellresourced areas, and supports Accessory Dwelling Units and increased regional collaboration will further enhance housing stability.
Through these initiatives, South San Francisco aims to create a more inclusive, sustainable, and resilient housing market that prioritizes affordability and accessibility for all.
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 South San Francisco remains committed to evaluating and enhancing public policies to support and expand affordable housing while eliminating barriers to development. The South San Francisco Housing Element Plan outlines key strategies to achieve these goals:
• Implement Strategic Zoning Policies: The City will rezone areas to accommodate higher-density housing, allowing up to 120 dwelling units per acre in certain locations. This effort aligns with the Association of Bay Area Governments (ABAG) regional housing needs allocation and supports the production of affordable housing for extremely low and very low-income households.
• Enforce and Enhance Inclusionary Housing Requirements: The City will continue implementing its Inclusionary Housing Ordinance, ensuring that a percentage of new for-sale residential units are designated as Below Market Rate (BMR) homes for low-income residents. Additionally, it will support and preserve existing BMR housing.
• Expand Rental Assistance and Anti-Displacement Initiatives: Through the development of an Anti-Displacement Roadmap, the City will measure displacement benchmarks and implement policies to mitigate the impact of rising housing costs on vulnerable communities. This includes expanding rental assistance programs and strengthening tenant protections. • Explore and Secure New Affordable Housing Funding Sources: The City will seek additional funding opportunities and collaborate with nonprofit developers to create more affordable housing options for lower-income 25 households.
• Provide Incentives for Affordable Housing Development: Fee reductions, waivers, or deferrals for planning, building, and impact fees will be considered to encourage the construction of affordable housing.
• Address Regulatory and Infrastructure Barriers: The City will streamline permitting processes, foster public-private partnerships, and coordinate with regional and state agencies to remove constraints that hinder affordable housing development.
• Promote Equitable Growth Through Small and Mid-Rise Development:
The City will increase development capacity in well-resourced areas along transit corridors and within low-density neighborhoods to encourage multifamily housing. Additionally, it will streamline approvals for developments that provide community benefits, such as middle-income housing and ground-floor public amenities.
• Support Accessory Dwelling Units (ADUs): The City will encourage the development of ADUs by providing technical assistance, expedited permitting, and financial support programs, particularly for low-income homeowners. • Strengthen Regional Collaboration: The City will continue working with other governmental agencies to develop comprehensive solutions for housing challenges and ensure long-term affordability and sustainability.
By implementing these strategies, South San Francisco aims to create a more inclusive and sustainable housing market that meets the needs of all residents, particularly those most vulnerable to housing instability and displacement.
Discussion
The City is dedicated to identifying and pursuing opportunities to address the community’s housing needs, with a particular focus on lower-income residents and actively seeks new partnerships to expand affordable housing solutions. 26 AP-85 Other Actions - 91.420, 91.220(k)
Introduction
South San Francisco is committed to addressing underserved housing needs, expanding affordable housing opportunities, and mitigating lead-based paint hazards through strategic, collaborative efforts. Given limited funding, the City will focus on maximizing resources by leveraging available funds and fostering partnerships with other jurisdictions, local service providers, and the private sector. Key actions include increasing affordable housing development, enhancing rental assistance programs, and ensuring housing safety through lead hazard reduction initiatives. By prioritizing coordination and innovation, the City aims to strengthen housing stability, protect vulnerable residents, and create sustainable, long-term solutions to meet the evolving needs of the community.
Actions planned to address obstacles to meeting underserved needs South San Francisco recognizes that underserved communities face significant barriers to access critical resources, but faces limited funding availability for programs to support these residents.
The area lost California Redevelopment Agency (RDA) funds and local service providers face reductions in funding, limiting their capacity to serve vulnerable residents effectively.
The City will:
• Seek new funding sources to expand available resources for underserved populations
• Leverage existing funds strategically to maximize their impact • Foster collaboration among jurisdictions, nonprofit organizations, and privatesector partners to develop innovative solutions • Support local service providers in securing additional funding and improving service delivery
South San Francisco aims to strengthen its ability to support underserved communities and enhance housing stability, economic opportunity, and overall quality of life by focusing on resource development and strategic partnerships.
Actions planned to foster and maintain affordable housing South San Francisco will take steps preserve and maintain long-term affordability:
• Create two new affordable ownership units with returned HOME funds • Promote the construction of lower-cost housing by providing incentives to developers, supporting mixed-use projects, and encouraging density bonuses, second units, loft-style units, and manufactured housing. • Maximize the use of state and local funds to support the rehabilitation of aging affordable housing stock. Special attention will be given to preserving housing for seniors, individuals with disabilities, and those experiencing homelessness. • Continue implementing its Inclusionary Housing Ordinance, ensuring that a 27 percentage of newly constructed for-sale residential units are designated as Below Market Rate (BMR) homes for low-income households. The City will also support and monitor existing BMR units to maintain affordability over time. • Encourage the use of the Procedures and Guidelines for Inclusionary Housing Units, which provides guidance for eligibility requirements for buyers, outline procedures and requirements for resales and transfers, define owner obligation of these units, and provide guidelines for rental units, applicants and tenants of rental units, and for continued monitoring and recertification requirements.
South San Francisco aims to preserve existing affordable housing, prevent displacement, and expand housing opportunities for low-income and vulnerable residents.
Actions planned to reduce lead-based paint hazards
The City complies with federal housing rehabilitation regulations for any rehabilitations using federal funds, including inspections, risk assessments, abatement, cleanup, proper disposal, and clearance testing. All assessments are conducted by a certified risk assessor and comply with 24 CFR 35 protect residents from lead exposure.
Actions planned to reduce the number of poverty-level families South San Francisco uses a multi-faceted approach that expands affordable housing, supports community services, and leverages strategic funding sources.
A key strategy is the development and preservation of affordable housing. The City’s Inclusionary Housing Ordinance ensures the creation of Below Market Rate (BMR) housing units for low- and moderate-income households. Additionally, the Affordable Housing Trust Fund (AHTF) provides financial support for projects such as:
• New affordable housing development
• Preservation and rehabilitation of existing affordable units • Conversion of market-rate units to affordable housing • Accessory Dwelling Unit (ADU) development
Beyond housing efforts, the City collaborates with nonprofit organizations to provide essential services such as food assistance, childcare, emergency services, and financial support for low-income families. Some of these organizations receive funding through CDBG to provide their services.
While these efforts play a crucial role in alleviating poverty, limited state, county, and federal funding remains a significant challenge. Despite these barriers, South San Francisco continues to seek new funding opportunities, partnerships, and innovative strategies to improve economic stability and housing security for its most vulnerable residents.
Actions planned to develop institutional structure
South San Francisco CDBG is strengthening its institutional framework by reviewing internal and interdepartmental policies and procedures and updating to reflect current staffing and workflow, updating its Citizen Participation Plan to target potential 28 beneficiaries and hold meetings accessible for all residents.
The City also:
• Partners with nonprofit organizations that provide critical services to individuals experiencing or at risk of homelessness.
• Collaborates with the Homeless Outreach Team (HOT) to connect vulnerable populations with housing, healthcare, and supportive services. • Engages with other local jurisdictions as part of the CDBG Cohort to enhance collaboration, streamline administrative processes, and ensure compliance with funding regulations.
• Expands relationships with local agencies and organizations to improve service delivery and resource accessibility.
• Coordinates efforts with regional partners to develop comprehensive strategies for preventing and addressing homelessness.
The City aims to create a more effective, efficient, and collaborative system for addressing housing and social service needs.
Actions planned to enhance coordination between public and private housing and social service agencies
South San Francisco focuses on strengthening partnerships and enhancing coordination among housing providers, service agencies, and economic development stakeholders to effectively implement the ConPlan. Key actions include:
• Collaborate with San Mateo County, private developers, lenders, and nonprofit organizations to increase the supply of affordable housing. • Participate in the CDBG Cohort to streamline funding processes and enhance efficiency for subrecipients and City staff.
• Fund and partner with nonprofit agencies that serve low-income residents, ensuring vital social services remain accessible.
• Engage in the CoC Steering Committee, the San Mateo County HOME Consortium, and the Housing & Community Development Committee (HCDC) to align local strategies with broader regional housing and service initiatives. • Support partnerships that provide job training, career development, and employment resources for South San Francisco residents. • Partner with regional economic development groups, businesses, and the Chamber of Commerce to drive economic collaboration and implement projects such as downtown beautification.
• Coordinate with the HOT, including participation in the bi-monthly committee meetings, to better assist individuals experiencing homelessness.
South San Francisco aims to strengthen housing stability, economic opportunity, and community well-being for its residents.
Discussion
The City of South San Francisco remains dedicated to advancing policies and programs that promote housing stability, affordability, and fair housing access. Key initiatives 29 include:
• Inclusionary Zoning requiring 15% of units in new residential developments to be affordable.
• Affordable Housing Impact & Commercial Linkage Fees to generate funding for affordable housing development.
• Streamlined Accessory Dwelling Unit (ADU) Processing to encourage the creation of additional housing options.
• Funding & Referrals for Fair Housing and Legal Services to support tenants facing discrimination or housing instability.
• Funding & Referrals for Home-Sharing Programs to maximize available housing resources.
• Development of an Anti-Displacement Roadmap, consolidating existing policies and programs to prevent commercial and residential displacement, enhance data-driven decision-making, conduct extensive community outreach, and recommend stronger anti-displacement measures. Additionally, the City has established a Residential and Commercial Anti-Displacement Community Advisory Committee (CAC) that brings together business owners, residents, landlords, and housing experts to identify those most at risk of displacement, evaluate policy recommendations, and advise the City Council on strategies to mitigate housing and business displacement pressures.
30 Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 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
31 CDBG Program Year 2026
Action Plan Citizen Participation and Comments • Notices and Affidavits • Public Comments from 30-day comment period
32 I certify (or declare) under the penalty of perjury that the foregoing is true and correct.
Executed at Richmond, California.
On this 13th day of February, 2026.
San Mateo County Times Legal No.
(510) 723-2850
PROOF OF PUBLICATION
FILE NO. 4007858
San Mateo County Times
The undersigned deposes that he/she is the Public Notice Advertising Clerk of the SAN MATEO COUNTY TIMES, a
newspaper of general circulation as defined by Government Code Section 6000, adjudicated as such by the Superior Court of the State of California, County of San Mateo (Order Nos. 55795 on September 21, 1951), which is published and circulated in said county and state daily (Sunday excepted).
The PUBLIC NOTICE
was published in every issue of the SAN MATEO COUNTY TIMES on the following date(s):
02/13/2026
Public Notice Advertising Clerk
2003193
CALIF. NEWSPAPER SVC.
BILLING DEPT.
PO BOX 60460
LOS ANGELES, CA 90060
0006946404
r.BP316-07/17/17 1
33 34
Public Hearing 1on February 25, 2026
Eight nonprofit applicants attended. Each organization provided public comment describing their programs, the populations they serve, and the impact of their services within the community. Representatives also shared how CDBG funding would support their efforts and encouraged the City Council to consider their organizations for funding in the upcoming program year.
My name is Mélanie Faure, and I serve as Community Impact Manager at Upwards.
Although I had planned to attend in person, I appreciate the opportunity to provide comment virtually this evening. Thank you for considering how our Boost program can support South San Francisco’s child care providers and working families.
Boost helps low-to-moderate-income family child care providers strengthen and grow their small businesses. Through personalized coaching and hands-on operational support, we help providers increase enrollment, stabilize revenue, create local Teaching Assistant jobs, and expand access to affordable, high-quality care.
Each participating provider works one-on-one with an experienced Care Specialist to develop a customized Business Action Plan. We support marketing, financial management, enrollment strategies, and the recruitment, vetting, and onboarding of teaching assistants. Providers also receive free access to our Child Care Management System, a custom platform that streamlines enrollment, automatic payments, attendance tracking, and curriculum planning. Graduates retain access beyond the program year, ensuring long-term operational stability.
In addition, families in South San Francisco, while considered indirect beneficiaries, can access free, 24/7 support in finding care, including assistance securing emergency backup care.
We are requesting $24,000 in CDBG funds to support three low-to-moderate-income microenterprise child care providers, create one new Teaching Assistant job, and serve more than 40 local families.
This investment is critical. Family child care providers in South San Francisco earn, on average, just over $18 per hour, which makes it difficult to sustain or grow their businesses. Meanwhile, more than 25 percent of children underage six lack access to licensed care, leaving hundreds of families, especially mothers and single parents, struggling to fully participate in the workforce. This estimate is conservative because many home-based programs also serve school-aged children up to age 13.
Boost is a proven program. We have successfully partnered with more than 30 cities and counties, including Santa Clara County, San José, Palo Alto, San Mateo, Sunnyvale, Mountain View, and Daly City, consistently meeting or exceeding projected outcomes.
For example, in San José, Boost is supporting 133 low-to-moderate-income providers and more than 400 families. Within the first five months, 39 new jobs were created, well ahead of schedule, and the City recommended expanding the program for a second year. In Palo Alto, participating providers saw an average 40 percent 35 increase in revenue, with nearly a quarter expanding capacity by hiring a Teaching Assistant. In San Mateo, the Boost team surpassed its goals by partnering with 8 home daycares—leading to 5 new jobs, 80% increased provider capacity, and support for over 200 families in finding affordable care.
Across communities, providers consistently share that Boost’s personalized and responsive support strengthens both their businesses and the quality of care they deliver.
We would be honored to bring Boost to South San Francisco to support providers most at risk of closing and to expand access to affordable, high-quality care for working families.
Thank you for your time and consideration. I am happy to answer any questions as a representative of Upwards and as a parent who is personally grateful for the resources our organization provides to families and providers alike. I included a few of the hundreds of Boost testimonials in our application packet, and would be happy to share more via email: [email protected]
36