CC - Item 4B - Public Hearing to Review and Approve teh FY 21-22 Consolidated Annual Performance adn Evaluation Report (CAPER) for Submittal to HUDROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL
FROM: BEN KIM, CITY MANAGER 459--�,
DATE: SEPTEMBER 13, 2022
SUBJECT: PUBLIC HEARING TO REVIEW AND APPROVE THE FY 2021-22
CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION
REPORT (CAPER) FOR SUBMITTAL TO THE U.S. DEPARTMENT OF
HOUSING AND URBAN DEVELOPMENT (HUD)
SUMMARY
The City of Rosemead's Housing Division has completed its Consolidated Annual Performance
and Evaluation Report (CAPER) (Attachment A) for the period July 1, 2021, through June 30,
2022. The CAPER describes the overall use of Federal Community Development Block Grant
(CDBG) and HOME Investment Partnerships (HOME) funds received from the U.S. Department
of Housing and Urban Development (HUD) in relationship to the needs of the community as
outlined in its Fiscal Year (FY) 2021-22 Annual Action Plan. The City's overall objective in the
CDBG and HOME programs is the development of viable communities by providing decent
housing, a suitable living environment, and expansion of economic opportunities primarily for
low -to -moderate income persons. It is recommended that the City Council conduct a Public
Hearing to receive community feedback on the FY 2021-22 CAPER and approve its submission
to HUD.
DISCUSSION
The City submits a CAPER to HUD annually as one of the conditions of receiving federal funds
under the CDBG and HOME programs. The CAPER outlines progress made in achieving goals
established in the City's Five -Year Consolidated Plan and Annual Action Plan, including: 1) funds
invested in projects and activities; 2) households and persons assisted; 3) actions taken to
affirmatively further fair housing; and 4) other information relevant to grant -funded projects
administered by the City that affect local housing and community development needs. The CAPER
is an effective tool that is designed to ensure the City stays on track with its Five -Year Consolidated
Plan and the Annual Action Plan. The CAPER is also designed to provide a maximum amount of
useful information to policymakers and residents.
During FY 2021-22, the City spent $243,510.13 in CDBG funds, $25,917.67 in HOME funds, and
$307,846.11 in CDBD-CV funds on a variety of community development projects. Table 1 below
provides a detailed summary of programmatic expenditures for FY 2021-22 by funding category:
AGENDA ITEM 4.11
City Council Meeting
September 13, 2022
Page 2 of 4
Table 1: Summary of FY 2021-22 Program Expenditures
o. Programs I- - ....,-- ...
Funding Funds IAmount
CDBG
1
CDBG Planning & Administration 4673
$149,800 SO 576,327.81
2
Fair Housing Program 4678
$15,000
$0
$0
3
Emergency Grants Program #651
$0
$20,000
$0
4
Handworker Grants 4677
$31,492
$110,718
$108,860.25
5
Summer Youth Employment Program
#676
$30,000
$0
$4,278.21
6
Senior Nutrition Program 4674
$60,000
$0
$54,143.86
7
Family Promise Program
$5,000
$0
$0
8
Commercial Fagade Improvement
Pro ram
$100,000
$95,396
$0
9
Homeownership Assistance Program
$0
$710,500
$0
10
Rosemead Park Improvement Project
$358,083
$0
$0
Remaining funds have been reprogrammed
into projectsfor FY 2022-23.
$749,375.00
$936,614.00
$ 243,510.13
HOME
11
HOME Planning & Administration #675
$33,751
$0
$25,917.67
12
Owner Occupied Rehabilitation Loan
Program
$0
$150,000
$0
13
Homeownership Assistance Program
$253,134
$1,386,866
$0
14
CHDO
$50,627
$0
$0
Remaining funds have been reprogrammed $337,512
into projects for FY 2022-23.
CDBG
$1,536,866
$25,917.67
15
Planning & Administration 9655
$193,736
$0
$59,073.01
16
Public Service Programs #654, #653
$200,000
$0
$86,773.10
17
Small Business Assistance Program #656
$578,592
$0
$162,000
Remaining funds have been reprogrammed
into projectsfor FY 2022-23.
$972,328
$0
$307,846.11
City Council Meeting
September 13, 2022
Page 3 of 4
Table 2 below lists the summary of accomplishments during the year. While many of the program
met or exceeded their target goals, several programs remained underutilized. Some factors that
impeded the success of these programs include: the COVID-19 pandemic, staffing issues, and lack
of applications. Staff will continue to monitor these programs and make adjustments or
recommendations to the City Council for improvement.
Table 2: Summary of Program Accomplishments
CllF3G
I
CDBG Planning & Administration =673 V A N A
2
Fair Housing Program #678
100 Residents
100 Residents
3
Emergency Grants Program #651
8 Housing Units
2 Housing Units
4
Handwerker Grants #677
5 Housing Units
6 Housing Units
5
Summer Youth Employment Program 4676
5 Residents
5 Residents
6
Senior Nutrition Program #674
50 Residents
50 Residents
7
Family Promise Program
6 Residents
6 Residents
8
Commercial Fagade Improvement Program
10 Businesses
0 Businesses
9
Homeownership Assistance Program
2 Households
0 Households
10
11
Rosemead Park Improvement Project
HOME Planning & Administration #675
1 Project
N/A
0 Project
N/a
12
Owner Occupied Rehabilitation Loan Program
2 Housing Units
0 Housing Units
13
Homeownership Assistance Program
2 Households
0 Households
14 CHDO
CD
1 Project
N/A
0 Project
N/A
15
Planning & Administration 4655
16
Public Service Programs #654, #653
110 Residents
110 Residents
17
Small Business Assistance Program #656
20 Businesses
0 Businesses
City Council Meeting
September 13, 2022
Page 4 of 4
The Public Hearing is an opportunity for the City Council and the Rosemead to community to
review the accomplishments in the FY 2021-22 CAPER in the various program areas. Upon
conclusion of the Public Hearing, it is recommended that the City Council approve the submission
of the CAPER to the U.S. Department of Housing and Urban Development to satisfy the reporting
requirements for the year.
STAFF RECOMMENDATION
It is recommended that the City Council conduct a Public Hearing to receive community feedback
on the FY 2021-22 CAPER and approve its submission to the US Department of Housing and
Urban Development
FISCAL IMPACT
There is no impact to the General Fund for conducting a Public Hearing and submitting the CAPER
to HUD.
STRATEGIC PLAN IMPACT
The City's CDBG and HOME programs support several goals of the 2030 Strategic Plan, including
supporting housing development, at risk -residents, and economic development.
PUBLIC NOTICE PROCESS
Notice of the public hearing was published in the Rosemead Reader on August 29th, as well as
through the regular agenda notification process.
Prepared by:
Submitted by:
Charlotte Cabeza Mike Bruckner
Management Analyst Assistant City Manager
Attachment A: FY 2021-22 Consolidated Annual Performance and Evaluation Report (CAPER)
Attachment A
FY 2021-22 Consolidated
Annual Performance Report
CITY OF ROSEMEAD
FISCAL YEAR 2021-2022
CONSOLIDATED ANNUAL
PERFORMANCE EVALUATION REPORT(CAPER)
September 13, 2022
Table of Contents
CR -05 Goals and Outcomes.......................................................................................................... 1
CR -10 Racial and Ethnic Composition of (person/households/families) Assisted ....................... 8
CR -15 Resources and Investments................................................................................................ 9
CR -20 Affordable Housing......................................................................................................... 14
CR -25 Homeless and Other Special Needs................................................................................. 18
CR -30 Public Housing................................................................................................................ 20
CR -35 Other Actions................................................................................................................... 21
CR -40 Monitoring....................................................................................................................... 28
CR -45 CDBG.............................................................................................................................. 30
CR -50 HOME............................................................................................................................ 32
Appendices
Appendix A — Proof of Publication.
Appendix B — Public Comments.....
Appendix C — IDIS Reports ............
.... 35
.... 36
.....37
CR -05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
The City of Rosemead has prepared the 2021-2022 Consolidated Annual Performance and
Evaluation Report (CAPER) as required by the U.S. Department of Housing and Urban
Development (HUD) which describes the use of federal Community Development Block Grant
(CDBG) and the HOME Investment Partnership funds during the second program year of the
2020-2024 Consolidated Plan period, covering July 1, 2021, to June 30, 2022.
The City receives CDBG and HOME funds from HUD on a formula basis each year, and in turn,
implements projects and awards grants to nonprofit, for-profit, or public organizations for
projects in furtherance of the adopted Consolidated Plan. The CDBG and HOME programs
generally provides for a range of eligible activities for the benefit of low- and moderate -income
Rosemead residents.
The Fiscal Year (FY) 2021-22 Consolidated Annual Performance Evaluation Report (CAPER)
captures the expenditures, accomplishments, and progress made on the strategies and goals
outlined in the approved FY 2020-2024 5 -year Consolidated Plan. The CAPER outlines
achievements in affordable housing, non -housing, and community development programs.
Each activity funded under the FY 2021-22 CDBG program must have met one of the three
national objectives: principal benefit to low -and moderate -income persons; elimination or
prevention of slums and blight; or meeting community development needs having a
particular urgency.
HOME funds are used enhance the quality of life for Rosemead residents by funding activities that
provide safe, decent, and affordable housing. The City continues to face significant problems as the
number of low-income Rosemead residents increase and the costs of providing affordable housing
skyrocket. The housing stock is aging, and many residents continue to pay more than 50% of their
income towards housing expenses. Yet, despite these obstacles, the City strives to develop a viable
community for low- and moderate -income residents by preserving and rehabilitating existing
housing stock, promoting affordable housing, and expanding affordable housing stock.
The CDBG and HOME Programs made significant progress in meeting annual goals. This report
will demonstrate how the City achieved its non -housing community development priorities of fair
housing and public service programs. In evaluating the effectiveness of serving low- and moderate-
3IP�ige
income residents, the City is pleased to report that $243,510.13 in CDBG funds were expended on
eligible activities benefiting low- and moderate -income residents.
All HOME funding beneficiaries were persons of low and —moderate -income residents. The City is
proud of its achievements during Program Year (PY) 2021 and looks forward to serving its residents
in PY 2022. We remain confident that we will increase our level of performance as we continue
exploring innovative opportunities to improve the quality of life for our low- and moderate -income
residents.
Under the 2020 federal CARES Act, the City received $972,328 in CDBG-CV funds to be used for
activities that prevent, prepare for, or respond to the impacts of COVID-19. The City Council
allocated these funds to an economic development program to assist small businesses suffering from
hardship due to COVID- 19, and to assist moderate -income persons to prevent, prepare for, and
respond to COVID- 19, including a food distribution assistance program.
Table 1 provides a summary of the five-year and one-year accomplishments for the period ending June
30, 2022, arranged by each of the Strategic Plan Goals included in the 2020-2024 Strategic Plan of
the Consolidated Plan.
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Assess how the jurisdiction's use of funds, particularly CDBG, addresses the priorities and
specific objectives identified in the plan, giving special attention to the highest priority
activities identified.
The outcomes reported in Table 1 are based on activities that were completed in the HUD Integrated
Disbursement and Information System (IDIS) during the 2021 program year, July 1, 2021 - June 30,
2022. Table 1 provides information regarding annual goals, activities, and accomplishments for the
FY 2021 program year.
As seen in Table 1, during the FY 2021 program year, the City was lower than its overall annual
expectations for affordable housing (i.e. owner -occupied rehabilitation, and homeownership
assistance). Regarding homeownership, the City continues to be faced with several challenges, which
included the ongoing reduction in public and private resources, land at affordable prices for affordable
housing development, and funding constraints to address community development needs. All of which
were factors that influenced the strategic outcomes for HOME -funded homeownership activity.
Additionally, since the dissolution of the Rosemead Community Development Commission (aka
Rosemead Redevelopment Agency), the City's ability to provide the additional financial support to
the City's Community Housing Development Organization (CHDO) continues to make it difficult to
purchase additional rental housing for low- to moderate -income persons. The City will be addressing
these shortfalls in the next fiscal year as mentioned in the FY 22-23 Annual Action Plan.
During the program year, the City and local nonprofit organizations made progress on several 2021-
2022 activities. All CDBG-funded activities address high-priority objectives identified in the 2020-
NOMR67071110=49ar in
The City allocated CDBG funds in the 2021-2022 Action Plan for public service activities carried out
by nonprofit organizations during the program year including fair housing services, homelessness
prevention services, and other public services benefitting low- and moderate -income residents.
All the activities funded during the program year are listed in Table 2, including the amount of CDBG
funds allocated to the activity and the amount spent as of June 30, 2022. Table 2 provides the numeric
accomplishment goal and the accomplishments as of June 30, 2022.
51Pa�_e
Chart 1 - 2021-2022 Activities and Funding Overview
CDBG
1
CDBG Planning & Administration #673
$149,800
$0
$76,227.81
2
Fair Housing Program #678
$15,000
$0
$0
3
Emergency Grants Program #651
$0
$20,000
$0
4
Handworker Grants #677
$31,492
$110,718
$108,860.25
5
Summer Youth Employment Program #676
$30,000
$0
$4,278.21
6
Senior Nutrition Program #674
$60,000
$0
$54,143.86
7
Family Promise Program
$5,000
$0
$0
8
Commercial Facade Improvement Program
$100,000
$95,396
$0
9
Homeownership Assistance Program
$0
$710,500
$0
10
Rosemead Park Improvement Project
$358,083
$0
$0
Remaining funds have been reprogrammed into
projects for FY 2022-23.
$749,375.00
$936,614.00
$ 243,510.13
HOME
11
HOME Planning & Administration #675
$33,751
$0
$25,917.67
12
Owner Occupied Rehabilitation Loan Program
$0
$150,000
$0
13
Homeownership Assistance Program
$253,134
$1,386,866
$0
14
CHDO
$50,627
$0
$0
Remaining funds have been reprogrammed into
projects for FY 2022-23.
$337,512
$1,536,866
$25,917.67
CDBG-CV
15
Planning & Administration #655
$193,736
$0
$59,073.01
16
Public Service Programs #654, #653
$200,000
$0
$82,123.94
17
Small Business Assistance Program #656
$578,592
$0
$162,000
Remaining funds have been reprogrammed into
projects for FY 2022-23.
$972,328
$0
$307,846.11
61Pa,e
Chart 2 - Annual Accomplishments
CDBG
1
CDBG Planning & Administration #673
N/A
N/A
2
Fair Housing Program #678
100 People
100 People
3
Emergency Grants Program #651
8 Housing Units
—
2 Housing Units
4
Handworker Grants #677
5 Housing Units
6 Housing Units
5
Summer Youth Employment Program #676
5 People
5 People
6
Senior Nutrition Program #674
50 People
50 People
7
Family Promise Program
6 People
6 People
8
Commercial Fa4ade Improvement Program
10 Businesses
0 Businesses
9
Homeownership Assistance Program
2 Households
0 Households
10
Rosemead Park Improvement Project
1 Project
0 Project
HOME
11
HOME Planning & Administration #675
N/A
N/a
12
Owner Occupied Rehabilitation Loan Program
2 Housing Units
0 Housing Units
13
Homeownership Assistance Program
2 Households
0 Households
14
CHDO
1 Project
0 Project
CDBG-CV
15
Planning & Administration #655
N/A
N/A
16
Public Service Programs #654, #653
110 people
110 people
17
Small Business Assistance Program #656
20 Businesses
0 Businesses
7 IPa�-e
CR -10 - Racial and Ethnic composition of families assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
Table 2 - Table of acsistnnre to rnrinl and Pthnie nnn.ihtinne by of f—d.
Narrative
The information provided in Table 2 summarizes the various race and ethnicity of families that
applied for, participated in, or benefited from, activities funded in whole or in part with CDBG
& HOME funds. The report included was the IDIS PR23 Report (CDBG & HOME Summary of
Accomplishments) for the FY 2021 reporting period ending June 2022. While CDBG maintains
data on racial, ethnic, and gender characteristics of "persons" who are applicants for,
participants in, or are beneficiaries of CDBG funded services, IDIS does not allow this data to be
entered for projects with indirect beneficiaries.
8IPa�,
CDBG
HOME
White
227
0
Black or African American
2
0
Asian
225
0
American Indian or American Native
0
0
Black or African American & White
0
0
Asian & White
0
0
Other multi -racial
345
0
Native Hawaiian or Other Pacific Islander
0
0
Total
345
0
Hispanic
300
0
Not Hispanic
45 1
0
Narrative
The information provided in Table 2 summarizes the various race and ethnicity of families that
applied for, participated in, or benefited from, activities funded in whole or in part with CDBG
& HOME funds. The report included was the IDIS PR23 Report (CDBG & HOME Summary of
Accomplishments) for the FY 2021 reporting period ending June 2022. While CDBG maintains
data on racial, ethnic, and gender characteristics of "persons" who are applicants for,
participants in, or are beneficiaries of CDBG funded services, IDIS does not allow this data to be
entered for projects with indirect beneficiaries.
8IPa�,
CR -15 - Resources and Investments 91.520(a)
Identify the resources made available
Table 3 - Resources Made Available
Source of Funds
Source
Resources Made
Available
Amount Expended
During Program
Year
CDBG
Public- Federal
$749,375
$749,375
HOME
Public -Federal
$337,512
$337,512
CDBG-CV
Public - Federal
$972,328
$100,000
Narrative
In FY 2020-21, the City allocated $749,375 in CDBG and $337,512 in HOME funds for housing
and non -housing community development activities.
The CARES Act became law on March 27, 2020, to respond to the growing effects of the
coronavirus health crisis. The CARES Act made available CDBG-CV funds to entitlement
jurisdictions. In addition, the CARES Act provides some flexibility and waivers with regard to
CDBG-CV.
The City received $972,328 in CDBG-CV funds. These funds were submitted as amendment to
the 2019-20 One -Year Annual Action Plan.
Identify the geographic distribution and location of investments
Table 4 - Identify the eeogranhic distribution and location of investments
Target Area
Planned
Actual
Narrative Description
Percentage of
Percentage of
Allocation
Allocation
Community Wide
70%
100%
Other
Eligible Low and
HUD's Official Designation of
Moderate -Income Block
Deteriorating and/or Deteriorated
Groups
30%
30%
Area
Narrative
A map depicting the City's official low -and moderate -income "Target Areas" and "Deteriorating
Areas" (i.e., those areas where at least 51% of the residents have income at or below 80% of the
area median income as adjusted for family size) is below. Most activities funded in FY 2021-22
were considered "Citywide". Activities such as homeownership, housing rehabilitation, and
public service activities provided services where needed and requested. Likewise, a service that
is provided to all lower income persons is based on presumed benefit and need without regard for
area benefit (i.e. senior and homeless services). These "Citywide" activities were not directed to
any one geographical area to promote a balanced and well -integrated community.
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10 IPaLe
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds),
including a description of how matching requirements were satisfied, as well as how any publicly
owned land or property located within the jurisdiction that were used to address the needs
identified in the plan.
The City has continuously sought public and private resources to leverage its entitlement funds in
assisting with implementation of policies and programs to implement the Consolidated Plan.
Federal Resources and Program Funds Used -The goal expressed in the Action Plan for FY 2021-22 was
to maximize use of available resources by committing to projects that are financially feasible and assist
the greatest number of people and families. To this end, three resources were utilized during the FY
2021-22: the CDBG Program, CDBG-CV Program, and the HOME Program.
Non -Federal Resources and Program Funds Used - The City's General Fund contributed funding as
leverage during the FY 2021-22 to assist in the funding of the Senior Nutrition Program.
Leveragine of non -Federal Resources - The City's General Fund contributed funding as leverage
during the FY 2021-22 to assist in the funding of Family Promise of San Gabriel Valley, Morrison
Health Care (Senior Nutrition Provider), and Southern California Housing Rights Center.
Matchine Contributions - The City has no required HOME match requirement of non-federal funds
towards eligible disbursements. When a local jurisdiction meets one of the distress criteria, it is
determined to be in fiscal distress and receives a 50 percent reduction of match. If a local jurisdiction
satisfies both distress criteria, it is determined to be in severe fiscal distress and receives a 100 percent
reduction of match. The City is committed to meeting the fiscal distress criteria.
Table 5 - Fiscal Year Summary - HOME Match ReportFiscal Year Summary- HOME Match
1. Excess match from prior Federal fiscal year
2. Match contributed during current Federal fiscal year
3. Total match available for current Federal fiscal year (Line 1 plus Line 2)
4. Match liability for current Federal fiscal year
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4)
11 IPngc
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Minority Business Enterprises and Women Business Enterprises - Indicate the number and dollar
value of contracts for HOME projects completed during the reporting period
Total
Minority Business Enterprises
White Non -
Alaskan
Asian or
Black Non-
Hispanic
Asian or
Black Non-
Hispanic
Native or
Pacific
Hispanic
Native or
Pacific
Hispanic
American
Islander
American
Islander
Indian
Indian
Contracts
Dollar
Number
0
0
0
0
Amount
0
0
0
0
$0
Number
0
0
0
0
0
0
Sub -Contracts
Number
0
0
0
0
0
0
Dollar
Amount
0
0
0
0
0
0
Total
Women
Male
Business
Enterprises
Contracts
Dollar
Amount
0
0
0
Number
1
0
1
Sub -Contracts
Number
0
0
0
Dollar
Amount
0
0
0
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property- Indicate the number of HOME assisted rental property owners
and the total amount of HOME funds in these rental properties assisted
Total
Minority Property
Owners
White Non -
Alaskan
Asian or
Black Non-
Hispanic
Hispanic
Native or
Pacific
Hispanic
American
Islander
Indian
Number
0
0
0
0
0
0
Dollar
Amount
0
0
0
0
0
0
Table 9 - Minority Owners of Rental Property
Relocation and Real Property Acquisition - Indicate the number of persons displaced, the cost of
relocation payments, the number of parcels acquired, and the cost of acquisition
Parcels Acquired
0
0
Businesses Displaced
0
0
Nonprofit Organizations
Displaced
0
0
Households Temporarily
Relocated, not Displaced
0
1 0
Households
Total
Minority Property
Enterprises
White Non -
Alaskan
Asian or
Black Non-
Hispanic
Displaced
Hispanic
Native or
Pacific
Hispanic
American
Islander
Indian
Number
0
0
0
0
0
0
Cost
0
0
0
0
0
0
Table 10 - Relocation and Real Property Acquisition
14IPa_e
CR -20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number
and types of families served, the number of extremely low-income, low-income, moderate -
income, and middle-income persons served.
Table 11- Number of Households
Table 12 - Number of Hnncehalde Rn nnnrfnd
One -Year Goal
Actual
Number of Homeless households to be
provided affordable housing units
0
0
Number of Non -Homeless households to be
provided affordable housing units
0
0
Number of Special -Needs households to be
provided affordable housing units
0
0
Total
0
0
Table 12 - Number of Hnncehalde Rn nnnrfnd
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
The outcomes reported above are based on activities that were completed in the HUD Integrated
Disbursement and Information System (IDIS) during this reporting period. The one-year goals set
for CDBG and HOME funded programs were based on available resources, funding commitments
and historical construction development trends. A continued reduction in public and private
resources, and loss of income for already financially challenged low-income households due to
the COVID-19 pandemic were factors that influenced the outcomes relative to the decrease of
affordable housing and homeownership.
15I°aL,
One -Year Goal
Actual
Number of households supported through
Rental Assistance
0
0
Number of households supported through
The Production of New Units
0
0
Number of households supported through
Rehab of Existing Units
7
g
Number of households supported through
Acquisition of Existing Units
0
0
Total
7
8
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
The outcomes reported above are based on activities that were completed in the HUD Integrated
Disbursement and Information System (IDIS) during this reporting period. The one-year goals set
for CDBG and HOME funded programs were based on available resources, funding commitments
and historical construction development trends. A continued reduction in public and private
resources, and loss of income for already financially challenged low-income households due to
the COVID-19 pandemic were factors that influenced the outcomes relative to the decrease of
affordable housing and homeownership.
15I°aL,
Patterns of actual investment compared to planned investment patterns for FY 2021-22
Investment during the fiscal year occurred as planned. The planned investment in the community
included owner -occupied single-family home rehabilitation, rental assistance, new construction of
non -rehab able housing units, first-time homebuyer, and CHDO participation.
Housing Rehabilitation — The City offered the following Programs during FY 2021-2022:
• Emergency Grant Program
• Grant Program
• Rehabilitation Loans
The City completed six Handyworker and two Emergency grants during the FY 2021-22
Tenant Assistance - The Los Angeles County Housing Authority administers the City of Rosemead's
Housing Choice Voucher Program, which includes the Section 8 Program. Section 8 Voucher funds
were used to provide rental assistance to very low-income (0 to 50% of MFI) residents within the City.
The Los Angeles County Development Authority (LACDA) serves the City and provides Section 8
assistance to the residents. A total of 347 families received housing assistance. Of this, 83 families
were Hispanic or Latino and 264 were considered non -Hispanic. The average contract rent is $1,503.
The average Housing Assistance Payment is $1,025.
New Construction - There was no new construction of housing units during the fiscal year.
Homeownership Assistance Program - The City provides CDBG and HOME funds to assist low
and moderate -income residents with the purchase of a home. The cost of the property cannot
exceed 95% of the area median purchase price as established by HUD or approved by HUD. For
FY 21- 22 the limit for a single-family residence was $670,000. The City did not fund any
applicants during the FY 21-22. We will be re-evaluating this program during the FY 22-23 fiscal
year.
Community Housing Development Organization (CHDO) - The City did not enter an agreement with
CHDO to produce affordable housing during the FY21-22. The City hopes to have a qualified CHDO
next fiscal year to start an affordable housing project.
Section 215 - The City did not assist any Section 215 household.
Discuss how these outcomes will impact future annual action plans.
Future annual action plans will continue to consider funding priorities based on housing
needs that are supported by market data. The City will continue monitoring the progress of
projects that have been funded, but not closed, as well as projects that are underway but
delayed due to various circumstances, one being the Covid-19 pandemic.
Include the number of extremely low-income, low-income, and moderate -income persons served by each
activity where information on income by family size is required to determine the eligibility of the
activity.
Tnhle 13 - Nnmhpr of Hnnephnldc ..V. v.d
Number of Households Served
CDBG Actual
HOME Actual
Extremely Low-income
275
0
Low-income
25
0
Moderate -income
45
0
Total
345
0
Narrative Information
Efforts to Address Worst Case Needs
Worst case housing needs are defined as low income (0 to 50% of MFI) renter households who
pay more than half their income for rent, live in seriously substandard housing (which includes
homeless people) or have been involuntarily displaced. To address worst case housing needs,
several programs and services were offered during the fiscal year. These include the following:
Family Promise -Family Promise assists families and children experiencing homelessness by
providing temporary transitional housing as well as a full range of social services for clients.
Section 8 Housing Assistance Agency - The Los Angeles County Development Authority
(LACDA) administers the City Housing Choice Voucher Program, which includes the Section 8
Program. Section 8 Voucher funds were used to provide rental assistance to very low-income (0
to 50% of MFI) residents within the City. A total of 347 families received housing assistance. Of
this, 83 families were Hispanic or Latino and 264 were considered Non -Hispanic. The average
contract rent is $1,503. The average Housing Assistance Payment is $1,025.
YWCA (Wings) - The YWCA provides emergency shelter for women and children who become
homeless as a result of domestic violence. Services include 24-hour access to emergency housing and
crisis hotline, food and basic personal items, crisis support and advocacy, counseling and support
groups, medical and legal advocacy, and specialized children's services.
171Page
The City also offers several rehabilitation programs to disabled residents who own and occupy their
home. These programs include grants, emergency grants, rebates, and deferred loans. Eligible
improvements include retrofit activities to help with a person's needs. During the fiscal year, the City
did not serve any disabled households.
18 1Paee
CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.3201d, e); 91.520{c)
Evaluate the jurisdiction's progress in meeting its specific objectives for reducing and ending homelessness
through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Homeless services are largely provided through the local Continuum of Care but are supported
by the City through continued funding to one public service agency (i.e. Family Promise) to
carry out this work.
Every year, LAHSA conducts a census of the homeless population through the Greater Los
Angeles Homeless Count. In 2021, the PIT Count was not conducted due to the COVID-19
pandemic. The most recent PIT Count of unsheltered persons was from 2020 and the results of
Rosemead's count showed that the number of unsheltered homeless persons decreased from the
2019 count. In 2020 there were 79 unsheltered persons, down from 91 in 2019. Following is the
breakdown for unsheltered persons in Rosemead on the night of the Homeless PIT Count 2020:
• Persons on the Street: 42
• Persons in Cars: 7
• Persons in Vans: 8
• Persons in RVs/Campers: 12
• Persons in Makeshift Shelters: 9
• Persons in Tents: 1
Total: 79
Addressing the emergency shelter and transitional housing needs of homeless persons
The City provided an annual allocation of CDBG funds to Family Promise of San Gabriel Valley, an
organization that provides shelter for children and families experiencing homelessness. The City also
worked with the LAHSA to address emergency shelter and transitional housing needs of people
experiencing homelessness.
19 111agt
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after being
discharged from publicly funded institutions and systems of care (such as health care facilities,
mental health facilities, foster care and other youth facilities, and corrections programs and
institutions); and, receiving assistance from public or private agencies that address housing,
health, social services, employment, education, or youth needs
In addition to all the agencies previously listed, the City continues to seek and work with local non-
profit agencies who provided emergency food and clothing. The City continues referring low- income
residents to services, which many are experiencing homelessness or at -risk of homelessness.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
As previously stated, the City relied on coordinated efforts with the LAHSA and Family Promise of
San Gabriel Valley to help low-income individuals and families avoid becoming homeless, especially
those who are likely to become homeless after receiving previous assistance. Efforts include
transitional housing from permanent to independent living, shortening the period of time that
individuals and families experience homelessness, facilitating access to affordable housing units for
homeless individuals and families, and preventing those who experienced homelessness from
becoming homeless again.
20IPagc
CR -30 - Public Housing 91.220(h); 91.3200)
Actions taken to address the needs of public housing
There are no public housing developments in the City.
Actions taken to encourage public housing residents to become more involved in management and
participate in homeownership
There are no public housing developments in the City.
Actions taken to provide assistanceto troubled PHAs
There are no public housing developments in the City.
21 1Pagc
CR -35 - Other Actions 91.2200)-(k); 91.320(i) -Q)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 0); 91.320 (i)
As indicated in the Consolidated Plan, most of the constraints that affect opportunities for the
provision of affordable housing result from the lack of available land, sufficient financial
resources for the development of affordable units, and the slow growth of income relative to
increasing housing prices. The provision of new housing is restrictive, considering that the City
is substantially built -out.
The City is committed to addressing the negative effects of public policies over which it has
control. To promote integration and prevent low-income concentrations, the City designed its
affordable housing programs to be available Citywide. This priority also serves to make sure that
the City does not have any policies, rules, or regulations that would lead to minority or racial
concentrations.
The City continues to demonstrate a willingness to encourage housing development of all types. The
Comprehensive Zoning Code update that was done in 2013 to incorporate "Density Bonus" complied
with SB 1818, but the code has yet to be amended to accommodate low -and moderate income. The
City is committed to fast-track projects and process permits in a timely manner. The City continues its
current posture of openness and willingness to entertain new ideas and eliminate any regulatory
barriers under its control in the provision of a variety of housing to meet the needs of all income groups.
In addition, the City continues to work cooperatively within existing legislatively mandated
constraints and work to develop and/or encourage public policies that foster further affordable
housing development and assistance.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.3200)
The primary obstacle to meeting all the identified needs, including those identified as priorities is
the lack of funding resources available to the public and private agencies who serve the needs of
low- and moderate -income residents. Housing and community development needs in the
community far exceed the funding resources available. Seniors (especially frail elderly persons)
and at -risk youth in need of supportive services, low-income households seeking decent and
affordable housing, and low-income homeowners residing in deteriorating housing are among the
City's urgent needs.
221Peige
With the California Supreme Court decision on ABIX26 and AB 1X27, Redevelopment Agencies in
California have been dissolved as of February 1, 2012, and unencumbered tax increment funds have
been returned to the State. With the dissolution of the Rosemead Community Development agency,
the City's ability to support housing and community development efforts was greatly compromised.
Given the limited funding level, the City focuses the CDBG and HOME funds on a few projects to
achieve more sustainable impacts on the community. Over 78.5 percent of the housing stock in the
City is at least 40 years old and requires rehabilitation. Therefore, the City has allocated a significant
portion of the CDBG and HOME budgets for housing rehabilitation assistance. These programs are
intended to make noticeable impacts on housing and neighborhood conditions for low- and
moderate -income households.
As previously stated, the key obstacle to addressing the underserved needs is the lack of funding. While
many Rosemead renters aspire to become homeowners, the City does not have adequate funds to
operate a robust Homebuyer Assistance program. Additionally, the HUD approved max purchase price
for the City is still quite low making very few properties eligible to be purchased under the City's
First Time Homebuyer program.
The City is always seeking 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.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.3200)
During FY 21-22, the City continued its program of education and eradication of lead-based paint
through the operation of its Handyworker and Emergency Grant programs. These two programs
target groups most likely to be living in older housing with lead-based paint.
Under the Handyworker and Emergency Grant programs, the City continued to provide each owner
who participated with both oral and written information regarding the dangers of lead-based paint and
abatement options. Owners of properties constructed prior to 1978 were required to meet certain lead-
based paint requirements prior to being assisted. These requirements include the following:
23IPa_e
• Distribution of lead-based paint notification pamphlets to all households occupying assisted
units.
• Inspection of all properties for defective paint surfaces.
• Abatement of all defective paint surfaces that are identified at the time of the inspection.
Through these rehabilitation programs, financial assistance will be provided to eliminate the
problem. Full abatement is undertaken in all rehabilitation projects over $25,000. It is the
responsibility of the City to ensure that properties constructed prior to 1978 met the lead-based paint
requirements and any abatement of defective paint surfaces were completed by contractors certified by
the State of California Department of Health Services. A copy of the contractor's certification is kept
on file.
The Homeowner Assistance Program also will provide participants with oral and written information
regarding the dangers of lead-based paint. The selected units will undergo a Housing Quality Standards
(HQS) inspection that checks for danger of lead-based paint and required any peeling, cracking, flaking
paint and/or chewable surfaces to be properly treated. City staff responsible for conducting the visual
inspection of the units for HQS compliance will complete the Visual Assessment Course and
received the proper course completion certification.
In addition, the City requires clearance for all properties that fail an HQS inspection due to
chipping, peeling, cracking surfaces greater than 2 sq. ft. on the interior and 20 sq. ft. on the exterior
of the unit or in common areas. A risk assessment is required to be completed by a certified risk
assessor whenever the City is notified that a child with an environmental intervention blood lead
level (EIB) plans to live in a unit under the Homeownership Assistance Program.
Actions taken to reduce the number of poverty -level families. 91.220(k); 91.3200)
The COVID-19 pandemic presented an immediate impact economically throughout the City of
Rosemead. However, the City's established goals and policies designed to improve the local economy
and reduce the level of poverty within the community remained. The strategies are outlined in the
following sections.
Housing and Community Development
Angelus/Garvey Senior Housing - rental assistance for seniors
Dial -A -Ride - transportation service for seniors and disabled
Homeownership Assistance Program - purchase of home
Fair Housing Services - landlord/tenant information and assistance
24 1Pa-,c
Family Promise - homeless services for families
Garvey Community Center/Rosemead Community Recreation Center - variety of services
including counseling services, social service programs, recreational programs, and information and
referral services
Los Angeles County Development Authority - rental assistance
Rehabilitation Programs - rehabilitation of home
Senior Nutrition Program - nutritious meals
Vintage California Mission Inn - assisted living facility for seniors and disabled
YMCA of West San Gabriel Valley - variety of services including childcare, after-school enrichment,
youth leadership and development, mentoring and tutoring, youth and adult sports, fitness, camping,
and family support activities
YWCA- Wings - emergency shelter for women and children
Economic Development - The City established a Small Business Assistance Program (SBAP). The
SBAP is designed to address the adverse impacts of the COVID-19 on to the economy, including
jobs and businesses. SBAP grants will support small businesses undergoing financial hardship due
to a loss or reduction in revenue directly related to COVID-19.
The City offer support for activities that promote economic development including the Business
Attraction/Retention Program and Commercial Facade Improvement Program. The City initiated a Job
Creation and Business Incentive Program designed to assist new and existing businesses through the
provision of financial assistance. Financial assistance was offered in a form of a forgivable, no interest
loan that is predicated on the creation of new jobs for low -and moderate -income persons. Maximum
assistance under the program is $50,000. One permanent, full-time equivalent position for low -and
moderate -income persons is required per $25,000 loan or portion there -of above $25,000. Through
these programs, the City attract new businesses as well as retaining the current businesses.
LowlncomeHousingTax CreditCoordination (LIHTC) -Currently, the City uses CDBG funds and
HOME funds for affordable housing development. The City has a HOME -funded development
fund. As part of that, there may be additional opportunities to use the Low -Income Housing Tax
Credit funds. In order to coordinate and assess the need of tax credits for the development of a
housing project, Housing Division staff worked with developers and non-profit agency's pro
forma, served as part of the team developing tax credit financing, and calculated the financing
gap along with the maximum and minimum subsidies. This will ensure that the City's HOME
coordination will meet HOME requirements for the LIHTC program.
25IP1ge
Actions taken to develop institutional structure. 91.220(k); 91.3200)
The implementation of the FY 2021-22 Action Plan was highly dependent upon the support and
cooperation of numerous levels of government and the private sector, including for-profit and non-
profit organizations. To eliminate gaps in institutional structures and to enhance coordination, the
City remains actively involved with outside agencies and regional governmental entities, especially
in the area of economic development. The City is governed by a five -member City Council. The
City Council reviews, holds hearings, approves the funding priorities, and approves the submission
of the Action Plan to HUD. The City Manager's Office is the lead agency in the coordination of
the Action Plan. It coordinated the economic activities, developed and implemented the
programs that rehabilitated and preserved the neighborhoods, developed and rehabilitated
affordable housing, and provided rental assistance to the very low-income and special -needs
segments of the City's population.
While the City Manager's Office had the major responsibility for the Action Plan budgeting, project
formulation, and program implementation, other City departments, government agencies, social
service agencies, and Rosemead residents played an important role. There were several inter-
departmental programs; all were funded through CDBG or HOME and other funding mechanisms that
helped augment and leverage Action Plan resources. Guidelines for expenditure of CDBG and HOME
funds were provided as needed or when changes to programs occurred. The City Manager's Office
provided training in HUD grant regulations as needed throughout the fiscal year to City departments
and subrecipients funded through CDBG and HOME.
There are many organizations that actively collaborate in the areas of housing, homeless services,
and community and economic development, and coordinated closely in both the preparation and
implementation of the Action Plan. The City for its part, promoted and encouraged fair housing,
housing assistance, and single-family home rehabilitation.
One of the biggest challenges the City faced was the lack of and ever -decreasing amount of funds
available in maintaining and furthering housing and community development goals. A related
challenge was the need for better coordination and cooperation between the City and social service
and behavior health providers. For homeless activities, a seamless approach to provision of
transitional and permanent housing services required that such providers be actively involved in each
facet of the Continuum of Care in order to determine funding needs for housing, services for people
experiencing homelessness, low -to -moderate income persons, and low- income neighborhoods.
However, other housing activities need to be integrated within the social service and health provider
community as well.
261Pa c
The key to a strong institutional structure is the ability of social service providers to develop and
share data on the progress and status of beneficiaries through the development of integrated
information systems. There are several data information systems in place that, to various degrees, track
the progress of a variety of beneficiaries from initial intake through provision of services.
Institutions playing a major role in delivery of community development programs often have
different mandates, and consequently different priorities and strategies to achieve them. These
mandates are most often imposed by Congress and reflected through the regulations of federal
funding agencies. In several cases, goals may overlap or conflict.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.3200)
The City carried out the FY 2021-22 Action Plan through various organizations including several
social service agencies funded through CDBG grant funds (Family Promise, Morrison Health Care -
Senior Nutrition Provider, and Southern California Housing Rights Center). In addition, various City
departments worked together to achieve the goals of the Action Plan, including the City Manager's
Office, Building and Safety Unit, Parks and Recreation Department, and the Community
Development Department.
The City also worked with the state, other local governments, private industry construction
contractors, non-profit organizations, and social service providers to provide community, housing, and
social service programs and projects. The City is committed to extend and strengthen partnerships
among all levels of government and the private sector, including for-profit and non-profit
organizations. The means of cooperation and coordination with these various groups continues to
enhance the services provided to our residents.
27IPaIL, e
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions
analysis of impediments to fair housing choice. 91.520(a)
The City's FY 2015-2020 Analysis of Impediments (Al) established seven (7) potential impediments,
as shown below:
• Disproportional use of federally subsidized housing among ethnic minorities
• Fewer housing complaints from the Asian population
• More housing discrimination complaints based on disability
• Discrimination against people with disabilities and families with children
• Low level awareness among Rosemead residents about fair housing law
• Poor living conditions at the Mobile home Parks
• Lending discrimination among non-Asian racial and ethnic groups
The City has always had an ongoing commitment to prevent, reduce, and ultimately eliminate
housing discrimination and other barriers related to equal opportunity in housing choice. In order
to expand housing opportunities for all groups, make a significant impact in affirmatively
furthering the goal of fair housing choice, and eliminating impediments for fair housing choice, the
City continues to contract with a fair housing organization (Southern California Housing Rights
Center). This agency implemented a Fair Housing Program within the City that provided an
extensive and comprehensive community education program to inform the community about fair
housing laws and unlawful discrimination. In addition, the City continues to offer housing
programs without impediments based on race, color, religion, sex, disability, familial status, or
national origin. The City also strives to increase the awareness of the availability and benefits of
City programs regarding housing choice, housing assistance, and landlord/tenant counseling
through public information to the community. This information was distributed to the community
in several ways, including notices placed in the City's newsletter, website, other social media
outlets (i.e. Facebook, Twitter, etc.), and community events. This proved to have a positive impact
on the community by ensuring that the community is aware of the different services provided in
works with the Housing Rights Center on behalf of the City.
28IPa-e
CR -40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of
the plan and used to ensure long-term compliance with requirements of the programs involved,
including minority business outreach and the comprehensive planning requirements
The City understands that all efforts using federal, state, and local resources to carry out its Action
Plan must be conducted in accordance with established laws, regulations, and sound management and
accounting practices. The following procedures have been established for monitoring activities:
• Ongoing, internal reviews of progress reports and expenditures
• Regular internal meetings to coordinate staff efforts regarding performance and compliance
• Periodic reports to appropriate City officials and other stakeholders
• Full review of audit statements and other documentation from subrecipients prior to
disbursement of funds
• On-site visits of all subrecipients to ensure compliance with federal regulations. Technical
assistance is provided where necessary
• Project and financial data on CDBG-funded activities will be maintained using the HUD
software - IDIS (Integrated Disbursement Information System). Use of this system will allow
HUD staff easy access to local data for review and progress evaluation
• Timely submission of the Consolidated Annual Performance and Evaluation Report (CAPER)
Under the supervision of the Assistant City Manager, the Management Analyst oversees the CDBG
and HOME funded programs for the City. This position ensures that all the CDBG and HOME -funded
programs are implemented in compliance with federal regulations and local policy. This would include
ensuring compliance with Davis -Bacon, environmental review, fair housing, minority, and women
owned business enterprises, Section 3, affirmative marketing through on-going monitoring of
programs and services assisted with CDBG and HOME funds.
The Management Analyst coordinates with different internal departments receiving CDBG funds;
however, each program is administered or coordinated by the appropriate staff in each department and
supervised by the Director of that department.
The lead person for the Consolidated Plan preparation and yearly reporting is the Management Analyst
under the supervision of the Assistant City Manager.
29IPa-,c
Citizen Participation Plan 91.10S(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
In accordance with the City's adopted Citizen Participation Plan, a public notice was published in the
Rosemead Reader on August 29, 2022, notifying the public of the availability of the Consolidated
Annual Performance and Evaluation Report for a 15 -day public review and comment period beginning
August 29, 2022, and ending September 12, 2022. A copy of the public notice is included in Appendix
A.
The draft CAPER was available on the City website and at the following locations:
City Hall
8838 E. Valley Blvd.
Rosemead, CA 91770
Rosemead Public Library
8800 Valley Blvd.
Rosemead, CA 91770
City Website
Posted to the City website at: www.citvofrosemead.org.
No written or oral comments were received during the public review/commentperiod. Please see
Appendix B for further information on Public Participation.
30IPave
CR -45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in thejurisdiction'sprogram objectives and
indications of howthejurisdiction would change its programs asa result of its experiences.
Introduction
Each year the US Department of Housing and Urban Development (HUD) provides funding for
housing and community development programs to the City, specifically Community Development
Block Grant (CDBG) and Home Investment Partnerships (HOME) Program funds. To receive these
funds, the City must complete a report every five years called the Consolidated Plan.
The purpose of the Consolidated Plan is to identify Rosemead's housing and community development
needs, priorities, goals, and strategies and to stipulate how funds will be allocated to housing and
community development activities over the period of the Consolidated Plan, which in this case is every
five years.
The City shall amend the approved Consolidated Plan and Annual Action Plans when:
• A substantial change (e.g., 50% or more) in its allocation priorities or a substantial change in
the method of distribution of funds takes place; or
• Carries out an activity, using funds from any program covered by the consolidated plan
(including program income), not previously described in the action plan; or
• Substantially change the purpose, scope, location, or beneficiaries of an activity.
Under the 2020 federal - CARES Act, the City received $972,328 in CDBG-CV funds to be used for
activities that prevent, prepare for, or respond to the impacts of COVID-19. The City Council
allocated these funds to an economic development program to assist small businesses suffering from
hardship due to COVID-19, assist low- and moderate -income persons to prevent, prepare for, and
respond to COVID- 19, including a food distribution assistance program.
The City amended its 2019-2020 Annual Action plan to include CARES Act funds. The CARES Act
became law on March 27, 2020, to respond to the growing effects of the coronavirus health
crisis. The CARES Act made available CDBG-CV funds to entitlement jurisdictions. In
addition, the CARES Act provides some flexibility and waivers with regard to CDBG-CV.
31 1Psgr
On September 28, 2022, the City amended to the 2021-20211 Annual Action Plan to establish two new
CDBG and HOME programs that increase homeownership opportunities by subsidizing home prices
to affordable levels for eligible participants.
The Homeownership Assistance Programs will subsidize market rate homes to allow income eligible
Rosemead residents to purchase homes at an affordable rate. This gives residents access to purchase
homes, as well as increasing the City's affordable housing stock.
CDBG and CDBG-CV funds are making a significant impact on strategies to address the high priority
needs identified in the 2020-2021 Consolidated Plan Strategic Plan. As shown in Table 7 in section
CR- 05 of this document, CDBG funds contributed to all eight Strategic Plan goals.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
2
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
N/A
32 1PLi_re
CR -50 - HOME 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the
program to determine compliance with housing codes and other applicable regulations
Please list those projects that should have been inspected on-site this program year based upon the
schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were
detected during the inspection. For those that were not inspected, please indicate the reason and how
you will remedy the situation.
The City has completed two (2) HOME -funded rental projects.
Garvey Senior Apartments — The Garvey Senior Apartment was completed in 2002 and is owned
by the Rosemead Housing Development Corporation. It consists of 64 one -bedroom and 8 two-
bedroom units. The term of the lease is for 55 -years from the effective date of the Development
Agreement between the Rosemead Community Development Commission, the City of Rosemead
and the Rosemead Housing Development Corporation, or until October 30, 2057. To qualify for this
complex, a person must be 62 years of age or older and must income qualify. The maximum income
is 40% of the area median income adjusted for household size. The income limits are reviewed every
year and are subject to change without prior notice.
Two (2) 3 -Bedroom Single Family Home - During FY 2007-08 and FY 2010-11, the City entered
into agreements with the Rio Hondo Community Development Corporation (RHCDC) to produce
affordable housing using the 15% CHOO set-aside funding as required under the HOME entitlement
grant. As a result, the City approved two (2) separate 0% deferred payment loans funded by the HOME
CHOO Set -Aside Fund to the Rio Hondo Community Development Corporation for the purchase of
two (2), three-bedroom rental properties in Rosemead. Both properties are restricted as rental property
for low- to moderate- income households and are subject to a 55 -year affordability covenant until May
2063, and March 2066, respectively.
As part of the City's ongoing monitoring requirements, both projects conduct annual rental
verifications and habitability inspections.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
In addition to prohibiting discrimination, fair housing and equal opportunity laws require
recipients of federal housing funds to be proactive in encouraging participation in any projects or
programs funded through federal sources. They must affirmatively market housing, employment
and contracting opportunities to minorities, women, and low-income residents and businesses. The
33IPaL,r
City is working with Southern California Housing Rights Center to affirmatively address and use
affirmative marketing means for fairhousing.
The City effectively promoted affirmative marketing through the following actions:
• Use of the fair housing logo or equal opportunity language in marketing materials, posters
on office walls, and referrals to a fair housing agency
• Use of funding agreements to require subrecipients to comply with requirements relating to
equal employment opportunities
• Use of non-English language newspapers (as needed), informing service agencies about
projects, and translators at public meetings
• Use of informational materials and distribution of literature to spread awareness of fair
housing laws
Furthermore, the City maintained the following marketing requirements and procedures:
• Methods of informing the public, owners, and potential tenants about federal fair housing
laws and the City's affirmative marketing policy
• Procedures to be used to inform and solicit applications from the persons in the housing market
area that are not likely to apply for housing without special outreach
• Records that will be kept describing actions taken by the City and subrecipients in affirmatively
marketing programs and projects
• Conducting workshops for landlords and housing industry professionals to inform them on
Housing Rights Center services, federal and state fair housing laws, protected characteristics,
and unlawful discrimination
For employment and other economic development opportunities generated by certain HUD financial
assistance, the City shall, to the greatest extent feasible, and in conformance with existing federal,
state, and local law and regulations, be directed to low and very -low income persons, particularly
those who are recipients of government assistance for housing, and to building contractors which
provide economic opportunity to low and very -low income persons as required under Section 3.
In addition, the City maintained the following employment and contracting requirements:
• Adoption of a formal policy concerning nondiscrimination in employment and a
designated department to oversee compliance
• Procedures in notifying minority and female recruitment sources for Request for Proposals on
City project
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• Placement of minority and women -owned businesses {MBE/WBEs) on solicitation lists
• Use the services and assistance of the Small Business Administration and Minority Business
Development Agency, to encourage MBE/WBD participation in City projects.
For all federally funded contracts, the City has set forms that are included in all bid packages.
These forms consist of a listing of federal equal employment opportunity/affirmative action
requirements, requirements for contracting with small and minority-owned firms, women's
business enterprise and labor surplus area information, certification regarding performance of
previous contracts or subcontracts subject to the equal opportunity clause and the filing of required
reports.
Refer to IDIS reports to describe the amount and use of program income for projects, including
the number of projects and owner and tenant characteristics
During the FY 2021-22, the City received $5,000 in HOME program income.
Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES
ONLY: Including the coordination of LIHTC with the development of affordable housing).
91.3200)
The City attempts to foster and maintain affordable rental and owner -occupied housing through the
different programs funded with CDBG and HOME funds. Successful implementation of these efforts
relies on the collaborative effort of many community partners including public agencies, government,
housing developers, non-profit agencies, and groups. The City used its own City newsletter
Community Guide, website, social media outlets (i.e. Facebook, twitter, etc.), and community events
to promote these services as well as to promote its housing and community service programs.
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Appendix B — Public Comments
To be inserted
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Appendix C — IDIS Reports
To be inserted
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