The City of San Antonio

Recovery Plan Performance Report

State and Local Fiscal Recovery Funds

July 31, 2021
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 1

The City of San Antonio

As of July 31, 2021

Recovery Plan

Table of Contents

General Overview.......................................................................................2

Executive Summary .................................................................................2

Uses of Funds..........................................................................................3

Promoting Equitable Outcomes...........................................................3-10

Community Engagement........................................................................10

Labor Practices......................................................................................11

Use of Evidence.....................................................................................11

Table of Expenses by Expenditure Category .........................................12

Project Inventory .....................................................................................14

Performance 

Report........................................................................................15

Ineligible Activities: Tax Offset Provision ..................................................15
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 2

GENERAL OVERVIEW

Executive Summary 

In this section, the City of San Antonio has included a high-level overview of intended 

funding. The plan includes use of funds to promote a response to the pandemic and 

economic recovery and key outcome goals. Future reports will incorporate actual uses 

and progress on the programs adopted.

As part of the City’s Fiscal Year (FY) 2022 Budget Process, the City Manager 

recommended a two-phase strategy to the Mayor and City Council to utilize the 

Coronavirus State and Local Fiscal Recovery Funds (SLFRF) that would focus on budget 

stability and immediate needs of the community. Under this strategy, and incorporating 

the City’s budget equity tools, funds would be utilized over several years and would help 

the city address the ongoing pandemic and its negative impact. As of this date, the City 

is still going through the FY 2022 Proposed Budget process. The Mayor and City Council 

are scheduled to approve the FY 2022 Budget on September 16.

The first phase in Fiscal Year 2022 focuses on revenue loss recovery and restores

government services to San Antonio residents and provides stability to the Budget. The 

second phase would focus on community priorities following a more involved community

engagement effort.

The city has begun conversations with Bexar County for potential partnerships to leverage 

city and county funds that would result in enhanced services to the community. The city 

anticipates partnering with the County and other recipients of American Rescue Plan

funds on phase 2 of its strategy.

Phase 1

The key outcome goals include restoring government services to pre-pandemic levels 

and focusing on the immediate needs of the community emerging from the pandemic. 

The proposed budget is in progress with public hearings, workshops, and community 

outreach. The funds proposed to be used under phase 1 are earmarked for revenue loss 

recovery utilizing the city’s budget equity tool to support the immediate needs of the 

community. The budget is scheduled to be adopted on September 16, 2021.

Phase 2

Key outcome goals for Phase 2 are forthcoming, following continued community input, 

strategizing with partners, obtaining the Final Treasury Rules, and approval by Council 

with a focus on building a stronger and more resilient city. The city anticipates beginning 

this process this fall.
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 3

Uses of Funds

The city has proposed, as part of the FY 2022 Budget, to utilize funds for Revenue 

Replacement expenditure category. No other expenditure categories have been 

proposed at this time. The Fiscal Year 2022 budget proposes to use the Revenue 

Replacement category for the provision of Government Services for Fiscal Years 2021 

through 2023. The proposal includes funding for the General Fund and Hotel Occupancy 

Tax Funds. 

The American Rescue Plan Act (ARPA) funds supplement the services the City is 

providing with funds from previous legislative actions. For example, with $49.7 in ERA2 

funds, the City can extend Emergency Rental Assistance through the end of the year. 

These funds include the Coronavirus Aid, Relief, and Economic Security Act (CARES), 

Coronavirus Response and Relief Supplemental Appropriation Act (CRRSA), and the 

Federal Emergency Management Agency (FEMA).

The following is a list of ARPA Grant funding allocations and award amount that the City 

is aware of as of July 31, 2021:

 State and Local Recovery Funds: $326.9 Million

 Airport: $38.3 Million

 Emergency Rental Assistance: $49.7 Million

 Health Disparities: $26.6 Million

 Home Investment Partnerships Program: $20.0 Million

 Head Start: $4.0 Million

Promoting equitable outcomes 

The City of San Antonio describes below the proposed plans to date and intended 

outcomes to promote equity. Forthcoming annual reports will include updates, using 

qualitative and quantitative data, on how the City’s approach has achieved or promoted 

equitable outcomes or progressed toward equity goals during the performance period. 

Since Fiscal Year 2018, the City of San Antonio’s budget development process 

intentionally embedded equity as a strategy using a Budget Equity Tool which 

represented a shift from an equality-based approach to a more strategic equity approach. 

Over the past five years, the City of San Antonio has integrated explicit considerations of 

racial and economic equity into the City’s budget development process as a key strategy 

in its comprehensive and citywide approach towards advancing equity. From the 

inception, racial and economic equity have been key components in the City’s approach 

to COVID-19 response and recovery efforts, and the proposed use of Coronavirus State 

and Local Fiscal Recovery Funds (SLFRF) aligns well with the approach that the City has 

taken in recent years to drive meaningful equity results through budget allocations.
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 4

The City of San Antonio has dedicated efforts during the reporting period to ensure that 

State and Local Fiscal Recovery Funds (SLFRF) will be used to promote strong equitable 

growth, with an emphasis on racial equity. The funds are focused on revenue 

replacement, fiscal recovery and supporting the tourism and hospitality industry. The City 

is committed to developing a plan that will ensure equitable outcomes. Currently, the City 

is considering key and enhanced investments such as affordable housing and 

rehabilitation programs, evidence-based violence prevention, enhance first responder 

response to mental health calls, use of telemedicine technology for emergency medical 

services (EMS), enhanced customer service operations, transportation improvements, 

and funding for community benefit navigators. 

The success of the Tourism and Hospitality industry is essential to the economic 

infrastructure of the City of San Antonio. This industry has been negatively impacted by 

COVID-19. In addition to the investments mentioned above, the City of San Antonio plans 

to utilize funds to support the operations of its convention and sports facilities as well as 

to restore funding to arts agencies to pre-pandemic levels. This funding allows to bring 

employees back to the Convention Center and Alamodome who were redeployed to other 

city departments last year and prepare these facilities to operate at pre-pandemic levels.

Pending completion of the budget process and approval from City Council the following 

illustrates some equity-based approaches to use the revenue replacement funds.

PROPOSED PROGRAMS

1. Affordable Housing

Potential Goals

The proposed use of funds will primarily benefit families at or below 80% Average 

Median Income (AMI), households in historically redlined areas and those facing 

eviction. The program focuses on ensuring San Antonio residents remain at their 

current homes and addressing the housing security needs for lower-income 

households that have been exacerbated by the COVID-19 pandemic.

Potential means of promoting Awareness

The Neighborhood & Housing Services Department (NHSD) will use the City of 

San Antonio’s Equity Atlas to target outreach efforts in areas of the city with the 

highest concentration of low-income households and people of color. In addition, 

the Neighborhood & Housing Services Department will leverage existing 

community-based organizations and partnerships to ensure that marginalized 

communities are aware of the housing rehabilitation and relocation assistance 

programs. 

Potential means of ensuring Access and Distribution

The Neighborhood & Housing Services Department (NHSD) will use targeted 

approaches to reach marginalized residents and mitigate any potential disparities 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 5

in access to services. For instance, relocation assistance will be provided via the 

Court Intervention Team that meets people at risk of eviction where they live. In 

addition, the Neighborhood & Housing Services Department (NHSD) will be 

dedicating additional resources to conduct outreach in Qualified Census Tracts 

and census tracts with higher equity scores in the San Antonio Equity Atlas.

Potential Outcomes

The housing rehabilitation and affordability programs will primarily benefit lowincome households and communities of color. The Neighborhood & Housing 

Services Department will disaggregate program outcomes by race and household 

income. 

2. Family-Centered Violence Prevention

Potential Goals

The funds are proposed to address the following programs:

Provide Cognitive Behavioral Therapy (CBT) for Survivors of Violence. The 

proposed use of funds will utilize an evidence‐based intervention program for 

lessening the impact of trauma on children exposed to violence. This proposed 

initiative combines school‐based therapy with the identification of children exposed 

to violence to mitigate the negative outcomes of exposure to violence and will 

serve various public-school districts through a collaboration with community‐based 

organizations.

Enhance Domestic Violence (DV) Case Management Violence is rarely random 

but occurs in predictable patterns in communities and within relationships. The City 

proposes to use federal funds to implement evidence‐based screening tools to 

identify individuals at the highest risk of lethal or near‐lethal events. The city also 

proposes to implement a case management process for survivors of domestic 

violence identified as highest risk for lethality, and provide supportive services 

including temporary housing, mental health services, and ongoing trauma 

informed case management to support victim self‐efficacy.

The areas of the city where this program proposes to be offered include those 

where there is the greatest number of calls for service for family violence. 

Specifically, most of the calls have historically corresponded to zip codes that

reflect the greatest concentration of low-income households and people of color.

Potential means of promoting Awareness

Metro Health is allocating funds to serve limited English proficient (LEP) 

populations by hiring bilingual staff, including case managers and community 

health workers, distribution of information via non-English media, translation of 

documents, and utilization of trusted messengers in outreach efforts.
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 6

Potential means of ensuring Access and Distribution

To mitigate barriers to accessing program services, funds will be set aside to 

provide direct assistance, case management, and services to residents 

experiencing barriers to housing, mental health services, transportation, and ability 

to purchase groceries. Crisis Response Team clients will receive gift cards, car 

seats, door lock replacement, and limited housing at hotels, if needed.

Potential Outcomes

The Family-Centered Violence Prevention Program is intended to close disparities 

in violence experienced by young men and women of color compared to their white 

counterparts. Metro Health will disaggregate data of clients served by race, 

gender, and disability status. 

3. Enhancing the City’s response to mental health calls

Potential Goals

The Meadows Mental Health Policy Institute conducted an analysis of the San 

Antonio Police Department (SAPD) response to mental health emergencies in the 

summer of 2021. The Institute was asked to identify potential programmatic and 

system transformation opportunities informed by existing data on integrated 

response best practices in the first response system to meet the goal of rapid 

access to appropriate clinical care. One of the recommendations from the 

Meadows study was the adoption of a Multi-Disciplinary Response Team Moel 

comprised of a clinician, a paramedic, and a police officer to be deployed in those 

areas and times where data shows the highest needs. A second recommendation 

is the addition of a licensed clinical support to the 911 call center to support 

identification and response to behavioral health issues. 

Funds are commended to be used to deploy one team available 16 hours per day 

seven days per week to response to areas of the cities with the highest 

concentration of mental health calls. The team will be a partnership between the 

Metro Health Department, San Antonio Fire Department and San Antonio Police 

Department. This area has one of the highest equity scores in San Antonio where 

there is a high concentration of color and low-income residents. Additionally, the 

city will pilot with these funds the addition of clinical support in the 911 call center. 

Potential means of promoting Awareness

During the summer of 2021, the City engage residents at 27 community meetings 

to inform the community that a change was to be proposed to the way the police 

department responds to 911 calls involving mental health. After the FY 2022 

budget was proposed, 10 community meetings will conclude next week where the 

community has been made aware of the program. After the Budget is adopted, the 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 7

city will launch a communication strategy to continue to inform the community of 

the new response system.

Potential means of ensuring Access and Distribution

The city plans to add clinicians to the 911 call center during the days of the week 

and times of the day when mental health calls have the highest volume to ensure 

San Antonio residents are receiving the care they need.

Potential Outcomes

The intended outcome of adding a multi-disciplinary team is to provide individuals 

experiencing mental health issues the assistance they need and keep them out of 

the criminal justice system.

4. Leveraging Telemedicine Technology for Emergency Medical Services 

(EMS) calls

Potential Goals

The proposed use of funds expands on a successful Clinical Dispatcher Pilot 

Program that primarily increases access to emergency response services through 

telemedicine with a clinical dispatcher primarily in low-income communities and 

communities of color. The pilot program demonstrated that 75% of program 

participants lived in areas that reflect the greatest concentration of low-income 

households and people of color in the City of San Antonio Equity Atlas.

Potential means of promoting Awareness

Since the pilot program for this service began there have been news stories in the 

local media. With the proposal, this investment has been communicated in 

numerous public meetings including 10 Council District Town Hall meetings. 

Additional community awareness will be conducted in the fall in coordination with 

the City’s Human Services Department, Neighborhood and Housing Services, 

Metro Health, and Non-Profit organizations.

Potential means of ensuring Access and Distribution

The Clinical Dispatcher Program is expected to increase access to emergency 

response services for people of color and low-income communities where 

approximately 75% of calls are generated by people living in census tracts with 

higher equity scores in the San Antonio Equity Atlas.

Potential Outcomes

The Clinical Dispatcher Program is intended to increase access to emergency 

response services for people of color and low-income communities. The program 

will track program utilization by combined equity scores in the San Antonio Equity 

Atlas which indicate concentration of low-income households and people of color.
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 8

5. Customer Service Operations (311)

Potential Goals

The proposed use of funds will expand staffing to support the City of San Antonio’s 

311 Call Center in responding to the growing need of language accessibility for 

non-English speaking residents. The 311 Customer Service line plays a critical role 

in connecting and dispersing vital information to San Antonio residents as we 

continue to respond to pandemic matters and ongoing recovery efforts. The 

proposal allows 311 Customer Service to increase Spanish speaking operators.

Potential means of promoting Awareness

The 311 Department will leverage community partners for marketing and 

promotional outreach and develop a digital resource that will be translated into 

Spanish.

Potential means of ensuring Access and Distribution

The proposed use is expected to reduce wait times and abandonment rates among 

Spanish-speaking residents who utilize the 311 Call Center.

Potential Outcomes

The proposed use is intended to improve response times and reduce 

abandonment rates by 4% for Spanish-speaking residents who utilize the 311 Call 

Center. 311 will track response times and abandonment rates for this population.

6. Transportation

Potential Goals

The City has proposed funds to construct mid-block crossings on corridors where 

there have been serious injuries and fatalities. Studies have shown that lowincome and communities of color are disproportionately impacted by vehicle 

crashes. Funds will be used to implement mid-block crossings along 8 corridors 

identified by the City’s Vision Zero 2020 Severe Pedestrian Injury Report. The 

locations where the safety projects are proposed are areas of persistent poverty, 

which are disproportionately impacted by severe pedestrian injuries and fatalities

Potential means of promoting Awareness

The proposed new mid-block crossings are in communities where English is the 

second language for many of the residents, and the City will employ multiple 

engagement techniques to ensure that residents have information about the 

location of the projects in Spanish and English. The Department will also partner 

with our Government and Public Affairs Department to disseminate information on 

the construction projects which are city-wide in various Council Districts. We will 

utilize non-traditional outreach methods to include providing information about the 

mid-block crossings at cultural and community events in the area when design and 

construction meetings are scheduled.

Potential means of ensuring Access and Distribution
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 9

The mid-block crossings will result in improved benefits for residents in the areas 

where they will be completed, and this will include improving transportation safety 

for our more marginalized community members.

Potential Outcomes

The mid-block crossings will introduce more opportunities for safe crossings along 

major arterial corridors throughout San Antonio and reduce the distance that 

pedestrians must walk in order to cross the street at signalized intersections on 

many state and City roadways. The goal is to study the impact of the increased 

crossings on these roadways to determine if the introduction of the crossings 

supports fewer severe pedestrian/cyclist injuries and fatalities. The program of 

crossings can only disaggregate data related to the crashes based on the data 

once an incident occurs.

7. Community Navigators & Homeless Services

Potential Goals

One of the lessons the City learned from the response to COVID-19 is the need to 

have community navigators that assist residents navigate the different services 

provided by the City. 

The Proposed FY 2022 Budget includes the extension of the City’s Human 

Services Financial Empowerment Benefits Navigation program which connects 

residents to financial counseling, safety net, mental health, domestic violence, and 

job training resources. This navigation program connects residents to City 

initiatives and other available programs to bridge gaps for individuals, families, and 

older adults experiencing severe financial stress and homelessness. The 

community navigators will also be utilized for homeless shelter diversion, street 

outreach resources, and benefits navigation that serve low-income households 

including older adults experiencing housing instability due to the direct and indirect 

effects of COVID-19. Additionally, funds are proposed to be used toward improving 

the homeless street outreach team and expanding homeless shelter diversion 

resources facilitated by the Human Services Department Homeless Connections 

Hotline.

Potential means of promoting Awareness

Human Services is allocating a portion for marketing of services, including a 

temporary marketing professional to support ways to increase public awareness 

and access to homeless services. Marketing materials to the public will also be 

translated into Spanish. Mass media purchases may include radio, social media, 

and transit bus advertising, which have typically been effective in raising 

awareness among low-income communities. Benefits navigators will also visit 

senior centers and community resource fairs to promote services in-person. 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 10

Potential means of ensuring Access and Distribution

Homeless shelter diversion and benefits navigation services are primarily 

accessed via telephone. The services do not require internet connection for 

application of services or access to transportation to an office site. For clients with 

limited phone access, walk-in services are available to speak with benefits 

navigators. Navigators will provide one-on-one consultations at locations where 

older adults already access programs. Homeless street outreach work will go 

directly to clients experiencing unsheltered homelessness. By meeting clients 

where they are on the streets, the goal is to improve access to shelter and housing 

programs. 

Potential Outcomes

Homeless prevention programs will support low-income households to maintain or 

access stable housing situations when facing economic instability caused by the 

pandemic. Program design and eligibility focuses resources on the most 

vulnerable populations, and targeted outreach will aim to further close racial and 

income gaps. All programs will collect and disaggregate outcomes by race, 

income, disability status, and gender.

Equity related program data in accordance with the US Treasury reporting guidance will 

be included in future performance reports. This data will include geographic and socioeconomic distribution of services and project specifically for funding targeted 

Disproportionately Impacted Communities.

Community Engagement 

The City of San Antonio was deliberate with a widespread effort to gather input from 

residents regarding budget priorities. The budget process included both in person and 

survey data collection. Resident participation in the data collection was promoted through 

numerous channels, including paid digital, radio, television, social media and print 

advertising. The City shared paid and organic posts throughout June and July to promote 

budget input and town hall events, and social media post performance resulted in 

1,884,310 reach; 6,291 engagements and 1,844 link clicks or video views. Resident input 

was also gathered during a citywide tele townhall meeting that attracted 465 residents. 

In addition, grassroots promotions included 225 yard signs at parks and libraries, 35,000 

mailers in targeted areas, email marketing to 9,400 past survey respondents and 

neighborhood leaders, promotion through stakeholder groups, earned media and other 

City-owned channels. The data collection surveys, and all promotional efforts were made 

available in English and Spanish. 

Following the City Council Goal Setting session on June 25, 2021, the city extended the 

data collection survey deadline and collaborated with Council Districts 1-6 to boost 

participation in underrepresented areas. In addition to the existing digital data collection 

method, this work included printed surveys. In partnership with Metro Health’s Healthy 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 11

Neighborhoods Team and the Department of Human Services residents were assisted in 

filling out surveys at church events, senior centers, parks and during block walking events. 

More paid social media advertising was coupled with marketing efforts such as direct mail 

pieces in targeted districts, printed materials supplied to Council offices, giveaways, and 

targeted social media posts. These efforts resulted in input from over 12,000 budget 

surveys completed. 

With this input, City staff developed a proposal that includes community priorities and 

funding from the American Rescue Plan. The plan is being presented at each of the 10 

Council Districts through a series of in person, virtual and citywide telephone town hall 

meetings. Townhall meetings are being promoted using similar marketing, advertising 

and grassroots outreach used in the data collection process. Town Hall meetings are 

scheduled from mid-August through the first week in September of 2021. All the residents 

of San Antonio are encouraged to participate in the Town Hall meetings in person or live 

on the web at www.sanantonio.gov/tvsa, on the City’s Facebook page, on local and cable 

television channels and by dialing 210-207-5555. 

These efforts encourage the citizens of San Antonio to participate in local government by 

providing their input and ideas. This feedback and information has and will continue to 

be used to develop the American Rescue Plan Act spend plans and budget. A continued 

effort will be made with robust citizen engagement for Phase 2 to identify long-term 

community priorities to build a transformational future.

Labor Practices 

As of July 31, 2021, no funds have been allocated or expended on infrastructure 

projects. 

Use of Evidence 

This section is not applicable. As of July 31, 2021, the City of San Antonio has not 

allocated or expended from State and Local Fiscal Recovery Funds for Public Health,

Negative Economic Impact, nor Disproportionately Impacted Communities as outlined in 

the reporting guidelines. 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 12

Table of Expenses by Expenditure Category

Category Cumulative

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

1 Expenditure Category: Public Health

1.1 COVID-19 Vaccination 0 0

1.2 COVID-19 Testing 0 0

1.3 COVID-19 Contact Tracing 0 0

1.4 Prevention in Congregate Settings (Nursing 

Homes, Prisons/Jails, Dense Work Sites, 

Schools, etc.)

0 0

1.5 Personal Protective Equipment 0 0

1.6 Medical Expenses (including Alternative 

Care Facilities)

0 0

1.7 Capital Investments or Physical Plant 

Changes to Public Facilities that respond to 

the COVID-19 public health emergency

0 0

1.8 Other COVID-19 Public Health Expenses 

(including Communications, Enforcement, 

Isolation/Quarantine)

0 0

1.9 Payroll Costs for Public Health, Safety, and 

Other Public Sector Staff Responding to 

COVID-19

0 0

1.10 Mental Health Services 0 0

1.11 Substance Use Services 0 0

1.12 Other Public Health Services 0 0

2 Expenditure Category: Negative Economic 

Impacts

2.1 Household Assistance: Food Programs 0 0

2.2 Household Assistance: Rent, Mortgage, 

and Utility Aid 

0 0

2.3 Household Assistance: Cash Transfers 0 0

2.4 Household Assistance: Internet Access 

Programs

0 0

2.5 Household Assistance: Eviction Prevention 0 0

2.6 Unemployment Benefits or Cash Assistance 

to Unemployed Workers

0 0

2.7 Job Training Assistance (e.g., Sectoral jobtraining, Subsidized Employment, 

Employment Supports or Incentives)

0 0

2.8 Contributions to UI Trust Funds* 0 0
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 13

Category Cumulative

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

2.9 Small Business Economic Assistance 

(General)

0 0

2.10 Aid to nonprofit organizations 0 0

2.11 Aid to Tourism, Travel, or Hospitality 0 0

2.12 Aid to Other Impacted Industries 0 0

2.13 Other Economic Support 0 0

2.14 Rehiring Public Sector Staff 0 0

3 Expenditure Category: Services to 

Disproportionately Impacted Communities

3.1 Education Assistance: Early Learning 0 0

3.2 Education Assistance: Aid to High-Poverty 

Districts

0 0

3.3 Education Assistance: Academic Services 0 0

3.4 Education Assistance: Social, Emotional, 

and Mental Health Services 

0 0

3.5 Education Assistance: Other 0 0

3.6 Healthy Childhood Environments: Child 

Care 

0 0

3.7 Healthy Childhood Environments: Home 

Visiting 

0 0

3.8 Healthy Childhood Environments: Services 

to Foster Youth or Families Involved in 

Child Welfare System 

0 0

3.9. Healthy Childhood Environments: Other 0 0

3.10 Housing Support: Affordable Housing 0 0

3.11 Housing Support: Services for Unhoused 

persons 

0 0

3.12 Housing Support: Other Housing 

Assistance 

0 0

3.13 Social Determinants of Health: Other 0 0

3.14 Social Determinants of Health: Community 

Health Workers or Benefits Navigators 

0 0

3.15 Social Determinants of Health: Lead 

Remediation

0 0

3.16 Social Determinants of Health: Community 

Violence Interventions 

0 0

4 Expenditure Category: Premium Pay

4.1 Public Sector Employees 0 0

4.2 Private Sector: Grants to other employers 0 0

5 Expenditure Category: Infrastructure
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 14

Category Cumulative

expenditures 

to date ($)

Amount spent 

since last 

Recovery 

Plan

5.1 Clean Water: Centralized wastewater 

treatment

0 0

5.2 Clean Water: Centralized wastewater 

collection and conveyance

0 0

5.3 Clean Water: Decentralized wastewater 0 0

5.4 Clean Water: Combined sewer overflows 0 0

5.5 Clean Water: Other sewer infrastructure 0 0

5.6 Clean Water: Stormwater 0 0

5.7 Clean Water: Energy conservation 0 0

5.8 Clean Water: Water conservation 0 0

5.9 Clean Water: Nonpoint source 0 0

5.10 Drinking water: Treatment 0 0

5.11 Drinking water: Transmission & distribution 0 0

5.12 Drinking water: Transmission & distribution: 

lead remediation

0 0

5.13 Drinking water: Source 0 0

5.14 Drinking water: Storage 0 0

5.15 Drinking water: Other water infrastructure 0 0

5.16 Broadband: “Last Mile” projects 0 0

5.17 Broadband: Other projects 0 0

6 Expenditure Category: Revenue 

Replacement

6.1 Provision of Government Services Pending 

Council Action

Pending 

Council Action

7 Administrative and Other

7.1 Administrative Expenses 0 0

7.2 Evaluation and data analysis 0 0

7.3 Transfers to Other Units of Government 0 0

7.4 Transfers to Nonentitlement Units 

(States and Territories only)

0 0

Project Inventory 

As of July 31, 2021, the City is in planning stages and is awaiting Council approval for 

the allocation of funds. However, once formally approved the projects will be outlined 

in future reports. 
City of San Antonio Recovery Plan Performance Report - As of July 31, 2021 Page 15

Performance Report

As of July 31, 2021, the City is in planning stages and is awaiting Council approval for 

the allocation of funds. However, once approved the City will provide metrices and 

key performance indicators to measure the success of the services/programs.

Ineligible Activities

The City of San Antonio certifies that there will not be funds allocated towards 

ineligible activities.