CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
City of South San Francisco 2025
Consolidated Annual Performance
Evaluation Report (CAPER)
Community Development Block Grant
City of South San Francisco
Department of Economic and Community Development
PO Box 711
South San Francisco, CA 94083-0711
Publish Date: 9/28/2026
Governent Code Section 54957.5
SB 343 Item #3
09/30/2026 SP CC
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
CR-05 - Goals and Outcomes........................................................................................................................................................3 CR-10 - Racial and Ethnic composition of families assisted .............................................................................................................................6 CR-15 - Resources and Investments 91.520(a)................................................................................................................................................7 CR-20 - Affordable Housing 91.520(b) ..........................................................................................................................................................10 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c)..........................................................................................12 CR-30 - Public Housing 91.220(h); 91.320(j)..................................................................................................................................................15 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)...........................................................................................................................................16 CR-40 - Monitoring 91.220 and 91.230 .........................................................................................................................................................19 CR-58 – Section 3 .........................................................................................................................................................................................21 CR-60 - ESG 91.520(g) (ESG Recipients only).................................................................................................................................................22 CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The US Department of Housing and Urban Development (HUD) awarded South San Francisco (SSF) $456,319 in Community Development Block Grant (CDBG) funds to use on activities meeting one of three national objectives: Benefit to low- and moderate- income (LMI) residents, aid in the prevention or elimination of slums or blight or meet an urgent need. The City utilized prior year CDBG funds to support eligible project activities during the program year, which included $43,099.04 from PY2023 and $869,452.50 from PY2024.
SSF identified affordable housing, public facilities, and public services as priorities in the 2025 Action Plan (AP):
• The Sidewalk Accessibility activity was completed during PY2025. SSF drew $43,099.04 in PY2023 funds, $801,484.60 in PY2024 funds, and $115,840.73 in PY2025 funds to improve pedestrian mobility and accessibility through accessible sidewalks and curb ramps throughout the City, benefiting low- to moderate-income residents. • Renaissance Entrepreneurship Center drew $4,869.51 in PY2024 funding and $50,000 in PY2025 funding to provide economic development opportunities for 31 low- to moderate-income beneficiaries. • Drew $35,062.38 in PY2024 funding for Rebuilding Together Peninsula’s Safe at Home activity to assist low-to moderate-income residents with necessary home repairs.
• SSF used its remaining CDBG-CV funds for the Orange Park Bathroom Renovation Project. The project addressed sanitation concerns by improving the safety, cleanliness, and usability of a high-use public facility. SSF drew down $167,515.97 in CDBG-CV funds. The project was completed by June 26, 2026, leaving $10,716.14 in undrawn funds.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Increase,
Maintain, &
Improve
Affordable
Housing
Affordable
Housing
CDBG:
$35,062.38
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
100 14
6.00%
13 8
61.54%
Planning and
Administration
Non-Housing
Community
Development
CDBG:
$58,409.28 Other Other 1 1
0.00%
1 1
100.00%
Preserve &
Improve Public
Facilities
Non-Housing
Community
Development
CDBG:
$115,840.73
Other Other 5 1
0.00%
2 1
50.00%
Provide Public
Services to
Improve Quality
of Life
Non-Housing
Community
Development
CDBG:
$50,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
0 241 392 31
7.91%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
During PY2025, SSF continued to use CDBG funds to address priorities identified in its Annual Action Plan, with an emphasis on improving accessibility, supporting economic development opportunities, and addressing housing needs for low- to moderate-income residents.
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
SSF drew $115,840.73 in PY2025 funds for the Sidewalk Accessibility activity to improve pedestrian mobility and accessibility for low- to moderate-income residents. The activity supports SSF’s priority of improving public facilities and infrastructure in areas serving low- to moderate-income residents.
SSF also drew $50,000 in PY2025 funds for the Renaissance Entrepreneurship Center to support economic development opportunities for lowto moderate-income residents.
CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 5
Black or African American 0
Asian 4
American Indian or American Native 0
Native Hawaiian or Other Pacific Islander 0
Total 9
Hispanic 4
Not Hispanic 5
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
The chart above excludes those identifying as multi-racial. Below is a more complete chart that lists all those served in PY 2025.
CDBG
White 5
Asian 4
Other Multi Racial 22
Total 31
Hispanic 25
Not Hispanic 6
Table 3 – Revised Table of assistance to racial and ethnic populations by source of funds CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 456,319 1,136,801.55
Table 4 - Resources Made Available
Narrative
SSF had $456,319 in CDBG resources available during the program year. An additional $912,551.54 in prior year resources was utilized during PY2025.
SSF expended a total of $1,136,801.55 in CDBG funds during PY2025 across the following projects:
$86,445.29 for Planning and Administration, $54,869.51 for Public Services, $960,424.37 for Public Facilities and $35,062.38 for Minor Home Repair. These funds included both current and prior year resources and supported the administration of the CDBG program, services and economic development opportunities for low- to moderate-income residents, and public facility and infrastructure improvements benefiting low- to moderate-income residents.
SSF expended $167,515.97 in CDBG-CV funds to support activities that addressed COVID-19 prevention and public health needs.
Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
CDBG Services Area 33 84.48
CDBG Target Area 0 0
Citywide 67 15.52 Citywide
SSF Downtown Tracts 6021,
6022 0 0
Table 5 – Identify the geographic distribution and location of investments Narrative
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
SSF continued to implement the priorities identified in its PY2025 Annual Action Plan by using CDBG funds to support facility and infrastructure improvements within the CDBG Services Area, which targets specific low- to moderate-income census tracts. During PY2025, SSF drew both prior-year and PY2025 funds for activities that improved accessibility, supported economic development opportunities, and addressed the needs of low- to moderate-income residents.
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
During the program year, CDBG funds provided to our sole Public Service subgrantee, Renaissance Entrepreneurship Center, leveraged substantial additional federal, state, private, and other resources to support the services identified in the Consolidated Plan. Renaissance received $230,000 in CDBG funding, which was leveraged with $202,000 in other federal funds, $180,000 in State funds, $1,267,000 in private funds, and $50,000 in incubator funds, for a total of $1,929,000 in resources. The CDBG contribution represented approximately 12% of the total resources, with approximately $1.70 million (88%) coming from non-CDBG sources. These leveraged resources expanded Renaissance's capacity to provide services and address identified community needs.
The CDBG program does not have a matching requirement for Renaissance's public service activity; therefore, no formal CDBG match was required. The additional federal, State, private, and incubator funds nevertheless provided significant leveraging of the City's CDBG investment.
No publicly owned land or property was used in conjunction with this activity.
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 20 8
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 20 8
Table 6 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 20 8
Number of households supported through
Acquisition of Existing Units 0 0
Total 20 8
Table 7 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City did not use CDBG funds during the program year to directly provide or preserve affordable housing. However, the City advanced its affordable housing and housing stability goals through local resources, including the Housing Trust Fund, and partnerships with nonprofit service providers.
CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Housing activities exceeded established performance goals. HIP Housing served 50 households (goal:
40); LifeMoves assisted 97 extremely low-income individuals (goal: 70); and Samaritan House served 114 South San Francisco residents through Safe Harbor Shelter (goal: 90). These activities primarily served extremely low- and low-income households experiencing housing instability or homelessness.
High housing costs, limited affordable housing availability, and increasingly complex client needs continued to present significant challenges. Subrecipients provided intensive case management, housing navigation, and coordination with landlords and service providers to help residents overcome barriers and achieve housing stability.
Discuss how these outcomes will impact future annual action plans.
The accomplishments achieved this year confirm that the City's current funding priorities are effectively addressing local housing needs and should continue to guide future Annual Action Plans. Performance results also underscore the ongoing demand for services that help residents obtain and maintain stable housing. As housing affordability challenges persist, the City will continue to support programs that leverage collaboration among nonprofit providers, connect residents to permanent housing opportunities, and deliver services that improve long-term housing stability. The experiences of subrecipients will also inform future funding decisions by identifying strategies that are most effective in helping households overcome barriers to housing.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 7 0
Low-income 1 0
Moderate-income 0 0
Total 8 0
Table 8 – Number of Households Served
Narrative Information
The City reported eight households served under the CDBG Affordable Housing category during PY 2025–2026 through Rebuilding Together Peninsula-Safe at Home. In addition to utilizing CDBG funds to support affordable housing activities, South San Francisco used other funding sources and programs outside of CDBG.
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of South San Francisco continues to support coordinated outreach efforts to identify and assist individuals experiencing homelessness, particularly those who are unsheltered, and connect them with appropriate services. The City’s Homeless Outreach Team (HOT) is a multidisciplinary, multilingual collaboration among local service providers, shelters, the South San Francisco Police Department, City staff, elected officials, and outreach specialists. HOT works to identify individuals experiencing homelessness, assess their needs, and connect them with housing resources, supportive services, and other available assistance.
HOT includes outreach staff who support police responses where engagement by a trained social service professional is more appropriate, helping individuals access services and explore housing options. The team meets quarterly to discuss client needs, coordinate resources, and identify solutions for individuals experiencing ongoing homelessness.
LifeMoves and Samaritan House, regional nonprofit organizations, lead outreach efforts to unsheltered residents and maintains data on individuals served through these efforts. In PY2025, LifeMoves and Samaritan House assisted:
• 41 (LifeMoves) unsheltered clients in South San Francisco • 780 (LifeMoves) individuals linked to the San Mateo County Coordinated Entry System • 454 (LifeMoves) individuals placed in temporary shelter within San Mateo County • 64 (LifeMoves) individuals placed in permanent housing within San Mateo County These activities were not funded with CDBG funding.
In addition to ongoing outreach efforts, the City participates in the biennial Point-in-Time (PIT) Count, a one-night census of individuals experiencing homelessness. The 2026 San Mateo County One Day Homeless Count was conducted on Thursday, January 29, 2026, and a total of 72 unsheltered individuals were counted in South San Francisco during the 2026 count. The City’s Housing Manager participated in the count alongside community partners and the PIT Count provides important data to help identify community needs, allocate resources, and inform regional strategies to reduce homelessness.
Addressing the emergency shelter and transitional housing needs of homeless persons The City continues to support efforts to address the emergency shelter and transitional housing needs of individuals and families experiencing homelessness through partnerships with regional service CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
providers. The City works with Samaritan House, which maintains five to seven emergency shelter beds reserved for referrals from the South San Francisco Police Department at its Safe Harbor Shelter, locating in South San Francisco. The City also collaborates with the San Mateo County Continuum of Care (CoC) and local service providers to connect individuals experiencing homelessness with emergency shelter, transitional housing, permanent housing resources, and supportive services that promote longterm housing stability.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City works with San Mateo County and local nonprofit partners to help low-income individuals and families avoid homelessness by connecting them with housing, supportive services, and other resources.
Following the closure of StarVista in July 2025, the County has continued coordinating services through providers such as Samaritan House and LifeMoves to assist individuals and families at risk of homelessness, including youth and other vulnerable populations.
The City also supports services that assist individuals fleeing domestic violence and at risk of housing instability through funding sources outside of CDBG. During FY2025-2026, CORA’s Safe House program provided 62 individuals with confidential, emergency shelter and supportive services to help them begin the healing process after fleeing abusive partners. Seven of the individuals served were South San Francisco residents. Of the 62 individuals served, 43 exited the program to safe, alternative housing placements, representing 69% of program exits with a safe housing destination.
In addition, San Mateo County operates reentry programs that help formerly incarcerated individuals secure housing and access supportive services, while JobTrain provides employment readiness and vocational training to individuals involved in the justice system. Together, these coordinated efforts help reduce the risk of homelessness among individuals transitioning from institutions and those receiving housing, health, employment, and social services.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City of South San Francisco continues to support efforts outside the CDBG program to help individuals and families experiencing homelessness transition to permanent housing and achieve long- CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
term stability. In partnership with the San Mateo County Continuum of Care, the City supports a Rapid Re-Housing program that provides short-term rental assistance and housing navigation services to help homeless families quickly exit homelessness and secure permanent housing. The San Mateo County Human Services Agency also operates a motel voucher program to provide temporary shelter for families while they await placement in emergency shelter or permanent housing resources, reducing the length of time families experience homelessness. Additionally, San Mateo County has identified South San Francisco as a target jurisdiction for a state-funded Encampment Resolution Grant, which will connect individuals living in encampments to permanent housing through intensive case management, supportive services, and ongoing housing stabilization assistance designed to prevent future episodes of homelessness. Together, these coordinated efforts improve access to affordable housing opportunities, prioritize vulnerable populations, and promote long-term housing stability.
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the City of South San Francisco (HASSF) operates independently from the City of South San Francisco and submits separate Action Plans and CAPERs to HUD. HASSF manages 80 units of public housing that provide affordable housing opportunities for low-income individuals and families.
The City continues to coordinate with HASSF as appropriate to support broader community housing goals and ensure alignment with local housing priorities.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
HASSF is responsible for resident engagement activities, including opportunities for residents to participate in housing management and self-sufficiency initiatives. The City Council appoints members of the HASSF Board of Commissioners, providing a connection between the City and the Housing Authority’s governance structure.
Actions taken to provide assistance to troubled PHAs
The City is not aware of any troubled Public Housing Authorities operating within its jurisdiction and does not have any actions to report related to aiding troubled PHAs. The City continues to coordinate with HASSF and monitor housing needs within the community to support effective delivery of affordable housing resources.
CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City of South San Francisco continues to implement policies that reduce barriers to affordable housing through its General Plan and Housing Element. As required by California law, the Housing Element identifies strategies to accommodate housing for residents at all income levels and remove regulatory constraints that may limit housing production.
The City's Shape SSF 2040 General Plan provides the long-term framework for growth and development, including policies that encourage a range of housing types, support higher-density residential development near transit, and promote housing affordability. The City tracks implementation through established performance metrics and periodically updates its policies to respond to changing housing needs and State housing requirements. These efforts help address barriers related to land use, zoning, and development regulations while supporting the production and preservation of affordable housing.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City continues to address underserved community needs by prioritizing limited CDBG resources for activities that provide the greatest community benefit and by pursuing additional funding opportunities to leverage local, state, and federal resources.
During PY2025, the City utilized non-CDBG funding sources to support housing rehabilitation activities, allowing limited CDBG funds to be directed toward public improvement projects that benefit low- and moderate-income residents and neighborhoods. The City also coordinates with regional partners, nonprofit organizations, and County agencies to identify unmet needs, reduce service gaps, and maximize the impact of available funding despite limited public resources.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City complies with all applicable federal lead-based paint requirements for federally assisted housing activities. During PY2025, the City funded housing rehabilitation through non-CDBG funding sources. Any rehabilitation activities involving pre-1978 housing are required to comply with applicable federal and state lead-safe work practices and lead-based paint regulations.
The City also provides residents with information on lead-based paint hazards and prevention through its website and by referring residents to local nonprofit and government resources.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City supports efforts to reduce poverty by expanding access to affordable housing, economic opportunity, and supportive services. City staff respond to resident inquiries regarding affordable housing programs and provide referrals to housing resource packets, the City's website, and local service providers. The City also administers an Affordable Housing Trust Fund to support the creation and preservation of affordable housing and funds emergency rental assistance to help low-income households remain stably housed and avoid displacement.
During PY2025, CDBG funds supported Renaissance Entrepreneurship Center, which provided low- and moderate-income residents with small business training, one-on-one business consulting, and access to capital and other resources to help increase household income and build long-term economic stability.
The City also continues to collaborate with nonprofit organizations and regional partners to connect residents with employment, financial empowerment, food assistance, and other supportive services that help reduce poverty and improve self-sufficiency.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City identified a need to strengthen internal coordination and institutional processes related to CDBG program administration, particularly between the Housing Division and Finance Department. The City initiated a review of its Program Income (PI) tracking and documentation procedures to ensure accurate reporting, appropriate recordkeeping, and continued compliance with HUD requirements. The City consulted with its HUD CPD representative regarding the appropriate steps to address historical documentation challenges in IDIS, is updating existing SOPs, and continues to coordinate through staff transitions to maintain program excellence.
The City also focused on strengthening internal procedures for public facility and infrastructure activities, including revising SOPs and monitoring processes to improve timely expenditure of funds. As a result of these efforts, the City successfully met HUD’s CDBG timeliness requirement in May 2026, bringing its program into compliance with the 1.5x timeliness standard.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City enhances coordination between public and private housing and social service agencies through regional partnerships, collaborative planning, and shared service delivery systems. The City works closely with San Mateo County, the Continuum of Care (CoC), nonprofit service providers, and other community partners to coordinate resources, address housing needs, and improve access to services for vulnerable residents.
The City and area providers participating in the CoC utilize Coordinated Entry Systems to standardize intake, assessment, and referral processes for individuals and families experiencing homelessness. This system prioritizes assistance based on vulnerability and need, helping ensure residents are connected to appropriate housing and supportive services. Providers and partner agencies also utilize the Homeless CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
Management Information System (HMIS), supported by data-sharing agreements, to track client needs, coordinate services, reduce duplication, and improve outcomes.
Through these partnerships and coordinated systems, the City continues to strengthen collaboration among public agencies, nonprofit organizations, and private-sector partners to maximize available resources and support long-term housing stability.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City continues to partner with Project Sentinel to address impediments identified in the Analysis of Impediments to Fair Housing Choice. Through this partnership, Project Sentinel provides fair housing counseling, education, and resources to residents and landlords; assists with housing discrimination complaints; investigates potential fair housing violations; and promotes awareness of residents’ rights and responsibilities under fair housing laws. Project Sentinel also provides guidance on reasonable accommodations and modifications for persons with disabilities to help reduce barriers to housing choice and support compliance with fair housing requirements.
The City also supports efforts to expand access to housing opportunities for low- and moderate-income households, including providing information and resources to prospective homebuyers who face increasing challenges related to homeownership affordability, financing, and ongoing housing maintenance costs.
CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of South San Francisco monitors all CDBG-funded activities to ensure compliance with HUD requirements and achievement of program goals. The City participates with the other San Mateo County entitlement jurisdictions in a coordinated monitoring program that follows the Consolidated Subrecipient Monitoring Plan. Under this plan, subrecipients receive an on-site monitoring review at least once every three years, with additional monitoring provided as needed for higher-risk activities.
During PY2025, the City's only CDBG public service subrecipient was Renaissance Entrepreneurship Center. City staff monitored the program by reviewing beneficiary eligibility, national objective compliance, financial records, and performance reports, while providing technical assistance as needed to support continued compliance.
The City also encourages subrecipients and contractors to report participation by minority-, woman-, and veteran-owned businesses through quarterly reporting, although this information is not used in funding or reimbursement decisions.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
SSF followed its Citizen Participation Plan to ensure potential beneficiaries, community stakeholders, and other members of the public had sufficient and unburdened opportunity to provide feedback on the CAPER and throughout the PY.
August 28, 2026, newspaper notice highlighting CAPER availability and methods for public feedback, duration of 15-day comment period, and Public Hearing to present the CAPER.
September 11-27, 2026, 15-day public review and comment period. SSF made the CAPER available on the city’s website, at city offices, at all the local library branches, and upon request for those who need accommodations to access the CAPER. During this comment period, SSF received no public comments.
No comments were rejected.
CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
SSF funded the majority of its PY2024 public services with city funds in PY2025 due to subrecipient capacity issues with income qualifications and record-keeping. Despite receiving CDBG funding from multiple entitlements in San Mateo County, many of the subrecipients are unaware of CDBG rules, and lack the written procedures to maintain accurate records and compliance during staff turnover.
SSF adjusted its funding priorities and implementation procedures for public facility activities in response to the previous notices on noncompliance with the CDBG 1.5x timeliness requirement. SSF increased coordination amongst City departments and revised project management and monitoring procedures to help make sure that sidewalk and other public facility activities progress more efficiently.
This included the improvement of coordination of environmental reviews, tribal consultations, federal procurement requirements, and other project-related processes.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 9 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0
Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0
Technical assistance to help Section 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 Assisted residents with finding child care. 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other. 0
Table 0 – Qualitative Efforts - Number of Activities by Program Narrative
SSF did not undertake any Section 3 activities during PY 2025.
CR-60 - ESG 91.520(g) (ESG Recipients only)
ESG Supplement to the CAPER in e-snaps
For Paperwork Reduction Act
1. Recipient Information—All Recipients Complete
Basic Grant Information
Recipient Name SOUTH SAN FRANCISCO
Organizational DUNS Number 004952263
UEI
EIN/TIN Number 946000435
Identify the Field Office SAN FRANCISCO
Identify CoC(s) in which the recipient or
subrecipient(s) will provide ESG
assistance
ESG Contact Name
Prefix
First Name
Middle Name
Last Name
Suffix
Title
ESG Contact Address
Street Address 1
Street Address 2
City
State
ZIP Code -
Phone Number
CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Extension
Fax Number
Email Address
ESG Secondary Contact
Prefix
First Name
Last Name
Suffix
Title
Phone Number
Extension
Email Address
2. Reporting Period—All Recipients Complete
Program Year Start Date 07/01/2025
Program Year End Date 06/30/2026
3a. Subrecipient Form – Complete one form for each subrecipient Subrecipient or Contractor Name
City
State
Zip Code
DUNS Number
UEI
Is subrecipient a victim services provider
Subrecipient Organization Type
ESG Subgrant or Contract Award Amount