CC - Item 3A - Public Hearing CDBG and Home Action Plan 07-08'r%
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ROSEMEAD CITY COUNCIL
STAFF REPORT
TO: HONORABLE MAYOR AND COUNCIL MEMBE S
FROM: ANDREW C. LAZZARETTO, CITY MANAGE
DATE: MAY 8, 2007
SUBJECT: PUBLIC HEARING REGARDING ADOPTION OF THE PROPOSED CDBG
AND HOME ACTION PLAN FOR FISCAL YEAR 2007-08
SUMMARY
The City of Rosemead is a federal entitlement grant recipient of Community Development
Block Grant (CDBG) and HOME funds from the U.S. Department of Housing and Urban
Development (HUD). Per HUD, the City is required to prepare an Annual Action Plan to
describe the projects and programs that would be undertaken in a particular funding year.
In addition, the City is required to hold two public hearings regarding the proposed funding
plans prior to the adoption of its Annual Action Plan that specifies the uses, of the funds.
This is the second Public Hearing.
The proposed budget for FY 2007-08 is $1,964,378 for CDBG and $3,359,558 for HOME
funds.
Staff Recommendation
Staff recommends that the City Council take the following actions regarding the funding
plans of FY 2007-08 CDBG and HOME funds:
1. Conduct a public hearing and receive public comments;
2. Award the following public service agencies with CDBG funds:
• Family Counseling Services for $40,000,
• People for People for $27,600,
• Rosemead High School for $13,650, and
• Rosemead School District for $11,698;
3. Adopt the proposed Action Plan for Fiscal Year 2007-08, and direct staff to submit
the Plan to HUD by May 17, 2007; and
4. Authorize the Mayor to execute all appropriate and necessary documents to receive
funding and implement approved uses.
ANALYSIS
To receive the annual funding, the City must comply with the following requirements prior to
submitting the Action Plan to HUD:
APPROVED FOR CITY COUNCIL AGENDA: l7
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City Council Meeting
May 8, 2007
Page 2 of 5
1. Conduct a public hearing to receive citizen input regarding annual funding plans. A
public hearing was held on April 24, 2007;
2. Publish the proposed Action Plan for a 30-day comment period to receive input from
citizens. The Plan was published and made available for public review on April 5,
2007;
3. Conduct a second public hearing to receive citizen input and adopt the Action Plan.
The second public hearing and adoption of the Plan are to be held on May 8, 2007;
and
4. Submit the adopted Action Plan to HUD prior to the deadline of May 17, 2007.
Other than requests of funding from public service agencies, the City received no public
comments during the 30-day comment period and at the public hearing held on April 24,
2007.
The City currently has $1,964,378 of CDBG funds and $3,593,558 of HOME funds available
for program planning for FY 2007-08. Attachment "A" is the CDBG HOME Action Plan
detailing the proposed uses of these funds. The summary of the proposal is as follows:
CDBG
Program
Description
Amount
Administration
Funding staffing and consulting services for
overall program administration
$137,791
Fair Housing Service
Funding contract service for fair housing
services
$25,000
Consolidated Code
Funding staffing for proactive code
Enforcement
enforcement in low income areas
$328,100
Residential Rehabilitation
Funding Handyman Grant, Emergency Grant,
Program
Rebate Program, and Public Works Grant
$164,000
Residential Rehabilitation
Funding staffing for program delivery
Activities
$56,100
Lead/Asbestos Testing
Funding testing grant for Residential
Grant
Rehabilitation Program participants
$20,000
Lead/Asbestos
Funding remediation grant for Residential
Remediation Grant
Rehabilitation Program participants
$100,000
Commercial Rehabilitation
Funding Commercial Rehabilitation in low-
Program
income areas
$100,000
Garvey Housing
Funding property acquisition, rehabilitation,
Revitalization Project
demolition, and/or construction of
$381,339
affordable housing on Garvey Avenue
Dinsmoore Historical
Funding necessary renovation to bring the
House Renovation
historical site to code
$150,000
Public Services:
Family Counseling
Providing counseling service to low-income
Services
residents
$40,000
s s
City Council Meeting
May 8, 2007
Page 3 of 5
People for People
Providing food to homeless and low-income
persons
$27,600
Rosemead School
District
Providing conflict resolution program
$11,698
Rosemead High School
Providing counseling services to students
$13,650
City's Senior Nutrition
Program
Funding lunch meals to senior citizens
$80,000
Amendment of Previously Funded Projects:
Virginia Street Improvement: increase budget from $475,000 to $861,100;
variance of $386,100
$386,100
Alley Paving Project: decrease budget from $289,000 to $232,000;
variance of $57,000
$57,000
TOTAL
$1,964,378
FY 06-07 Carry-Over Program
ADA improvement Project ADA improvements for City Hall $330,000
HOME
Program
Description
Amount
Administration
Funding staffing and consulting services
$281,525
CHDO Set-Aside
Providing funds to non-profit housing
developer to create affordable housing
$490,858
Mortgage Assistance
Providing down payment assistance to first-
Program
time homebu ers
$150,000
Residential Rehabilitation
Funding 0% Interest Loan and 3% Interest
Program
Deferred Loan Programs
$200,000
Tenant-Based Rental
Funding assistance to persons displaced
Assistance (TBRA)
through redevelopment of mobile home
$511,719
Program
arks or other governmental actions
Garvey Housing
Funding property acquisition, rehabilitation,
Revitalization Project
demolition, and/or construction of
$1,959,456
affordable housing on Garvey Avenue
TOTAL
$3,593,558
Grant Administration and Program Delivery
For many years, the City has contracted the CDBG and HOME administration and program
implementation services to a consulting firm, namely Willdan. In FY 2006-07, the Willdan's
total CDBG and HOME contract amount is $548,853. With the existing Willdan's contract
expiring on June 30, 2007, the City has the opportunity to review and analyze the current
structure of the grant administration and program delivery.
Understanding the value of the expertise provided by consultants, staff proposes to
continue the consulting service for general grant administration. The scope of service
would be reduced from the current day-to-day operation/oversight to include advisory
service, preparation of various HUD reports, assistance with HUD IDIS computer system,
City Council Meeting
May 8, 2007
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and monitor of City's compliance with applicable rules and regulations. Per HUD
requirement, the City would need to procure such service through a Request of Proposals
(RFP) process.
In addition to consulting service, staff recommends that the day-to-day grant administration
and program implementation be carried out by City staff.
1. Continuity in Service Delivery. Currently, each consultant has an established weekly
work schedule. For housing programs and our Commercial Rehabilitation Program,
although the office is usually staffed during City Hall business hours, service is often
interrupted when the consultant who handles certain cases or provides a particular
service is not scheduled to be in the office. Program participants often need to call back
on the day the particular consultant is working to receive the service. By modifying the
staffing structure, there would be continuity in service delivery and staff would be
available everyday.
2. Extended Service Hour and Coordinated Effort. For our Code Enforcement Program,
consultants currently provide service four days a week. The newly proposed staffing
structure would provide the service six days a week (Monday to Saturday) out of the
Zapopan Public Safety Center. The proposed staffing structure would allow the Public
Safety Center to be open on Saturday providing extended service to the public. In
addition, by working with other agencies, such as law enforcement, probation, City
prosecutor, animal control, refuse service, and the City's Building and Safety and
Planning divisions, the City could lead the coordinated effort with better control and
accountability to improve the quality of life in the community.
3. Cost Effectiveness and Increased Service Level. Attachment "B" is a chart depicting the
service level and cost of the current and proposed staffing structures. The current
structure includes a large portion of contract service and a small portion of City staff
overseeing the contract, totally 116 hour per week at a cost of $606,119 per year. The
proposed structure reflects a large portion of City staff and a small portion of contract
service, totaling 310 hour per week at a cost of $806,155 per year. The average hourly
rate for the proposed structure is $50 per hour, compared to the existing structure of
$100 per hour. Overall, the proposed structure would increase the service level and
provide 2.7 times of current coverage at an hourly rate that is half of the current rate.
Please note that the statistics provided in this staff report might be slightly different than
the stats provided in the previous staff report. In an attempt to provide the full picture of
the staffing structure, this report includes both City staffing and contract service in the
current and proposed structures. While the statistics might vary, the degree of the
benefits of the proposed structure remains relatively similar.
4. Addressing Code Enforcement and Affordable Housing Needs. In response to the
increasing needs and concerns in the areas of code enforcement and affordable
housing, the proposed staffing structure has a budget that is $200,036 higher than the
current structure. The increased budget would allow the City to allocate more personnel
to address the code violations, graffiti issues, and public safety concerns. The
City Council Meeting
May 8, 2007
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additional staffing would also be working on creation of affordable housing opportunities
through projects such as Garvey Housing Revitalization Project, Tenant-Based
Assistance Program (TBRA), and CHDO Set-Aside affordable housing project. These
projects are funded by HOME funds and must be spent as soon as possible.
The proposed staffing structure would offer improved efficiency and effectiveness of the
uses of the CDBG and HOME funds and improve the City's services to its residents.
FINANCIAL REVIEW
The proposed structure is to fully utilize available CDBG & HOME funds to provide service
in a cost effective manner. The current abundance of unallocated CDBG and HOME funds
has created a one-time opportunity for the City to fund some special projects and
administrative expense, such es the Dinsmoore Historical House Renovation Project, the
Garvey Housing Revitalization Project, Tenant-Based Rental Assistance (TBRA) Program,
and a large portion of the Community Housing Development Organization (CHDO) funds for
affordable housing activities. These special projects and administrative expense would
have otherwise been paid for by the City's General Fund and RDA's Housing Set-Aside
Funds.
The proposed structure would also provide costs saving of approximately $184,400 in
staffing, mainly for existing City positions that are currently paid for by the City's General
Fund. Under the proposal, these costs would be funded by CDBG and HOME funds.
PUBLIC NOTICE PROCESS
This item was noticed as a public hearing pursuant to Govt. Code §91.115(b)(3).
Submitted by:
Jess Duff
Community Development Director
by:
Eileen Cheng \J
Economic Development Administrator
Attachment A: Proposed Action Plan
Attachment B: Staffing Structure Comparison
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Attachment "A"
2007-2008
Third Year Annual Action Plan
Community Development Block Grant
and HOME Program
City of Rosemead
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TABLE OF CONTENTS
I General 1
Executive Summary
1
General Narratives
1
Resources
2
Managing the Process
4
Citizen Participation
4
Institutional Structure
5
Monitoring
5
Lead-based Paint
6
Housing 7
Specific Housing Objectives 7
Needs of Public Housing 12
Barriers to Affordable Housing 12
HOME /American Dream Downpayment Initiative 12
III Homeless
13
Specific Homeless Prevention Elements
13
Emergency Shelter Grants
18
IV Community Development
19
Community Development Needs and Bases for
Assigning Needs
19
Anti-Poverty Strategy
21
V Non-Homeless Special Needs Housing
22
Non-Homeless Special Needs
22
Housing Opportunities for People with AIDS
24
Specific HOPWA Objectives
24
VI Other Narratives
24
CDBG and HOME Work Plan FY 2007-2008
26
,
Tables
9
1 Housing Problems, All Households 9
2 Affordability Mismatch Output for All Households 10
3 Homeless and Special Needs Population 16
4 Community Development Needs 20
5 Special Needs Subpopulations 23
6 Comparison of Annual Projects with Five Year Goals 28
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e* (II~II * Third Program Year
oG9e I~~II~~ILpQar~z Action Plan
qk OEVE-
The CPMP Annual Action Plan includes the SF 424 and Narrative Responses to Action Plan
questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order
to be compliant with the Consolidated Planning Regulations. The Executive Summary
narratives are optional.
Narrative Responses
Executive Summary
Prooram Year 3 Action Plan Executive Summa
The Annual Action Plan details the projects and programs that will be undertaken in FY
2007-2008, principally with the City's federal entitlement funds: CDBG and HOME. The Plan
also outlines the goals and proposed outcomes for funded projects. This is the third of five
(5) Annual Plans under the City's 2005-2010 Consolidated Plan.
The City's Work Plan can be found on page 26 of the Plan, under Other Narrative. In
general, the City will continue to carry out program administration, fair housing, public
services that aid youth, at-risk families, seniors and the disabled. In addition, the City will
continue its residential and commercial rehabilitation programs, and code enforcement, in
its adopted target areas and revitalization areas and provide for infrastructure and
improvements to the City, principally for the neighborhoods south of Interstate-10 and for
the disabled.
General Narratives
Geographic Areas of Jurisdiction
As stated in the Consolidated Plan, the City of Rosemead is located in the San Gabriel Valley
in the eastern portion of Los Angeles County. Rosemead was incorporated as a City in
1959. The City enjoys good access to major transportation corridors including Interstate 10,
Interstate 605, Rosemead Boulevard, Mission Drive, Temple City Boulevard, Valley
Boulevard and Walnut Grove Avenue. Rosemead is a predominantly built-out suburban
community and serves as a residential suburb for surrounding employment centers, such as
Los Angeles. Most of the land area has been developed as low-density housing.
Basis for Allocating Investment for FY 2007-2008
This section describes the basis for allocating investments geographically within the City.
Based on HUD recommendations, general relative priorities for funding will be as follows:
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High Priority: Activities to address this need will be funded during the five-year period
Medium Priority: If funds are available, activities to address this need may be funded by the
City during the five-year period. Also, the City may use other sources of funds and take
actions to locate other sources of funds.
Low Priority: It is not likely the City will fund activities to address this need during the five-
year period. The City will consider certifications of consistency for other entities' applications
for assistance.
In accordance with the City's Consolidated Plan, the City will allocate CDBG and HOME funds
to the City's High Priority Needs.
Geographic Distribution
This section describes the geographic areas of the jurisdiction in which assistance will be
directed during 2007-08. As stated in the Consolidated Plan, CDBG and HOME dollars will be
spent in the areas of homeownership, housing rehabilitation and public services without
regard for geographic boundaries, but focusing on low-to-moderate income households. The
majority of infrastructure activities will be undertaken in low-to-moderate income areas
south of Interstate 10. The City will continue to provide proactive code enforcement in
identified target areas in low- and moderate-income neighborhoods south of Interstate 10.
Actions to address obstacles to meeting underserved needs
This section describes actions that will take place during the next year to address obstacles
to meeting underserved needs. Potential obstacles to meeting affordable housing and
community development needs and underserved needs through the CDBG and HOME
programs include:
• Lack of affordable land for housing development
Funding constraints to address community development needs
• Continued reductions for CDBG and other federal funding sources in FY 2007-2008
and possible future reductions for FY 2008-2009.
Actions in FY 2007-2008 will be to look for non-traditional ways to develop affordable
housing units and meet community development needs; work to combine funding sources
and leverage private funds to develop affordable housing; and to work with the federal
government to ensure that sufficient funding continues in order to meet needs.
Resources
During FY 2007-2008 the City of Rosemead will utilize several federal, state, local and
private resources to address housing and community needs. Below is a summary of the
major funding resources that will be available to carry out activities.
Federal Resources - The City's CDBG funds will be utilized to provide a wide variety of
housing, public services, public improvements, and economic development programs. The
City will be receiving $1,181,629 in entitlement funds from HUD for FY 2007-2008. CDBG
Third Program Year Action Plan 2
program income is expected to be.generated through the Senior Nutrition Program and the
Housing Rehabilitation Program. Program income varies from year to year and cannot be
estimated. In support of affordable housing programs the City receives an annual
entitlement of HOME funds. The City will be receiving $512,224 from HUD for FY 2007-
2008.
Section 8 Rental Assistance is provided to serve City of Rosemead residents through the Los
Angeles County Housing Authority. The program provides rent subsidies to eligible low-
income families who rent units in the private housing market. This is the principle HUD
program for assisting participants in finding affordable rental units that is decent, safe and
sanitary. There are 319 Rosemead families who are current Los Angeles County Housing
Authority Section 8 participants. There are 290 Rosemead families who are currently on the
Los Angeles County Housing Authority Section 8 waiting list. Average Section 8 Housing
Assistance Payments (HAP) per family is $770.00, while the average rent portion paid by
the tenant is $375.00, resulting in $1,145.00 as the average total rent payment paid in
Rosemead under the Section 8 Program.
Local Resources - The single most significant local resource available to address priority
housing needs is money made available from the City's redevelopment housing fund. The
State mandates that 20% of tax increment revenue generated by redevelopment activities
is set-aside for affordable housing activities. The City of Rosemead projects that about
$900,000 will be available in housing 'set-aside funds for housing activities during FY 2007-
2008.
Nonprofit Resources - The City of Rosemead plans to provide CDBG funding to social
service agencies to address non-housing priority needs. These agencies utilize additional
governmental and private funding to support the operation of their programs. These public
service programs serve to address special population needs including seniors, youth and
battered women, homeless persons with special needs and lower income households.
Leveraging of Resources - The City uses a variety of mechanisms to leverage additional
resources. In residential rehabilitation, some assistance is offered as partial rebates, where
a portion of the cost is borne by the recipient, or a loan where CDBG or HOME funds are
repaid, or a loan where CDBG funds are only used to buy down a bank's existing interest
rate. In street reconstruction, other funds besides CDBG are used to fulfill the requirements
of the City's pavement management program, such as: Gas Tax, ISTEA, Redevelopment
Agency monies. In public services, funds are either received as part of the program
operation or CDBG funds are used with other forms of funding. In commercial rehabilitation
and economic development, funds are leveraged either through loans that must be repaid or
through partial rebates. In recreation facilities and other construction, the City leverages
funds from a variety of sources, such as: Parks and Recreation Bond funds and assistance
from the Rosemead Community Development Corporation. Transportation, which is
identified in the Consolidated Plan as a priority item, receives no CDBG funds, and is funded
entirely from other sources.
Federal Match Requirements - The City is a 100% HOME match reduction community;
therefore no HOME match is required.
Third Program Year Action Plan 3
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Managing the Process
Lead Agency
This section identifies the lead agency, entity, and agencies responsible for administering
programs covered by the consolidated plan. As stated in the City's Consolidated Plan, CDBG
and HOME functions are part of Community Development. The Community Development
Department administers the City's CDBG and HOME funds, and other funds such as
Department of Justice and Redevelopment funds.
Consultation
This section identifies the significant aspects of the process, by which the plan was
developed, and the agencies, groups, organizations, and others who participated in the
process. The City consulted with a variety of agencies and organizations in the development
of this Plan, including the following:
• Internal Departments of the City
• County of Los Angeles Housing Authority
• San Gabriel Valley Homeless Coalition
• Los Angeles Homeless Service Authority
• Non-profit agencies
• Housing Rights Center
Local cities
Citizen Participation
Citizen Participation
The City's Citizen Participation! process
was held in conformance with its adopted Citizen
Participation Plan, which was.updated as part of the 2005-2010 Consolidated Plan cycle. As
part of the Consolidated/Annual Plan process, the City holds two public hearings regarding
annual needs, as well as a 30-day comment period. All meetings are outreached in a variety
of locations, as well as published in local newspapers. All meetings are accessible to the
disabled and provisions are made for limited-English speaking persons.
For the upcoming fiscal year 2007-2008, the City held two (2) public hearings, as well as
the 30-day comment period. A general five (5) year needs meeting was held in 2005 as part
of the five-year Strategic Plan formulation. For fiscal year 2007-2008, the City held its first
public hearing regarding needs on April 24, 2007. The Plan was published for a 30-day
comment period on April 5, 2007. A public hearing was held for adoption of the Plan on May
8, 2007. The Plan was sent to the U.S. Department of Housing and Urban Development on
May 15, 2007. 1
Third Program Year Action Plan 4
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No public comments were received concerning the Annual Action Plan.
Institutional Structure
This section describes actions that will take place during the next year to develop
institutional structure. In the coming fiscal year, the City will pursue the following activities
to enhance coordination and eliminate gaps in the institutional structure:
• Attend meetings between service providers and non-profit developers and other
interested parties as available.
• Continue to participate in the Continuum of Care.
• Continue to be a member of the San Gabriel Valley Homeless Coalition.
• Continue to promote fair housing through the administration of fair housing services
with Housing Rights Center of Southern California.
• Continue to meet with interested local governments regarding regional approach to
issues, including housing and providing funding for affordable housing.
Monitoring
This section describes actions that will take place during the next year to monitor its
housing and community development projects and ensure long-term compliance with
program requirements and comprehensive planning requirements. In conformance with the
City's Monitoring Plan, which is found in the City's 2005-2010 Consolidated Plan, the City
will undertake the following actions in FY 2007-2008:
1. Performance monitoring - monitoring of projects funded through the CDBG and
HOME programs which will include desk audit of billing and a review of reporting
information, as well as one on-site visit/interview. Monitoring will further include
review of the subrecipient agreement used to measure compliance and inspection of
HOME-funded units and collection of income information for renters in HOME units.
2. Financial monitoring - includes costs paid on reimbursement basis. Desk audit of
billing and program activity report at time of reimbursement.
3. Davis-Bacon Compliance - includes monitoring of bid package, public bid process, a
check with the State Contractors' License Board and federal Debarment system to
ensure contractors are licensed and not debarred from federal contracts. Monitoring
will further include reviews of the contract to measure performance, Davis-Bacon
wage rates, site visits and interviews of workers during construction and prior to
project close out.
4. Environmental Review Compliance - includes NEPA compliance, historic review,
publication and clearance of project and monitoring of all environmental reviews.
5. Other Areas of Compliance - includes reviews of contractual compliance with fair
housing, minority and women owned business enterprises, Section 3, affirmative
Third Program Year Action Plan 5
marketing in HOME projects, which are carried out in conjunction with annual
monitoring of each project, as applicable.
Lead-based Paint
This section describes the actions that will take place during the next year to evaluate and
reduce the number of housing units containing lead-based paint hazards in order to increase
the inventory of lead-safe housing available to extremely low-income, low-income, and
moderate-income families, and how the plan for the reduction of lead-based hazards is
related to the extent of lead poisoning and hazards.
Program Year 3 Action Plan Lead-based Paint
Recognizing the danger of lead-based paint, on September 15, 2000, new lead-based paint
regulations took effect. After a review of available testing and abatement firms, including
those that meet more restrictive California requirements, the City concluded that it lacked
the capacity to implement the new regulations. Prior to September 15, 2000, the City filed
a Statement of Inadequate Capacity. The City also submitted a Lead Transition Plan. In FY
2001-2002 the City began its lead testing and remediation program in conjunction with its
residential rehabilitation program. The City will continue to fulfill the requirements of HUD's
lead regulations and the more restrictive California requirements under the State's Title 17
for units assisted with CDBG and HOME funds. For FY 2007-2008, the City will:
• Request for proposals process was completed in 2006-07 resulting in the award of a
contract with a HUD-certified lead testing firm to perform a combination of limited
lead testing, risk assessment and clearance testing;
• Continue to attend available HUD-sponsored training on the subject;
• Continue to coordinate with the Childhood Lead Poisoning Prevention Program and
with County Public Health on an as-needed basis for information on the annual
number of child lead cases detected and with local providers of Child Health Disability
Prevention Program, which tests children between ages 1 and 2 for elevated blood
levels (EBL);
• Continue to test units built prior to 1978 for the presence of lead-based paint that
participate in the City's Residential Rehabilitation programs;
• Continue to provide grants to Housing Rehabilitation Program and Mortgage
Assistance Program applicants for lead testing, risk assessment (as needed) and
clearance testing.
Third Program Year Action Plan 6
Specific Housing Objectives
This section provides an assessment of housing needs in the City and describes the
priorities and specific objectives the City hopes to achieve during 2007-08. Also provided is
a description of how Federal, State, and local public and private sector resources, that are
reasonably expected to be available, will be used to address identified needs in 2007-08.
Housing Analysis
An analysis of households with any type of housing problem, including affordability appears
in Table 1 and Table 2. These tables are known as the CHAS dataset and represent
housing issues based on 2000 census data as compiled by HUD. For the Housing Problems
Output Table (Table 1), the following definitions apply:
• Any housing problem: cost burden greater than 30% of income and/or overcrowding
and/or without complete kitchen or plumbing facilities
• Other housing problem: overcrowding and/or without complete kitchen or plumbing
facilities
For the Housing Affordability Table (Table 2), the following definitions apply (all values
based on 2000 Census):
• Rent 0-30% - These are units with current gross rents (rent and utilities) that are
affordable to households with incomes at or below 30% of HUD Area Median Family
Income as of 2000. Affordable is defined as gross rent less than or equal to 30% of a
household's gross income.
• Rent 30-50% - These are units with current gross rents that are affordable to
households with incomes greater than 30% and less than or equal to 50% of HUD's
Area Median Family Income.
• Rent 50-80% - These are units with current gross rents that are affordable to
households with incomes greater than 50% and less than or equal to 80% of HUD's
Area Median Family Income.
• Rent greater than 80% - These are units with current gross rents that are affordable
to households with incomes above 80% of'HUD Area Median Family Income.
• Value 0-50% - These are homes with current (2000) values affordable to households
with incomes at or below 50% of HUD Area Median Family Income. Affordable is
defined as annual owner costs less than or equal to 30% of annual gross income.
Annual owner costs are estimated assuming the cost of purchasing a home at the
time of the Census based on the reported value of the home. Assuming a 7.9%
interest rate and national averages for annual utility costs, taxes and hazard and
Third Program Year Action Plan 7
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mortgage insurance, multiplying income times 2.9 represents the value of a home a
person could afford to purchase.
• Value 50 - 80% - These are homes with current values that are affordable to
households with income greater than 50% and less than or equal to 80% of HUD
Area Median Family Income.
Value greater than 80% - These are homes with current values that are affordable to
households with incomes above 80% of HUD Area Median Family Income.
Third Program Year Action Plan 8
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Disproportionate Need and Underserved Populations
As can be seen from the Table 1 above, 82.2% of all households below 30% of median
income, 86.1% of all households below 50% of median and 74.8% of all households below
80% of median income reported some housing problem. This includes both renters and
owners. Table 2 indicates that 76.2% of renters paying rent between 50% and 80% of their
income identified some housing problem compared to 30.5% of owners with housing values
that are affordable to households between 50% and 80% of HUD Area Median Family
Income.
In terms of concentration of low-income individuals and households, the majority of the
City's low-income block groups are in the southern portion of the City south of Interstate
10. There are three (3) low-income block groups north of Interstate 10 and there are
fourteen (14) low-income block groups south of the Interstate. Overall, the City is 53.9%
low-to-moderate income.
Specific Housing Objectives
In Fiscal Year 2007-2008, the City will undertake the following housing programs/projects:
STRATEGY: Continue the Mortgage Assistance Program. Goal: 1 new home buyer.
STRATEGY: Continue residential rehabilitation through the Housing Rehabilitation Program,
including homes in identified target areas south of Interstate 10. Goal: 20 units through all
programs.
STRATEGY: Continue multi-family rehabilitation program for units in targeted revitalization
areas. Goal: 1 project over five years.
STRATEGY: Establish Tenant-Based Rental Assistance (TBRA). Recipients may rent either
private or public units and may, at the discretion of the City, use the TBRA to locate a
qualifying unit outside of the jurisdiction, with that jurisdiction's approval. Goal: 5
households over the next three years.
STRATEGY: Continue to provide Fair Housing. Goal: Provide funding to the Housing Rights
Center to provide fair housing information and follow up.
STRATEGY: Provide funding to Housing Development Fund. Goal: Fund one development
project in FY 2007-2008.
STRATEGY: The City is proposing the Garvey Housing Revitalization Project to preserve,
maintain, and create affordable housing in Rosemead. Targeting existing blighted multi-
family housing complexes, the City will purchase, rehabilitate, and lease the safe and
sanitary apartment units to low income persons. Goal: 2 projects over the next three
years.
STRATEGY: To do annual inspections and follow up on HOME assisted units. Goal: inspect
units at Los Girasoles and Garvey Senior Housing and to follow up with annual income
verifications.
Third Program Year Action Plan 11
10
City of Rosemead
Resources
CDBG and HOME funds will be used, as well as Redevelopment Agency Low-Mod Set Aside
funds. See CDBG and HOME Work Plan for 2007-08 for details.
Needs of Public Housing
This section is reserved to describe the manner in which the plan of the jurisdiction will help
address the needs of public housing and activities it will undertake during the next year to
encourage public housing residents to become more involved in management and
participate in homeownership.
There is no public housing in the City of Rosemead. This section does not apply.
Barriers to Affordable Housing
This section describes the actions that will take place during 2007-08 to remove barriers to
affordable housing.
Land costs, availability and land constraints continue to be the biggest barriers to affordable
housing. The City will continue with its Affordable housing program and its Housing
Development Fund in FY 2007-2008 in an effort to mitigate barriers.
HOME/ American Dream Downpayment Initiative (ADDI)
This section is reserved to describe the use of ADDI funds and actions taken to meet
program objectives. Additionally, the use of ADDI funds in conjunction with other
investment resources such as HOME funds is to be discussed in terms of compliance with
program regulations.
ADDI: The City does not receive ADDI funds. Those sections do not apply.
HOME: See the narrative below for specific HOME responses.
Leveraging and Match
The City is a 100% HOME match reduction community; therefore no HOME match is
required.
Other forms of investment
The City of Rosemead does not use atypical loans or grant instruments of non-conforming
loan guarantees.
HOME Recapture Provisions in Mortgage Assistance Program (MAP)
As stated in the Consolidated Plan, HOME regulation 24 CFR 92.254, Section (B)(ii) requires
that the participating jurisdiction "recoups all or a portion of the HOME assistance to the
home buyers if the housing does not continue to be the principal residence of the family for
the duration of the period of affordability." In accordance with this requirement, the City of
Rosemead has adopted the policy of repayment of HOME funds lent. If the loan is refinanced
or home sold during the affordability period, the City also charges an interest rate penalty
Third Program Year Action Plan 12
10
City of Rosemead
that declines over the life of the loan to the end of the affordability period. The principal of
HOME funds are always repaid. The affordability period is 10 years.
Affirmative Marketing
For rental projects consisting of five (5) or more HOME assisted units, the City will use
affirmative marketing procedures and requirements. Affirmative Marketing Plans will include
the following:
1. The methods to be used to inform the public, owners and potential tenants about fair
housing laws.
2. Description of the efforts that will be made to conduct affirmative market housing
units assisted with HOME funds. Owners and leasing agents will place advertisement
to market HOME-assisted units including local sources, public agencies and social
service organizations.
• Description of efforts to outreach persons not likely to apply for housing without
special outreach. These efforts will include effort to distribute marketing materials to
organizations that likely have contact with these populations.
• Maintenance of records to documents actions taken to affirmatively market HOME-
assisted units and to assess marketing effectiveness.
• Description of corrective actions that will be taken where requirements are not met.
Specific Homeless Prevention Elements
Each of the following elements is discussed in the narratives below.
1. Sources of Funds-Identify the private and public resources that the jurisdiction expects
to receive during the next year to address homeless needs and to prevent
homelessness. These include the McKinney-Vento Homeless Assistance Act programs,
other special federal, state and local and private funds targeted to homeless individuals
and families with children, especially the chronically homeless, the HUD formula
programs, and any publicly-owned land or property. Please describe, briefly, the
jurisdiction's plan for the investment and use of funds directed toward homelessness.
2. Homelessness-In a narrative, describe how the action plan will address the specific
objectives of the Strategic Plan and, ultimately, the priority needs identified. Please also
identify potential obstacles to completing these action steps.
3. Chronic homelessness-The jurisdiction must describe the specific planned action steps
it will take over the next year aimed at eliminating chronic homelessness by 2012.
Again, please identify barriers to achieving this.
Third Program Year Action Plan 13
City of Rosemead
4. Homelessness Prevention-The jurisdiction must describe its planned action steps over
the next year to address the individual and families with children at imminent risk of
becoming homeless.
5. Discharge Coordination Policy-Explain planned activities to implement a cohesive,
community-wide Discharge Coordination Policy, and how, in the coming year, the
community will move toward such a policy.
Program Year 3 Action Plan Homeless response:
Continuum of Care
The City is a member of the San Gabriel Valley Homeless Coalition and participates in the
Countywide Continuum of Care through the Los Angeles Homeless Services Authority for
HUD SuperNOFA funds. In this capacity, City staff attends meetings of social service
providers, supplies information to the umbrella organization responsible for coordinating the
continuum, and receives information from them. In addition, the City works with public
service agencies and others to identify services and service gaps in the community to
ensure that citizens looking for services are referred to agencies that can be of the most
assistance to them. In addition, as part of SPA-3 for homelessness, the City participates in
the Los Angeles Homeless Services Authority (LAHSA) plan to eliminate homelessness by
2012.
In 2005, Community Development, in conjunction with Code Enforcement and the Los
Angeles County Sheriff's Department, undertook a homeless count night. Potential sites
were identified in advance as locations for the homeless. A homeless count was conducted
at these sites, along with follow-up sites during the evening hours. As a result, staff
encountered seven (7) persons at twenty sites. All of these persons stated that they were
homeless. Of these, three (3) were female and four (4) were male. Four (4) identified
themselves as White, while three (3) identified themselves as Hispanic. They ranged in age
from 32 to 63 years of age. The majority reported that they had alcohol or substance abuse
issues, while three (3) were disabled. Homelessness ranged from 1 week after leaving a
correctional facility to ten years or more. All respondents received information regarding
services, although the majority stated they didn't know if they would follow up.
This is the City's third homeless count since 1999. In the first count, eight (8) persons were
found, of which four (4) stated they were homeless. Three (3) had alcohol/substance abuse
problems and two (2) were mentally disabled. All declined services. In addition, in 1999, the
Urban Research Group conducted a survey of homelessness in the San Gabriel Valley. It
identified 18 persons who had requested services. Nine (9) of those persons lacked a
permanent address. The homeless population was estimated at between 13 and 16. This
represented a decline from the'1990 Census in which 20 individuals and one (1) family were
identified as homeless.
In the homeless count conducted in 2002, staff found four (4) persons, two (2) of whom
claimed to be homeless and unsheltered, one (1) who was unresponsive, but appeared to
be unsheltered and one (1) whom was intoxicated and sleeping.
Based on the three (3) counts, unsheltered homelessness within the City has remained low
and fairly constant since a decline after the 1990 Census. It has ranged from approximately
16 to a low of four (4).
Third Program Year Action Plan 14
~ s
City of Rosemead
Gaps Analysis
Table 3 on the following page represents the San Gabriel Valley's access to services
compared with numbers of homeless and need on a regional basis. Although homelessness
within the City of Rosemead is low, it is much higher in Sub Planning Area (SPA 3) of the
Los Angeles Homeless Services Authority (LAHSA), which is the San Gabriel Valley. Most of
this homelessness is concentrated in the eastern portion of the Valley. Homeless rates
among west valley cities, where Rosemead is located, is generally low. Within the City and
western region, there is a priority need for substance abuse and mental health services, as
well as for transitional housing.
Third Program Year Action Plan 15
City of Rosemead
Table 3
Homeless and Special Needs Population - San Gabriel Valley (SPA 3)
Estimated Current Unmet Relative
Need Inventory Need / Priority
Individuals
: Exam le f
--=Emergency 'Shelter
115'
89
26 -
- " M
Emergency Shelter
250
110
140
H
Beds / Units
Transitional Housing
400
107
293
M
Permanent Housin
450
15
435
H
Total
1100
232
848
Job Training
550
200
350
H
Case Management
825
400
425
H
Estimated
Substance Abuse Treatment
550
200
350
H
Supportive
Mental Health Care
450
100
350
H
Services
Housing Placement
825
400
425
H
Slots
Life Skills Training
825
400
425
M
Other
Chronic Substance Abusers
550
200
350
H
Seriously Mentally 111
275
100
175
H
Estimated
Dually - Diagnosed
175
100
75
M
Sub-
Veterans
200
25
175
M
populations
Persons with HIV AIDS
35
25
10
M
Victims of Domestic Violence
150
50
100
M
Youth
75
25
50
H
Other - Elderly
135
50
85
H
Persons in Families with Children
Example Emergency Shelter
115
89
26
M
Emergency Shelter
100
38
62
H
Beds / Units
Transitional Housin
200
181
19
M
Permanent Housing
200
54
146
H
Total
500
273
227
Job Training
150
75
75
H
Case Management
150
75
75
M
Estimated
Substance Abuse Treatment
100
75
25
M
Supportive
Mental Health Care
50
50
0
M
Services
Housing Placement
150
75
75
H
Slots
Life Skills Training
150
75
75
H
Other: Education support for
youth
300
200
100
H
Chronic Substance Abusers
arents
65
25
40
H
Seriously Mentally III.
10
10
0
M
Estimated
Dually - Diagnosed
10
10
0
M
Sub-
Veterans (parents)
25
10
15
M
Populations
Persons with HIV/AIDS
10
10
0
M
Victims of Domestic Violence
families
175
50
125
H
Youth
300
200
100
H
Third Program Year Action Plan 16
City of Rosemead
Certifications of Consistency With the Consolidated Plan
The City's guidelines regarding the Certifications of Consistency with the Consolidated Plan
for SuperNOFA applications are in place to ensure that social service providers work towards
regional approaches to homelessness. The guidelines are as follows:
1. The request must include the population, subpopulation, and/or. special needs
population to be served.
2. A project description, including the services to be provided, the number of clients
,served, the operating pro-forma for the project, the location of the project, the
applicant's ability to obtain site control, and the characteristics of surrounding land
uses.
3. Geographic distribution of the proposed project near social services, public facilities
and public transportation. -
4. The coordination of the project with existing service providers, programs and funding
and the relationship of the project to regional solutions to serve targeted
populations.
S. Projects that support progress of the client population towards self-sufficiency and
placement in transitional housing and support services provided by other non-profit
service providers and Los Angeles County. Projects that enable homelessness are not
consistent with the continuum of care, the Plan to end homelessness or with the
City's Consolidated Plan.
For new projects within the City, the governing body will be required to provide formal
review and action prior to the issuance of a certification of consistency. No new project
applications were submitted this year.
Priorities to Address Homelessness
The following activities will be undertaken to continue the City's commitment to address
priority needs of homeless individuals and families:'
• Work within the Continuum towards regional approaches to homelessness.
• Work with the San Gabriel Valley Homeless Coalition and social service providers
towards regional approaches to homelessness.
• Work with the identified Community. Housing Development Organizations (CHDO) in
the County.
• Provide a variety of affordable housing options through mortgage assistance
programs, HOME Housing and Redevelopment Agency programs. Provide CDBG and
HOME funds for residential rehabilitation.
In addition, the City will utilize the following organizations to address the needs of homeless
individuals and families and other special needs groups:
Third Program Year Action Plan . 17
City of Rosemead
Assistance General
People for People. A.non-profit social service which provides food and clothing to individuals
and families in need, including homeless or at risk of homelessness.
InfoLine. Provides information and referral services to persons,-including the homeless
Homeless Outreach Programs. Provides information and referral services to homeless
populations.
Assistance Medical
East Valley Community Health Center. Provides free immunizations, medical examinations,
HIV testing and low cost health services.
Shelters and Emergency Housing
YWCA--Wings. Provides emergency housing for battered women and their children
Salvation Army. Provides motel vouchers for emergency housing.
Actions to support the Consolidated Plan include:
STRATEGY: Continue to be a member of the Homeless Continuum. Goal: eliminate gaps in
the system.
STRATEGY: Provide funding to People for People for homeless assistance and prevention
activities. Goal: Assist over 100 persons.
Resources
CDBG funds will be used. See CDBG and HOME Work Plan FY 2007-2008 on page 26.
Emergency Shelter, Grants (ESG)
This section is reserved to describe the process for awarding grants to State recipients, and
a description of how the allocation will be made available to units of local government.
The City of Rosemead does not receive ESG funds. This section does not apply.
Third Program Year Action Plan 18
i
City of Rosemead
Community Development Needs and Bases for Assigning Priorities
This section identifies specific long-term and short-term non-housing community
development objectives (including economic development activities that create jobs) to
meet the statutory goals and primary objectives of the CDBG program to provide decent
housing and a suitable living environment and expand economic opportunities, principally
for low- and moderate-income persons.
The City has identified many areas in low-income neighborhoods that need improvement in
infrastructure, roads, sidewalks and streetlights, as well as public safety. These areas have
been identified through a process involving local government, as part of the Capital
Improvement Plan, as well as ongoing significant local input through the Neighborhood
Watch process. As part of this plan, the City will continue its ADA compliance activities in
accordance with its ADA plan.
The City has adopted identified strategy areas for proactive code enforcement south of
Interstate 10, along with its other Code Enforcement Target Areas, as a way to partner with
agencies and departments for integrated neighborhood improvement. The City began work in
identified strategy areas in FY 2005-2006 and, will continue to provide code enforcement
services. In FY 2007-2008, the City plans to launch its focused code enforcement efforts in
Target Area 3, an area that is bounded by Garvey Avenue, Del Mar Avenue, Graves Avenue,
and New Avenue. Similar efforts will be implemented.in Target Area 3 as in Target Areas 1 &
2.
Table 4 on the following page outlines the City's 5 year Community Needs. Needs do not
represent all needs in the community, nor all funding sources, but do. represent the needs
which are determined to be addressed during the 5-year period.
Third Program Year Action Plan 19
City of Rosemead
TABLE 4
HUD Table: Community Development Needs - 5-Year Needs Estimation
` Community Development Needs
Type
Priority Need
Units
Est. Funding
Public Facilities
Senior Centers
"
Youth Centers
Neighborhood Facilities .
Child Care Centers
Parks/Recreation Facilities
Health Facilities
Parking Facilities
Other Public Facilities: Police Substation
H
1
500,000
Infrastructure Improvements
Solid Waste Disposal
Flood Drainage
-
Water -
"
-
Street -
H
5
2,000,000
Sidewalk
-H
1
500,000
'
Sewer " -
Asbestos -
"
-
Other: ADA
H
3
800,000
Other: Streetlights
H
1
400,000
Other: Code Enforcement
H
5
1,000,000
Public Services
Senior Services
H
1
500,000
"
Handicapped Services
-
Youth Services
H
5 -
250,000
-
Transportation Services
Substance Abuse Services
Employment Training
Crime Awareness
Child Care Services -
Health Services
-
r -
OthecBattered Women
- H
5
50,000
Service/Admin.
Fair Housing Counseling
H
5
50,000
Tenant/Landlord Counseling
H
5
50,000
Other Needs
Accessibility
H "
2
1,000,000
Residential Historic Preservation
Non-Residential Historic Presentation
-
Economic Development Needs
H
5
500,000
Repayment Section 108 Loans
Planning and Admin.
Planning and Administration
H
5 -
910,000
TOTAL ESTIMATED DOLLARS
NEEDED
7,610,000
Third Program Year Action Plan 20
City of Rosemead
In accordance with the Community Development Needs Table in the Consolidated Plan, the
City plans to undertake the following in FY 2007-2008:
STRATEGY: Provide funding for Consolidated Code Enforcement Activities. Goal: 400 cases
in FY 2007-2008.
STRATEGY: To improve infrastructure, especially south of Interstate 10. Goal: Complete
one neighborhood public improvement on Virginia Street and improve 2 alleys.
Resources
See Work Plan for proposed use of funds.
Antipoverty Strategy
This section describes the actions that will take place during the next year to reduce the
number of poverty level families.
The following are often cited as major factors that work to create poverty:
• Lack of education
Lack of marketable job skills
• General unemployment
Low wages
• Lack of affordable child care
• Substance abuse
• Lack of reliable transportation
The City has established goals and policies desighed to improve the local economy and
reduce the level of poverty within the community. This strategy is outlined in the following
sections.
Housing and Community Development
• The City will continue to partner with the Los Angeles County Housing Authority for
rental subsidy payments through the Section 8 program.
• The City will continue public services, including homeless prevention and counseling
programs to assist households and individuals with improved living conditions,
reduced need for substance abuse, after-school tutoring programs and access to
services.
• The City will provide home ownership programs.
• The City will continue to support local and regional transportation through the City's
Dial-A-Ride program, fixed-route Shoppers Express programs and RTD bus access.
Third Program Year Action Plan - 21
City of Rosemead
Economic Development
The City has partnered and supported activities that promote economic development
including the following programs:
CDBG funded Commercial Rehabilitation Program and, Economic Development Loan
Program
• RDA funded Commercial Rehabilitation Program
• RDA assisted or facilitated business attraction and retention
Low Income Housing Tax Credit Coordination (LIHTC)
Currently, the City uses Redevelopment Agency Low - Moderate income housing funds,
HOME and other programs for affordable housing development. The City has participated in
one tax credit development project. 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. In
order to coordinate these tax credits, the City's staff will oversee the Housing Development
Fund. As such, the housing staff will work with the agency's pro forma, serve as part of the
team developing the tax credit financing and will calculate the financing gap, along with the
maximum and minimum subsidies. This will ensure that the City's HOME contribution will
meet HOME requirements for the LIHTC program.
STRATEGY: The City's proposed economic development - job creation and retention
activities for fiscal year 2007-2008 include the following:
• CDBG funded loans and rebates to existing start-up businesses, and commercial
building owners. Owners must demonstrate job retention, or job creation and
expansion, or provide goods and services for a primarily low- and moderate-income
area.
Redevelopment Commercial Rehabilitation to existing businesses and commercial
building owners in RDA areas.
STRATEGY: Funding for business assistance, including the Rebate and Loan program. Goal:
to provide assistance to a minimum of 2 businesses in FY 2007-2008 in either program.
STRATEGY: Continue other services to assist families. Goal: Continue City's transportation
programs and participation. Continue to support the Housing Authority for Section 8 rental
assistance.
Non-Homeless Special Needs (91.220 (c) and (e))
This section describes the priorities and specific objectives the jurisdiction hopes to achieve
in FY 2007-2008. Also identified are Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to address identified
needs.
Third Program Year Action Plan 22
City of Rosemead
Program Year 3 Action Plan Specific Objectives response:
Below is Table 5 from the City's Consolidated Plan:
TGRLE 5
SPECIAL NEEDS SUBPOPULATIONS
Priority Need
Level
High, Medium,
Low,
No Such Need
Dollars to
Address
Unmet Need
Elderly
H
400,000
Frail Elderly
H
100,000
Severe Mental Illness
L
0
Developmentally Disabled
L
0
Physically Disabled
H
500,000
Persons w/ Alcohol/Other Drug Addictions
M
0 (need through
homeless
programs
Persons w/HIV/AIDS
L
0
Other - Youth/Families -
H
125,000
TOTAL -
1;125,000
See Table 113 in Consolidated Plan
Public Services
As seen above, the City has an ongoing need for senior and youth services, including senior
nutrition, social/recreational activities, counseling, other youth activities and homeless
prevention activities.
The City will continue its public service activities program. In FY 2007-2008, provide
continued funds support for Public Services programs.
STRATEGY: Provide social services to low- and. moderate-income individuals and
households with a specific focus on seniors, youth and battered women. Goal: see
individual projects for goals.
ADA Improvements
The City remains committed to providing accessibility to the disabled through an active
campaign to comply with ADA requirements. A requirement of the federal Fair Housing Act
and the California Fair Employment and Housing Act is to impose an affirmative duty on
local governments. to make reasonable accommodations in their zoning and other land use
regulations when such accommodations may be necessary to afford disabled persons an
equal opportunity to use and enjoy a dwelling.
The City will continue its ADA program. In FY 2007-2008, the City will address ADA needs
as they arise. ,
Resources
See CDBG and HOME Work Plan for specific resources and projects.
Third Program Year Action Plan 23
City of Rosemead
Housing Opportunities for People with AIDS
This section is reserved to provide a brief description, report on actions taken, evaluation of
progress made, use of leveraged funds, distribution of funds among housing categories and
any barriers encountered for the Housing Opportunities Program for People with AIDS.
The City of Rosemead does not receive HOPWA funds. This section does not apply.
Specific HOPWA Objectives
This section is reserved to describe how Federal, State, and local public and private sector
resources that are reasonably expected to be available will be used to address identified
needs for the period covered by the Action Plan.
The City of Rosemead does not receive HOPWA funds. This section does not apply.
This section is includes any Action Plan information that was not covered by a narrative in
any other section.
Fair Housing and Minority Business Outreach
Minority Business Outreach
The City maintains opportunities for minority businesses and contractors to access its
programs. The City has several avenues of access: it maintains a courtesy contractors list
for its residential rehabilitation program. The City also hosts an annual homebuyer fair and
outreaches minority lenders and agents for representation in its fair for its mortgage
assistance program. For large construction projects, the City uses a variety of print media to
outreach contractors for construction projects. The City will continue these activities in the
2007-2008 fiscal year.
Fair Housing
Introduction
As a recipient of CDBG funds, the City of Rosemead is required to develop a fair housing
program whose specific actions and procedures which will have an impact on preventing,
reducing or eliminating housing discrimination and other barriers to equal housing choice
based on race, color, religion, sex, national origin, ancestry, familial status or physical or
mental handicap.
Definition of Fair Housing
Fair Housing is defined as "a condition in which individuals of similar income levels in the
same housing market area have a like range of choice available.to them regardless of"race,
marital status, color, religion, ancestry, sex, sexual orientation, national origin, familial
status, age, physical or mental disability, arbitrary or any other category which may be
defined by law now or in the future."
Third Program Year Action Plan 24 `
City of Rosemead
Impediments to Fair Housing Choice
Impediments are defined as:
• Any action, omission, or decision taken because of race, color, religion, sex,
disability, familial status or' national origin which restrict housing choices or the
availability of housing choices, or
• Any action, omission, or decision which have the effect of restricting housing choices
or the availability of housing choices on the basis of race, color; religion, sex,
disability, familial status, or national origin.
Based on the conclusions of the Analysis of Impediments (AI), if the CDBG grantee takes
lawful steps to eliminate identified impediments to fair housing choice within'its jurisdiction,
the grantee will be determined to have taken affirmative actions to further fair housing
choice.
Results of Analysis of Impediments (AI)
As part of the Five Year Plan process, the City conducted a follow up to its 2000 Impediment
Study. The City issued a Request for Proposals (RFP) in 2005-06 and selected the Housing
Rights Center as the agency to conduct its AI. The Al study has been completed. The results
of the Al Study will be included in the 2006 CAPER. In FY 2007-2008, the City will
undertake the following activities to further fair housing:
• Work for the development of housing through its CDBG, HOME Housing programs to
assist lower-income households.
• Expand fair housing outreach through articles, attendance at fair housing events and
possible workshop/outreach meeting..
• Provide fair housing services and information and tenant=landlord services
• Continue Mortgage Assistance program to assist lower-income households.
• Continued to assist state and federal housing enforcement agencies by investigating
fair housing complaints.
Elimination of Slum and Blight
The Historic Dinsmoore House located at 9632 Steele Street has serious building code and
health and safety concerns. These include seismic standards, dry-rot, and water damage.
Addressing these matters is considered elimination of slum and blight, and the project,
would eliminate specific conditions detrimental to public health and safety.
Third Program Year Action Plan 25
City of Rosemead
CDBG and HOME Work Plan FY 2007-2008
CDBG: $1,181,629 + carryover
Administration
137,791
Fair Housing
25,000
Consolidated Code Enforcement
328,100
Residential Rehabilitation
164,000
Rehabilitation Activities
56,100
Lead/Asbestos Testing
20,000
Lead/Asbestos Remediation
100,000
Commercial Rehabilitation
100,000
Garvey Housing Revitalization Project
381,339
Dinsmoore Historical House Renovation
150,000
Public Services:
Family Counseling Service
40,000
People for People '
27,600
Rosemead School District
11,698
Rosemead High School
13,650
Senior Nutrition Program
80,000
Amendment to Prior Year Projects
Virginia Street Improvements: increase budget from $475,000
386,100
to $861,100
Alley Paving Project: decrease budge from 289,000 to $232,000
($57,000)
TOTAL $11'964,378
Continuation Proiects - not part of current budget
City Hall ADA Improvements 330,000
HOME•$512 224 + prior year funds
Administration 281,525
Community Housing Development Organization (CHDO) 490,858
Set-Aside
Mortgage Assistance Program 150,000
Residential Rehabilitation Program 200,000
Tenant Based Rental Assistance,(TBRA) Program 511,719
Garvey Housing Revitalization Project 1,959,456
TOTAL $3,593,558
In addition, there is $100,000 set aside in general RDA funds for Agency funded commercial
rehabilitation.
Surplus from Urban Renewal Grants, Grant Funds Returned to Letter of Credit and
Income from Float-Funded Activities
There are no reconciliation changes, adjustments, or funds returned to the City's Letter of
Credit, no urban renewal grants and no float-funded activities.
Pre-award Costs
The City does not anticipate awarding any pre-award costs
Third Program Year Action Plan 26
City of Rosemead
Urgent Need
The City does not anticipate using the Urgent Need classification during the FY 2007-2008
program year. However, should circumstances arise (such as natural disaster) during the
program year, the City may need to reevaluate, in the context of recovery activities,
whether or not a. project will require use of the Urgent Need classification. In such case, the
City will amend its Plan to make use of this national objective.
Third Program Year Action Plan 27
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