CC - Item 4A - Continued Public Hearing & Approval of the FY 2025-2029 Consolidated Plan, FY 2025-2029 Analysis of Impediments to Fair Housing Choice, FY 2025-2029 Citizen Participation Plan, & FY 2025-2026 Annual Action Plan for the CDBG & HOME ProgramsROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: BEN KIM, CITY MANAGER
DATE: MAY 13, 2025
SUBJECT: CONTINUED PUBLIC HEARING AND APPROVAL OF THE FY 2025-
2026 ANNUAL ACTION PLAN FOR THE COMMUNITY DEVELOPMENT
BLOCK GRANT (CDBG) AND HOME INVESTMENT PARTNERSHIPS
(HOME) PROGRAMS
SUMMARY
On April 22, 2025, the City Council conducted a duly noticed public hearing on the FY 2025-2026
Annual Action Plan for the CDBG and HOME programs. After hearing all public and written
testimony, the City Council continued the public hearing to the May 1 P City Council meeting
and requested additional information on the proposed subrecipients.
DISCUSSION
The Annual Action Plan outlines specific activities and projects funded through CDBG, HOME,
and CDBG-Coronavirus (CDBG-CV) and how these funds will be used to address identified
priorities and needs in the City. The FY 2025-2026 Annual Action Plan (Attachment A) was
presented to the City Council in a public hearing on April 22, 2025 and as a result, the City Council
requested additional information relating to the eligibility requirements for a subrecipient to
receive funding and a business narrative of each proposed subrecipient, including their mission
statement, number of Rosemead residents that were served by the subrecipient in FY 2024-2025
quarters 1 to 3, and number of Rosemead residents they expect to serve in the next fiscal year. In
addition, since Goodwill of Southern California (Goodwill SoCal) is a new applicant, the City
Council requested that Goodwill SoCal provide data and statistics on the success of their programs
in other cities utilizing CDBG funding. A copy of the City Council Staff Report and the City
Council Meeting Minutes Excerpt are included in this report as Attachments "C" and "D". The
City must submit the FY 2025-2026 Annual Action Plan to the U.S. Department of Housing and
Urban Development (HUD) by May 15, 2025 (45 days before the start of the program year).
Eligibility Requirements for a Subrecipient
Per HUD, a CDBG subrecipient must be one of the following:
• A nonprofit organization (501(c)(3) or 501(c)(4))
• A public agency or institution (e.g., housing authorities, school districts)
AGENDA ITEM 4.A
City Council Meeting
May 13, 2025
Page 2 of 8
• A governmental entity (e.g., City departments)
• Occasionally a for -profit entity, but only under specific conditions, such as carrying out
economic development activities.
Details of Proposed Subrecipients
The City released the Notice of Funding Availability (NOFA) from December 12, 2024 to January
16, 2025 and received eight applications. Below is a summary of each proposed subrecipient based
on their application to the City:
Fair Housing; Foundation
The Fair Housing Foundation (FHF), established in 1964, is committed to eliminate housing
discrimination based on race, color, religion, sex, disability, familial status, national origin, and
other protected characteristics and works to ensure equal access to housing opportunities for all
individuals. FHF offers a wide array of services, including fair housing complaint intake and
investigation, landlord -tenant counseling, mediation, and robust education and outreach initiatives.
• Mission Statement: The organization's mission is dedicated to eliminating discrimination
in housing and promoting equal access to housing choices for everyone.
• Years Awarded with CDBG Funds in Rosemead: One (1) year — (since FY 2024-2025)
• Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 72 individuals
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 100
individuals
Senior Nutrition Program
The City of Rosemead's Parks and Recreation Department administers the Senior Nutrition
Program, which aims at delivering economical and nutritious meals, while promoting social
interaction among older adults in the community. This program serves as a fundamental element
in advancing health, independence, and communal involvement for seniors within Rosemead.
• Mission Statement: The department's mission is to provide a hot, delicious meal to senior
residents at the Garvey Community Center. In addition to enjoying a savory lunch,
participants enjoy the company of friends in comfortable and festive surroundings.
• Years Awarded with CDBG Funds.in Rosemead: 27 years (since FY 1998-1999)
• Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 204 individuals
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 800 seniors
Summer Youth Employment Program
The City of Rosemead's Parks and Recreation Department offers a Summer Youth Employment
Program that provides meaningful, paid work experience to local low-income residents aged 14 to
17. The program aims to provide early exposure to the workforce, fostering responsibility, time
City Council Meeting
May 13, 2025
Page 3 of 8
management, and professional skills among participants. By engaging in various City departments,
the youths can gain practical insights into municipal operations and public service, which may
inspire future educational and career aspirations.
• Mission Statement: The department's mission is to give youth residents an opportunity to
gain valuable work experience, receive hands-on job training, and help shape their future
towards a career by having the youth worker assist City Staff in various programs,
activities, and community events.
• Years Awarded with CDBG Funds in Rosemead: Seven (7) years (since FY 2018-2019)
• Number of Residents Served (FY 2024-2025 - Quarters 1 to 3): Four (4) youths
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: Five (5) youths
Heart of Compassion
Founded in 2003, Heart of Compassion (HOC) Distribution is a food bank and social service
organization. HOC works to alleviate hunger, food insecurities, and the suffering of those who
have fallen into hard times. Their Fighting Hunger Feeding Hope program is a twice -weekly public
food distribution where they provide groceries to 400 families who are in need.
• Mission Statement: The organization's mission is to demonstrate love, both spiritually and
physically, through the distribution of life essentials to an individual. We aim to serve as a
safe hub for the community by providing services that will contribute to one's overall well-
being.
• Years Awarded with CDBG Funds in Rosemead: One (1) year — (since FY 2024-2025)
• Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 71 individuals
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 70 individuals
Family Promise of San Gabriel Valley
Since 2011, Family Promise of San Gabriel Valley (FPSGV) has been dedicated to serving families
in need, operating as one of 200 Affiliates of Family Promise —a national organization committed
to eradicating family homelessness. FPSGV collaborates with local faith -based congregations to
provide temporary housing and meals for families in need. Participating congregations take turns
hosting families for one week at a time, offering a safe and supportive environment while families
work toward securing permanent housing. In cases where local congregations are unable to
accommodate a family, arrangements are made for the family to temporarily stay at a motel in
Rosemead. Additionally, FPSGV offers comprehensive case management services to support
families throughout their journey.
• Mission Statement: The organization's mission is to help families experiencing or at risk
of homelessness achieve sustainable independence through a community -based approach.
• Years Awarded with CDBG Funds in Rosemead: 13 years (since FY 2012-2013)
0 Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 22 individuals
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May 13, 2025
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• Estimated Number of Rosemead Residents to be Served for FY 2025 2026: 36 individuals
Goodwill of Southern California (Goodwill SoCal)
Since 1916, Goodwill SoCal has been at the forefront of "Transforming Lives Through the Power
of Work," serving Southern California's hardest -to -reach job seekers. As the largest nonprofit
workforce development organization in the region and an established Employment Social
Enterprise, they have an unmatched ability to connect vulnerable populations to meaningful,
sustainable employment opportunities in high -demand, high -growth sectors. Goodwill SoCal
ensures its participants secure quality jobs with living wages through a comprehensive strategy
that addresses numerous aspects of their employment journey.
• Mission Statement: The organization's mission is "Transforming Lives Through the Power
of Work."
• Years Awarded with CDBG Funds in Rosemead: None
• Number of Rosemead Residents Served: N/A
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 25 individuals
Wealth by Health
Founded in 2016, on the basis that attaining quality health care should be accessible to all people,
Wealth by Health first established a mobile clinic to provide free health services for low-income,
uninsured, and underinsured families. The non-profit provides free health service program as a
grassroots healthcare program intended to provide free quality medical, dental, vision, vaccination,
and acupuncture services for individuals who face significant barriers in accessing healthcare. In
addition, they distribute nutritious groceries monthly to low-income residents.
• Mission Statement: The organization's mission is to improve the health and wellbeing of
underserved populations by providing accessible resources that will empower individuals
to achieve a greater quality of life.
• Years Awarded with CDBG Funds in Rosemead: Five (5) years (since FY 2020-2021)
• Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 132 individuals
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 250
individuals
Asian Youth Center
The Asian Youth Center (AYC) was founded in the San Gabriel Valley to address the needs of the
Asian immigrant youth population in the San Gabriel Valley. AYC is a community -based non-
profit who helps youth and families succeed in school, at work, and in life. Among its various
initiatives, AYC provides an Emergency Food Program, which supplies weekly distributions of
fresh groceries and nonperishable food items.
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May 13, 2025
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• Mission Statement: The organization's mission is to improve the health and wellbeing of
underserved populations by providing accessible resources that will empower individuals
to achieve a greater quality of life.
• Years Awarded with CDBG Funds in Rosemead: Five (5) years (since FY 2020-2021)
• Number of Rosemead Residents Served (FY 2024-2025 - Quarters 1 to 3): 46 individuals
• Estimated Number of Rosemead Residents to be Served for FY 2025-2026: 65 individuals
Goodwill of Southern California (Goodwill SoCal) Data and Statistics
At the request of the City Council, Goodwill SoCal submitted additional information on their
services, programs, and data collection to the City (attached as Attachment "B"). Based on the
information, Goodwill SoCal has over 100 years of experience and brings data -driven insight into
regional labor markets. Each year, they partner with 894 organizations to deliver workforce
development and support services aligned with evolving economic needs.
Since the onset of the COVID-19 pandemic in 2020, Goodwill SoCal has provided employment
and supportive services to Rosemead residents through a variety of state and federally funded
workforce development programs. In total, 897 residents have been served over the past five years.
Their data collection has shown that a total of 187 Rosemead residents were supported specifically
through COVID-19-related grant funding. In January 2025, Goodwill SoCal was awarded the Re -
Entry Employment Navigation, Engagement and Well -Being (RENEW) grant from Los Angeles
County, which aimed at supporting justice -involved and unhoused individuals in the West San
Gabriel Valley, including the City of Rosemead.
Goodwill SoCal also has a long-standing history of managing America's Job Centers of California
(AJCCs) and WorkSource Centers throughout the region:
• 2005 - 2024: Operated the Central San Gabriel Valley and East San Gabriel Valley
AJCCs.
• 2005 - Present: Managing the South Valley WorkSource Center.
• 2019 - 2024: Operated the East San Gabriel Valley affiliate AJCC in Baldwin Park,
located at the Hacienda La Puente Adult Education campus.
• Since 1999: Continuously operating the Northeast Los Angeles WorkSource Center in
Lincoln Heights - the longest -running AJCC operator in the region.
Goodwill SoCal has not received CDBG funding from any cities until recently, from the City of
Victorville for a youth program. However, they have submitted applications for CDBG funding
from the City of El Monte and City of Riverside. Although they have not been granted CDBG
funds, they have received grant funding for their programs in the City of La Puente and City of
Redlands.
City Council Meeting
May 13, 2025
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CDBG, HOME, and CDBG-CV Funding Allocations
Although HUD has not released the City's entitlement allocation for FY 2025-2026, staff is
anticipating approximately $584,000 in CDBG funding and approximately $228,200 in HOME
funds based on last year's allocation. It should be noted that on May 2, 2025, the White House
Office of Management and Budget (OMB) released the President's FY 2025-2026 Skinny Budget
request, which proposes to eliminate CDBG ($3.3 billion) and HOME ($1.25 billion) from the
federal budget.
Staff is recommending that the City Council modify the funding allocations for CDBG and CDBG-
CV and maintain the HOME allocation as presented at the April 22" d City Council meeting. Since
there is a need for workforce development as it plays a critical role in addressing homelessness by
providing individuals with the opportunity to gain employment and staff received a positive
reference check from the City of Redlands on Goodwill SoCal's services for their unhoused
population, it is recommended that the City Council, in good faith, provide CDBG-CV funding to
Goodwill SoCal to assist the unemployed residents of the City affected by COVID-19. It is
proposed that the City Council remove Goodwill SoCal from receiving CDBG funding and reduce
the $90,000 allocation from CDBG-CV to $75,000. Goodwill SoCal agrees with staff s
recommendation, and this is the minimum that they can operate with. They've expressed their
commitment to managing the reduction in City funding by securing additional funding sources.
With the $75,000 CDBG-CV funding, they will continue to provide four job fairs (one each quarter
of the year) and assist 25 individuals with employment. Based on their results, and should funding
be available, the City may consider additional funding to Goodwill SoCal in the next fiscal year.
The remaining $6,500 in CDBG funds will be allocated to Family Promise (an additional $5,000)
and Heart of Compassion (an additional $1,500) and remaining $15,000 in CDBG-CV funds will
be distributed equally to the Small Business Assistance Program, Wealth by Health, and Asian
Youth Center (an additional $5,000 to each project). The revised allocations are provided in the
table below:
Proposed CDBG, HOME and CDBG-CV Funding Allocations
No.
Project Name
2025-2026 Allocation
CDBG
1
Planning and Administration
$116,800.00
2
Owner -Occupied Rehabilitation Grant Program
$154,600.00
3
Owner -Occupied Rehabilitation Administration
$25,000.00
4
lCommercial Improvement Program
$200,000.00
5
ISummer Youth Employment Program
$11,600.00
6
JSenior Nutrition Program
$30,000.00
7
Family Promise of San Gabriel Valley
$25,000.00
8
Heart of Compassion
$8,000.00
9
Fair Housing Foundation
$13,000.00
TOTAL
$584,000.00
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May 13, 2025
Page 7 of 8
HOME
10
lanning and Administration
$22,820.00
11
ICHDO Assistance
$34,230.00
12
Owner -Occupied Rehabilitation Loan Program
$171,150.00
TOTAL
$228,200.00
CDBG-CV
13
Planning and Administration
$108,862.49
14
Small Business Assistance Program
$9,643.24
15
Wealth by Health
$45,000.00
16
jAsian Youth Center
$80,000.00
17
IGoodwill of Southern California
$75,000.00
18
Senior Nutrition Program
$20,000.00
TOTAL
$338,505.73
Once the City receives the final allocations from HUD, staff will work with the City Manager to
execute the subrecipient agreements with the non-profit organizations receiving CDBG, HOME,
and CDBG-CV funding for FY 2025-2026.
STAFF RECOMMENDATION
That the City Council:
1. Conduct the continued public hearing and receive public comments and or testimony on
the FY 2025-2026 Annual Action Plan;
2. Approve and authorize the submittal of the FY 2025-2026 Annual Action Plan, including
CDBG, HOME, and CDBG-CV funding recommendations.
FISCAL IMPACT
There is no fiscal impact to the General Fund. The FY 2025-2026 Annual Action Plan includes
HUD funding allocation for CDBG, HOME, and CDBG-CV programs.
STRATEGIC PLAN IMPACT
The FY 2025-2026 Annual Action Plan aligns with the City's 2030 Strategic Plan's mission
statement to "provide quality programs, services, and support that builds community, increases
opportunity, and makes Rosemead a great place to live, work, and play."
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
City Council Meeting
May 13, 2025
Page 8 of 8
Prepared by:
Priscila Davila, Contract Housing Consultant
Reviewed by:
��- ro,
Destiny Garcia, Management Analyst
Lily Valenzuela, Director of Community Development
Attachment A: FY 2025-2026 Annual Action Plan
Attachment B: FY 2025-2026 Proposed CDBG, HOME, and CDBG-CV Funding Allocations
Attachment C: City Council Staff Report, dated April 22, 2025 (without attachments)
Attachment D: City Council Meeting Minutes Excerpt, dated April 22, 2025
Attachment E: Goodwill SoCal's Data and Statistics
Attachment A
FY 2025 — 2026 Annual Action Plan
iT
%I,
Table of Contents
AnnualAction Plan....................................................................................................................... I
AP-15 Expected Resources — 91.220(c)(1,2).....................................................................................................1
AP-20 Annual Goals and Objectives.................................................................................................................. 4
AP-35 Projects — 91.220(d)................................................................................................................................ 6
AP-38 Project Summary ..................................................................................................................................... 8
AP-50 Geographic Distribution — 91.220(f).......................................................................................................14
AP-55 Affordable Housing — 91.220(g).............................................................................................................16
AP-60 Public Housing — 91.220(h)................................................................................................................... 18
AP-65 Homeless and Other Special Needs Activities — 91.220(i).................................................................... 20
AP-75 Barriers to Affordable Housing — 91.2200)............................................................................................. 23
AP-85 Other Actions — 91.220(k)...................................................................................................................... 25
AP-90 Program Specific Requirements 91.220(I)(1,2,4)...................................................................................28
Listof Appendices..................................................................................................................... 30
AppendixA- Citizen Participation Plan.......................................................................................................................31
Appendix B — HOME After -Rehab Value Calculations......................................................................................... 32
List of Tables
Table 1 — Expected Resources — Priority Table...............................................................
Table2 — Annual Goals...................................................................................................
Table 3 — Goal Descriptions............................................................................
Table 4 — Project Summary .............................................................................
Table 5 — Project Information...........................................................................
Table 6 - Geographic Distribution....................................................................
Table 7 - One Year Goals for Affordable Housing by Support Requirement ...
Table 8 - One Year Goals for Affordable Housing by Support Type ................
2025-2029 Consolidated Plan ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
..................... 2
............................... 4
............................... 5
............................... 6
............................... 8
.............................14
16
........................................16
TOC 1
Annual Action Plan
AP-15 Expected Resources — 91.220(c)(1,2)
Introduction
The Annual Action Plan (AAP) focuses on activities to be funded with the two federal entitlement grants —
Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) —
administered by HUD. Housing and community development needs in the City are extensive and require
the effective and efficient use of limited funds. HUD allocates CDBG and HOME funding to eligible
jurisdictions on a formula basis, using factors such as population, income distribution, and poverty rate.
CDBG Program
CDBG is an annual grant to cities to assist in the development of viable communities by providing decent
housing, a suitable living environment, and expanded economic opportunities, principally to persons of LMI.
There is a wide range of activities that are eligible under the CDBG Programs. CDBG grantees are
responsible for ensuring that each eligible activity meets one of three national objectives:
• Benefiting LMI persons;
• Aid in the prevention or elimination of slums or blight; and
• Meet an urgent need that the grantee is unable to finance on its own.
The City is anticipating receiving approximately $584,000 in CDBG funds for the program year 2025-2026.
HOME Program
HOME funds are awarded annually as formula grants to participating jurisdictions (PJ's). The program's
flexibility allows local governments to use HOME funds for grants, direct loans, loan guarantees, or other
forms of credit enhancement, rental assistance, or security deposits.
HOME is designed to create affordable housing for low-income households. The program was designed to
reinforce several important values and principles of community development.
The City is anticipating receiving approximately $228,200 in HOME funds for the program year 2025-
2026.
2025-2026 Consolidated Plan — AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
Anticipated Resources
Source
Expected Amount Available Year 1
Expected
Amount
Program
of
Uses of Funds
Available
Narrative
Funds
Annual
Program
Prior Year
Remainder of
Description
Allocation
Income
Resources
Total
ConPlan
Administration and
Planning
Funding to
Fair Housing
support CDBG
Public-
Homelessness
eligible programs/
CDBG
federal
Economic Development
$584,000
$5,000
TBD
$589,000
$235,600
activities from
Affordable Housing
2025-2029
Public
throughout
Facilities/Infrastructure
Rosemead.
Public Services
Funding to
support HOME
Administration and
eligible
HOME
Public-
Planning
$228,200
$20,000
TBD
$248,200
$992,800
programs/
federal
activities from
Affordable Housing
2025-2029
throughout
Rosemead.
Table 1 —Expected Resources — Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds),
including a description of how matching requirements will be satisfied
The City will continue to use state and local funds to leverage federal entitlement dollars, including but not
limited to:
• City General Funds (Senior Nutrition Services, Summer Youth Employment Program, Public Facilities and
Infrastructure Projects, and Affordable Housing Projects)
• In -kind donations
• Preserve the City's existing affordable housing stock for LMI households (i.e., State
CalHome Fund ADU Program and Owner -Occupied Rehabilitation Programs)
Also, the following service providers budgeted additional federal and non-federal funds to their activities
through funding from other cities, in -kind donations, United Way, and other charitable organizations, and the
federal and state governments:
• Summer Youth Employment Program;
• Senior Nutrition;
• L.A. CADA
• Family Promises of San Gabriel Valley;
• Fair Housing Foundation;
• Wealth by Health;
• Asian Youth Center; and
• Heart of Compassion
2025-2026 Consolidated Plan — AAP ROSEMEAD 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City of Rosemead anticipates assisting twelve LMI homeowners through the Owner -Occupied
Rehabilitation Programs. LMI is defined as individuals or families whose household income is between 0 to
80% of the Median Family Income (MFI) for Los Angeles County.
In addition to HOME providing affordable housing, the City implements the goals, objectives, and policies of
the City's Housing Element by creating the incentive of density bonuses to developers that provide housing
units affordable to LMI households. A density bonus is allowed in development with five or more units,
excluding density bonus units.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to
address the needs identified in the plan
The City has two senior housing complexes that are currently rented exclusively by low-income seniors
(Angelus and Garvey). The Angelus Senior Housing Complex was constructed in 1995, and the Garvey
Senior Housing Complex was constructed in 2002. Both projects were constructed with assistance from the
Community Redevelopment Agency, which no longer exists. However, these units are owned and operated
by the Rosemead Housing Development Corporation, which is a nonprofit corporation established by the City
to create affordable housing and will be preserved in perpetuity as affordable housing.
There is a single waiting list for both senior housing complexes. Angelus Senior Housing Complex is made
up of 50 one -bedroom units, while Garvey Senior Housing Complex contains 64 one -bedroom and 6 two -
bedroom plus a manager unit at each site. In addition, the California Mission Inn is a privately owned facility
located in Rosemead that offers seniors and disabled individuals with independent, assisted, and memory
care living.
2025-2026 Consolidated Plan — AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-20 Annual Goals and Objectives
Goals Summary Information
Goal
Sort
Goal Name
Start
End
Category
Geographic
Needs Addressed
Funding
Outcome
Order
Year
Year
Area
Indicator
Promote Fair
Non -Housing
CDBG:
Households:
1
Housing
2025
2026
Community
Citywide
. Fair Housing Education
$13,000
110
Development
CDBG:
Increase Access to
• Preserve and increase
$179,600
Housing
2
Affordable
2025
2026
Affordable Housing
Citywide
the supply of
Units:
Housing
Affordable Housing
HOME:
13
$171,150
• Provide Public
Services for low -
Support
Non -Housing
income youth, families,
3
Community
2025
2026
Community
Citywide
and seniors
CDBG:
Persons:
$41,600
805
Services
Development
. Public Services for
residents with special
needs
• Improve public
Enhance Public
Non -Housing
Low/Mod
facilities and
4
Facilities and
2025
2026
Community
Census
infrastructure
CDBG:
Projects:
$0
0
Infrastructure
Development
Tract
• Address material and
architectural barriers to
accessibility
• Develop and
strengthen small
businesses
• Support local
Promote
Non -Housing
entrepreneurs
p
CDBG:
Businesses:
5
Economic
2025
2026
Community
Citywide
$200,000
10
Development
Development
• Expand employment
and/or workforce
development programs
• Improve access to job
opportunities.
• Connect those
experiencing
homelessness with
Support Efforts to
Homeless Non -Housing
Citywide
resources.
CDBG:
People:
6
Address
2025
2026
Community
Low/Mod
$33,000
106
Homelessness
Development
Census Tract
' Prevent
homelessness.
Shorten period of
homelessness.
7
Support Programs
through Program
2025
2026
Planning and
Citywide
Comply Com I with CDBG
CDBG:
$116,800
Other:
Administration
Administration
and HOME regulations
HOME:
2
$22,820
Table 2—Annual Goals
2025-2026 Consolidated Plan — AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Descriptions
1
Goal Name
Promote Fair Housing
Goal Description
The City will continue to collaborate with the Fair Housing Foundation to assist families
and individuals seeking counseling and/or legal solutions to fair housing and
discrimination problems.
2
Goal Name
Increase Access to Affordable Housing
Goal Description
Provide funding for housing rehabilitation, new housing development, and/or programs
that assist LMI families with finding housing solutions including programs that increase
homeownership, development of housing for special needs populations, support
integrated housing solutions and plans, and reduce barriers to affordable housing
consistent with the City's 2025-2029 Al report.
3
Goal Name
Support Community Services
Goal Description
Provide needed Public Services that assist individuals and families in the following
ways: crisis intervention, crime prevention, homeless prevention, services for at -risk
families, shelter in -take services, senior and special needs services, nutrition and
preventative health services, supplemental food/clothing/counseling and job search
assistance to those who are homeless or at -risk of homelessness, and other vital social
services.
4
Goal Name
Enhance Public Facilities and Infrastructure
Goal Description
Activities that improve the quality of life for residents include improving parks and
infrastructure, creating green streets, improving accessibility, and providing safe routes
to school.
5
Goal Name
Promote Economic Development
Goal Description
Provide programs and funding for economic development activities that will promote
business retention and business creation.
6
Goal Name
Support Efforts to Address Homelessness
Goal Description
Provide a continuum of supportive and housing services for the homeless and
households at risk of homelessness. This goal involves transitional housing,
emergency housing, homeless prevention, and services for at -risk homeless and
homeless veterans.
7
Goal Name
Support Programs through Planning Administration
Goal Description
This program provides payment of reasonable administrative costs and carrying
charges related to the planning and execution of community development activities
and housing rehabilitation delivery that are financed in whole or in part by CDBG and
HOME funds. Planning and Administration
Table 3 — Goal Descriptions
2025-2026 Consolidated Plan —AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-35 Projects — 91.220(d)
Introduction
To address the high priority needs identified in the Strategic Plan, the City of Rosemead will invest CDBG
funds in projects that develop and provide fair housing services, provide services to LMI residents, prevent
homelessness, and strengthen economic opportunities. Together, these projects will address the
needs of LMI Rosemead residents. The City is anticipating receiving approximately $584,000 in program
year 2025-2026 CDBG funds. The City is anticipating receiving approximately $228,200 in program year
2025-2026 HOME funds. HOME is designed to create affordable housing for low-income households. In
addition, the City will allocate $250,000 in CDBG-CV funds for Public Service activities.
Note: As of the date of the publication of the draft 2025-2026 AAP, HUD has not announced the exact
dollar amount of the City's annual CDBG allocation. Therefore, the amounts listed are only estimates and
all proposed activities' budgets will be proportionately increased or decreased from the estimated funding
levels to match actual allocations.
Projects
#
Project Name
2025-2026 Allocation
CDBG
1
Planning and Administration
$116,800.00
2
Owner -Occupied Rehabilitation Grant Program
$154,600.00
3
Owner -Occupied Rehabilitation Administration
$ 25,000.00
4
Commercial Improvement Program
$ 200,000.00
5
Summer Youth Employment Program
$11,600.00
6
Senior Nutrition Program
$ 30,000.00
7
Family Promise of San Gabriel Valley
$ 25,000.00
8
Heart of Compassion
$ 8,000.00
9
Fair Housing Foundation
$ 13,000.00
TOTAL
$ 584,000.00
HOME
10
Planning and Administration
$22,820
11
CHDO Assistance
$34,230
12
Owner -Occupied Rehabilitation Loan Program
$171,150
TOTAL
$228,200.00
CDBG-CV
13
Planning and Administration
$ 108,862.49
14
Small Business Assistance Program
$ 9,643.24
15
Wealth By Health
$ 45,000.00
16
Asian Youth Center
$ 80,000.00
17
Goodwill of Southern California
$ 75,000.00
18
Senior Nutrition Program
$ 20,000.00
TOTAL
$ 338,505.73
Table 4 — Project Summary
2025-2026 Consolidated Plan — AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Based on the Strategic Plan of the ConPlan, the City is allocating a majority of its non- administrative CDBG
and HOME funds for program year 2025-2026 to projects and activities that benefit LMI people throughout
the City.
The primary obstacles to meeting the underserved needs of LMI people include a lack of funding from federal,
state, and other local sources and the high cost of housing that is not affordable to low-income residents.
The projects selected for funding represent programs designed to meet needs identified as high within the
ConPlan. The City strives to have a broad spectrum of programs to meet the needs of as many populations
throughout Rosemead as possible.
2025-2026 Consolidated Plan —AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
1
Project Name
CDBG Planning and Administration
Target Area
Citywide
Goals Supported
Planning and Administration Support Programs through
Planning Administration.
Needs Addressed
Planning and Administration
Funding
CDBG: $116,800
Description
The City will continue to provide Planning and Administration
services required to manage and operate the City's CDBG
programs. Such funds will assist in managing community
development, housing, and economic development programs.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
N/A
Location Description
City Hall
Planned Activities
Program administrative costs for CDBG operations.
2
Project Name
Owner -Occupied Rehabilitation Grant Program
Target Area
Citywide
Goals Supported
Increase Access to Affordable Housing
Needs Addressed
Affordable Housing
Funding
CDBG: $200,000 (Program Year 25-26: $154,600 and Prior Year
Carryover: $45,400)
Description
Grants are available to Households who own and occupy their
home and are age and income qualified may be eligible. Through
this program, homeowners can make certain rehabilitation
improvements and upgrades to their single-family residences.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
10 housing units
Location Description
Citywide
Planned Activities
Undertake several housing rehabilitation projects.
3
Project Name
Owner- Occupied Rehabilitation Administration
Target Area
Citywide
Goals Supported
Increase Access to Affordable Housing
Needs Addressed
Affordable Housing
Funding
CDBG: $25,000
Description
Funds will be used to pay administrative costs associated with th
Owner -Occupied Rehabilitation Programs.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
N/A
Location Description
City Hall
Planned Activities
Program administrative costs for CDBG Owner -Occupied
Rehabilitation programs.
2025-2026 Consolidated Plan —AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
4
Project Name
Commercial Improvement Program
Target Area
Citywide
Goals Supported
Provide Economic Development
Needs Addressed
Assist businesses
Funding
CDBG: $200,000
Description
Provide programs and funding for commercial fagade
improvements to assist businesses.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
10 Businesses
Location Description
Citywide
Planned Activities
Provide programs and funding for commercial fagade
improvements to assist businesses.
5
Project Name
Summer Youth Employment Program
Target Area
Citywide
Goals Supported
Public Service and Support Community Services
Needs Addressed
Public Service
Funding
CDBG: $11,600
Description
The Summer Youth Employment Program provides employment
opportunities for high school aged youth.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
5 Youth
Location Description
Citywide
Planned Activities
The program provides summer employment for high school
aged youth.
6 &
Project Name
Senior Nutrition Program
18
Target Area
Citywide
Goals Supported
Public Service and Support Community Services
Needs Addressed
Public Service
Funding
CDBG: $30,000 & CDBG-CV: $20,000
Description
The City of Rosemead's Parks and Recreation Department
administers the Senior Nutrition Program, which aims at
delivering economical and nutritious meals, while promoting
social interaction among older adults in the community. This
program serves as a fundamental element in advancing health,
independence, and communal involvement for seniors within
Rosemead.
Target Date
6/30/2026
Estimate the number and type of families
thatwill benefit from the proposed activities
800 Seniors
Location Description
Garvey Community Center, Rosemead
Planned Activities
Provide Rosemead seniors with high quality, cost efficient, and
nutritious meals at the Garvey Community Center.
7
Project Name
Family Promise of San Gabriel Valley
Target Area
Citywide
Goals Supported
Public Service and Support Efforts to Address Homelessness
Needs Addressed
Homeless Prevention and Public Service
Funding
CDBG: $25,000
2025-2026 Consolidated Plan — AAP ROSEMEAD
OMB Control No: 2506-0117 (exp. 09/30/2021)
Description
Since 2011, Family Promise of San Gabriel Valley (FPSGV) has
been dedicated to serving families in need, operating as one of
200 Affiliates of Family Promise —a national organization
committed to eradicating family homelessness. FPSGV
collaborates with local faith -based congregations to provide
temporary housing and meals for families in need. Participating
congregations take turns hosting families for one week at a time,
offering a safe and supportive environment while families work
toward securing permanent housing. In cases where local
congregations are unable to accommodate a family,
arrangements are made for the family to temporarily stay at a
motel in Rosemead. Additionally, FPSGV offers comprehensive
case management services to support families throughout their
journey.
Target Date
6/30/2026
Estimate the numberand type of families that
36 Families
will benefit from the proposed activities
Location Description
1005 E. Las Tunas Blvd., San Gabriel, CA 91776
Planned Activities
Families are sheltered at different locations week to week until
they can find permanent housing. Daycare is also provided onsite.
8
Project Name
Heart of Compassion
Target Area
Citywide
Goals Supported
Public Service and Support Community Service
Needs Addressed
Homeless Prevention and Public Service
Funding
CDBG: $8,000
Description
Founded in 2003, Heart of Compassion (HOC) Distribution is a
food bank and social service organization. HOC works to
alleviate hunger, food insecurities, and the suffering of those who
have fallen into hard times. Their Fighting Hunger Feeding Hope
program is a twice -weekly public food distribution where they
provide groceries to 400 families who are in need.
Target Date
6/30/2026
Estimate the numberand type of families that
70Persons
will benefit from the proposed activities
Location Description
Citywide
Planned Activities
Provide homeless, at -risk, and LMI residents with food biweekly.
9
Project Name
Fair Housing Foundation
Target Area
Citywide
Goals Supported
Promote Fair Housing
Needs Addressed
Fair housing
Public Service
Funding
CDBG: $13,000
Description
The Fair Housing Foundation (FHF), established in 1964, is
committed to eliminating housing discrimination based on race,
color, religion, sex, disability, familial status, national origin, and
other protected characteristics and works to ensure equal access
to housing opportunities for all individuals. FHF offers a wide
array of services, including fair housing complaint intake and
investigation, landlord -tenant counseling, mediation, and robust
education and outreach initiatives.
Target Date
6/30/2026
Estimate the number and type of families that
100 Persons
will benefit from the proposed activities
Location Description
Households within the City
2025-2026 Consolidated Plan —AAP ROSEMEAD 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Planned Activities
The City has contracted with Fair Housing Foundation to provide
legal services, training, and mediation over discrimination
cases and Fair Housing Act education.
10
Project Name
HOME Program Administration
Target Area
Citywide
Goals Supported
Planning and Administration and Support Programs through
Planning Administration
Needs Addressed
Planning and 'Administration
Funding
HOME: $22,820
Description
The City will continue to provide Planning and Administration
services required to manage and operate the City's HOME
programs. Such funds will assist in managing community
development and housing programs.
Target Date
6/30/2026
Estimate the numberand type of families that
will benefit from the proposed activities
N/A
Location Description
City Hall
Planned Activities
Program administrative costs for HOME operations.
11
Project Name
CHDO Set -Aside
Target Area
Citywide
Goals Supported
Increase Access to Affordable Housing
Needs Addressed
Affordable housing
Funding
HOME: $34,230
Description
Assistance to selected CHDO to provide affordable housing and
residential rehabilitation.
Target Date
6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
1 Project
Location Description
TBD
Planned Activities
Assist a CHDO to provide affordable housing. The City may defer
use of these funds to future years to add future HOME funds to
complete a more substantial project.
12
Project Name
Owner -Occupied Rehabilitation Loan Program
Target Area
Citywide
Goals Supported
Increase Access to Affordable Housing
Needs Addressed
Affordable housing
Funding
HOME: $200,000 (program year25-26: $171,150 and prior year
carryover: $28,850)
Description
LMI homeowners may receive a loan for certain home
rehabilitation improvements/upgrades.
Target Date
6/30/2026
Estimate the numberand type of families that
will benefit from the proposed activities
2 Housing units
Location Description
Citywide
Planned Activities
Undertake several housing rehabilitation projects.
13
Project Name
CDBG-CV Planning and Administration
Target Area
Citywide
Goals Supported
Planning and Administration and Support Programs through
Planning Administration
Needs Addressed
Planning and Administration
Funding
CDBG-CV: $108,862.49 (carryover)
2025-2026 Consolidated Plan — AAP ROSEMEAD 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Description
The City will continue to provide Planning and Administration
services required to manage and operate the City's CDBG-CV
programs and subrecipients.
Target Date
6/30/2026
Estimate the number and type of families that
N/A
will benefit from the proposed activities
Location Description
City Hall
Planned Activities
Program administrative costs for CDBG-CV operations.
14
Project Name
Small Business Assistance Program
Target Area
Citywide
Goals Supported
Promote Economic Development
Needs Addressed
Business Assistance, Homeless prevention and Public Service
Funding
CDBG-CV: $9,643.24 (carryover)
Description
Provide grants to LMI businesses that have been financially
impacted by COVID-19.
Target Date
6/30/2026
Estimate the number and type of families that
2 Businesses
will benefit from the proposed activities
Location Description
Citywide
Planned Activities
Provide grants to LMI businesses that have been financially
impacted by COVID-19.
15
Project Name
Wealth by Health
Target Area
Citywide
Goals Supported
Public Service and Support Community Services
Needs Addressed
Homeless prevention and Public Service
Funding
CDBG-CV: $45,000 (carryover)
Description
Founded in 2016, on the basis that attaining quality health care
should be accessible to all people, Wealth by Health first
established a mobile clinic to provide free health services for low-
income, uninsured, and underinsured families. The non-profit
provides a free health service program as a grassroots
healthcare program intended to provide free quality medical,
dental, vision, vaccination, and acupuncture services for
individuals who face significant barriers in accessing healthcare.
In addition, they distribute nutritious groceries monthly to low-
income residents.
Target Date
6/30/2026
Estimate the number and type of families that
250 People
will benefit from the proposed activities
Location Description
3059 Del Mar Ave., Rosemead, CA 91770
Planned Activities
Provide Rosemead residents who have been impacted by
COVID-19 with quality healthcare assistance.
16
Project Name
Asian Youth Center
Target Area
Citywide
Goals Supported
Public Service Support Community Services
Needs Addressed
Homeless prevention and Public Service
Funding
CDBG-CV: $80,000 (carryover)
Description
The Asian Youth Center (AYC) was founded in the San Gabriel
Valley to address the needs of the Asian immigrant youth
population in the San Gabriel Valley. AYC is a community -based
non-profit who helps youth and families succeed in school, at
work, and in life. Among its various initiatives, AYC provides an
Emergency Food Program, which supplies weekly distributions of
2025-2026 Consolidated Plan — AAP ROSEMEAD 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
fresh groceries and nonperishable food items.
Target Date
6/30/2026
Estimate the number and type of families that
65 People
will benefit from the proposed activities
Location Description
100 Clary Ave., San Gabriel, CA 91776
Planned Activities
Provide Rosemead residents who have been impacted by
COVID-19 with quality groceries.
17
Project Name
Goodwill of Southern California
Target Area
Citywide
Goals Supported
Support Efforts to Address Homelessness, Promote Economic
Development and Support Community Services.
Needs Addressed
Homeless Prevention and Public Service
Funding
CDBG-CV: $75,000 (carryover)
Description
Since 1916, Goodwill SoCal has been at the forefront of
"Transforming Lives Through the Power of Work," serving
Southern California's hardest -to -reach job seekers. As the
largest nonprofit workforce development organization in the
region and an established Employment Social Enterprise, they
have an unmatched ability to connect vulnerable populations to
meaningful, sustainable employment opportunities in high -
demand, high -growth sectors. Goodwill SoCal ensures its
participants secure quality jobs with living wages through a
comprehensive strategy that addresses numerous aspects of
their employment journey.
Target Date
6/30/2026
Estimate the number and type of families that
25 People
will benefit from the proposed activities
Location Description
3130 Tyler Ave., El Monte, CA 91731
Planned Activities
Provide unemployed Rosemead residents with job training, job
fairs, assist with job placement, and case management.
Table 5 — Project Information
2025-2026 Consolidated Plan — AAP ROSEMEAD 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution — 91.220(fl
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration)
where assistance will be directed.
To prevent the concentration of low-income persons, City housing programs are marketed and available
throughout the City. The programs are not directed to any one geographical area but rather the extremely low- to
moderate -income (0 to 80 % of the MFI) persons and families. The City wants to promote a balanced and
integrated community and is committed to providing assistance throughout the City. There are exceptions to
this policy for activities limited to LMI block groups. Eligible activities in areas found to be LMI block groups
include street improvements, improvements to public facilities, and improvements to facilities for persons with
special needs.
The LMI area benefit national objective applies if the activities benefit all persons in a residential area where at
least 51 % of persons will benefit from the activities. Housing conditions survey data report that many of these
tracts (mostly multi -family residential) consist of a majority of structures and properties within the block that
require major repair of building systems. The LMI residential areas in the City cover the very most northern part
and the Garvey district in the southern half of the City, below the Interstate 10 Freeway. The Garvey district is
comprised primarily of residential land uses. Neighborhoods west of Walnut Grove Avenue on Garvey Avenue
consist mostly of medium density residential with three smaller zones of low density residential. All residential
land uses east of Walnut Grove Avenue are low density residential. The City is nearly completely built out and
consists primarily of residential development. Most of the housing stock was built prior to 1989 and the rate of
development of new units has tapered substantially.
HUD provides estimates of the number of persons that can be considered low-, low- to moderate-, low-,
moderate-, and middle -income persons based on special tabulations of data from the 2016-2020 ACS five-
year estimates. LMI percentages are calculated at various principal geographies provided by the Census
Bureau. Because timely use of this data is required by regulation, any changes to the City's existing service
area boundaries would need to be approved by the City Council. Each year, through the adoption of the City's
AAP, the City Council approves the service area boundaries as the City's official LMI "Target Areas" and
"Deteriorating Areas". The City has traditionally used 80% or more of its CDBG resources to benefit these
special areas and/or to operate programs available exclusively to LMI people (whereas HUD regulations only
require a minimum 70% low/mod benefit level for CDBG activities). In order to continue to achieve this high ratio
of low/mod benefit for its CDBG resources, and because of the compelling need to assist these special areas,
the City will continue to direct CDBG resources to these special geographic areas.
Geographic Distribution
Target Area
Percentage of Funds
Eligible LMI Block Groups
70
Community Wide
30
Table 6 - Geographic Distribution
Rationale forthe priorities for allocating investments geographically
To accommodate future residential development, improvements are necessary in infrastructure and Public
Services related to man-made facilities such as sewer, water, and electrical services. Portions of the City are
also constrained by various environmental hazards and resources that may affect the development of lower
priced residential units. Although these constraints are primarily physical, and hazard related, they are also
associated with the conservation of the City's natural resources.
Discussion
See above.
2025-2026 Consolidated Plan —AAP ROSEMEAD 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-55 Affordable Housing — 91.22
Introduction
One Year Goals for the Number of Households to be Supported
Homeless
0
Non -Homeless
0
Special -Needs
0
Total
0
Table 7 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance -Section 8 vouchers
0
The Production of New Units
0
Rehab of Existing Units
12
Acquisition of Existing Units
0
Total
12
Table 8 - One Year Goals for Affordable Housing by Support Type
Discussion
The City uses CDBG and HOME funds for homebuyer assistance and rehabilitation of owner -occupied
single-family properties. The City must use the HOME affordable homeownership limits provided by HUD
when setting price limits for affordable home sales and when using HOME funds for home rehabilitation.
Also, the use of funds for HOME assisted activities requires that the value of the property after rehabilitation
must not exceed 95% of the median purchase price for the area. The HOME Final Rule offers two options
for determining the 95% of median purchase price limit for owner -occupied single-family housing, as noted
below:
(1) HUD will provide limits for affordable housing based on 95% of the median purchase price for
the area; OR
(2) Perform a local market survey to determine the 95% of median purchase price limit.
The City of Rosemead believes the 203(b) limits provided by HUD, for Los Angeles County, understate
housing prices in Rosemead. Therefore, staff performed their own analysis to determine the 95% of median
purchase price limits. To conduct a local market survey, the City must collect and present sales data by
type of housing (for example, one- to- four -unit, condos, townhomes, and manufactured housing) on all or
nearly all of the one- family house sales in the entire City. The data must be presented in ascending order
of sales price and include the address of the listed properties and their locations within the City. The length
of the reporting period varies with the volume of monthly home sales. If there are 500 or more housing sales
per month within the City, a one -month reporting period must be used. If there are 250-499 sales per month,
a two -month reporting period must be used. If there are fewer than 250 sales per month, a three-month
reporting period must be used. If the total number of sales reported is an odd number, the median is
established by the price of the middle sale. If the total number of sales is an even number, the higher of the
two middle numbers is considered the median.
Based on a comparison of local housing market listing prices and sales information, it was determined that
the HOME Program After -Rehab Value Limits published by HUD do not accurately reflect current actual
home purchase prices for the area. Therefore, as allowed by HUD, a local market survey was conducted for
the City home sales for a three-month period using Chicago Title closed home sales data. This survey
shows a median price for single-family homes of $965,000 in the City and a 95% median value price of
$916,750 for single-family homes. The median condominium of $738,000, and a 95% median value price
of $701,100 for condominium sales (see Appendix B - HOME Program After -Rehab Value Limits).
2025-2026 Consolidated Plan — AAP ROSEMEAD 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing — 91.220(h)
Introduction
There are no publicly owned housing projects located in the City. LACDA provides rental assistance to the
City residents through the Section 8 Voucher program. The primary objective of this program is to assist
low-income (0 to 50 % of MFI) persons and households in making rents affordable. There is currently a
lengthy waiting list for the Section 8 Program with an average wait of seven to ten years, if not longer. Each
applicant is selected from the waiting list in sequence, based upon the date of preliminary application and
Voucher availability.
Although there are no public housing units, there are several affordable housing developments. The
following four housing developments received mortgage assistance with the help of federal, state, or local
funds.
Angelus Senior Housing Complex
Angelus Senior Housing Complex was completed in 1995 and is owned by the Rosemead Housing
Development Corporation. It consists of 50 one -bedroom units plus a manager's unit. The term of the lease
is for 55 years from the effective date of the Development Agreement between the City of Rosemead and
the Rosemead Housing Development Corporation or until February 7, 2050. To qualify for this complex, a
person must be 62 years of age or older and must income -qualify. The maximum income is 40% of the AMI
adjusted for household size. The income limits are reviewed every year and are subject to change without
prior notice. The risk of conversion will not be an issue during the next five years of the ConPlan. As
mentioned earlier, the earliest possible conversion date for Angeles Senior Housing is February 7, 2050.
Garvey Senior Housing Complex
Garvey Senior Housing Complex was completed in 2002 and is owned by the Rosemead Housing
Development Corporation. The complex consists of 64 one -bedroom and 6 two -bedroom units plus a
manager unit. The term of the lease is for 55 years from the effective date of the Development Agreement
between the Rosemead Community Development Commission, the City of Rosemead, and the Rosemead
Housing Development Corporation, or until October 30, 2057. To qualify for this complex, a person must be
62 years of age or older and must be income -qualified. The maximum income is 40% of the AMI adjusted
for household size. The income limits are reviewed every year and are subject to change without prior
notice. The risk of conversion will not be an issue during the next five years of the ConPlan. As mentioned
earlier, the earliest possible conversion date for Garvey Senior Housing Complex is October 30, 2057.
Two (2) 3-bedroom Single Family Homes
During FY 2007-2008 and FY 2010-2011, the City entered into agreements with RHCDC to produce
affordable housing using the 15% CHDO set -aside funding as required under the HOME entitlement grant.
As a result, the City approved two separate 0% deferred payment loans funded by the HOME CHDO Set -
Aside Fund to the RHCDC for the purchase of two 3-bedroom rental properties in the City. Both properties
are restricted as rental, property for LMI households, and are subject to a 55-year affordability covenant until
May 2063 and March 2066, respectively.
2025-2026 Consolidated Plan —AAP ROSEMEAD 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the number and physical condition of public housing units in the jurisdiction, including those that
are participating in an approved Public Housing Agency Plan:
The above dwelling units are privately owned; however, because they are subsidized, individual dwelling
units must be held to HUD standards for public units and inspection processes. The City works with the
LACDA, who provides rental assistance to City residents through the Section 8 Voucher program. The
primary objective of this program is to assist low-income (0 to 50% of MFI) persons and households in
making rents affordable. There is currently a lengthy waiting list for the Section 8 Program with an average
wait of seven to ten years, if not longer. Each applicant is selected from the waiting list in sequence, based
upon date of preliminary application and voucher availability.
Actions planned during the next year to address the needs for public housing
There is no action needed by the City.
Actions to encourage public housing residents to become more involved in management and participate in
homeownership
LACDA manages a resident engagement process with their public housing; however, there is no public
housing in the City.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or
other assistance
This is not applicable to the City.
Discussion
See above discussion.
2025-2026 Consolidated Plan —AAP ROSEMEAD 17
OMB Control No: 2506-0117 (exp. 09130/2021)
AP-65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
Given the limited resources and small number of homeless in the City of Rosemead, homeless activities
have been given a lower priority in the 2025-2029 ConPlan and subsequent AAP's. The City is relying on
coordinated efforts with the LAHSA to provide shelter opportunities; the East San Gabriel Valley Coalition
(ESGV) for the Homeless to provide information, counseling, and referral services to homeless persons
that reside in the City, Family Promise of San Gabriel Valley to provide emergency shelter services and
social services for families with children, as well as other local agencies in providing services for homeless
persons. L.A. CADA, as a recipient of City HOME -ARP funds, will continue to provide homeless outreach.
In addition, although not funded by the City, Maryvale, located in Rosemead, provides transitional and
supportive housing for up to 29 mothers with up to two children under the age of 10 and up to 14 female
students attending a college.
In 2023, the City of Rosemead was awarded $1,222,084 of HOME -American Rescue Plan Act (HOME -
ARP) funding by the HUD. These funds are to provide housing, services, and shelter to individuals
experiencing homelessness and other vulnerable populations. To respond to critical needs in Rosemead,
the City prioritized HOME -ARP funds for homeless supportive services as defined as a qualifying population
under the HOME -ARP regulations. The City has partnered with L.A. CADA, a qualified homeless provider
specializing in substance abuse cases and other supportive services, including outreach, sheltering, mental
health, and case management.
Every year, LAHSA conducts a census of the homeless population through the Greater Los Angeles
Homeless Count. In January 2024, the Los Angeles CoC PITC determined there was a range of 137-166
people experiencing literal homelessness within Rosemead.
Of the range of people experiencing homelessness within Rosemead who were captured through the PITC
enumeration process, 44 were unsheltered, and there were an additional 56 improvised dwellings that
would account for additional uncounted. No emergency shelters or transitional housing programs currently
exist within the City's jurisdiction. People are considered sheltered when they are residing in emergency
shelter or transitional housing, but not when they are receiving rapid rehousing assistance or residing in
permanent supportive housing.
The information below shows the living situations of people experiencing homelessness within the City at
the time of the 2024 PITC. As can be seen, most people who are experiencing homelessness within the City
are staying outdoors on the streets, in tents, or in makeshift shelters.
• Persons on the Street: 44
• Persons in Cars: 23
• Persons in Vans: 4
• Persons in RVs/Campers: 10
• Persons in Makeshift Shelters: 13
• Persons in Tents: 6
• Demographics orfamily status were not reported.
2025-2026 Consolidated Plan —AAP ROSEMEAD 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs.
The City will work with the above agencies to reach out to homeless persons and assess their individual
needs. As mentioned above, the City is in close coordination with the LAHSA to facilitate regional
coordination for homeless needs. Los Angeles County is divided into eight SPA's, 1 through 8. The division
of the County allows the Department of Public Health to target and track the needs of each area. The City
of Rosemead is in SPA 3. Every year, the Los Angeles Continuum of Care coordinates a Shelter/Housing
Inventory Count and a Point -in -Time inventory of service projects within the Los Angeles Continuum of Care.
The Housing Inventory Count records how many beds and units are dedicated to serving the homeless, as
well as a record of utilization of services on the night of the count. Family Promise is an emergency shelter
for homeless families with children located in the City of Rosemead. In addition, although not funded by the
City, Maryvale, located in Rosemead, provides transitional and supportive housing for up to 29 mothers with
up to two children under the age of 10 and up to 14 female students attending a college.
While it is difficult to pinpoint the exact number of homeless persons, the results of the annual PITS
conducted for 2024 were 100 homeless individuals. Within the City, indicators such as increasing housing
costs, rising unemployment rates, and low wages coalesce to keep homelessness a problem in the San
Gabriel Valley.
The City will fund organizations including Family Promise of San Gabriel Valley, Heart of Compassion, L.A.
CADA, and Goodwill of Southern California. Family Promise is located in the City of San Gabriel and
provides food, shelter, and support services for homeless families. Counseling and homeless prevention
services are provided for at -risk families. Heart of Compassion (HOC) distribution is a food bank and
social service organization. HOC works to alleviate hunger, food insecurities, and the suffering of those who
have fallen into hard times. L.A. CADA Rosemead Outreach Team will continue to provide services to the
homeless community. Additionally, Goodwill of Southern California will provide employment assistance,
financial literacy, and case management for the homeless community.
The City allocated HOME -ARP funds to L.A. CADA to provide transitional and supportive housing for those
in rehabilitation from substance abuse. The L.A. CADA team consists of two full-time homeless outreach
navigators dedicated to the City of Rosemead. Services include emergency housing, transitional
housing, and supportive services, including linkage to healthcare, permanent housing, and workforce
development. L.A. CADA's resources include over 550 multidisciplinary behavioral healthcare workers,
including additional specialists, physicians, psychiatrists, nurse practitioners, RNs, LVNs, state -licensed
clinical therapists, registered SUD counselors, navigators, case managers, and dedicated peer mentors
with lived recovery experience. These supportive services will further advance compassionately,
respectfully and with perseverance a stronger, wider, and more effective approach to combatting
homelessness in Rosemead.
Addressing the emergency shelter and transitional housing needs of homeless persons.
L.A. CADA was consulted as part of the public outreach process. L.A. CADA provides transitional and
supportive housing for those in rehabilitation from substance abuse. This organization continues to have a
growing need to supply housing for its clients. They intend to continue to grow their capacity to serve families
recovering from alcohol and drug abuse throughout Los Angeles County. The El Monte Access Center as
noted above also provides employment assistance, information, and referrals for housing placement and
rapid re -housing services. Full-time L.A. CADA staff, dedicated to the City of Rosemead, are present
Monday through Fridays, from 7:00 a.m. to 4:00 p.m. They are out in the field the majority of the day, but
typically return to the Public Safety Center at 3:00 p.m. In addition, they may also transport homeless
individuals to temporary housing facilities that are outside of the City. They typically have two full-time staff
on duty, however, on Wednesdays, they may have up to five. The City will continue to review and support
transitional and supportive housing on a case -by -case basis.
2025-2026 Consolidated Plan — AAP ROSEMEAD 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
Helping homeless persons (especially chronically homeless individuals and families, families with children,
veterans and their families, and unaccompanied youth) make the transition to permanent housing and
independent living, including shortening the period of time that individuals and families experience
homelessness, facilitating access for homeless individuals and families to affordable housing units, and
preventing individuals and families who were recently homeless from becoming homeless again.
As stated above, the City is relying on coordinated efforts with LAHSA, Maryvale, L.A. CADA, ESGV, and
Family Promise of San Gabriel Valley to make the transition to permanent housing and independent living,
including shortening the period of time that individuals and families experience homelessness, facilitating
access for homeless individuals and families to affordable housing units, and preventing individuals and
families who were recently homeless from becoming homeless again.
Helping low-income individuals and families avoid becoming homeless, especially extremely low- income
individuals and families and those who are: being discharged from publicly funded institutions and systems
of care (such as health care facilities, mental health facilities, foster care, and other youth facilities, and
corrections programs and institutions); or, receiving assistance from public or private agencies that address
housing, health, social services, employment, education, or youth needs
In addition to the agencies above, the City will continue to seek and work with local non-profit agencies that
provide emergency food, clothing, and referral services to low-income City residents; many of which are
homeless or at -risk of homelessness.
2025-2026 Consolidated Plan —AAP ROSEMEAD 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-75 Barriers to affordable housing — 91.2200)
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to
affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes,
fees and charges, growth limitations, and policies affecting the return on residential investment.
During the next year, the City will continue to work cooperatively within existing legislatively mandated
constraints and work to develop or encourage public policies that foster further affordable housing
development and assistance. To promote integration and prevent low-income concentrations, the City
designed its affordable housing programs to be available Citywide. This priority also serves to make sure
that the City does not have any policies, rules, or regulations that would lead to minority or racial
concentrations.
In April 2025, the City adopted the 2025-2029 AI report. Through data analysis and community engagement
activities the following barriers to fair housing were identified:
• High housing Costs
• Lack of funding for LMI housing programs
• Lack of interim or 'bridge' housing
• Low affordable unit volume & availability
• Location and quality of housing
• Unsuccessful 'Housing First' model
• Unsuccessful use of 'Land Banking'
• Lack of senior housing
• Lack of resources and programming for those having drug addiction and mental behavioral issues
• Greater need for homeless case management
• Fair housing discrimination services
• Need for down payment and or closing costs for homeownership
• Proposition 13 tax implications for senior residents
The final chapter of the Al report discusses the ways and means the City can begin to remediate or reduce
the barriers to affordable housing. The following goals were adopted:
1. Increase Affordable Housinq Opportunities: Address the lack of affordable rental and homeownership
opportunities.
2. Reduce Barriers to Accessing Supportive Housing: Expand supportive housing for vulnerable
populations, including individuals experiencing homelessness, seniors, and people with disabilities.
3. Support and Add Capacity for Housing Programs and Services: Reduce at -risk homeless populations
through targeted social services and housing programs.
4. Increase Fair Housing Law Enforcement and Awareness: Increase education and enforcement of fair
housing laws to combat ongoing discrimination.
5. Reduce Conflictinq Zoning and Policy Challenges: Modify restrictive zoning laws to encourage the
development of affordable and supportive housing.
Discussion:
See the above discussion.
2025-2026 Consolidated Plan —AAP ROSEMEAD 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-85 Other Actions — 91.220(k)
Actions planned to address obstacles to meeting underserved needs
The City plans to work with and partner with other agencies and development corporations to further the
recommendations of the Al and affordable housing initiatives. The City strives to reduce homelessness,
maintain existing housing stock, and stimulate economic growth by funding commercial fagade
rehabilitation programs.
Actions planned to foster and maintain affordable housing
The City will continue to look at non-traditional ways to increase affordable housing to meet the needs of the
homeless, LMI renters who want to purchase homes and develop new opportunities for residential
development. The City will continue to combine funding sources and leverage private funds that can assist
in the ConPlan's priority needs and goals.
The Cassia Project is an approved residential planned development project consisting of 37 residential
units, located at 8601 Mission Drive. The development incorporated four low-income units.
Actions planned to reduce lead -based paint hazards
The City continues to evaluate every housing rehabilitation project to assess lead -based paint hazards
ultimately reducing risk each year. The City procures the service of a State Certified Lead Consultant to
provide the following:
• Lead -based paint and soil inspection;
• Lead -based paint risk assessment;
• Lead -based paint hazard reduction monitoring; and
• Post -hazard reduction clearance test.
Under the Owner -Occupied Rehabilitation Programs, the City will continue to provide each owner who
participates with both oral and written information regarding the dangers of lead -based paint and what to
do about it. Owners of properties constructed before 1978 will be required to meet certain lead -based paint
requirements prior to being assisted. These requirements include the following:
• Distribution of lead -based paint notification pamphlets to all households occupying assisted units.
• Inspection of all properties for defective paint surfaces.
• Abatement of all defective paint surfaces identified at the time of the inspection.
Through the Owner -Occupied Rehabilitation Programs, financial assistance will be provided to eradicate the
problem. Full abatement will be undertaken in all rehabilitation projects over $25,000. It is the responsibility
of the City's Housing Division of the Community Development Department to ensure that properties
constructed prior to 1978 meet the lead -based paint requirements and that any abatement of defective paint
surfaces is completed by contractors certified by the State of California Department of Health Services. A
copy of the contractor's certification will be kept on file.
2025-2026 Consolidated Plan —AAP ROSEMEAD 22
OMB Control No: 2506-0117 (em. 09/30/2021)
In addition, the City requires clearance for all properties that fail an HQS inspection due to chipping, peeling,
and cracking surfaces greater than two sq. ft. on the interior and 20 sq. ft. on the exterior of the unit or in
common areas. A risk assessment will be required to be completed by a certified risk assessor whenever
the City is notified that a child with an environmental intervention blood lead level (EIB) plans to live in a
unit receiving CDBG and/or HOME assistance.
Actions planned to reduce the number of poverty -level families
The City has established goals and policies designed to improve the local economy and reduce the level of
poverty within the community. The strategy is outlined in the following sections.
Housing and Community Development
The following programs and services are either funded in part by the City or exist within the City providing for
the daily needs of residents.
• Angelus/Garvey Senior Housing Complex —rental assistance for seniors
• Dial -A -Ride —transportation service for seniors and disabled
• Rosemead Explorer — offers affordable transportation throughout the City for the convenience of
residents of all ages
• Fair Housing Foundation—landlord/tenant information and assistance
• Family Promise —homeless services for families
• Garvey Community Center/Rosemead Community Recreation Center —variety of services
including counseling services, social service programs, recreational programs, and information and
referral services
• Senior Nutrition Program —nutritious meals for seniors
• LACDA—rental assistance
• Residential Rehabilitation Programs —rehabilitation of a home
• California Mission Inn —assisted living, independent living, and memory care options for seniors and the
disabled
• YMCA of West San Gabriel Valley —variety of services including childcare, after -school
enrichment, youth leadership and development, mentoring and tutoring, youth and adult sports,
fitness, camping, and family support activities
• YWCA -Wings —emergency shelter for women and children
• Wealth by Health —health and wellbeing of underserved populations
• Asian Youth Center —provides emergency food assistance
• L.A. CADA—provides transitional and supportive housing for those in rehabilitation from substance
abuse.
2025-2026 Consolidated Plan —AAP ROSEMEAD 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Economic Development
The City provides supported activities that promote economic development including business attraction
and retention. Through these efforts, the City attracts new businesses, as well as, retaining the current
businesses within the City. The City has also modified the Commercial Improvement Program to better
assist the Rosemead Business Community. The demand for the program has increased tremendously.
Creating attractive and energy -efficient storefronts is a priority need in the City. In addition, the City is also
assisting businesses that have been impacted by the COVID-19 pandemic.
Low Income Housing Tax Credit Coordination (LIHTC)
Currently, the City uses CDBG funds and HOME funds for affordable housing development through housing
rehabilitation programming. The City has a HOME -funded development fund. As part of that, there may be
additional opportunities to use the Low- income Housing Tax Credit funds. In order to coordinate and
assess the need for tax credits for the development of a housing project, the Housing Division of the
Community Development Department staff will work with developers and non-profit agencies pro forma,
serve as part of the team developing tax credit financing and will calculate the financing gap, along with the
maximum and minimum subsidies. This will ensure that the City's HOME coordination will meet HOME
requirements for the LIHTC program.
Actions planned to develop institutional structure
The City's Housing Division of the Community Development Department retains the responsibility of
managing CDBG and HOME administration, project determinations, project funding and drawdowns,
community and Public Services, staffing, and HUD monitoring. This role also requires continued
coordination with the CoC in the region. One of the largest challenges the City faces is the lack of funding to
maintain community facilities and services currently offered. Management of the network of agencies,
programs, and assistance available to residents is an ongoing and time-consuming task that requires a
large number of City staff. Creating an institutional structure that can develop and share data on the progress
and status of beneficiaries through the development of integrated information systems such as the
Coordinated Entry System and CoC. These outside institutions play a major role in the delivery of
community development programs.
It remains important that the City further supports its social services that provide transitional and permanent
housing, emergency shelters, and supportive services.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will carry out the 2025-2026 AAP through its various organizations and subrecipient partnerships.
In addition, City departments must work together to achieve the goals set in the AAP.
The City works with the county and state governments and private industry construction contractors, non-
profit organizations, and social service providers to implement the projects within the AAP. The City is
committed to extending and strengthening partnerships among all levels of government, nonprofits, and
private sector.
Discussion:
See the above discussion.
2025-2026 Consolidated Plan —AAP ROSEMEAD 24
OMB Control No: 2506-0117 (exp. 09130/2021)
AP-90 Program Specific Requirements — 91.220(1)(1,2,4)
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects
Table. The following identifies program income that is available for use that is included in projects to be
carried out.
1. The total amount of program income that will have been received before the 0
start of the next program year and that has not yet been reprogrammed.
2. The amount of proceeds from section 108 loan guarantees that will be used 0
during the year to address the priority needs and specific objectives identified
in the grantee's strategic plan.
3. The amount of surplus funds from urban renewal settlements. 0
4. The amount of any grant funds returned to the line of credit for which 0
the planned use has not been included in a prior statement or plan.
5. The amount of income from float -funded activities. 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities 100%
that benefit persons of low- and moderate -income
Overall Benefit - A consecutive period of one, two or three years may be used to determine that a
minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income.
Specify the years covered that include this AAP.
HOME Investment Partnership Program (HOME) Reference 24 CFR 91,220(1)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is as
follows:
Other forms of investment are local and federal funds.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for
homebuyer activities as required in 92.254, is as follows:
These are in the Resale/Recapture provision from the City's Policies and Procedures Manual.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds. See 24 CFR 92.254(a)(4) are as follows:
These are in the Resale/Recapture provision from the City's Policies and Procedures Manual.
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that will
be used under 24 CFR 92.206(b), are as follows:
The City has no plans to use HOME funds to refinance existing debt secured by multi -family housing
that is rehabilitated with HOME funds.
2025-2026 Consolidated Plan —AAP ROSEMEAD 25
OMB Control No: 2506-0117 (exp. 09130/2021)
City of Rosemead
2025-2026 ANNUAL ACTION PLAN
APPENDICES
2025-2026 Consolidated Plan —AAP ROSEMEAD 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
Appendix A
2025-2029 Citizen Participation Plan
2025-2026 Consolidated Plan —AAP ROSEMEAD 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
Appendix B
HOME Program After -Rehab Value Limits
(July 1, 2025 through June 30, 2026)
Single Family Residential (SFR) -Sales
County Name
Property Address
City
State
ZIP
Code
Sale Price
Sale Recording
Date
Detailed Property Type
1
Los Angeles County
8252 Graves Ave
Rosemead
CA
91770
$ 450,000
01/31/2025
Single Family Residential
2
Los Angeles County
8716 Ramona Blvd
Rosemead
CA
91770
$ 668,000
02/20/2025
Single Family Residential
3
Los Angeles County
7951 Graves Ave
Rosemead
CA
91770
$ 840,000
12/31/2024
Single Family Residential
4
Los Angeles County
8405 Yarrow St
Rosemead
CA
91770
$ 887,000
03/12/2025
Single Family Residential
5
Los Angeles County
2058 Agnolo Dr
Rosemead
CA
91770
$ 900,000
02/21/2025
Single Family Residential
6
Los Angeles County
8919 Beatrice PI
Rosemead
CA
91770
$ 900,000
02/07/2025
Single Family Residential
7
Los Angeles County
2201 Strathmore Ave
Rosemead
CA
91770
$ 920,000
03/04/2025
Single Family Residential
8
Los Angeles County
8625 Rio Dell St
Rosemead
CA
91770
$ 920,000
01/02/2025
Single Family Residential
9
Los Angeles County
4537 Livia Ave
Rosemead
CA
91770
$ 920,000
03/03/2025
Single Family Residential
10
Los Angeles County
8633 Edmond Dr
Rosemead
CA
91770
$ 965,000
02/06/2025
Single Family Residential
11
Los Angeles County
3262 Leyburn Dr
Rosemead
CA
91770
$ 975,000
03/10/2025
Single Family Residential
12
Los Angeles County
9039 Steele St
Rosemead
CA
91770
$ 1,065,000
01/02/2025
Single Family Residential
13
Los Angeles County
7623 Steddom Dr
Rosemead
CA
91770
$ 1,080,000
01/10/2025
Single Family Residential
14
Los Angeles County
3220 Walnut Grove Ave
Rosemead
CA
91770
$ 1,080,000
02/12/2025
Single Family Residential
15
Los Angeles County
3339 Delta Ave
Rosemead
CA
91770
$ 1,102,000
02/26/2025
Single Family Residential
16
Los Angeles County
7336 Mooney Dr
Rosemead
CA
91770
$ 1,130,000
12/31/2024
Single Family Residential
17
Los Angeles County
3047 Burton Ave
Rosemead
CA
91770
$ 1,148,000
02/07/2025
Single Family Residential
18
Los Angeles County
4741 Iva Ave
Rosemead
CA
91770
$ 1,150,000
02/14/2025
Single Family Residential
Data Source: FARM Data - Chicago Title Sales - December 20, 2024 through March 20, 2025.
SFR Median Value: 1 $965,000.00 SFR 95% of Median Value $916,750.00
Condominium Unit - Sales
County Name
Property Address
City
State
ZIP
Code
Sale Price
Sale Recording
Date
Detailed Property Type
1
Los Angeles County
8448 Lumen St Unit 11
Rosemead
CA
91770
$ 710,000
03/05/2025
Condominium Unit
2
Los Angeles County
8817 Mission Dr Apt B
Rosemead
CA
91770
$ 738,000
02/21/2025
Condominium Unit
Data Source: FARM Data - Chicago Title Sales - December 20, 2024 through March 20, 2025. 1
Condominium Unit Median Value: 1 $738,000
Condo 95% of Median Value $701,100.00
2025-2026 Consolidated Plan — AAP ROSEMEAD 28
OMB Control No: 2506-0117 (exr). 09/30/2021)
Attachment B
FY 2025 — 2026 Proposed CDBG, HOME, and
CDBG-CV Funding Allocations
CDBG, HOME and CDBG-CV Funding Allocations
No.
Project Name
2025-2026
Allocation
CDBG
1
Planning and Administration
$116,800.00
2
Owner -Occupied Rehabilitation Grant Program
$154,600.00
3
Owner -Occupied Rehabilitation Administration
$25,000.00
4
Commercial Improvement Program
$200,000.00
5
Summer Youth Employment Program
$11,600.00
6
Senior Nutrition Program
$30,000.00
7
Family Promise of San Gabriel Valley
$25,000.00
8
Heart of Compassion
$8,000.00
9
Fair Housing Foundation
$13,000.00
TOTAL
$584,000.00
HOME
10
Planning and Administration
$22,820.00
11
CHDO Assistance
$34,230.00
12
Owner -Occupied Rehabilitation Loan Program
$171,150.00
TOTAL
$228,200.00
CDBG-CV
13
Planning and Administration
$108,862.49
14
Small Business Assistance Program
$9,643.24
15
Wealth by Health
$45,000.00
16
Asian Youth Center
$80,000.00
17
Goodwill of Southern California
$75,000.00
18
Senior Nutrition Program
$20,000.00
TOTAL
$338,505.73
Attachment C
City Council Staff Report Only
Dated April 22, 2025
ROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: BEN KIM, CITY MANAGER
DATE: APRIL 22, 2025
SUBJECT: PUBLIC HEARING AND APPROVAL OF THE FY 2025-2029
CONSOLIDATED PLAN, FY 2025-2029 ANALYSIS OF IMPEDIMENTS
TO FAIR HOUSING CHOICE, FY 2025-2029 CITIZEN PARTICIPATION
PLAN, AND FY 2025-2026 ANNUAL ACTION PLAN FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT AND HOME
INVESTMENT PARTNERSHIPS PROGRAMS
SUMMARY
The U.S. Department of Housing and Urban Development (HUD) provides Community
Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds to the
City of Rosemead. As part of the process to receive funding, the City must undertake the
development and submission of the FY 2025-2029 Consolidated Plan (ConPlan), FY 2025-2029
Analysis of Impediments to Fair Housing Choice (AI), FY 2025-2029 Citizen Participation Plan
(CPP), and the FY 2025-2026 Annual Action Plan (AAP). The City's current documents are set to
expire on June 30, 2025. These documents outline extensive strategies aimed at uniting community
needs and resources together to achieve statutory goals, thereby addressing decent housing,
creating a suitable living environment, and expanding economic opportunities for the City's
residents, particularly for low- and moderate- income persons.
DISCUSSION
The City's ConPlan, AI, CPP, and Annual Action Plan are essential planning documents that
collectively guide the City's approach to housing, community development, and equitable access
to federal funding. Together, these plans create a framework to address local needs while ensuring
compliance with HUD regulations.
Preparation for the FY 2025-2029 ConPlan, FY 2025-2029 Al, FY 2025-2029 CPP, and FY 2025-
2026 AAP began at the end of 2024, which included community and stakeholder surveys and
community meetings. On March 11, 2025, the City Council conducted the first public hearing and
approved the community needs and priorities for the FY 2025-2029 ConPlan. The purpose of this
second public hearing is twofold: it serves as an opportunity for the public to provide comments
on the FY 2025-2029 ConPlan, as well as the initial public hearing for the FY 2025-2029 Al, FY
2025-2029 CP, and the FY 2025-2026 AAP prior to the City Council's approval. In addition, the
AGENDA ITEM 4.A
City Council Meeting
April 22, 2025
Page 2 of 4
AAP provides City Council with the opportunity to approve the FY 2025-2026 CDBG, HOME,
and CDBG-CV Funding Allocations.
The details and purpose of each document are provided below:
ConPlan: The ConPlan serves as a comprehensive housing affordability strategy,
community development plan, and submission for funding under any of HUD's entitlement
formula grant programs. The ConPlan establishes priority needs and goals that align with
community needs and ensures compliance with HUD national objectives and regulations.
• Al: The Al Report supports fair housing by conducting data analysis and community
engagement efforts that identify barriers and impediments to accessing affordable housing.
The report reviews current housing conditions and documents the community's opinions
on housing accessibility, then outlines actions to address these barriers. The Al Report
provides detailed information to policymakers, City staff, lenders, fair housing advocates,
and housing providers and supports future fair housing programs and activities. The AI
Report promotes fair housing and equal opportunities in housing and community
development programs that are data -driven and place -based.
CPP: The CPP ensures that community members, particularly those low- and moderate -
income residents, have a voice in shaping policies and funding priorities. This document
acts as the overall policies and procedures for providing citizens and other interested parties
with opportunities to participate in an advisory role in the planning, implementation, and
evaluation of the CDBG and HOME funded programs.
• AAP: The AAP is an operational document that details how the City of Rosemead will
implement the ConPlan on a yearly basis. It also serves as the annual application for federal
funds under the HUD CDBG and HOME formula grant program.
Although HUD has not released the City's entitlement allocation for FY 2025-2026, staff is
anticipating approximately $584,000 in CDBG funding and approximately $228,000 in HOME
funds based on last year's allocation. All proposed activities' budgets will be proportionally
increased or decreased from the estimated funding levels to match actual allocation amounts. As
a recipient of CDBG funds, the City has also previously received Community Development Block
Grant Coronavirus (CDBG-CV) funds with a current balance of $338,505. After extensive
consideration, staff is recommending that the activities outlined in Attachment E receive funding
through the CDBG, HOME, and CDBG-CV programs, as detailed in the City's FY 2025-2026
Annual Action Plan (Attachment B) and summarized below:
• CDBG Program: There are three broad funding categories that are considered eligible
under CDBG regulations. A project must either (1) provide benefits to low- or moderate -
income persons, (2) eliminate slum or blighted conditions, or (3) satisfy an urgent need. In
addition, of the CDBG funds received, no more than 15% ($87,600) of the annual grant
amount can be used for public service; no more than 20% ($116,800) of the grant amount
can be used for Planning and Administration, and at least 70% ($379,600) of all funds must
be used for low -to -moderate -income activities.
City Council Meeting
April 22, 2025
Page 3 of 4
• HOME Program: In reviewing the HOME funds recommendations, no more than 10%
($22,800) can be used for Planning and Administration. The balance of funds ($205,200)
can only be used for housing activities. Previous amounts were carried over from prior
years and budgeted for Owner -Occupied Rehabilitation Loans and the Homeownership
Assistance Program.
CDBG-CV Funds: On March 27, 2020, the Coronavirus Aid, Relief, and Economic
Security Act of 2020 (the "CARES Act") was signed into law by the Federal Government.
The CARES Act provided $5 billion in CDBG funding to assist"America's low-income
families and most vulnerable citizens." The City currently has a balance of $338,505.73 of
Coronavirus funds from HUD. These funds are intended to facilitate households and
businesses that have been impacted by the pandemic. The City allocated the total CDBG-
CV funds for FY 2025-2026: $229,643.24 for public services (Wealth by Health, Asian
Youth Center, and Goodwill's Rosemead Workforce Development Program for Unhoused
Neighbors) and $108,862.49 for Planning and Administration costs.
STAFF RECOMMENDATION
That the City Council:
1. Conduct a public hearing and receive public comments and or testimony on the FY 2025-
2029 ConPlan, FY 2025-2029 Al, FY 2025-2029 CPP, and FY 2025-2026 AAP;
2. Approve and authorize the submittal of the FY 2025-2029 ConPlan, FY 2025-2029 Al, FY
2025-2029 CPP, and FY 2025-2026 AAP, including CDBG, HOME, and CDBG-CV
funding recommendations;
3. Authorize the City Manager to execute all appropriate and necessary documents to receive
funding and implement approved use and make necessary budget adjustments based on
HUD's final allocation amount; and
4. Authorize the City Manager to execute sub -recipient agreements with the non-profit
organizations receiving CDBG, HOME, and CDBG-CV allocations in the Annual Action
Plan.
FISCAL IMPACT
There is no fiscal impact to the General Fund. The FY 2025-2026 AAP includes HUD funding
allocation for CDBG, HOME, and CDBG-CV programs.
STRATEGIC PLAN IMPACT
The FY 2025-2029 ConPlan, FY 2025-2029 Al, FY 2025-2029 CPP, and FY 2025-2026 AAP
align with the City's 2030 Strategic Plan's mission statement to "provide quality programs,
services, and support that builds community, increases opportunity, and makes Rosemead a great
place to live, work, and play."
City Council Meeting
April 22, 2025
Page 4 of 4
PUBLIC NOTICE PROCESS
This item has been noticed through the regular agenda notification process.
Prepared by:
Priscila Davila, Contract Housing Consultant
Reviewed by:
Destiny Garcia, Management Analyst
Submitted by:
4
Lily Valenzuela, Director of Community Development
Attachment A: FY 2025-2029 Consolidated Plan
Attachment B: FY 2025-2029 Analysis of Impediments to Fair Housing Choice
Attachment C: FY 2025-2029 Citizen Participation Plan
Attachment D: FY 2025-2026 Annual Action Plan
Attachment E: FY 2025-2026 CDBG, HOME, and CDBG-CV Funding Allocations
Attachment D
City Council Meeting Minutes
Dated April 22, 2025
MAYOR:
MARGARET CLARK
MAYOR PRO TEM:
SANDRA ARMENTA
COUNCIL MEMBERS:
SEAN DANG
POLLY LOW
STEVEN LY
City of'Rvsemea6
8838 E. VALLEY BOULEVARD
ROSEMEAD, CALIFORNIA 91770
TELEPHONE (626) 569-2100
SUMMARY EXCERPT
CITY OF ROSEMEAD
REGULAR CITY COUNCIL DRAFT MEETING MINUTES
APRIL 22, 2025
The following is a draft summary excerpt from the regular Meeting of the Rosemead City Council
held on April 22, 2025 at 7:00 p.m. in the Rosemead City Hall Council Chamber located at 8838
East Valley Boulevard, Rosemead, California.
Present: Mayoo Clark, Mayor Pro Tern Armenta, Council Members Dang and Low
Absent: Council Member Ly (excused)
Staff Present: City Manager Kim, City Attorney Richman, Assistant City Manager/Finance
Director Chua, Director of Community Development Valenzuela, Director of Parks
and Recreation Boecking, Director of Public Works Gutierrez, Director of Public
Safety Murakami, and City Clerk Hernandez
4. PUBLIC HEARING
A. Public Hearing and Approval of the FY 2025-2029 Consolidated Plan, FY 2025-
2029 Analysis of Impediments to Fair Housing Choice, FY 2025-2029 Citizen
Participation Plan, and FY 2025-2026 Annual Action Plan for the Community
Development Block Grant and HOME Investment Partnerships Programs
The U.S. Department of Housing and Urban Development (HUD) provides
Community Development Block Grant (CDBG) and HOME Investment
Partnerships (HOME) funds to the City of Rosemead. As part of the process to
receive funding, the City must undertake the development and submission of the
FY 2025-2029 Consolidated Plan (ConPlan), FY 2025-2029 Analysis of
Impediments to Fair Housing Choice (AI), FY 2025-2029 Citizen Participation
Plan (CPP), and the FY 2025-2026 Annual Action Plan (AAP). The City's current
documents are set to expire on June 30, 2025. These documents outline extensive
strategies aimed at uniting community needs and resources together to achieve
statutory goals, thereby addressing decent housing, creating a suitable living
environment, and expanding economic opportunities for the City's residents,
particularly for low- and moderate- income persons.
Recommendation: That the City Council take the following actions:
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1. Conduct a public hearing and receive public comments and or testimony on the
FY 2025-2029 ConPlan, FY 2025-2029 Al, FY 2025-2029 CPP, and FY 2025-
2026 AAP;
2. Approve and authorize the submittal of the FY 2025-2029 ConPlan, FY 2025-
2029 Al, FY 2025-2029 CPP, and FY 2025-2026 AAP, including CDBG,
HOME, and CDBG-CV funding recommendations;
3. Authorize the City Manager to execute all appropriate and necessary documents
to receive funding and implement approved use and make necessary budget
adjustments based on HUD's final allocation amount; and
4. Authorize the City Manager to execute sub -recipient agreements with the non-
profit organizations receiving CDBG, HOME, and CDBG-CV allocations in
the Annual Action Plan.
Priscila Davila, Housing Consultant stated that the a public hearing was being
conducted to approve the Fiscal Year 2025-2029 Consolidated Plan, Analysis of
Impediments to Fair Housing Choice, Citizen Participation Plan, and Fiscal Year
2025-2026 Annual Action Plan for the Community Development Block Grant and
Home Investment Partnership programs. The second reporting requirement is the
Analysis of Impediments to Fair Housing Choice. This report evaluates current
housing conditions, gathers community input on housing accessibility, and
identifies actions the City can take to reduce barriers to fair housing. The third
document is the Citizen Participation Plan, which establishes the policies and
procedures for engaging residents and other stakeholders in an advisory role
throughout the planning, implementation, and evaluation of programs funded by
CDBG and HOME. The final requirement is the Annual Action Plan, the City's
yearly application to HUD for program funding. This plan outlines how CDBG and
HOME funds will be used in the upcoming year and ensures those activities align
with the priorities set in the five-year Consolidated Plan.
Ms. Davila provided an overview of the steps involved in developing the City's
2025-2029 Consolidated Plan: Community and stakeholder surveys were
conducted from December 2, 2024, to February 11, 2025. Public input and
community engagement were gathered through both virtual and in -person meetings
to discuss community needs and priorities for the 2025-2029 Consolidated Plan.
The process includes two public hearings and a 30-day public review and comment
period.
During the upcoming Fiscal Year 2025 to 2026, the City of Rosemead anticipates
receiving approximately $584,000 in grant funds for the CDBG program. She
referred to the slide presentation, noting that the City's CDBG allocation for Fiscal
Year 2025-2026, totaling $584,000. HUD allows the City to use up to 20% of the
total allocation for planning and administration, which amounts to $116,800. Under
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Economic Development, $200,000 is proposed for the Commercial Improvement
Program. In the Housing category, $179,600 is proposed for the Residential
Rehabilitation Grant Program. HUD also permits up to 15% of the allocation to be
used for public services. This amounts to $87,600, which will be distributed among
the following agencies:
• Fair Housing Services
• Senior Nutrition Program
• Summer Youth Employment
• Heart of Compassion
• Family Promise
• Goodwill of Southern California
She continued to explain that the HOME Investment Partnerships Program provides
federal funding to support affordable housing for low-income families. For fiscal
year 2025-2026, the City of Rosemead expects to receive $228,200, with funds
allocated for planning and administration, a required contribution to a Community
Housing Development organization, and the City's residential loan program.
Additionally, the City has $338,505 in one-time CDBG-CV funds from the CARES
Act to address COVID-19 impacts. These funds are proposed to be used for
planning and administration, a small business assistance program, and public
service agencies such as Wealth by Health, the Asian Youth Center, Goodwill of
Southern California, and the Senior Nutrition Program.
Mayor Pro Tem. Armenta referred to slide no. 9, that funding was being proposed
under public services for Goodwill of Southern California. She asked for
clarification of what specific service they are providing. She noted that Goodwill
typically operates by accepting donated items and reselling them for profit and was
a first time applicant for CDBG grant with the City.
Ms. Davila replied that staff received an application from Goodwill SoCal for the
first time. Staff was recommending the allocation of CDBG and CDBG-CV funds
for the next program year.
Management Analyst Garcia added that there would be one job fair every quarter
with 41 partners. Also assist with job placement, financial literacy, case
management services, resume training and transportation to job interviews. The
reason for the high amount in CDBG-CV funds is because funds are expiring at the
end of 2026 fiscal year.
Mayor Pro Tern Armenta expressed concerns that when dealing with a for -profit
organization that receives free items and resells them, it raises concerns. Opined,
they're not really providing a direct service to the community. There are other
organizations, like the Chamber of Commerce, that offer job fairs and provide
similar services. She stated she was not comfortable with allocating $90,000 to a
for -profit entity on top of their existing business model.
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City Manager Kim stated that we're all familiar with Goodwill as an organization
and the stores they operate, where they accept donations of household items and
sell them through their thrift stores. However, they also have a separate division
that runs services. The funds being proposed would be allocated to support those
services, which align with HUD's CDBG and CDBG-CV criteria.
Mayor Pro Tem Armenta stated that when an organization already has a negative
perception surrounding its operations, it concerned her that the City was
considering giving them $90,000. Where is the supporting background or evidence
that they will be held accountable for what they will do? What kind of record -
keeping measures are in place to ensure transparency and accountability?
Ms. Davila replied that the record -keeping process involves reviewing their
application to ensure they meet all of HUD's requirements to qualify for public
service funds. Like all other nonprofits, they will be required to submit backup
documentation when requesting funding. This includes client intake forms to verify
they are assisting Rosemead residents. Additionally, we will monitor their progress
to ensure they are adhering to the scope of work outlined in their agreement for the
upcoming program year, and we will ensure they meet all necessary qualifications.
Mayor Clark opened the public hearing comment portion of the meeting.
Christina Sandoval, representing Heart of Compassion spoke and expressed
gratitude for both the past and future partnership with the City and the funding
consideration. This past fiscal year, we served 342 individuals. With a smaller
allocation for the upcoming year, this amounts to just $19 per person for the entire
year. If there are any changes, we would greatly appreciate additional funding to
support Heart of Compassionaswe continue to serve and feed the Rosemead
community. Ms. Sandoval shared a flyer of an upcoming Mother's Day event.
Council Member Dang asked Ms. Sandoval where Heart of Compassion was
located and what their mission was.
Ms. Sandoval replied they provide food rescue and distribute general merchandise.
With over 200 vendors, they serve approximately 250 families each Tuesday and
Wednesday from their location in Montebello. They also partner with other
organizations that pick-up food on Thursdays and Fridays to distribute to their own
cities or locations. They are able to help and support a wide range of communities.
Andrea Giese, representative of Goodwill SoCal addressed some of Mayor Pro Tern
Armenta's concerns by stating that she understood that people often have
misconceptions when they hear the name "Goodwill." Contrary to what some may
believe, Goodwill SoCal is not a for -profit organization running thrift stores for
profit. They are nonprofit and operate as an employment social enterprise. The
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revenue they generate from .thrift stores is used to train individuals and help them
pursue career pathways in the jobs they aspire to.
For many people, Goodwill serves as their first job, where they gain valuable
experience in soft skills, customer service, and retail operations. These skills are
nationally recognized and can open doors for future career opportunities. In
addition, Goodwill operates as part of the County of Los Angeles' AJCC system
and the City of Los Angeles' WorkSource Centers. We manage seven employment
centers across Los Angeles, Riverside, and San Bernardino counties, further
expanding our reach and support for job seekers. We have extensive experience in
providing career services, which is the primary focus of our application. The
recommended $6,500 award will be used to serve individuals in Rosemead through
career fairs. The $90,000 allocation is specifically intended to support the homeless
population by offering comprehensive, intensive career services for an entire year.
Mimi Hess, representative of Goodwill SoCal stated they were founded in 1916 as
a part of Goodwill Industries International but became an independent organization
within a few years. Catherine Higgins, the founder, utilized recycled goods and
integrated worker services, creating an employment social enterprise. This
nonprofit model aimed to put people to work immediately, even before women had
the right to vote.
Ms. Hess further explained they have expanded quickly into the San Gabriel Valley,
as well as Riverside and San Bernardino counties, before 1930. Currently, they
were awarded a $250,000 from the City of La Puente to provide wraparound
services, including job placements for Opportunity Youth Training, transportation
assistance, and similar business services in the San Gabriel Valley. They also
operated the East San Gabriel Valley AJCC, which served as the main hub for
connecting job seekers and employers and offer satellite services in City of Baldwin
Park and City of El Monte.
Mayor Pro Tem Armenta stated she had data from 2022, noting Goodwill's total
revenue was $7.4 billion as a whole, with $149 million coming from non -cash
contributions.
Ms. Hess explained that Goodwill is a separate nonprofit organization, a distinct
501(c)(3) entity.. Goodwill Southern California is headquartered in Lincoln Heights
and also have a significant presence in the San Gabriel Valley through the Tri-
County Services and employment programs. Sometimes, online sources may not
clearly separate the financials for each individual Goodwill organization, but it's
important to note that each Goodwill is its own independent entity. Therefore, there
is no aggregation of financials with other Goodwill organizations.
Mayor Clark asked when people are paying for clothing and things from thrifts
stores, where does that money go?
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Ms. Hess replied that ninety-seven cents of every dollar goes directly back into the
programs and supports hiring people for roles in the stores, distribution centers, e-
commerce, transportation logistics, print shop, and recycling operations.
Additionally, some of the funds are reinvested into the programs. Many individuals
who started as participants have worked their way up through the system,
eventually becoming intake managers, case managers, and even regional directors.
Mayor Pro Tem Armenta stated that Goodwill Industries of Southern California
had a total revenue of $280 million, with the majority coming from retail stores,
generating $143 million, and non -cash contributions amounting to $99 million.
Ms. Giese explained that their CDBG application, they are leveraging their own
staff and services, including transportation, printing, outreach, and the staff who
coordinate the job fairs. The budget includes over 140% of what they are
requesting, valued at $6,500, which is covered by Goodwill through staff time, cell
phones, incidentals, insurance, marketing, and outreach. Furthermore, she
explained that everything they do is aimed at giving back to the community. They
focus on serving the hardest -to -reach individuals, including those who have been
incarcerated, long-term unemployed, or are homeless, housing unstable, or food
insecure. Many of these people have been significantly impacted by COVID-19.
Getting people off the streets and into stable, gainful employment, not just
providing temporary housing, clothing, or food, is a considerable challenge. They
supplement this effort through store sales and additional staff and resources,
helping people transition into steady jobs where they can increase their wages. This
requires a substantial investment of resources and aims to leverage the funding
receive. from various grantors, such as state programs in California and cities like
La Puente, by contributing twice as much from the sales to support the effort.
Mayor Pro Tem Armenta asked how many Rosemead residents will be helped with
the $90,000 funding?
Ms. Hess replied between 20 to 25 individuals. She stated that helping someone
transition off the streets and providing all the necessary support is a lot of work.
They have experience working with veterans, the unhoused, and justice -involved
individuals. They are very familiar with the number of hours and resources required
to help someone secure stable employment.
Ms. Giese interjected and stated that the funds also include a dedicated case worker.
While they could share a case worker and request half the amount, their experience
shows that individuals who are living on the streets, or who have experienced
homelessness, face significant barriers to finding employers. For this reason,
having a dedicated case manager is essential. This person can build strong
relationships with employers and businesses in Rosemead, understanding the
challenges involved and helping to bring these individuals into the workforce.
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Mayor Clark asked when you help someone transition off the streets and secure
employment, do you provide any training or have any requirements in place to
ensure they are clean and sober?
Ms. Hess replied that they are partnering closely with LACADA for this and have
established many other partnerships in the regions where they work. These
partnerships allow them to refer participants and collaborate on case management
with organizations that have expertise in addressing those needs.
Ms. Giese reiterated that an exciting aspect of this project is that the City of
Rosemead already has a strong relationship with LACADA. She added that this
allows them to focus the funding specifically on the business services and job
placement training aspects. They can leverage the resources that Rosemead offers,
collaborate with LACADA, and dedicate this funding and effort to a staff member
who is specially trained and experienced in job placement.
Mayor Clark asked if Goodwill. SoCal was using wraparound services or getting
them into treatment?
Ms. Giese stated if treatment is needed, participants are referred directly to
LACADA, as it is their area of expertise. They hold weekly meetings with them to
track the progress of each individual case. However, the treatment itself is managed
by LACADA.
There being no more speakers, Mayor Clark closed the public hearing comment
portion.
Council Member Low reiterated the City has allocated money through both CDBG
and CDBG-CV (COVID funding). She asked do we have at least a brief description
or mission statement for each organization included in the staff report? She noted
some of the names of the organizations she was not familiar with.
Ms. Davila stated that the Annual Action Plan includes the names of the nonprofits,
the proposed funding amounts, the number of people they intend to serve, and the
specific types of services they provide.
Council Member Low suggested that detailed information of each organization be
included in the staff report in the future to facilitate the information being
considered. She noted that these organizations were selected based on their
applications and in accordance with the rules and regulations. She asked how staff
determine how much funding each organization is allocated.
Ms. Davila stated it's not just about meeting the requirements; staff also evaluated
whether they align with the City's five-year priorities and goals. They must meet
that criterion as well. Typically staff reviews the nonprofits that were funded in
previous years, looking at their actual achievements versus their stated goals. This
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helps staff adjust funding accordingly. If an organization hasn't met its goals
consistently, they are allocated less funding. For Goodwill, they were evaluated per
their application and the number of Rosemead residents they would assist. Based
on this, staff estimated it would cost about $3,600 per person they help, which
seemed reasonable given the case management involved, and the effort required to
secure full-time employment for each individual. This is why we are recommending
$90,000 in CDBG-CV funds for Goodwill.
Council Member Low asked if more organizations applied for the CDBG-CV
funding and only six applied for the CDBG funding.
Ms. Davila confirmed the organizations noted in the staff report were the only ones
that applied for funding.
Management Analyst Garcia stated that all applicants were not required to submit
a formal application for CDBG-CV funding, because they applied with the CDBG
Application.
Ms. Davila also stated that we are limited by the regular CDBG funds, which allow
allocation of a maximum of 15% of the yearly allocation to public services. We
recognize the high demand for public services, but the funding available is quite
limited. This year, we looked at the applications and tried to maximize the use of
CDBG-CV funds to extend the amount of support we can provide to residents.
Management Analyst Garcia stated that all six applicants who applied received a
proposed amount of funding.
Ms. Davila explained that staff issued a Notice of Funding Availability, which is
advertised in the newspaper and on the City's website. These are the applications
we received for the program year.
Council Member Low stated that based on her understanding, Council Member
Armenta was not comfortable with allocating funds to Goodwill of Southern
California. Mrs. Low asked how we can address this concern and gather more
information to better understand the situation. She asked if it was possible to hold
off on the decision until Council had more data or a clearer understanding. She
noted that they were allocating CDBG funding to Goodwill and they are a large
organization with significant funds, do they really need this money.
City Manager Kim asked City staff if there were any timeline restraints if the
Annual Action Plan was delayed.
Page 8 of 13
Ms. Davila replied the Annual Action Plan was due to HUD by May 15th. However,
noted that HUD does not have any regulations limiting how much money a non-
profit can earn in a year. This was not a HUD requirement. The City of Rosemead
can decide if they want to impose such a limit or request additional financial
disclosure from non -profits if needed.
Council Member Low stated she was not singling out Goodwill, but since there's a
concern, she'd like to see more data to make an informed decision.
Mayor Clark agreed with Council Member Low.
City Manager Kim stated that the item would be brought to the May 13"' City
Council meeting for consideration with more data.
Mayor Pro Tem Armenta asked if Family Promise applied to receive CDBG funds.
Ms. Davila replied that Family Promise is being recommended to receive $20,000
in CDBG funds.
Mayor Pro Tem Armenta asked if there was the ability to reallocate additional funds
to an organization or Council had to approve what staff was recommending.
Ms. Davila explained that the City Council had the option to approve the current
recommendation as is or adjust, such as reallocating funds from one organization
to another.
Mayor Pro Tem Armenta agreed with Council Member Low to table the item until
more information was available. She noted that the City has worked with the other
organizations before, but we've never partnered with Goodwill of Southern
California, so we're less familiar with the services they provide. We do know what
the other organizations offer. For example, Family Promise focuses on placing
people into long-term housing, and we've seen their success firsthand. It's also
difficult to compare allocating $20,000 to one organization and $90,000 to another
without a clearer understanding of the expected outcomes.
Council Member Dang asked if the May 15th deadline was a recommended
deadline.
Ms. Davila replied it is a recommended deadline; however, the statutory deadline
was August 161h
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Council Member Dang asked if there was an organization that wasn't aware of this
program, is it too late for them to be introduced and possibly applying for the grant
at this point.
City Manager Kim replied yes, it is too late at this point. The Notice of Funding
Availability is released in January or February each year, and the city has to follow
a strict timeline after that. Since that period has already passed, new organizations
can no longer apply for this grant cycle. He explained its similar to the RFP process,
after a deadline, no additional proposals can be accepted after the deadline. Once
that deadline passes, the rest of the review and selection process begins.
Council Member Dang asked if next year, there will be the same amount of funding
allocation.
Ms. Davila replied that allocation to cities has gone down in past years.
City Manager Kim explained that funding has been gradually decreasing each year,
but the Notice of Funding Availability process is a standard practice that every city
receiving HUD funding, whether CDBG or HOME follows. These organizations
are usually very familiar with the process and are well aware of when the Notice of
Funding Availability is released and when applications are due.
Council Member Dang explained that he recently volunteered at University of the
West in Rosemead, which hosts free medical and dental clinics similar to the
Wealth by Health organization. All services are provided by unpaid volunteer
doctors and the university donates space and equipment. He emphasized that these
programs offer immediate, tangible results, unlike long-term wraparound services
that may take years to show impact. He preferred funding organizations, where
every dollar goes directly to helping people in Rosemead without overhead costs
for staff.
Ms. Davila clarified, CDBG-CV funds are a one-time funding source and must be
used specifically to prevent, prepare for, or respond to the coronavirus. Since we
are now further removed from the height of the pandemic, many public service
organizations are finding it difficult to document how their current services are
directly tied to COVID-19 impacts. This is an important consideration for the
Council when deciding on allocations. As mentioned earlier, the Council has full
discretion to approve some, all, or none of the proposed allocations, or to reallocate
the funds.
Management Analyst Gracia stated she spoke to Family Promise and they
expressed they were struggling to spend the CDBG allocation given in the current
fiscal year. Since their program only accommodates families (parents/adults with
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minor children). While Family Promise can only assist with families, Goodwill can
assist with individuals. When in discussion with Goodwill about being able to spend
funds to assist unhoused Rosemead individuals affected by COVID-19, Goodwill
stated it would easy for them to spend the funds because majority of the people they
assist have been affected by COVID-19.
Mayor Pro Tem Armenta asked Management Analyst Garcia where the data was as
she would like to see that.
Mayor Clark asked if there were still COVID-19 expenditures.
Ms. Davila replied yes. All the sub -recipients that are receiving CDBG-CV funds,
must provide documentation on how it ties back to the coronavirus.
Council Member Low clarified her request to staff. She asked to get a brief
description of each organization's mission statement and what they do.
Additionally, we would appreciate if staff could provide more details on what
qualifies an organization to use CDBG-CV funding.
Mayor Pro Tem Armenta asked for staff to include information on how many
Rosemead residents each organization will be serving. This is important because
we want to ensure that the funding is allocated specifically for Rosemead residents,
not for those in other cities.
Council Member Low agreed with Mayor Pro Tem Armenta for an estimate of how
many Rosemead residents each organization expects to serve in the upcoming year.
Council Member Dang asked for clarification if Council Member Armenta was
asking for data from the prior year.
Council Member Low clarified the direction from the City Council, to bring back
two sets of data. One is the historical data showing how many Rosemead residents
these organizations have served in the past, and the second is the projected number
of Rosemead residents they plan to serve in the upcoming year.
Council Member Dang stated that there are two funding pots: one is the CDBG
fund, which is about $584,000, and the other is the CDBG-CV fund, which is
$338,000. He asked City staff if we could allocate money from the CDBG-CV pot
into services that are also part of the CDBG programs.
Ms. Davila replied no, the CDBG fund is separate and it's for the three different
groups, it is to help low and moderate income individuals within the City of
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Rosemead, but the CDBG-CV has an extra layer where you have to be low and
moderate income, but you also must have been impacted by COVID-19.
Management Analyst Garcia stated in addition to the three programs we could
also put the funds into the Small Business Assistance program.
City Manager Kim added that the Small Business Assistance program, still has to
tie into the COVID-19?
Council Member Low asked for clarification on the $338,000 under the CDBG-CV
funding, excluding administration costs, can be distributed by the City Council as
they see fit.
Ms. Davila stated that it was correct.
Council Member Dang reiterated that he would have liked to introduce another
organization that could help with the allocation.
Ms. Davila suggested to the City Council approve the Consolidated Plan, the
Analysis of Impediments, and the Citizen Participation Plan, and deferring the
approval of the Annual Action Plan, since they are all different and separate reports.
Council Member Low stated for the record that the Annual Action Plan is the only
report that has the funding distribution that is being questioned. All the other three
documents have nothing to do with that.
Council Member Dang made a motion to approve all items in the recommendation
with the exception of the Annual Action Plan.
Mayor pro Tem Armenta made a second motion.
City Attorney Richman clarified that Council Member Dang suggestion to approve
all recommended actions except for the annual allocation was acceptable.
City Manager Kim explained the staff recommendation would be approved with
the removal of the Annual Action Plan mentioned in any of the recommendations.
The Annual Action Plan and funding request will be tabled to the next City Council
meeting. The amended motion would read as follows:
ACTION: Motion by Council Member Dang and seconded by Mayor Pro Tem
Armenta to approve the amended staff recommendation and remove the Annual
Action Plan in any of the recommendations and bring back at the next City Council
meeting.
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1. Conduct a public hearing and receive public comments and or testimony on the
FY 2025-2029 ConPlan, FY 2025-2029 AI, and FY 2025-2029 CPP;
2. Approve and authorize the submittal of the FY 2025-2029 ConPlan, FY 2025-
2029 Al, and FY 2025-2029 CPP;
3. Authorize the City Manager to execute all appropriate and necessary documents
to receive funding and implement approved use and make necessary budget
adjustments based on HUD's final allocation amount; and
4. Authorize the City Manager to execute sub -recipient agreements with the non-
profit organizations receiving CDBG, HOME, and CDBG-CV allocations in
the Annual Action Plan.
Motion was carried out by the following votes: AYES: Armenta, Clark, Dang, and
Low; NOES: None; ABSENT: Ly
End of minute excerpt
The following Draft Minute Excerpt is a summary of the discussion, approval, and action taken
during the Public Hearing and Approval of the FY 2025-2029 Consolidated Plan, FY 2025-2029
Analysis of Impediments to Fair Housing Choice, FY 2025-2029 Citizen Participation Plan, and
FY 2025-2026 Annual Action Plan for the Community Development Block Grant and HOME
Investment Partnerships Programs presented before the Rosemead City Council on April 22, 2025.
Page 13 of 13
Attachment E
Goodwill SoCal's Data and Statistics
ROSEMEAD & GOODWILL SoCal: ADDITIONAL INFORMATION. CONTEXT. & DATA
MISSION - Since 1916, Goodwill Industries of Southern California (Goodwill SoCal) has been at
the forefront of "Transforming Lives Through the Power of Work," serving Southern
California's hardest -to -reach job seekers including the unhoused, veterans, justice -involved
individuals, individuals with disabilities, and opportunity youth.
AGENCY BACKGROUND & EXPERIENCE - As the largest nonprofit workforce development
organization in the region and an established Employment Social Enterprise (ESE), Goodwill
SoCal has an unmatched ability to connect vulnerable populations to meaningful, sustainable
employment opportunities in high -demand, high -growth sectors. With over 3,200 employees and
120 locations across Los Angeles, Riverside, and San Bernardino Counties, our extensive
network of 7 Employment Centers, 2 City of LA WorkSource Centers, 1 AJCC, 1 Youth Center
and 2 Veteran Centers, enables us to deliver workforce solutions at a scale no other nonprofit can
match. Last year alone, we provided employment services to 37,589 individuals and placed
6,221 into jobs at an average starting wage of $22.38. The total wage gain of Goodwill SoCal
participants in 2024 was over $12MM.
With over a century of expertise in workforce development, Goodwill SoCal brings a deep, data -
driven understanding of regional labor markets. Our strong partnerships across industries ensure
our programs align with evolving economic demands. Annually, we partner with a network of
894 businesses/employers, educational institutions, CBOs, government agencies,
foundations, and individuals to provide a holistic array of workforce development and
supportive services for our participants.
Operational excellence is led by our President and CEO Patrick McClenahan, who has devoted
his life and career to helming organizations committed to serving people with disabilities such as
Special Olympics. Our Executive Leadership Team of Craig Levra, Albert Chan, Nicole Vermeer,
Jorge Marquez, Liz Schwalbach - are leaders and experts in the fields of fortune 500 business,
higher education, workforce development, and housing and urban development. This depth of
talent guarantees effective program management, financial stewardship, regulatory compliance,
and continuous quality improvement, enabling us to deliver impactful services that empower
individuals and strengthen communities.
CERTIFICATIONS & AWARDS
• GuideStar Platinum Seal of Transparency
• 4 Star Charity by Charity Navigator
• Accredited by the Commission on Accreditation of Rehabilitation Facilities (CARF),
highlighting its commitment to high -quality services for individuals with disabilities and
barriers to employment
• Los Angeles Business Journal Nonprofit of the Year award
DATA & STATISTICS
ROSEMEAD RESIDENTS — Since the start of the COVID-19 Pandemic in 2020 to present,
Goodwill has served 897 Rosemeadians:
YEAR
NUMBER ROSEMEADIANS SERVED
2020
255
2021
167
2022
158
2023
120
2024
101
2025
96
Of these, 187 Rosemeadians were served through COVID-19 funds:
• 150 — Dislocated Workers Grant
• 16 — Pandemic Relief, Rapid Re -Employment Grant
• 12 — Underserved COVID-19 Impacted Individuals Service Grant
• 5 — COVID-19 Disaster Recovery National Dislocated Worker Grant
• 4 — Pandemic Relief Employment Program Grant
ACTIVE GRANTS IN ROSEMEAD
In January 2025, Goodwill SoCal received a highly competitive RENEW grant (RE-ENTRY
EMPLOYMENT NAVIGATION, ENGAGEMENT AND WELL-BEING) to serve justice -involved
individuals (many of which are unhoused) in the West San Gabriel Valley region. The grant
service territory covers the entire city of Rosemead.
EMPLOYMENT CENTER CONTRACTS in The San Gabriel Vallev and LA Countv
Goodwill SoCal was the operating manager for the Central San Gabriel Valley and East San
Gabriel Valley AJCCs between 2005 — 2024 and the South Valley WorkSource Center from
2005 — Present. Between 2019 — 2024, we operated the East San Gabriel Valley affiliate AJCC
in Baldwin Park at the Hacienda La Puente Adulte Education Campus. Since 1999, Goodwill
has operated the Northeast Los Angeles WorkSource Center in Lincoln Heights, making us the
longest -running operator in the entire region.
In March, we submitted an application to operate the East Los Angeles/West San Gabriel Valley
AJCC starting in July 2025 for the next 3 years. Like the RENEW grant for the same area, this
territory comprises the city of Rosemead. We will know whether this bid was awarded within the
next month.
GOODWILL SOCAL'S ACTIVE MUNICIPAL GRANTS
We receive funds directly from the following cities for services for vulnerable and unhoused populations:
- City of Redlands
- City of La Puente
REFERENCES:
David Rabindranath
Homeless Solutions Manager
City of Redlands
909-761-5196
Drabindranath(a)cityofredlands.org
Gisel Rubio
Housing and Grants Analyst
City of La Puente
626-855-1506
grubio _laguente.org
CDBG
Goodwill Southern California has not traditionally pursued CDBG funding. However, earlier this
year, we were approached by the City of Victorville encouraging us to submit a CDBG grant to
provide services to their unhoused residents. This opportunity, coupled with the recent
establishment of a dedicated public grants team, prompted Goodwill to actively seek additional
opportunities to expand its impact at the local level through CDBG resources. We also appreciate
the opportunity to work directly with cities to
Pending CDBG 2025-2026 applications are:
City of Victorville
City of El Monte
City of Riverside.
GOODWILL SoCal is an EMPLOYMENT SOCIAL ENTERPRISE
Ninety-seven cents of every dollar earned from sales at our retail stores is reinvested back
into programs that help individuals across Los Angeles, Riverside and San Bernardino Counties
prepare for and secure sustainable employment. Furthermore, our network of retail stores provide
secure and meaningful employment for nearly 4,000 individuals each year. These positions
enable individuals - especially those facing barriers to employment - to gain valuable work
experience, re-enter the workforce, and/or develop essential soft skills such as teamwork,
communication, and customer service. Each role is designed to not only offer steady employment
but also to serve as a stepping stone toward long-term career growth. In fact, many of our
Workforce Development staff started their careers as Goodwill Ambassadors at our retail stores!
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