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Executive Summary ES-05 Executive Summary - 91.200(c), 91.220(b) 1.
Introduction
The U.S. Department of Housing and Urban Development (HUD) requires the City of San Mateo to prepare a Three to Five Year Consolidated Plan (Con Plan) and subsequent One-Year Action Plans (Action Plans) in order to receive federal Community Development Block Grant (CDBG) funds. The City’s Con Plan covers fiscal years 2015 to 2017 and the City’s 2015-2014 Action Plan is incorporated into the Con Plan. HUD Programs have three basic goals to assist extremely low, very-low, and low income persons by: 1. Providing decent and affordable housing; 1. Providing a suitable living environment; and 1. Expanding economic opportunities The City's Con Plan furthers these goals by assessing the housing and community development needs and resources of the City and outlines a strategy on how it plans to address those needs. The City plans to become a participating jurisdiction in the San Mateo County HOME Consortium during this plan period, and will submit its federal application for funding as an entitlement community for HOME funding until HUD approves its application to join the County Consortium.
2.
Summary of the objectives and outcomes identified in the Plan
The City's Consolidated Plan identifies the following needs and has developed goals and activities that further HUD's program goals. Need: Affordable Housing Goal: Increase, maintain, and improve the supply of affordable housing for extremely low, very low, low and moderate income individuals and families. Activities: The City will use CDBG, HOME as well as local Affordable Housing funds for affordable housing construction, acquisition and/or rehabilitation, minor home repairs, and accessibility Consolidated Plan OMB Control No: 2506-0117 (exp. 07/31/2015)
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modifications. Additionally, the City will continue to administer its existing First Time Home Buyer Program and Below Market Rate Housing rental and ownership units. Need: Public Facilities Improvements Goal: Preserve and improve public facilities that serve a high percentage of low-income or special needs residents. Activities: The City will use CDBG funds, when feasible, to make accessibility modifications to public facilities and to rehabilitate facilities with urgent needs. Need: Public Services Goal: Provide public services to improve the quality of life for low-income individuals and families, including those at risk of becoming homeless and special needs populations. Activities: The City will allocate 15% of its entitlement and 15% of prior year program income to public services.
Need: Neighborhood Stabilization Goal: Provide funding to make infrastructure improvements and provide code enforcement services in the CDBG Priority Neighborhood Activities: The City will use CDBG funds for projects to improve for neighborhood capital improvements such as replacement of failed streets and sidewalks and accessible curb ramps, or any other neighborhood infrastructure need. This also includes staffing to provide code enforcement services.
3.
Evaluation of past performance
During the course of the City’s prior Five Year Consolidated Plan (2010-2015), the City carried out a strategic plan which sought to increase and maintain the amount of affordable housing and to improve the community. Over the five year period, the City used CDBG, HOME and RDA funds to increase and maintain the City's affordable housing stock. For example, the City used HOME and RDA funds, in collaboration with a nonprofit housing and private developer partnership and the County of San Mateo, to construct 127 mixed income affordable units in 2 phases along a transit corridor. Additionally, RDA funds were utilized to support family and individual homeless shelters and homeless services in the area. The City used CDBG funds leverage with State CalHOME funds to support the City's Housing Rehabilitation Loan program, and the City leveraged CDBG and RDA funds to support minor home repair and accessibility modification programs. These rehabilitation-type programs helped maintain existing affordable housing and improved living conditions for residents.
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The City also made efforts to improve the community by funding numerous non-profit organizations that provided a wide variety of public services which included: Child care, senior services, battered women services, youth services, general social services, and disabled services. The City utilized both RDA and CDBG to fund these services. Additionally, CDBG funds were used to improve accessibility and/or rehabilitate various public facilities. For example, ADA modification projects were undertaken in low income areas as part of its streets improvement projects. In addition improvements to the park and the homework center at Martin Luther King Center Park were completed. The City also used CDBG-R funding to rebuild the streets and sidewalks on Cavanaugh St. This project included upgrades to include flood control and water runoff, in an area plagued with these problems. Beyond funding programs, the City also made efforts to increase coordination with other jurisdictions and to streamline processes. While the City made strong efforts to increase and maintain the amount of affordable housing and to improve the community, it faced many challenges especially with the dissolution of RDAs and declining CDBG funding. The City was forced to cut many programs that were traditionally funded by the City including the Home Repair Loan program and significant support of the Community Funding Program. These funding challenges will continue during this new three year Con Plan.
4.
Summary of citizen participation process and consultation process
Pursuant to 24 CFR part 91.105, the City of San Mateo adopted a Citizen Participation Plan (CPP). The purpose of the CPP is to encourage citizen participation, particularly residents of predominantly low and moderate income neighborhoods, in the development of the City's Con Plan and Annual Action Plans, substantial amendments to these plans, and the Consolidated Annual Performance and Evaluation Report (CAPER). This plan incorporates all federal regulations, states its record keeping protocol, and encourages citizen participation. In accordance with its CPP, the City made the following efforts to promote participation: Issued an online community needs assessment survey, created a CDBG info video that was promoted on local access TV and City’s website, held three community needs input meeting and two public hearings to review the draft and final plan, and had appropriate public review/comment periods. For further information regarding the City's citizen participation and consultation process, please see the PR-10 Consultation and PR-15 Citizen Participation sections of this plan.
5.
Summary of public comments
Housing – many residents are facing substantial rent increases they are ill-prepared to afford. Consider programs to assist families facing displacement based on high housing costs, including rental assistance and prevention programs; more affordable housing; land acquisition for affordable housing; home sharing programs; and transitional housing for families displaced by rent increases. Include programs to address special needs groups, such as seniors and the disabled.
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Community Improvement – lower-income areas need a variety of capital improvements, such as infrastructure (better lighting at school bus stops; accessibility improvements including sidewalks, etc.) as well as services to increase mobility (use services like Uber to improve transportation networks, especially among seniors, etc.). Consider programs to engage young people in participating in local activities, helping to create future leaders. Rehabilitation and Code Enforcement – many properties in lower income areas need rehabilitation and increased code enforcement. However, residents expressed concerns that such improvements will lead to substantial rent increases and/or eviction. Consider programs to increase accountability among property owners to rehab buildings without displacing tenants. Services – residents (including but not limited to youth) need a variety of educational services. Consider programs that assist residents in developing better financial skills. Provide information and awareness of City programs to residents that are homebound. Inform the community generally of activities and services available to them. More details on community comments are located in the Appendix.
6.
Summary of comments or views not accepted and the reasons for not accepting them
None.
7.
Summary
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The Process PR-05 Lead & Responsible Agencies - 91.200(b) 1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source 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
CDBG Administrator
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HOME Administrator
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Department/Agency Community Development Department Community Development Department
Table 1– Responsible Agencies
Narrative The City of San Mateo’s Neighborhood Improvement and Housing Division (NIH), a division of the Community Development Department, is the lead agency responsible for developing and implementing the City’s Consolidated Plan. The Division administers the City’s CDBG and HOME administrative funds, and is responsible for many of the activities and programs identified in the Consolidated Plan including the City’s Home Repair Program, Community Funding Program for Public Services, Affordable Housing, First Time Homebuyer, Code Enforcement and the City’s public facility improvement projects. Staff from Public Works and Parks and Recreation take the lead role in project management for the construction of capital projects funded with CDBG.
Consolidated Plan Public Contact Information Sandra Council Neighborhood Improvement and Housing Manager City of San Mateo Community Development Department Neighborhood Improvement and Housing Division 330 W. 20th Ave.
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San Mateo, CA. 94403 Tel: 650-522-7220 Fax: 650-522-722
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PR-10 Consultation - 91.100, 91.200(b), 91.215(l) 1.
Introduction
The City of San Mateo requested consultations with a wide variety of local non-profit organizations, the San Mateo County Continuum of Care (CoC), San Mateo County Department of Health, San Mateo County Housing Authority, City of San Mateo’s Parks and Recreation, Public Works, and Police Departments, and other stakeholders to develop it Three Year Consolidated Plan. The City held 3 public meetings with the City’s Community Relations Commission seeking input from the local community, as well as an online forum through the City’s Town Hall website to gather community input. All appropriate input was utilized in the development of this plan and is described in further detail in the section PR-15 Citizen Participation. Some of the participating non-profit organizations provided reports and guides concerning the needs of the demographic they serve, and this information is also utilized in the development of this plan.
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(I)). In this three year plan period, the City will continue maintaining its relationships with organizations that serve the public, especially low and moderate income residents. Efforts will include:
Continue working with the County of San Mateo as well as other entitlement jurisdictions to coordinate and streamline the CDBG process. Join the San Mateo County HOME consortia during this plan period. Work with non-profit social service providers, the County of San Mateo, other entitlement jurisdictions, and other community leaders to coordinate the provision of services to low income residents. Fund non-profit public service providers which serve low income residents. Work with non-profit organizations, private developers, and the County of San Mateo to build and maintain affordable housing. Work with the Continuum of Care and Homeless Outreach Team, and non-profit service providers to coordinate homeless outreach and services.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The Continuum of Care (CoC) guides the implementation of the county’s housing and service system to meet the needs of homeless individual and families. The City of San Mateo participates in CoC meetings
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and monitors CoC decision-making to better understand latest trends in homeless outreach. The CoC coordinates the following activities:
System planning (ex. Identifying gaps, developing strategies to fill gaps, responding to emerging best practices). Setting funding priorities for Emergency Solutions Grant (ESG) and CoC funds and establishing parameters to allocate funds to housing, shelter, and service providers. Assessing system performance and making system re-designs as needed. Coordinating with other countywide planning entities such as the Community Action Agency. The CoC also undertakes a wide range of efforts to meet the needs of homeless persons and those at risk of homelessness.
Chronically Homeless: The CoC has created a multi-disciplinary, bi-lingual, 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. Families with children: To reduce the number of unsheltered families, the CoC has developed a rapid rehousing program (providing short-term rental assistance plus case management to homeless families). The San Mateo County Human Services Agency has provided funding for a motel voucher program to assist families with children that are waiting to access shelter. Veterans: In November of 2014, the County of San Mateo held a daylong conference to conduct a needs assessment specifically for Veterans. Results demonstrated needs for housing and assistance for homeless, employment and education services, improved and increased liaisons with the Veterans Benefits Administration. Youth: Currently, HUD CoC funds are provided to the San Mateo County Mental Health Association (MHA) to operate its Support and Advocacy for Young Adults in Transition (SAYAT) Program, which provides case management and housing search/stabilization services to homeless youth. The San Mateo County Housing Authority has a supply of 25 Family Unification Program (FUP) vouchers for youth leaving the foster care system to ensure they do not become homeless. Homeless Census:. The San Mateo 2015 Homeless Census and Survey was conducted on 1/22/15 in order to gather and analyze information to help understand who is homeless in our community. The final report was not available at time of publication of this report.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS
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The City of San Mateo 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 meetings as part of its ongoing responsibility in receiving HUD funding. The County DOH coordinates closely with the CoC in regards to the County’s ESG, CoC and CDBG funding and is represented on the CoC Steering Committee. The DOH has also delegated responsibility for management of all ESG funds, plus the portion of the County CDBG funds used for homeless activities, to the CoC Lead Agency, and the San Mateo County Human Services Agency (HSA). Management responsibilities include issuing RFP’s for ESG funding, awarding contracts, gathering community input, data analysis, and contract monitoring. The CoC Lead Agency is also the Homeless Management Information System (HMIS) Lead Agency and develops the policies and procedures for operation and administration of HMIS for ESG funded projects.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
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Table 2– Agencies, groups, organizations who participated
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2
Agency/Group/Organization
HIP Housing
Agency/Group/Organization Type
Housing Services - Housing
What section of the Plan was addressed by Consultation?
Housing Need Assessment Public Housing Needs Homelessness Strategy Market Analysis
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from HIP Housing attended the City of San Mateo's Community Relations Commission meeting on November 19, 201 and the Community Meeting on January 21, 2015 The organization provided input on identifying and prioritizing needs within the community. The United Way help line calls exceed all other calls. Various indicators gap between what clients can pay versus what is asked in rent, Home sharing is often the only way for clients to afford rent and avoid severe rent burden. Many anecdotal experiences illustrate that many people are spending more than 50% of their income on housing cost. Many need move-in costs and rent subsidies
Agency/Group/Organization
CORA - COMMUNITY OVERCOMING RELATIONSHIP ABUSE
Agency/Group/Organization Type
Services-Victims of Domestic Violence
What section of the Plan was addressed by Consultation?
Housing Need Assessment Homeless Needs - Families with children Non-Homeless Special Needs Market Analysis Public facilities improvements
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3
4
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from CORA attended the City of San Mateo's Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Clients want to stay in the community but there is an increased need and a loss of housing supply. Some are therefore forced to stay longer with their abuser. Complicated cases include mental health issues, therefore more support needed. Call volume for services have increased 28%Currently 1,350 unmet need requests82% turnaway rate. Unexpected capital expenditures on properties closed a facility for 23 days for sewer repairs. Trying to budget efficiently but limited in what can be done. Deliverables compromised
Agency/Group/Organization
OMBUDSMAN PROGRAM OF SAN MATEO COUNTY, INC.
Agency/Group/Organization Type
Services-Elderly Persons Regional organization
What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs Mental health service needs
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from the Ombudsman Program of San Mateo attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Funding cuts at state level have left huge gap in services. Long Term Care licensing agencies cannot keep resident safe because of budget cuts 11,500 cases are open without resolution. Huge need for mental health services for seniors. There are 19 facilities in the county to address the needs, but this is not enough
Agency/Group/Organization
City of San Mateo
Agency/Group/Organization Type
Other government - Local Police Department, Public Works, Parks and Recreation
What section of the Plan was addressed by Consultation?
Neighborhood Stability, Gang issues, Immigration issues
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How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from City of San Mateo's police department attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Many layers of complication with getting residents to work with the police, including immigration concerns, prior negative experiences with law enforcement. Conflict resolution efforts bring cultural competency to the partnerships Absentee landlords brought in; community mothers stepped up in each building. Working with young men to keep from joining gangs. Strategically aligned to address concerns. Need to be sure community development activities include marginalized groups. Also the departments of Parks and Recreation and Public Works staffs provided input on priority capital improvement needs in the CDBG target areas.
Agency/Group/Organization
Peninsula Conflict Resolution Center
Agency/Group/Organization Type
Regional organization Neighborhood Organization
What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs Conflict resolution services, Neighborhood relationship building
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from the Peninsula Conflict Resolution Center attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Now serving 130 lower-income families98% Latino, 1% Asian, 1% AfricanAmerican67 kids participating in group activities. Helping people find support, medical insurance. Programs to address gang and drug prevention
Agency/Group/Organization
Child Care Partnership Council
Agency/Group/Organization Type
Services-Children Services-Education Other government - County
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What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs Local planning for early education, lack of facilities for early education,
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from Child Care Partnership Council attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Looking at childcare impact fee for developers. There are 1,700 childcare spaces for working families for children 0-12 years of age. At the lower income level, 1,000 new subsidized spaces. Currently meeting 72% of need for after school programs in grade school, 25% infant needs and 50% after school need. Lack of facilities to open new early education spaces
Agency/Group/Organization
Rebuilding Together Peninsula
Agency/Group/Organization Type
Services - Housing Services-Persons with Disabilities
What section of the Plan was addressed by Consultation?
Housing Need Assessment Non-Homeless Special Needs Over crowding, Public facilities impromvements.
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from Rebuilding Together Peninsula attended the City of San Mateo Community Relations Commission meeting on November 19, 2014 as well as the Community meeting on January 21, 2015. The organization provided input on identifying and prioritizing needs within the community. Assisting families with deferred maintenance. During visits, finding a variety of mental and physical problems among residents. In addition, finding family daycare situations with code issues. Also, many people are doubling up to share high housing costs. People want to make repairs, but struggle to make ends meet. Assist people to stay in their homes by providing accessibility improvements. Non profit organizations have capital improvement needs
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Agency/Group/Organization
SHELTER NETWORK OF SAN MATEO COUNTY
Agency/Group/Organization Type
Services - Housing Services-Children Services-homeless Services-Health
What section of the Plan was addressed by Consultation?
Housing Need Assessment Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from InnVision Shelter Network attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. 70% of clients are children. Average family is a single mom with two children. The Vendome has 16 units for chronically homeless, but needs outstrip supply. We note the city has great compassion for the homeless
Agency/Group/Organization
PROJECT SENTINEL
Agency/Group/Organization Type
Service-Fair Housing
What section of the Plan was addressed by Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from Project Sentinel attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Reasonable accommodations for people with disabilities is an important concern of fair housing advocates. Also, familial status is an area of concern people are not being denied housing per se, but face a hostile environment. We provide some tenant/landlord counseling, but really need to do more
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10 Agency/Group/Organization
Samaritan House
Agency/Group/Organization Type
Services - Housing Services-Children Services-Elderly Persons Services-homeless Services-Health Services-Education
What section of the Plan was addressed by Consultation?
Housing Need Assessment Homeless Needs - Chronically homeless Homeless Needs - Families with children Non-Homeless Special Needs
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
A representative from Samaritan attended the City of San Mateo Community Relations Commission meeting on November 19, 2014. The organization provided input on identifying and prioritizing needs within the community. Samaritan House has seen a 10% increase in requests for basic food and shelter compared to the same quarter last year. Samaritan House service levels for 2013-14 to San Mateo residents include: 3000 residents, 975 households, and 996 children. Samaritan House has provided 152 households with financial assistance for homeless prevention
11 Agency/Group/Organization
Housing Authority of the County of San Mateo
Agency/Group/Organization Type
Housing PHA
What section of the Plan was addressed by Consultation?
Housing Need Assessment Public Housing Needs
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Staff met with a representative of the Housing Authority to obtain jurisdiction-specific documentation on recipients of Housing Choice Vouchers, and to discuss trends in housing concerns from the Housing Authority's perspective. Further, staff garnered information on the Housing Authorities current and future efforts to address the substantial gaps between the needs of lower income households and the market rate costs for housing.
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12 Agency/Group/Organization
San Mateo County Health System
Agency/Group/Organization Type
Services-Persons with Disabilities Services-Health Health Agency
What section of the Plan was addressed by Consultation?
Housing Need Assessment Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs
How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination?
Staff met with several representatives of the Behavioral Health and Recovery Services Division, as well as others, to discern the current issues facing persons with mental health in the community, both within the City and across the County. Ongoing concerns include the need to stabilize the housing circumstances of people with mental health issues, including the homeless.
Identify any Agency Types not consulted and provide rationale for not consulting N/A
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Continuum of Care
Lead Organization San Mateo County Human Services Agency
How do the goals of your Strategic Plan overlap with the goals of each plan? Several homeless service providers receive ESG funding from the County. The City may also assist these agencies with its Community Funding program. Even if financial assistance is not provided by the City, staff coordinates closely with these agencies with information and referral to clients.
Table 3– Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) Consolidated Plan OMB Control No: 2506-0117 (exp. 07/31/2015)
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The City of San Mateo will be joining the San Mateo County Consortia for the HOME program in 2016 and has coordinated with County DOH, as the lead agency, to ensure timely filing of necessary documentation and inclusion of same in our Consolidated Plan. The City also coordinates with other local entitlement jurisdictions (Redwood City, Daly City, South San Francisco, and San Mateo County) and has developed a “CDBG Cohort Group” which meets quarterly to enhance and streamline the CDBG process for both the jurisdictions and sub-recipients. The group collectively organizes community forums, requests for proposals, and joint monitoring of sub-recipients. The work group has also implemented the use of standardized applications, reporting, and reimbursement forms for subrecipients and how to handle issues that may arise for the sub-recipients such as reporting, invoicing, or actions needed to correct and track performance. In 2012-13 the City collaborated with the work group to develop a regional Analysis of Impediments to Fair Housing Choice.
Narrative
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PR-15 Citizen Participation - 91.401, 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
The City of San Mateo followed guidelines specified in its Citizen Participation Plan. This plan clearly incorporates all federal regulations, and encourages citizen participation. The following is a summary of the significant actions the City undertook in developing the Consolidated Plan.
November 19, 2014 –Community Resources Commission Needs Assessment Meeting targeted to service providers and their clients December 22nd to 25th, 2014 – Placed Needs Assessment information for Consolidated plan on the City’s Community Needs Assessment web page, placed links to City’s Calendar of Events for Needs assessment meetings in January, sent emails to City of San Mateo “Notify Me” email subscribers announcing the Needs Assessment meetings, as well as email listings of local churches, non-profits, and Homeowners Associations. Staff placed Needs Assessment flyers in both Spanish and English at the City Clerk’s office counter. December 28, 2014 – ran Spanish ad in El Mensajero newspaper announcing the February Needs Assessment meetings. January 2, 2015 – Ads announcing the Need Assessment meetings ran in the local Chinese newspaper, as well as the Examiner. January 5th and 6th 2015 – Press releases announcing the Needs Assessment meetings were forwarded to the San Mateo Daily Journal, for publication, as well as web posting on social media web sites: eNews, and Next Door. Flyers in both English and Spanish were distributed to Parks and Recreation Centers, as well as City Libraries. Created CDBG info video which was distributed to public access TV and posted on website. January 8th thru February 8th 2015- Listings for San Mateo Town Hall web site needs assessment polls. January 17, 2015 – The first of two Community Needs Assessment Hearings conducted by the City’s Community Relations Committee at the Martin Luther King Jr. Center. January 21, 2015 - The second of two Community Needs Assessment Hearings conducted by the City’s Community Relations Committee at City Hall. April 3, 2015 – Noticing for the Community Relations Commission Hearing to review and comment on the City’s 2015-17 Consolidated Plan and 2015-16 One Year Action Plan. April 15, 2015 - Community Relations Commission Hearing to review and comment on the City’s 2015-17 Consolidated Plan and 2015-16 One Year Action Plan. April 3 to May 4, 2015 - 30 day public comment period on the City's 2015-17 Consolidated Plan and FY 15-16 One Year Action Plan. Consolidated Plan
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May 4, 2015 – City Council to close the public comment period for, and move to adopt the City's 2015-17Consolidated Plan and FY 201516 One Year Action Plan
Citizen Participation Outreach Sort Or der
Mode of Outr each
Target of Out reach
Summary of response/atten dance
Summary of comments rec eived
1
Newspaper Ad
N/A
N/A
2
Newspaper Ad
Non-English Speaking Specify other language: Spanish Non-English Speaking Specify other language: Chinese
Summary of com ments not accepted and reasons N/A
N/A
N/A
N/A
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URL (If applicable)
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Sort Or der
Mode of Outr each
Target of Out reach
Summary of response/atten dance
Summary of comments rec eived
3
Public Meeting
Nontargeted/broa d community
The Community Resource Commission held a Needs Assessment Meeting on 11/19/14 targeting local service providers and their clients. Approximately 15-20 attended.
See Comments from Public Service Providers in the Consultation Section above and in Appendix.
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Summary of com ments not accepted and reasons None
URL (If applicable)
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4
Internet Outreach
Nontargeted/broa d community
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The City created 2 online community needs assessment surveys that were available for input. The surveys were made available on the City's Town hall website and were announced through the City's listserv list. One survey allowed for comments addressing subjects of choice, and the second allowed for a ranking of needs, with a first, second, and third choice in order of importance. 75
See Comments Summary in Appendix.
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http://www.sanmateotownhall.org/
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Sort Or der
5
Mode of Outr each
Promotional Video
Target of Out reach
Nontargeted/broa d community
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Summary of response/atten dance write-in and 88 responses to the ranking poll were received. City produced a video to highlight accomplishmen ts of CDBG program and to promote community needs meetings.
Summary of comments rec eived
Summary of com ments not accepted and reasons
N/A
N/A
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URL (If applicable)
http://www.cityofsanmateo.org/index.a spx?NID=1092
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Public Meeting
Nontargeted/broa d community Spanish interpreters were present to allow for the greatest level of involvement by that group
7
Public Meeting
Nontargeted/broa d community
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On January 17th and 21st , 2015, the City and the Community Relations Committee held public workshops to receive comments on the City's housing and community development needs. The first meeting was held on a Saturday morning and the second on a Wednesday evening. About 40-50 community members attending these two meetings Community Relations Committee
See Comments Summary in Appendix.
None
General comments in support of
None
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Sort Or der
Mode of Outr each
Target of Out reach
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Summary of response/atten dance
Summary of comments rec eived
meeting to review the Consolidated Plan. 2 attendees in addition to the staff and commission were present.
City's prior efforts.
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Summary of com ments not accepted and reasons
URL (If applicable)
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Sort Or der
Mode of Outr each
Target of Out reach
Summary of response/atten dance
Summary of comments rec eived
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Public Meeting
Nontargeted/broa d community
On May 4 , 2015, the San Mateo City Council held a public hearing to receive comments Consolidated Plan, and One year Action Plan. A public notice for the hearing was published on April 3, 201 in the Examiner. Notice of the hearing was also emailed to the CDBGlistserv members, and was posted to the Citywebsite.
None
Summary of com ments not accepted and reasons
URL (If applicable)
Table 4– Citizen Participation Outreach
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Needs Assessment NA-05 Overview Needs Assessment Overview The City of San Mateo is centrally located on the San Francisco Peninsula just 22 miles south of San Francisco and 30 miles north of San Jose. The City encompasses approximately 13.5 square miles and includes special geographic features including the San Francisco Bay and shoreline to the east, and the western hills and California Coast to the west.
The City was incorporated on September 4, 1894 and remained a relatively small community with a very suburban character until the 1940's. World War II and the following years were a period of significant growth and development, especially in the housing stock. In 1940 the population was 19,405 persons. By 1960 the population had reached 73,558 persons and the economic base was shifting to office and retail sectors. During the 1970's and 1980's, population growth slowed, increasing by 7,800 persons while both retail and office space increased significantly to 5.6 million square feet. These changes have altered both the physical shape and the image of San Mateo from a "bedroom community" to a place where people live and work, as well as having become an important subregional office and retail center.
With limiting geography and the boom of post-war and subsequent development, the City of San Mateo has become primarily "built out." With a very limited supply of vacant land, new development primarily occurs through the redevelopment of underutilized properties. The Bay Meadows Phase II Project is one of the last large contiguous acreages of land, at just over 83 acres. The plan calls for mixed use development of 1.25 million square feet of office, 150,000 square feet of retail, and residential up to 1,250 homes with a 15 acre park system. After many years of public input and review, the plan received City Council approval and three different Site Plan and Architectural Review (SPAR) planning applications were all approved by December 2008.
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NA-50 Non-Housing Community Development Needs - 91.415, 91.215 (f) Describe the jurisdiction’s need for Public Facilities: San Mateo has a number of parks and community centers located in its CDBG Priority Neighborhoods. Identified needs include playground and turf upgrades, innovations to utilize recycled water for irrigation, ADA improvements at a neighborhood pool as well as other facilities, and snack bar/restroom renovations. In addition nonprofit owned facilities need various capital improvements.
How were these needs determined? These needs were determined by consulting with City Departments of Parks and Recreation and Public Works in conjunction with the City's 2015-2020 proposed Capital Improvement Plan. Several nonprofit organizations also provided input as part of the Community Needs workshops.
Describe the jurisdiction’s need for Public Improvements: The City has identified up to $12 million worth of needed repair failed streets, replacing uneven sidewalks, and ADA curb ramp upgrades in the CDBG Priority Neighborhood areas.
How were these needs determined? These needs were determined by consulting with City Department of Public Works and Parks and Recreation in conjunction with the City's 2015-20 proposed Capital Improvement Plan.
Describe the jurisdiction’s need for Public Services: The City has a broad list of needs for Public Services including:
Housing and Homeless Assistance/Prevention Fair Housing and other Legal Assistance Special Needs Housing Assistance for Seniors/Disabled General Assistance to the Homebound
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Assistance for Domestic Violence Victims Assistance for Victims of Rape Neighborhood Safety Programs After School Programs Child Care Educational Programs Basic Human Needs: Food, Clothing, Medical Services Mediation/Conflict Resolution Services
How were these needs determined? These needs are a summary of the comments received as part of the community outreach efforts, primarily from the Needs Assessment meetings and the online survey, as well as consultations with county service providers
Based on the needs analysis above, describe the State's needs in Colonias
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Housing Market Analysis MA-05 Overview Housing Market Analysis Overview: The City of San Mateo's housing stock has been increasing, but at a declining rate since the 1960s due to the lack of vacant land. During the period 1980 to 1990, the total number of housing units in the City of San Mateo rose from 37,010 to 37,719, representing only a 1.9% change. By 2000, the number of units had increased just 1.4% in ten years, to 38,249 units. The State Department of Finance estimates that the housing stock has increased an additional 860 units (2007), to 39,109 units. Single-family dwellings have historically dominated San Mateo’s housing stock, but this is changing. Vacant land for new single-family development has become very limited, and redevelopment of sites for multi-family housing at higher densities has increased. The trend towards multi-family housing also reflects the increasing need for housing at all levels of affordability, as well as the high costs of single-family homes. The proportion of single-family versus multi-family housing has decreased from 78% in 1960 to about 56% in 2010, according to DOF. San Mateo changed from an owner-dominated housing market in the 1960s (two-thirds owner occupied) to a renter-dominated market in the 1970s due to increases in apartment construction. During the 1980s, condominium construction and the conversion of apartments to condominiums reversed this trend, with the proportion of homeowners and renters now at approximately 52% and 48%, respectively. Vacancy rates provide a quantifiable measurement of housing supply and demand. A vacancy rate of 5 or 6% is considered to reflect a well-balanced housing market, where those seeking housing have adequate choices and building owners have sufficient demand. Vacancy rates in San Mateo have increased since 2000 to 5.6% in 2010. DOF estimates that vacancy rates in January 2013 at 4.5%. Looking at vacancy rates by the type of units available, however, shows a different picture of the overall housing market in the City. While there was a 4.7% overall vacancy rate in San Mateo in 2010, the vacancy rate for available rental units was just 1.7%, and less than 1% for for-sale housing. This highlights the difficulty that home-seekers have in finding suitable housing within San Mateo. The cost of housing in the Bay Area has risen dramatically in the past years, making it difficult for lower income people to find housing that is affordable to them. The National Association of Homebuilders reports that California cities have the lowest homeowner affordability rates in the country, defined as the percentage of homes affordable to the median income family. Despite the high median incomes, especially in the Bay Area, few can afford the cost to purchase a home.
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MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f) Introduction
Economic Development Market Analysis Business Activity Business by Sector
Agriculture, Mining, Oil & Gas Extraction Arts, Entertainment, Accommodations Construction Education and Health Care Services Finance, Insurance, and Real Estate Information Manufacturing Other Services Professional, Scientific, Management Services Public Administration Retail Trade Transportation and Warehousing Wholesale Trade Total
Number of Workers
Number of Jobs
205 4,827 1,789 6,645 2,904 2,494 2,813 1,900 7,479 0 4,156 1,800 1,718 38,730
13 5,269 1,786 5,510 4,243 2,492 324 2,469 9,589 0 5,997 489 902 39,083
Share of Workers %
Share of Jobs %
0 12 4 16 7 6 7 5 18 0 10 4 4 --
0 13 4 13 10 6 1 6 23 0 14 1 2 --
Table 5 - Business Activity Data Source:
2008-2012 ACS (Workers), 2011 Longitudinal Employer-Household Dynamics (Jobs)
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Jobs less workers %
0 1 0 -3 3 0 -6 1 5 0 4 -3 -2 --
Labor Force Total Population in the Civilian Labor Force Civilian Employed Population 16 years and over Unemployment Rate Unemployment Rate for Ages 16-24 Unemployment Rate for Ages 25-65
56,296 52,244 7.20 22.64 5.55 Table 6 - Labor Force
Data Source:
2008-2012 ACS
Number of People
Occupations by Sector Management, business and financial Farming, fisheries and forestry occupations Service Sales and office Construction, extraction, maintenance and repair Production, transportation and material moving
16,692 1,903 5,464 12,348 3,692 1,666 Table 7 – Occupations by Sector
Data Source:
2008-2012 ACS
Travel Time Travel Time < 30 Minutes
Number
Percentage 31,458
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Travel Time 30-59 Minutes 60 or More Minutes
Number
Total
Percentage 13,895 3,475
28% 7%
48,828
100%
Table 8 - Travel Time Data Source:
2008-2012 ACS
Education: Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment Less than high school graduate High school graduate (includes equivalency) Some college or Associate's degree Bachelor's degree or higher
In Labor Force Civilian Employed Unemployed 4,631 6,192 11,947 21,715
345 432 1,151 1,168
Not in Labor Force 1,050 1,552 2,668 2,955
Table 9 - Educational Attainment by Employment Status Data Source:
2008-2012 ACS
Educational Attainment by Age
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18–24 yrs 535 772 2,085 2,671 282 1,260
25–34 yrs 1,245 997 1,676 2,804 1,040 4,952
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Age 35–44 yrs 937 644 1,969 2,961 945 4,487
45–65 yrs 1,073 1,130 4,531 5,612 2,411 6,251 36
65+ yrs 1,396 683 3,487 2,988 838 2,907
18–24 yrs Graduate or professional degree
80
25–34 yrs 2,565
Age 35–44 yrs 3,402
45–65 yrs 4,181
65+ yrs 1,679
Table 10 - Educational Attainment by Age Data Source:
2008-2012 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Less than high school graduate High school graduate (includes equivalency) Some college or Associate's degree Bachelor's degree Graduate or professional degree
Median Earnings in the Past 12 Months 20,203 32,668 44,269 64,922 99,470 Table 11 – Median Earnings in the Past 12 Months
Data Source:
2008-2012 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction? San Mateo has a diverse economic base. The business community is comprised of mature, start-up and small companies. According to “Trends Affecting Workforce Development in San Mateo County and the San Francisco Peninsula” by Silicon Valley Institute for Regional Studies, which was commissioned by San Mateo County Economic Development Association (SMACEDA), the information, professional, scientific and technical services sectors have and will continue to lead the Peninsula’s economic base. Health care and the leisure and hospitality sectors (including restaurants) will also produce large job gains in the foreseeable future. Construction and related sectors are expected to continue their expansion.
Describe the workforce and infrastructure needs of the business community:
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According to “Trends Affecting Workforce Development in San Mateo County and the San Francisco Peninsula” report, there are two important high-level occupational trends that hold significance for the Peninsula: One is that the Peninsula economy, like that of the Bay Area, will continue to have more low-wage and high-wage jobs, and fewer in the midrange. Specifically, the Peninsula will have more jobs that have a median wage under $20 per hour and more jobs above $35 per hour, and either segment will outnumber middle wage jobs paying between $20 and $35 per hour. Helping all low wage workers move up will be extremely challenging. Second, over the next ten years more than 2 of every 3 job openings available to workers/students and needed by businesses will be to replace people who retire or change occupations. Identifying and working to prepare job seekers for these jobs, rather than concentrating primarily on job growth, will become increasingly important. Business infrastructure needs, including business location, go hand-in-hand with workforce needs. The current recovering economy has resulted in a low vacancy rate in office/retail space compared to the last few years. The Workforce Investment Board (WIB) is operated at the county level. WIB provides services dedicated to providing a needed workforce to our local business by offering professional services that include recruitment and hiring, and business growth assistance and expansion. With these services, the WIB is addressing the need to find qualified workers for businesses in San Mateo County.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create. The City has a variety of local initiatives to promote business attraction and retention in San Mateo including ongoing partnerships with San Mateo Chamber of Commerce, EDGE (Economic Development Growth Enterprise), Downtown San Mateo Association and Small Business Development Center.
The EDGE is an economic development and growth initiative created by business owners in and financially supported by the City to drive the sustained vitality of the business community. It serves as a dynamic, knowledgeable catalyst that accelerates the growth of existing businesses and the formation of new ones. It fosters collaboration and communication among all constituencies critical to ensuring a Consolidated Plan
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vital business community that remains relevant to all businesses throughout the next decade. One example of its programs is Tech on the Deck. Tech on the Deck is a quarterly event that joins start-up and entrepreneurial businesses that have made San Mateo a “Hub” for Innovation. The new network of like-minded entrepreneurs meets to share information and experiences. In 2014 the North B Street Initiative was launched to work with the small businesses and residents of the north end of the downtown area to focus improving efforts related to cleanliness and safety, establishing a better connection to Downtown San Mateo, creating a consistent theme through art, murals, and beautification programs, and marketing the area as a destination. In 2015 a similar effort began working with the small businesses and residents of the 25th Avenue retail strip. Also in 2015 The Downtown Engagement process was initiated. This is an interactive platform designed to foster input from all members of the community about assets and opportunities within the Downtown area. There are many activities planned, including informal workshops at events throughout the city, and a Downtown Future Forum series where the latest trends in urban planning and design will be explored. There is also a MindMixer site through the San Mateo Town Hall webpage for community members to generate ideas. The Downtown Engagement process will spark discussions that will continue during the Downtown Area Plan Update process that is planned to kick-off later this year.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? San Mateo, which is located in the heart of Silicon Valley, the County and the greater San Francisco Peninsula are leading the nation in terms of job growth. Many of those jobs are in the burgeoning information, professional, scientific and technical services sectors. Other opportunities are being created by the boom in Internet-based commerce, media, and mobile technology. And yet San Mateo County also faces persistent poverty, even in the face of surg-ing job growth. For a variety of structural reasons, the Peninsula economy is no longer generating as many mid-range jobs as it once did, and low-wage service jobs are proliferating. The gap is widening, and San Mateo County’s leaders are searching for ways to foster upward mobility.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
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To meet the requirements of SB 734, which requires Workforce Investment Boards to spend 25% of their overall budget on training beginning 2013 and 30% in 2016, San Mateo County Workforce Investment Board (WIB) is strengthening its partner relationships with businesses, educational institutions and community based organizations and leveraging mutual resources. Currently, they coordinate with the San Mateo County Community College District (SMCCCD) in convening industry leader forums to better understand business needs and how the WIB can most effectively address them. These efforts support the Consolidated Plan by helping to create a sustainable living environment with expanded economic opportunities for all. The WIB serves all categories of job seekers including low income households, special needs groups; the formally incarcerated, individuals with mental health issues, veterans, and the homeless. Workforce Development (WD) and Housing both serve many of the same demographic subpopulations of the County. Industry sector forums provide critical information to help the WIB build pathways to careers and assist jobseekers develop general work and specialized job skills. An individual with improved skills has increased potential for permanent employment and the capacity to maintain housing which supports the goals of the Consolidated Plan. Below are examples of career pathway related training and opportunities currently offered by the WIB in coloration with its education partners:
Career Advancement Academies Automotive Tech Training Allied Health Training Energy Systems Technology Management Department (ESTM) Training Home Energy Retrofit Occupations (HERO) DOL Community-Based Job Training Grants Bay Area Clean Energy Careers (BayCEC) DOL Community-Based Job Training Grants Campus Sustainability Planning Training CTE Collaboratives funding for CTE support and bridge building Contract education efforts for community partners including SMCWIB and corporate partners Creating specialized trainings for employer needs International contract education through Bay Area Center for International Trade Development (CITD) Youth Entrepreneurship Program
The WIB’s new integrated service model is helping meet the skill needs of individuals and hiring needs of employers by:
Cutting across narrow categorical financing Consolidated Plan
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Providing comprehensive education services throughout a worker’s life Providing rapid skill development and job advancement Helping workers and employers navigate the complexities of education and training Creating customized, highly responsive services Creatively blend necessary financing
The WIB plays a vital role in contributing to the health of the area’s economy by readying job seekers for employment which helps business grow and successfully compete in the global economy.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
Discussion
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MA-50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration") Although high rents and households overpaying for housing is a citywide issue, the North Shoreview and North Central neighborhoods have a higher percentage of housing units with overcrowding and housing cost burdens coupled with an aging housing stock than the community at large. These are some of the reasons these neighborhoods are included in the CDBG Priority Neighborhood. See Overcrowding and Housing Cost Burden maps on next two pages.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") These neighborhoods also have the highest concentration of low income families, highest concentration of Hispanics and Black/African American households. See maps indicating concentrations of Black, Asian and Caucasian on the following pages.
What are the characteristics of the market in these areas/neighborhoods? The sales prices of homes and rents are less in these neighborhoods than other parts of San Mateo, however they are still expensive and over 40% of the households in these neighborhoods pay more than 30% of their income in housing costs.
Are there any community assets in these areas/neighborhoods? Yes these neighborhoods have community parks, a recreation center and the Mid-Peninsula Boys and Girls Club center, as well as local schools with neighborhood fields and play areas.
Are there other strategic opportunities in any of these areas? These areas are identified as the CDBG Priority Neighborhood. As a result they are targeted for capital improvement and code enforcement programs. These are also the areas where several City departments including NIH, Police, Public Works, and Parks and Recreation as well as neighborhood services such as Peninsula Conflict Resolution Center and various after school and child care programs work collaboratively to support the residents in these neighborhoods.
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San Mateo Black /African American Population
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Strategic Plan SP-05 Overview Strategic Plan Overview The City of San Mateo Three Year Consolidated Plan for 2015-17 identifies the community’s affordable housing, community development and economic development needs and outlines a coordinated strategy for addressing them. The housing and community needs and market analysis have been analyzed in context with the community input received to develop a strategy to prioritize needs and resources. For purposes of this plan, the financial resources to implement the strategy include the federal CDBG and HOME programs, as well as local Affordable Housing Funds from the former Redevelopment Agency, as well as other federal, state and local programs as they are identified. The strategy also identifies local housing policies that are in place or may be added to promote and preserve affordable housing not utilizing federal funds.
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SP-10 Geographic Priorities - 91.415, 91.215(a)(1) Geographic Area Table 12 - Geographic Priority Areas
1 Area Name: Area Type:
CDBG Priority Neighborhood Local Target area
Other Target Area Description: HUD Approval Date: % of Low/ Mod: Revital Type:
Comprehensive
Other Revital Description: Identify the neighborhood boundaries for this target area.
The CDBG Priority Neighborhood primarily includes the North Shoreview and North Central neighborhoods. It includes Census Tracts 6059, 6060, 6061, 6062, and a small section of 6077.01 The boundaries include city limits to the north, sections of El Camino Real, Railroad and N. Fremont to the West, sections of Tilton, Third Avenue and Fifth Avenue to the south and the bay to the east. It also includes a small section south of Third Avenue bound by Highway 101, Lodi and Norfolk.
Include specific housing and commercial characteristics of this target area.
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The area is primarily residential, mostly single family residences with a number of muliti-family properties around the boundary edges of the areas. There are a handful of neighborhood businesses as well as a strip of motels and warehouse type commercial businesses adjacent to Highway 101. There are four schools and four parks within the area.
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How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
This area has the lowest median income compared to other neighborhoods. It includes a variety of deteriorating conditions including higher than average crime rates, high degree of dumping and graffiti compared to other portions of town. It also has the highest percentage of overcrowding, families below the poverty level, homes that need repairs, as well as crowded streets. Community members identified several neighborhood concerns during the community outreach efforts
Identify the needs in this target area.
Affordable housing is identified as the highest need. Because families pay such a high percentage of their income for housing, it limits their ability to pay for other necessities such as food, transportation, childcare, medical and education expenses. All these needs have been identified for this area. Street and sidewalk improvements were the most frequently mentioned physical needs in the neighborhood, along with improvements to parks and ways to cure dumping. This area has the highest concentration of Hispanic households and the highest number of person who do not speak English. The Hispanics that are recent immigrants face the most challenges in getting jobs, education and housing.
