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CC - Item 2A - Adoption of of Proposed Community Development Block Grant and Home Annual Funding Plan for FY 1999-2000 EM�E io . P stafteport TO: HONORABLE MAYOR AND MEMBERS ROSEMEADCITY COUNCIL FROM; FRANK G. TRIPEPI, CITY MANAGER sa , DATE: APRIL 13, 1999 RE: PUBLIC HEARING REGARDING ADOPTION OF THE PROPOSED COMMUNITY DEVELOPMENT BLOCK GRANT AND HOME ANNUAL FUNDING PLAN FOR FY 1999-2000 Since FY 1994-1995, the City of Rosemead has participated in the federal CDBG program as a direct entitlement city. In FY 1996-1997, the City became an entitlement entity for the HOME program as well. In FY 1999-2000,the City's CDBG allocation is $1,527,511, including reallocated amounts and its HOME allocation is $504,000. As part of the overall budget process, the City must reprogram the FY 1998-1999 allocation carryover which it anticipates will not be spent by June 30, 1999, and any anticipated income received by its programs during the fiscal year. The total amount of CDBG funding which is anticipated to be available by the FY 1999-2000 budget, including reprogrammed amounts is $3,432,823 . In order to receive the new allocation and spend the balance of the prior year's,the City must comply with the following requirements regarding the submission: 1. Fulfill citizen participation requirements by conducting a public hearing to receive citizen input regarding projected use of funds(completed March 23, 1999). 2. Publish draft Annual Funding Plan for 30-day comment period in order to receive citizen input regarding the final document (published March 25, 1999). COUNCIL. AGENDA APR 2 71999 ITEM No. R ANNUAL FUNDING PLAN, 2 3. Hold a second Public Hearing to receive citizen input regarding the Annual Funding Plan and to adopt the Annual Funding Plan(April 27, 1999). 4. Submit to HUD (deadline for submission is May 14, 1999). For your review and approval is the attached Annual Funding Plan for FY 1999-2000, including the adopted budget and project descriptions. To date,there has been no public comment regarding the Annual Funding Plan during the comment period. Any comments received after completion of this staff report will be made available to the Council before the meeting. RECOMMENDATION: Staff recommends the City Council approve the City's proposed CDBG and HOME annual Funding Plan and authorize the City Manager to execute all appropriate certifications. CITY OF ROSEMEAD ONE YEAR ACTION PLAN 1999 - 2000 DRAFT City of Rosemead—One Year Action Plan 1999 - 2000 I. Introduction The City of Rosemead's One Year Action Plan for Fiscal Year (FY) 1999- 2000 includes the activities the City will undertake to address its priority needs and local objectives as outlined in its approved five year Consolidated Plan. These activities will be addressed using anticipated program income, as well as funds received during the 1999 program year under the CDBG and HOME program. This Action Plan is a yearly funding plan and is submitted annually. Activities detailed in the Plan must meet one of three national objectives of the Community Development Program. These objectives are: • Activities which benefit low and moderate income persons; • Activities which aid in the prevention or elimination of slums or blight; • Activities which are designed to meet community development needs having a particular urgency. The City of Rosemead has organized the Community Development Division to be responsible for the planning, development and implementation of its Community Development Block Grant (CDBG) and HOME programs. II. Community Description The City of Rosemead is located in the San Gabriel Valley in the eastern portion of Los Angeles County. The City enjoys good access to major transportation corridors including the 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. Most of the land area in the City is single-family residential neighborhoods. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.2 Ill. Citizen Participation and Public Comments The City held its Citizen Participation process in accordance with its adopted Citizen Participation Plan, which was included as part of the original Consolidated Plan. The City held a public hearing prior to publication of the Annual Action and Funding Plan, held a thirty-day public comment period and a second public hearing prior to the Plan's adoption. A variety of agencies, groups and organization participated in the process, including the City's own departments of Building, Planning, Administration, Public Works, Engineering, Parks and Recreation, and Finance. In addition, the City coordinated with Willdan Associates, the Rosemead Redevelopment Agency, the Rosemead Housing Development Corporation and various social service and non-profit providers, including: Family Counseling Services, People for People, Juvenile Diversion Program, the Rosemead Boys and Girls Club, the Rosemead School District, the Rosemead High School, A & R Community Childcare, and the Fair Housing Council of San Gabriel Valley. The cities surrounding Rosemead were also invited to participate. Public Comments The City received the following comments/written comments, which are detailed below: State A copy of the City's Annual Funding Plan was sent to the State of California. IV. Integrated Approach/Vision The City of Rosemead has integrated several required programs and plans with its approved Consolidated Plan to ensure that all aspects of City government and related agencies (e.g. the Rosemead Housing Development Corporation and the Rosemead Redevelopment Agency) work together on a uniform vision for the benefit of the residents of the City City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.3 of Rosemead. The CDBG and HOME work programs reflect goals and objectives which are contained in the required programs and plans. Some of these plans and programs are as follows: The approved Housing Element; the Redevelopment Agency Five Year Plan; the Development Plan of the Rosemead Housing Development Corporation; the City's Pavement Management Plan; the City's ADA Improvement Plan; the Consolidated Plan and its approved Economic Development Strategy. These plans have been created with input from the public, other City departments and divisions, the State's Housing and Community Development Division, CalTrans, and other public agencies and non-profit entities. V. CDBG Work Plan Work Program. FY 1999-2000 • Administration. Administrative activities of the CDBG program. • Fair Housing. Contract activities with Fair Housing Council of the San Gabriel Valley for Fair Housing Activities. • Code Enforcement. Funds for Housing Code Compliance. • Residential Rehabilitation. Grants, Rebates and Loans and deferred loans for single family residential rehabilitation city-wide for income eligible households. • Rehabilitation Inspection. Program costs associated with property inspections as pad of code enforcement and rehabilitation activities. • Commercial Rehabilitation and Economic Development. Rebates and loans to assist owners with improvements and to improve economic development opportunities. • Valley Boulevard ADA Compliance Project. Funds to complete the final retention for the project done in 1998-1999. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.4 • Lorica Street. Funds to complete final retention for the project done in 1998-1999. • Street Resurfacing. Funds for final closeout of 1998-1999 project. • Handicapped Accessibility Project. Funds for final closeout of 1998- 1999 project. • Storm Drain. Installation of a storm drain at Grand Avenue. • Storm Drain. Installation of a storm drain at Ralph/Olney/Hart. • Water Quality Improvement Project. Assistance to mutual water company serving low-to-moderate income households to drill new well and improve water supply. • Recreation Improvement. Assistance to Rosemead High School to make improvements to recreational facilities which will be used jointly by the High School and the City's Department of Parks and Recreation. • Public Service Grants. Funding, up to the 15% public service cap, plus program income, for the provision of public services such as senior nutrition, youth programs and other activities designed to assist special needs populations. Leveraging The City uses a variety of mechanisms to leverage additional resources. In residential rehabilitation, some products are offered as partial rebates, where a portion of the cost is borne by the recipient, or a loan where CDBG 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 City of Rosemead,Annual Funding Plan,FY 1999-2000,pg.5 either through loans which must be repaid, partial rebates, or pooling funds with other municipal jurisdictions to assist economic development activities. 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 Redevelopment Agency. Transportation, which is identified in the Consolidated Plan as a priority item, receives no CDBG funds, and is funded entirely from other sources. VI. HOME Work Program • Administration. 5% for administration of program. • CHDO. 15% set-aside for Community Housing Development Corporations. • Low Interest Residential Rehabilitation loans for single family non- elderly homeowners. Leveraging The City uses a variety of mechanisms to leverage additional resources, including funding from the Rosemead Redevelopment Agency. In its low interest loan program, recipients who qualify receive a loan directly from the current lending partner, with the interest rate bought down by HOME funds. VII. Monitoring Programs administered and monitored by the City include the following: • CDBG • HOME Performance of planned projects and activities of these funds are monitored in various ways depending on type of program and reporting requirements. Monitoring is viewed as a way to identify deficiencies and promote corrections in order to improve performance. The actual activity of monitoring helps promote quality performance as well as identify any need for further technical assistance. City of Rosemead,Annual Funding Plan,FY 1999-2000,pg.6 The following is a description of the types of monitoring performed by staff: • Performance monitoring • Financial monitoring • Davis-Bacon Compliance • Environmental Review Compliance Monitoring includes: on-site visits, interviews, telephone contacts and reports. The Subrecipient Agreement is used to measure funded agency compliance. The City operates in accordance with the monitoring plan developed for CDBG and HOME programs, including an annual single audit in conformance with OMB Circular 133-A. The Grants Coordinator and Assistant Grants Coordinator also monitor all activity of the program on a monthly basis, while financial management is monitored jointly by the Grants Coordinator and the City's fiscal department. The City has also developed a monitoring process for public service agencies which received a 1998 Best Practice Award and is used for all subrecipients. Financial Monitoring All project costs are paid on a reimbursement basis, rather than paid in advance. A request for reimbursement must have appropriate documentation attached to verify all expenditures. A current report of program activities must also be attached to the draw down request. The combination of data from the request and the program activities report provides the data necessary to input data into the IDIS system. Collecting this data during the program year is very helpful in compiling year end reports. By requiring documentation in association with reimbursement, the City's Community Development Division and Finance Department are able to closely monitor program requirements and ensure program goals are being met. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.1 Davis-Bacon Compliance Davis-Bacon regulations require contractors and subcontractors to pay a certain wage to employees in various labor classifications. These regulations are a requirement of CDBG and HOME program Subgrantee Agreements. All CDBG and HOME program projects are monitored regarding their conformance with Davis-Bacon requirements. The Assistant Grants Coordinator and Grants Specialist check the state board to ensure contractors selected are licensed. The debarred list from the HUD Home Page is also used. Once the contractor is selected, the contractor signs a contract. The Community Development Division conducts a preconstruction conference, reviews contractor and subcontractor payrolls, makes site visits and interviews contractor/subcontractor employees. Interview forms are compared with appropriate payrolls to ensure hours and pay are correct. All paperwork requirements are kept by the City. Site visits give staff the visual perspective of project progress and confirm reported performance and supplement written reports. Site visits are made to see how services are delivered to clients, provide technical assistance and inspect progress of construction projects. Reporting/Tracking Systems Performance is tracked and reported as stated above. Reports are reviewed by the labor compliance officers and/or the Grants Coordinator. Any discrepancies are addressed with the appropriate entities. Records on performance are kept in the project file. Accuracy of data is confirmed by site visits and monitoring. Environmental Review Compliance Each project that is budgeted is first reviewed for compliance with the National Environmental Protection Agency regulations (NEPA). California Environmental Quality Act (CEQA) regulations may also apply. Projects that are community service in nature are exempt from NEPA. Projects that require further investigation are researched using input from Environmental Regulatory Agencies. For projects that fall in this category, a description of City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.8 the project is sent to the State Office of Historic Preservation and to other applicable regulatory agencies for consultation. Once required consultations have been completed and any mitigation measures identified, the City prepares the appropriate paperwork, including the Statutory Worksheet and publishes a combined NOI/RROF and/or a Finding regarding impacts (if the project is an Environmental Assessment [EA]). Once environmental clearance has been obtained, the project can move forward to City Council and/or bid, etc. as appropriate. All Environmental Reviews are monitored by the Grants Coordinator. Anti-Displacement and Relocation Assistance Plan The City of Rosemead does not intend to undertake any activities in which any occupied lower income housing or any business is demolished or converted to another use. If the City would undertake such an activity with funds provided under the CDBG or HOME program, the City would follow the federal regulations under 24 CFR 570.496a(c)(1) and 24 CFR 570.606(c)(1) regarding relocation and replacement of housing. VIII. Continuum of Care While the City has not participated in HUD's "Super NOFA" process, nevertheless, the City works with public service agencies and others to identify services and gaps in the community and to ensure that citizens who come into the City looking for services are referred to agencies which can be of the most assistance to them. In addition, the City has an identified Anti-Poverty Strategy and an Economic Development Strategy to improve opportunities for all its citizens. Homelessness The following activities will be undertaken to continue to address priority needs of homeless individuals and families: • Work with the Redevelopment Agency and Rosemead Housing Development Corporation to develop opportunities for additional affordable housing. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg.9 • Continue to work with the Los Angeles Community Development Commission (LA CDC) to provide needed affordable housing in the area of Section 8 Certificates and Vouchers. • Continue to try to identify entities which can operate as an approved CHDO. • Continue monitoring numbers of homeless to ensure the problem is not increasing. • Provide funding for the non-profit, People for People, to provide assistance to households who are homeless or at risk of homelessness. In 1999, the City monitored local agencies regarding homelessness. The City was unable to get updated information regarding Rosemead homelessness. On April 1, 1999, the City held a Homeless Census Count from six p.m. to eight p.m. to update number of homeless populations. In that census, the City surveyed eleven sites, plus uncounted corollary sites, to get an updated picture of City homelessness. Staff found the following information • Eight (8) individuals were located; • There were no families and no children; • There was one single female among the eight; • Of the eight, four (4) stated they lived on the street. One of the three admitted to being an undocumented day laborer and one stated he lived on the street by choice; • Of the eight (8), two (2) others stated they were housed by a church and two (2) stated they were not homeless; • Three (3) appeared to have alcohol/substance abuse problems; • Two (2) appeared to be mentally disabled; Based on the survey and homeless count, numbers of homelessness have not appeared to have changed appreciably since the last census. The last census showed 20 individuals and 1 family in shelter. Of those, four (4) were chronic substance abusers, six (6) were seriously mentally ill and six were dual-diagnosis, two (2) were youth. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 10 In 1998, the City updated its resource listing in order to improve its working relationship with agencies and to continue to identify partners in the Continuum of Care. Currently, the City has the following services and shelters available: 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. Homeless Outreach Programs. Provides information and referral services to homeless populations. LOVE. Inc. A Clearinghouse of churches and church volunteers who provide transportation, food, shelter and referral services. East Valley Community Health Center. Provides free immunizations, medical examinations, HIV testing and low cost health services. YWCA--Wings. Provides emergency housing for battered women and their children Salvation Army. Provides motel vouchers for emergency housing. The City also works with InfoLine of Los Angeles to both use as a referral to people in need, as well as to promote its CDBG-funded activities. Most of these agencies operate on a regional basis. People for People is located in Rosemead. Outreach and Strategy No homeless provider or shelter applied for funding during the last four funding opportunities for public service agencies, despite the City's publishing notices regarding availability at City Hall, the public library, the local newspaper and mailing notices to all non-profits on the City's current City of Rosemead,Annual Funding Plan,FY 1999-2000, pg. II list of potential providers. The list of potential providers is updated throughout the year and names are added at the request of providers. This year People for People, a non-profit providing assistance to at-risk households, applied for first-time funding under the Public Service program. Anti Poverty Strategy Various agencies in the region provide a wide range of programs and services directed at helping people become self-sufficient, such as regional non-profits. The City relies on cooperation with these entities in the existing institutional structure, such as the Family Self Sufficiency Program operated by the LA CDC. The City also cooperates with regional non-profits, the LA CDC as the City's Housing Authority, county agencies and State and Federal agencies. The Community Development Division is a division of the City of Rosemead. The Division is responsible for administering the City's CDBG and HOME programs. The program consists of the HOME program, the Residential Rehabilitation program, the Commercial Rehabilitation Program, the Economic Development Loan Program, the Public Service Agency Program. The Division is centrally located at City Hall and this makes it possible to coordinate efforts in serving low income residents of the City. The Division is a partner through its provision of funds for community development, housing production, nutrition program, rehabilitation programs. These programs provide low or no cost residential improvements, including ADA and weatherization, food for the needy, improved commercial properties which create job opportunities and various community development projects. Staff also administer contracts with public services agencies which provide additional services. For its part, the City continues to focus on housing preservation and production, along with increased economic opportunities. In addition, the City continues to build on the participatory process developed by it and the neighboring communities regarding economic development needs for the area, including its decision last year to fund a regional economic development loan pool. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 12 Coordination and Institutional Structure The City continues to focus on improving coordination and eliminating gaps in the institutional structure. The City has continued the liaison between the City and the LA CDC. In addition, the City has worked to improve communication between Community Development and the City's Redevelopment Agency--most recently, the Community Development Division worked with the Redevelopment Agency to reimburse the Agency for a portion of acquisition costs which will allow them to construct new units of senior rental housing. In the coming fiscal year, the City will pursue the following activities to enhance coordination and eliminate gaps in the institutional structure: • • Continue to be a member of the Greater San Gabriel Valley Economic Development Corporation; • Attend meetings between public providers as available; • Continue to be an active member of the California League of Cities; • Continue to be a member of the Greater San Gabriel Council of Governments. Economic Development The City adopted an Economic Development Strategy in FY 1997-1998. The City has continued to build on its 1994 Enterprise Community Strategy for the Central San Gabriel Valley. The cities which participated in this process include: El Monte, Irwindale, South El Monte and the City of Rosemead. The City continues to have an active Redevelopment Agency and a Five Year Plan for implementation of activities to address redevelopment needs. This Plan began in FY 1994-1995 and ends in FY 1999-2000. The City's primary needs have been identified as Commercial Rehabilitation and Commercial/Industrial Infrastructure Improvements. City of Rosemead,Annual Funding Plan,FY 1999-2000,pg. 13 Resources The City has partnered and supported activities which also further economic development. A few of the agencies with which the City participates are: The Rosemead Chamber of Commerce, the Regional Business Assistance Network, the San Gabriel Council of Governments, the Rosemead Redevelopment Agency, the Rosemead Housing Development Corporation, the League of Cities. Jobs Creation and Retention The City has an active Redevelopment Agency to create an atmosphere which will allow for job creation and retention. In addition, the City has approved expansion of its CDBG-funded Commercial Loan program which allows for business expansion and retention activities, in addition to its Commercial Rehabilitation Rebate and Loan program. Activities for FY 1999-2000 • Continue the City's Facade Improvement Program; • Continue the City's other Commercial Programs; • Continue to be an active member of the Regional Business Assistance Network (non-CDBG); • Continue to be a member of the Greater San Gabriel Valley Economic Development Corporation; • Work with the Regional Business Assistance Network to identify existing sites which meet the needs of businesses seeking expansion and/or relocation (non-CDBG); • Continue to be an active member of the San Gabriel Council of Governments (non-CDBG); • Continue to work with the Chamber of Commerce (non-CDBG); • Assist the Chamber of Commerce with the publication of its monthly newsletter for businesses (non-CDBG); • Install street lighting improvement, storm drains and other facilities in the Project Area (non-CDBG); • Continue to improve the appearance and appeal of commercial segments of the Project Area (non-CDBG). City of Rosemead,Annual funding Plan, FY 1999-2000,pg. 14 IX. Housing Needs Affordable Housing The City recognizes the ongoing need for affordable housing. Because of this, the City has undertaken, or is in the process of undertaking, various activities designed to improve the overall affordability of housing opportunities in the City. Activities which will be undertaken in FY1999- 2000 are as follows: • The Redevelopment Agency's First Time Home Buyer Program (non- CDBG) was approved in FY 1997-1998. In FY 1998-1999, the Redevelopment Agency implemented the program. The Agency has made three (3) first time home buyer loans since its inception, • Plan Approval and begin construction of the City's Redevelopment Agency and HOME-assisted senior housing complex, which has received environmental approval; • Continue the City's Residential Rehabilitation Program providing grants, loans, deferred loans, emergency grants and rebates to qualified low-to-moderate income single family residences; • Continue support for the LA CDC as the City's provider of affordable housing, principally Section 8 assistance to qualified very low income residents. Barrier Removal The main barrier to affordable housing in the City of Rosemead is cost and lack of available land area for construction. In FY 1998-1999, the following activities were undertaken: • The Agency continued to move forward with plans for senior housing to be developed by the Rosemead Housing Development Corporation; City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. IS • The City looked for potential land swaps and write downs for future projects, but was unable to identify any. In FY 1999-2000, the City will continue to look for opportunities for land for future projects. Lead Based Paint In the City of Rosemead, households with low incomes represent 70 percent of the household population, but occupy only 54 percent of older units. Therefore, contrary to national statistics, low income households in Rosemead are at no greater risk of exposure to lead hazards than the general population. The following actions will continue to be undertaken in the fiscal year to evaluate and reduce lead-based paint hazards: • Continue to provide information to staff regarding lead-based paint hazards; • Continue to coordinate efforts in the City to address lead-based paint hazards; • Work with contractors to understand lead-based paint hazards and to comply with EPA requirements; In addition, the City's rehabilitation guidelines were updated to include new information regarding lead-based paint hazards and current literature for applicants of single family residential structures were revised to reflect new requirements in FY 1997-1998. Rehabilitation guidelines were updated in FY 1996-1997. X. Special Needs As stated in Appendix "F" of the Consolidated Plan, special needs populations most in need of services in order to maintain their independence include the frail elderly, those in need of counseling, youth and the disabled. Within these groups there are no geographical areas which have more priority than another for provision of services. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 16 The City continues to support these populations through its 15% public service set-aside. Within this amount of money, the highest priorities continue to be meals programs for seniors, youth programs, and counseling services for families in need. In addition, the City remains committed to providing accessibility to the disabled through an active campaign to comply with ADA requirements. This year, the Community Development Division plans to work with the City to eliminate ADA barriers in its community centers, parks and other public buildings. Xl. Other Community Development Needs As outlined in the City's Consolidated Plan, there exists a need for such public improvements as provision of well water, street resurfacing, street reconstruction, accessibility improvements and storm drain improvements in order to ensure adequate infrastructure in the community. These activities not only ensure the viability of the residential community, but also create jobs and provide the necessary infrastructure to promote economic development. As part of this plan, the City will continue its ADA compliance activities in accordance with its adopted ADA plan. In addition, there is increasing need for a general recreational facility for the community as noted in the City's adopted Consolidated Plan and for additional recreational fields for the City's Little League and other activities. In order to further these requirements, the City will build a new general recreational facility in conjunction with its proposed senior housing site and will partner with the Rosemead School District to upgrade the High Schools fields which the School District will then share with the City in order to provide additional recreational opportunities for youth and others. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 11 XII. 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. In July 1995, the City of Rosemead contracted with the Fair Housing Opportunities Center (FHOC) to perform an analysis of the impediments (Al) to fair housing. 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." 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. City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 18 Based on the conclusions of the Al, 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 Assessment The results of the City's Al are as follows: • The City has racially and ethnically segregated housing patterns' • Low income whites have broader geographic distribution than do low income minorities; • An audit of ten apartment complexes and four sales demonstrated that minorities and families with children when seeking housing in Rosemead may face differential treatment 40% of the time; • There is a need for more affordable housing in Rosemead. Activities undertaken To date, the City has undertaken the following activities in order to promote fair housing: • The Housing Element was updated to include policies and programs specific to fair housing goals and objectives; • The City's rehabilitation contracts and covenants were revised to enforce understanding of and commitment to fair housing law; • The City held a workshop/seminar with the Fair Housing Council of San Gabriel Valley to work with landlords and tenants to educate them regarding fair housing, fair landlord practices and code enforcement issues; • The City continued its regular fair housing audits of the City and has conducted a special study of multi-family housing to help create new City of Rosemead,Annual Funding Plan, FY 1999-2000,pg. 19 strategies where necessary to increase fair housing opportunity; • The City has continued to assist state and federal housing enforcement agencies by investigating and testing fair housing complaints. FY 1999-2000 Activities In FY 1999-2000, the City will undertake the following activities to further fair housing: • Continue to work for the development of housing through the Rosemead Housing Development Corporation; • Create a strategy that requires evidence from builders that the Open Housing Policy is being observed; • Continue to expand fair housing outreach through a workshop/seminar to be held in FY 1999-2000; • Continue regular fair housing audits; • Continue to assist state and federal housing enforcement agencies by investigating and testing fair housing complaints. • Continuum of Care: Gaps Analysis - Individuals —Beds/Units Estimated Current Unmet Need/ Relative Needs Inventory Gap Priority Emergency Shelter 20 20 0 Low Transitional Housing 0 0 0 Permanent Housing 0 0 0 Total - 20 20 0 —Estimated Supportive Services Sloth Job Training 0 I 0 0 Case Management 0 0 0 Substance Abuse Treatment 0 0 0 Mental Health Care 0 0 0 Housing Placement 0 0 0 Life Skills Training 0 0 0 —Estimated Sub-Populations Chronic Substance Abusers 4 4 0 Low Seriously Mentally III C 6 0 Low Dually-Diagnosed 6 6 0 Low Veterans 0 0 0 Persons with HIV/AIDS 0 0 0 Victims of Domestic Violence 0 0 0 Youth 12 2 0 Low • Continuum of Care: Gaps Analysis - Persons in Families with Children —Beds/Units Estimated Current Unmet Need/ Relative Needs Inventory Gap Priority Emergency Shelter 1 1 0 Low 1 Transitional Housing 0 0 0 Permanent Housing 0 0 0 Total 1 1 0 —Estimated Supportive Services Slots Job Training 0 0 0 Case Management 0 0 0 Child Care 0 0 0 Substance Abuse Treatment 0 0 0 Mental Health Care 0 0 0 Housing Placement 0 0 0 Life Skills Training 0 0 0 — Estimated Sub-Populations Chronic Substance Abusers 0 0 0 Seriously Mentally III 0 10 10 Dually-Diagnosed 0 0 0 Veterans 0 0 0 Persons with HIV/AIDS 0 0 0 Victims of Domestic Violence 0 0 0 Special Needs/Non-Homeless —Sub-Populations Priority Need Estimated $ Elderly High $2,500,000 Frail Elderly High $650,000 Severe Mental Illness None $0 Developmentally Disabled Low $100,000 Physically Disabled Med $400,000 Persons with Alcohol/Other Drug Addiction None $0 Persons with HIV/AIDS None $0 TOTAL $3,650,000 • Housing Needs —Renter Need Level Units Estimated $ Small Related 0 -30% of MFI High 1,197 $9,620,289 31 -50% of MFI High 1,160 $9,322,920 51 - 80%of MFI High 877 $7,048,449 Large Related 0-30% of MFI High 1,448 $9,981,064 31 - 50%of MFI High 1,148 $7,913,164 51 -80%of MFI High 1,118 $7,706,374 Elderly 0-30% of MFI Med 272 $4,760,000 31 - 50%of MFI Med 282 $4,935,000 51 -80% of MFI Med 183 $3,202,500 All Other 0 - 30% of MEI Low 137 $944,341 31 - 50% of MFI Low 85 $585,905 51 -80%of MFI Low 76 $523,868 —Owner 0 -30% of MFI High 1,202 $6,936,742 31 -50% of MFI High 1,111 $6,411,581 51 -80% of MFI High 1,064 $6,140,344 • Community Needs —Anti-Crime Programs Need Level Units Estimated $ Overall None – – Sub-Categories Crime Awareness (051) None – – —Economic Development Need Level Units Estimated $ Overall High 21 $4,000,000 Sub-Categories Rehab; Publicly or Privately-Owned Commer (14E) High 10 $1,500,000 CI Land Acquisition/Disposition (17A) None 0 $0 CI Infrastructure Development (17B) High 10 $1,500,000 CI Building Acquisition, Construction, Re (17C) None 0 $0 Other Commercial/Industrial Improvements (17D) None 0 $0 ED Direct Financial Assistance to For-Pro (18A) Med 1 $1,000,000 ED Technical Assistance (18B) None 0 $0 Micro-Enterprise Assistance (18C) None 0 $0 —Infrastructure Need Level Units Estimated $ Overall High – – Sub-Categories Flood Drain Improvements (031) High 1 $350,000 Water/Sewer Improvements (03J) None – – Street Improvements (03K) High 30 $4,000,000 Sidewalks (03L) High 10 $1,000,000 Tree Planting (03N) None 0 $0 Removal of Architectural Barriers (10) High 50 $800,000 Privately Owned Utilities (11) Med 1 $150,000 —Planning & Administration Need Level Units Estimated $ Overall High – $789,000 Sub-Categories Community Needs (Page 2) —Public Facilities Need Level Units Estimated $ Overall High -- $3,350,000 Sub-Categories Public Facilities and Improvements (Gener (03) None 0 $0 Handicapped Centers (038) None 0 $0 Neighborhood Facilities (03E) None 0 $0 Parks, Recreational Facilities (03F) High 1 $3,000,000 Parking Facilities (03G) None 0 $0 Solid Waste Disposal Improvements (03H) None 0 $0 Fire Stations/Equipment (030) None 0 $0 Health Facilities (03P) None 0 $0 Asbestos Removal (03R) Low — $350,000 Clean-up of Contaminated Sites (04A) None 0 $0 Interim Assistance (06) None 0 $0 Non-Residential Historic Preservation (168) None 0 $0 —Public Services Need Level Units Estimated $ Overall High -- $3,325,000 Sub-Categories Public Services (General) (05) None 0 $0 Handicapped Services (058) -- 0 $0 Legal Services (05C) None 0 $0 Transportation Services (05E) High -- $3,000,000 Substance Abuse Services (05F) None 0 $0 Employment Training (05H) None 0 $0 Health Services (05M) None 0 $0 Mental Health Services (050) Med -- $225,000 Screening for Lead-Based Paint/Lead Hazer (OSP) Low -- $100,000 —Senior Programs Need Level Units Estimated $ Overall -- 125,000 $6,250,000 Sub-Categories Senior Centers (03A) None 0 $0 Senior Services (05A) High 125,000 $6,250,000 • Community Needs —Anti-Crime Programs Need Level Units Estimated $ Overall None -- – Sub-Categories Crime Awareness (051) None – —Economic Development Need Level Units Estimated $ Overall High 21 $4,000,000 Sub-Categories Rehab; Publicly or Privately-Owned Commer (14E) High 10 $1,500,000 CI Land Acquisition/Disposition (17A) None 0 $0 CI Infrastructure Development (17B) High 10 $1,500,000 CI Building Acquisition, Construction, Re (17C) None 0 $0 Other Commercial/Industrial Improvements (17D) None 0 $0 ED Direct Financial Assistance to For-Pro (18A) Med 1 $1,000,000 ED Technical Assistance (18B) None 0 $0 Micro-Enterprise Assistance (18C) None 0 $0 —Infrastructure Need Level Units Estimated $ Overall High -- -- Sub-Categories Flood Drain Improvements (031) High 1 $350,000 Water/Sewer Improvements (03J) None -- -- Street Improvements (03K) High 30 $4,000,000 Sidewalks (03L) High 10 $1,000,000 Tree Planting (03N) None 0 $0 Removal of Architectural Barriers (10) High 50 $800,000 Privately Owned Utilities (11) Med 1 $150,000 —Planning &Administration Need Level Units Estimated $ Overall High -- $789,000 Sub-Categories Community Needs (Page 2) —Public Facilities Need Level Units Estimated $ Overall High -- $3,350,000 Sub-Categories Public Facilities and Improvements (Gener (03) None 0 $0 Handicapped Centers (03B) None 0 $0 Neighborhood Facilities (03E) None 0 $0 Parks, Recreational Facilities (03F) High 1 $3,000,000 Parking Facilities (03G) None 0 $0 Solid Waste Disposal Improvements (03H) None 0 $0 Fire Stations/Equipment (030) None 0 ' $0 Health Facilities (03P) None 0 $0 Asbestos Removal (03R) Low — $350,000 Clean-up of Contaminated Sites (04A) None 0 $0 Interim Assistance (06) None 0 $0 Non-Residential Historic Preservation (16B) None 0 $0 —Public Services Need Level Units Estimated $ Overall High -- $3,325,000 Sub-Categories Public Services (General) (05) None 0 $0 Handicapped Services (05B) -- 0 $0 Legal Services (05C) None 0 $0 Transportation Services (05E) High -- $3,000,000 Substance Abuse Services (05F) None 0 $0 Employment Training (051-1) None 0 $0 Health Services (05M) None 0 $0 Mental Health Services (050) Med -- $225,000 Screening for Lead-Based Paint/Lead Nazar (05P) Low -- $100,000 —Senior Programs Need Level Units Estimated $ Overall -- 125,000 $6,250,000 Sub-Categories Senior Centers (03A) None 0 $0 Senior Services (05A) High 125,000 $6,250,000 • Community Needs (Page 3) —Youth Programs Need Level Units Estimated $ Overall -- 1,100 $1,400,000 Sub-Categories Youth Centers (03D) None 0 $0 Child Care Centers (03M) None 0 $0 Abused and Neglected Children Facilities (03Q) Low 0 $0 Youth Services (05D) High 1,000 $1,000,000 Child Care Services (05L) Low 100 $400,000 Abused and Neglected Children (05N) None 0 $0 —Other Need Level Units Estimated $ Overall -- 0 $0 Sub-Categories Urban Renewal Completion (07) None 0 $0 CDBG Non-profit Organization Capacity Bui (19C) None 0 $0 CDBG Assistance to Institutes of Higher E (19D) None 0 $0 Repayments of Section 108 Loan Principal (19F) None 0 $0 Unprogrammed Funds (22) None 0 $0 www C,2 w 0 0 U im o Cl) 0 < N C m Cal a F 0 Q. 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