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CAPER 4 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. After an extensive survey that prompted a significant public response, multiple public meetings, and two public hearings in front of the City Council where public comment on the 5-Year Consolidated Plan draft document was taken, the following priority needs and goals to address those priority needs were adopted by the City of San Leandro. The priorities identified are as follows: 1. Affordable Housing 2. Homeless Assistance and Prevention Services 3. Community Development Needs – Public Services 4. Community Development Needs – Public Facilities 5. Community Development Needs – Economic Development 6. COVID-19 Pandemic Response The goals to address those prioritiy needs are as follows: 1. Producing and Perserving Affordable Housing Opportunities 2. Providing Enhanced Public Services 3. Improving Public Facilieis and Infrastrucure 4. Increasing Economic Development Opportunities 5. Augmenting Homeless Assistance and Prevention Services The first priority need and goal to address that need identified by all parties in the City leadership and public comments was the need to expand and preserve affordable housing opportunities. Other needs identified in priority order include addressing the expanding homelessness crisis, providing public services, addressing the capital infrastructure needs of the City’s public facilities, and economic development. At the end of the planning period for this document, providing a programmatic structure for COVID-19 pandemic response was added as a goal to this document but is by all means not a low priority of the City. There are multiple reasons why the City does not use CDBG funds for the top two priorities identified: increasing the supply of affordable housing and addressing the homeless crisis. First, there are significant costs associated with constructing affordable housing for the general population and supportive housing for the formerly homeless population. The funding available in the City’s annual CDBG allocation are not enough to meaningfully commit to an affordable housing development. In addition, the statutorial hurdles and documentation requirements of CDBG funding is too steep for the amount of funding that can be provided. Second, there is significant staffing infrastructure needed to provide the programtic review and project management of these types of financing products by Cities. Staffing attrition and City priorities to reduce costs of operation mean that staffing is not sufficient to meaningfully carryout many of these identified goals.