21 2. DAILY JANITORIAL SERVICES:
General Facilities:
• Dust all desks, tables, chairs, filing cabinet tops, cabinets, telephones, bookcases and other office equipment using specially treated dust clothes or feather duster.
• Feather dust around computers, printers and computer equipment. • Empty and reline all interior wastebaskets and trashcans. Place trash in trash dumpsters. Wipe inside and outside of trashcans and spray with disinfectant. • Empty and reline exterior trashcans in the Police Department parking lot, north entrance, compound area, around City Hall and all of parking structure levels. • Remove fingerprints, smudges and spills from glass windows, doors and partitions, elevators, and mirrored walls.
• Remove smudges from doors, doorframes, handles, knobs, bars, woodwork and wall switches.
• Clean, polish and sanitize drinking fountains (inside and attached to facilities). • Remove finger marks, ink marks and smudges from tabletops, walls and counters.
• Clean hard surface areas, partitions, doors, stairways, elevators and walls, etc. • Clean windowsills and ledges.
• Clean baseboards and mold strips.
• Remove cobwebs.
• Restock paper towel, toilet paper, seat covers and hand soap dispensers. • Return all chairs to proper locations.
• Clean door thresholds/plates and door frames.
• Remove trash, debris and spillages in areas around and under bleachers.
Wipe down padded surfaces/mats.
• Mop mats with disinfectants.
• Clean showcases and directories (attached to facilities and parking structure). • Clean the interior and exterior on elevator cabs.
• Clean and polish stainless steel surfaces and fixtures. • Notify City of any graffiti that cannot be removed with normal cleaning solutions.
Kitchens:
• Thoroughly germ-clean kitchen with approved disinfectants. • Clean exterior surfaces of all appliances (i.e. microwaves, stoves, refrigerators, etc.)
• Clean sinks, counters, cabinets and fixtures. (No cleaning of dishes, silverware, or coffeepots will be required.)
• Spot clean doors and walls.
• Clean floor drains/under appliances and stainless-steel tables. • Notify City of any leaks or plugged drains.
Restrooms/Showers/Locker Rooms and Jail:
• Clean restroom floors with germicidal detergent solution. • Clean locker rooms and shower walls and floors with fungicide.
22 • Clean basins, countertops, fixtures, toilet bowls and urinals with germicidal detergent solution.
• Clean, disinfect and refill restroom dispensers (paper goods, soap). Restock toilet tissue, hand soap, seat covers, paper towels, sanitary supplies and deodorizers. Toilet tissue to be replaced when more than 1/3 of the roll is gone. • Wash and polish mirrors, powder shelves, bright work, etc., including flush -o- meter, piping and toilet seat hinges, light fixtures, disposal bins and tops of stall partitions.
• Wash both sides of toilet seats with germicidal solution. • Spot clean restroom doors, walls and partitions.
• Notify City of any leaks or plugged drains.
• Clean partitions, etc.
• Remove grout stains (if this is not maintained a quarterly detail is required) • The cleaning services in the jail will be in the direction of the jailer who will be in charge of providing access to all rooms within the jail area. All fixtures, walls, floors, etc., are to be thoroughly cleaned in accordance with the specifications found herein.
Floors:
• Sweep and/or dust mop all hard surfaces using dust control sweeping mops. • Clean and vacuum floor mats. All non -skid mats shall be rinsed and disinfected.
• Wet mop hard surfa ces and composite floors with Operations Supervisor approved cleaner.
• Vacuum carpets and rugs COMPLETELY. Remove any staples, paper clips, confetti, etc., from carpets.
• Clean locker rooms floor with a fungicide.
• Sweep with chemically treated dust mop including gym. • Vacuum carpets in all areas and spot clean carpet stains with rug spotter. • Remove any spillage on floors.
• Remove shoe marks.
• Pour clean water in all floors drains to flush traps.
3. WEEKLY JANITORIAL SERVICES:
• Clean and dust vending machines.
• Power wash (deep cleaning) locker rooms flooring and tile areas. • Polish counter surfaces to maintain clean surface area.
4. BI-MONTHLY JANITORIAL SERVICES (Twice Per Month):
• Polish all metal doorframes and door kick plates.
• Vacuum all upholstered furniture, such as desk chairs and guest chairs, etc.
• Dust all blinds and window coverings.
• Wash down staircases indoors and outdoors.
• Steam clean exterior concrete restroom floors.
23 • Clean and dry interior windows and glass doors.
• Perform high dusting, such as tops of doorframes, partitions, air vents, overhead shelves, bookcases, cabinets, light covers, fire extinguisher casing, special molding, etc.
• Clean all basketball backboards.
• Clean inside/outside of florescent light covers.
5. MONTHLY JANITORIAL SERVICES:
• Power wash clean elevator platforms (20’ out from elevator door). • Clean roof top skylights.
• Vacuum and wipe down all ceiling vents. Remove and wash as needed. • High dusting main lobbies (everything above 10 feet). • Clean all basketball backboards.
• Machines scrub all interior restroom floors.
• Clean and dry exterior windows and glass doors, including hard water deposits.
• Clean and machine polish hard surface floors.
• Power wash playground structures and indicated on schedule.
6. QUARTERLY JANITORIAL SCHEDULE:
• Strip, wax and machine polish tiles and all hard surface floors. • All carpeted areas shall be thoroughly cleaned stain free. • Clean janitor’s room.
• Clean Upholstery with approved cleaner.
• Wash down all pedestrian overhead bridges and parking structure fins with approved cleaner.
7. BUILDING SECURITY:
• All exterior doors are to remain locked while cleaning crew is in the building. NO EXCEPTIONS.
• Secure all exterior and interior doors and windows. Turn off all but security night lighting.
• Reset alarms when leaving the buildings.
24 AGREEMENT
THIS AGREEMENT made and entered into this day of 2025, by and between the CITY OF BALDWIN PARK, a municipal corporation (hereinafter “CITY”) and (hereinafter” CONTRACTOR”):
W I T N E S S E T H:
The parties hereto do agree as follows:
(1) RECITALS: This Agreement is made and entered into with respect to the following facts:
(a) That CITY has heretofore solicited sealed public bids for janitorial services as specified herein and in accordance with the plans and specifications in said City; and
(b) That CONTRACTOR has submitted bid to accomplish said work; and (c) That the City Council of CITY has heretofore determined, in accordance with all applicable laws, that CONTRACTOR’S said bid constitutes the lowest responsible bid and has heretofore awarded said bid to said CONTRACTOR; and
(d) That CONTRACTOR is fully qualified to perform the work as hereinafter described.
(2) CONTRACTOR DOCUMENTS: The following documents, incorporated herein by this reference shall constitute the contract documents referred to in this Agreement.
Any conflict between this Contract, the Notice Inviting Sealed Bids and Contractor’s Bid, the provisions of the Notice Inviting Sealed Bids and this Contract shall govern.
(a) Notice Inviting Sealed Bids dated including all Parts, Sections and Performance Standards and Schedule
(b) Contractor’s Bid Dated
(c) Specifications, including General, Special and Technical (d) Workers Compensation Certificate
(e) Liability Insurance Certificates
(3) NATURE OF WORK: CONTRACTOR agrees to furnish all materials, tools, equipment, apparatus, transportation, labor and service necessary to perform and complete in a good and workmanlike manner the services in the manner designated in the Agreement and the contract documents.
(4) TERM OF AGREEMENT: This Agreement shall commence within ten days of the Notice to Proceed and shall be valid for a period 12-months upon final approvals with an option of four (4) additional one-year terms. The Agreement may be terminated at anytime by a majority vote of the City Council. The Agreement shall not be assignable or transferable by either party without the express written consent
25 of the other party. The City reserves the right to negotiate an extension to the initial contract for an additional period of one (1) year prior to expiration of the contract.
(5) WARRANTY: Warranty for labor and material will be for a period of not less than one (1) year.
(6) INDEMNIFICATION: The CONTRACTOR shall hold harmless the CITY and the City’s agents and employees against all claims, demands, actions and suits brought against any of them arising from the CONTRACTOR’S work under this Agreement, as set forth in Part 1, Section 17 of Notice Inviting Sealed Bid.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed on the day, and year first above written.
CITY OF BALDWIN PARK
Alejandra Avila, Mayor
ATTEST:
Christopher Saenz, City Clerk
APPROVED AS TO FORM:
Christian L. Bettenhausen, City Attorney
CONTRACTOR:
Signature
Name
Title
26 CERTIFICATION OF PROPOSAL
NOW, THEREFORE, if said Principal is awarded a contract by said City and within the time and in the manner required under the heading “Instruction to Bidders”, bound with said Specifications, then this obligation shall be null and void; otherwise, it shall remain in full force and effect.
SIGNED AND SEALED, this day of 2025.
PRINCIPAL (Seal)
BY:
SIGNATURE
Seal and Notarial
Acknowledgment
Surety
27 NON-COLLUSION AFFIDAVIT
The undersigned in submitting a bid for performing the following work by contract, being duly sworn, deposes and says:
That he has not, either directly or indirectly, entered into any agreement, participated in any collusion, or otherwise taken any action in restraint of free competitive bidding in connection with such contract.
Collusion
Signature of Bidder
Title
Date
Business Address
Place of Residence
Subscribed and sworn to before me this day of
,2025.
Notary Public in and for the
County of Los Angeles, State of CA
My Commission expires , 20 .
28 LIST OF REFERENCES
Provided at least five (5) references representing a good sample of the vendor’s customers (i.e., new customers if less than 5 years, customers of 5 years or more and customers of 10 years or more). If any customers are municipalities or governmental agencies, please list them.
NAME OF
COMPANY
HOW
LONG
(YEARS)
TELEPHONE
NUMBER
OF
COMPANY
NAME OF
CONTACT
PERSON
29 BID PROPOSAL SCHEDULE
Bidder Name:
The above-named Bidder, having examined the proposed Contract Documents and having visited the sites and examined the conditions affecting the work, hereby proposes and agrees to furnish all labor, materials, supplies and equipment, and to perform operatio ns necessary to complete the work as required by proposed Contract Documents.
Signature Print Name
Title Company
ITEM
NO. LOCATION APPROX.
SQ. FT.
MONTHLY
PRICE
COST PER
YEAR
1 City Hall 85,000 $ $
2 Parking Structure 176,200 $ $
3 Arts & Recreation Center 15,000 $ $
4 Esther Snyder Community Center 32,000 $ $
Aquatic Center 6,500 $ $
Northeastern Multi-purpose Facility 7,600 $ $
Northeastern Classrooms (3) & Toddler Restrooms 2,250 $ $ Morgan Park Restrooms (Outside) 865 $ $
5 Julia McNeill Senior Center 11,646 $ $
6 Teri G. Muse Family Service Center 5,150 $ $
7 Teen Center & Skate Park 9,200 $ $
8 Hilda L. Solis Restrooms 600 $ $
9 Barnes Park Family Recreation Center 3,500 $ $
10 Walnut Creek Nature Park (WCNP) Restrooms 750 $ $
11 Hamilton City Yard 10,000 $ $
12 Playground Services (Hilda L. Solis, Morgan Park & Barnes Park) 3 Parks $ $
13 Outdoor Restroom Day Porter Services (12PM-2PM)
(Morgan Park, Barnes, Park Hilda L. Solis, WCNP, City Hall) $ $ 14 Outdoor Restroom Day Porter Services (5PM-6PM)
(May 1st -Sept. 30th ) (Morgan Park, Barnes Park, Hilda L.
Solis, WCNP, City Hall)
$ $
TOTAL COST
$
$
THE ANNUAL SUM (spell out amount):
15 Day Porter Hourly Rate for Special Events
(only on an as needed basis for special events) Per staff $ THE SUM (spell out amount):
ITEM NO: 8.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Okina Dor, Director of Community Development
PREPARED BY: Michelle Bravo, Housing Programs Coordinator DATE: September 17, 2025
SUBJECT: Public Hearing Regarding Fiscal Year 2024-25 Consolidated Annual Performance & Evaluation Report (CAPER)
SUMMARY:
The U.S. Department of Housing and Urban Development (HUD) requires the City to conduct a Public Hearing to approve the FY 2024-25 Consolidated Annual Performance & Evaluation Report (CAPER) in accordance with federal regulation 24 CFR 570.486(a)(5).
RECOMMENDED ACTION:
It is recommended that the City Council:
1. Conduct a Public Hearing to hear comments and approve the Final 2024-25 Consolidated Annual Performance & Evaluation Report (CAPER) for federal CDBG and HOME funds; and
2. Authorize the City Manager to transmit this report to the United States Department of Housing and Urban Development (HUD) by the deadline of September 26, 2025.
FISCAL IMPACT:
There is no fiscal impact to approve the CAPER.
BACKGROUND:
Annually, the City is required to submit to HUD its CAPER, which reports on program performance and accomplishments for the use of CDBG and HOME entitlement funds. The City is required to conduct a public hearing to adopt the CAPER.
The purpose of the CAPER is threefold:
1. It provides HUD with necessary information for it to meet its statutory requirement to assess each grantee's ability to carry out relevant City programs in compliance with all applicable rules and regulations.
2. It provides information necessary for HUD's Annual Report to Congress, also statutorily mandated; and
3. It provides the City an opportunity to describe its successes in revitalizing deteriorated neighborhoods and meeting objectives stipulated in their Consolidated Plan.
To those ends, the attached CAPER has been prepared in accordance with Federal guidelines. The CAPER highlights the City's achievements during the implementation year of the HUD-funded Community Development Block Grant (CDBG) and HOME Investment Partnerships Act (HOME) Programs covering July 1, 2024 through June 30, 2025. Additionally, the CAPER reports the progress the City made in carrying out its strategic plan as part of the Five-Year Consolidated Plan and its Annual Action Plan.
Every five years, the City prepares a Consolidated Plan describing the proposed use of CDBG, HOME, and other
applicable federal program funds. The Council-adopted Consolidated Plan covering 2020-2024 identifies the City's overall vision and strategy for addressing housing and non-housing community development needs in Baldwin Park. As a means to achieve the strategic goals outlined by the Consolidated Plan, the City prepares an Annual Action Plan that describes projects, programs, and activities that will address the priority needs of low- and moderate-income households through community development, economic development, housing, and public services during the specified year. This CAPER discusses accomplishments to date towards the Consolidated Plan’s 5-Year goals, as well as towards the 2024-25 annual goals described in the Annual Action Plan.
It is recommended that after conducting the public hearing, the Mayor and City Council accept the Consolidated Annual Performance & Evaluation Report, inclusive of public comments, and authorize the City Manager to execute all required documents for transmittal to the U.S. Department of Housing and Urban Development (HUD) by September 30, 2025.
DISCUSSION:
None
ALTERNATIVES:
None proposed. This item simply reports CDBG and HOME accomplishments to the Baldwin Park Mayor and City Council.
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. BP 2024-25 CAPER (Public Review Draft)
CITY OF BALDWIN PARK
Consolidated Annual Performance and Evaluation Report
For Fiscal Year 2024-25
Draft for Public Comment
September 2 – September 17, 2025
Community Development Department
Housing Department
14403 E. Pacific Avenue
Baldwin Park, CA 91706
CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
Introduction .......................................................................................................................... 2 CR-05 - Goals and Outcomes .................................................................................................. 4 CR-10 - Racial and Ethnic Composition of Families Assisted .................................................. 10 CR-15 - Resources and Investments 91.520(a) ...................................................................... 11 CR-20 - Affordable Housing 91.520(b) .................................................................................. 16 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ................... 19 CR-30 - Public Housing 91.220(h); 91.320(j) .......................................................................... 23 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ................................................................... 25 CR-40 - Monitoring 91.220 and 91.230 ................................................................................. 31 CR-45 - CDBG 91.520(c) ........................................................................................................ 33 CR-50 - HOME 91.520(d) ...................................................................................................... 34 CR-58 – Section 3 ................................................................................................................. 37
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Introduction
The City of Baldwin Park’s (City) FY 2024-25 Consolidated Annual Performance Evaluation Report (CAPER) is the fifth and final year-end performance evaluation under the 2020-2024 Consolidated Plan. The CAPER discusses affordable housing outcomes, homelessness and special needs activities, non-housing community development activities, and other actions in furtherance of the City’s Annual Action Plan Programs and Projects for Fiscal Year (FY) 2024-25 (July 1, 2024, to June 30, 2025). This document will be formatted using HUD’s CAPER template, which will be submitted online by way of the Integrated Disbursement and Information System (IDIS).
The City receives Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds each year from the federal government to support housing and community development activities that principally benefit low and moderate -income households. To receive these federal funds, the City must adopt a five -year strategic plan that identifies local needs, and how these needs will be prioritized and addressed using these federal funds. In May of 2020, the Baldwin Park City Council adopted a five-year (FY 2020/21 – 2024/25) Consolidated Plan. Baldwin Park’s Consolidated Plan builds upon other related planning documents, including the City's 2015-2019 Consolidated Plan and the City’s 2014-2021 Housing Element.
The City’s Consolidated Plan strategy includes general priorities to meet the needs of the community and the City’s rationale for investment of federal funds. To address the needs, the City identified the following priorities as having the greatest need in the community:
1. Expand the supply of affordable housing.
2. Preserve the supply of affordable housing.
3. Ensure equal access to housing opportunities.
4. Provide neighborhood services, community facilities and infrastructure improvements.
5. Provide public services for low-income residents.
6. Provide public services for residents with special needs.
7. Prevent and eliminate homelessness.
8. Preserve special needs non-homeless facilities and infrastructure.
Summary
For fiscal year 2024-25, the City of Baldwin Park had a total of $2,246,054 in CDBG funds available to carryout CDBG-funded activities (prior year and new) . This total amount was comprised of $839,412 in Fiscal 2024-25 CDBG entitlement funds, and $1,406,642 in prior year unspent CDBG
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
funds carried forward (allocated and unallocated). CDBG funds were used for public services CDBG administration.
The City of Baldwin Park also had $2,287,151 in HOME Program funds comprised of a FY 2024-25 allocation of $ 237,195, and a carryover balance of $ 2,049,956. The City used HOME funds for administration of the HOME program.
Finally, in 2021, HUD allocated $1, 128,360 in another special allocation of HUD funding to the City of Baldwin Park. The HOME-American Rescue Plan Program (HOME -ARP) provides funding to reduce homelessness and increase housing stability. Thus far, the City of Baldwin Park has received HUD approval on the HOME-ARP Allocation Plan that proposes to allocate $250,000 to supportive services, $709,106 to tenant based rental assistance, and $169,254 to administration.
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the progr am year.
Table 1 below illustrates the City’s FY 2024-25 Annual Action Plan outcomes (based on defined units of measure) as it compares to the five-year Consolidated Plan aggregate (2021-21 through 2024-25).
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, tar gets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category
Source /
Amount Indicator
Unit of
Measure
5-Year Strategic Plan Goals FY 2024-25 Annual Plan Goals Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Affordable
Housing
Development
Affordable
Housing
HOME:
$0
Rental
units
constructed
Household
Housing
Unit
11 Housing Units
(Construction of
New Affordable
Housing Units:
11 housing
units)
0 Housing Units
(Cesar Chavez
Foundation
Affordable
Housing Project:
Under
Construction;
Retirement
Housing
Foundation
Senior Housing
Project: Under
Construction)
0.00% 0
Housing Units
(No Housing
Projects Proposed
in FY 2024-25)
0 Housing Units
(No Housing
Projects Proposed
in FY 2024-25)
0.00%
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category
Source /
Amount Indicator
Unit of
Measure
5-Year Strategic Plan Goals FY 2024-25 Annual Plan Goals Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Community
Facility,
Infrastructure
and Section
108 Debt
Service
Non-Housing
Community
Development
CDBG:
$0
Other Other 1 Other
(FY 2020-21
Section 108
Loan
Repayment)
2 Other
(FY 2020-21 and
FY 2021-22
Section 108 Loan
Repayment)
0 Other
(No Section 108
Loan Repayment in
FY 2024-25)
0 Other
(No Section 108
Loan Repayment
in FY 2024-25)
0.00%
Fair Housing
Services
Affordable
Housing
CDBG:
$7,500
Other Other Not Applicable
(Housing Rights
Center is an
Administrative
Program)
Not Applicable
(Housing Rights
Center is an
Administrative
Program)
Not Applicable
(Housing Rights
Center is an
Administrative
Program)
Not Applicable
(Housing Rights
Center is an
Administrative
Program)
Homelessness
Prevention
Homeless CDBG:
$9,353
Homelessness
Prevention
Persons
Assisted
1,000
Persons
(East San
Gabriel Valley
Coalition for the
Homeless:
1,000 persons)
1,453
Persons
(East San Gabriel
Valley Coalition
for the
Homeless: 1,453
persons)
145.30% 300
Persons
(East San Gabriel
Valley Coalition for
the Homeless: 300
persons)
228
Persons
(East San Gabriel
Valley Coalition for
the Homeless: 228
persons)
76.00%
Housing
Preservation
Affordable
Housing
CDBG:
$0
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
20 Housing Units
(Housing
Rehabilitation
Program: 20
housing units)
0 Housing Units
(Housing
Rehabilitation
Grant Program:
0 housing units;
Housing
Rehabilitation
Loan Program: 0
housing units)
0.00% 0
Housing Units
(No Homeowner
Rehab Programs
funded in FY 2024-
25)
0 Housing Units
(No Homeowner
Rehab Programs
funded in FY 2024-
25)
0.00%
Neighborhood
Services
Non-Housing
Community
Development
CDBG:
$150,000
Housing Code
Enforcement/
Foreclosed
Property Care
Household
Housing
Unit
10,000
Housing Units
(Code
Enforcement:
10,000 housing
units)
4,204
Housing Units
(Code
Enforcement:
4204 housing
units)
42.04% 800
Housing Units
(Code
Enforcement: 800
housing units)
533
Housing Units
(Code
Enforcement: 533
housing units)
66.6%
CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category
Source /
Amount Indicator
Unit of
Measure
5-Year Strategic Plan Goals FY 2024-25 Annual Plan Goals Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Public
Services for
Low- and
Moderate-
Income
Residents
Non-Housing
Community
Development
CDBG:
$69,517
Public service
activities other
than
Low/Moderat
e Income
Housing
Benefit
Persons
Assisted
20,415
Persons
(Church of the
Redeemer Food
Bank: 6,000
persons; Family
Service Center:
12,500 persons;
BPPD Pride
Platoon: 200
persons;
Recreation
Sports
Program: 140
persons; St.
John’s Church
Social Services:
50 persons;
Youth
Employment:
25 persons;
Graffiti
Removal: 1500
persons)
269,896
Persons
(Church of the
Redeemer Food
Bank: 19,381
persons; Family
Service Center:
4,590 persons;
BPPD Pride
Platoon: 97
persons;
Recreation
Sports Program:
activity
canceled; St.
John’s Church
Social Services: 9
persons; Youth
Employment: 29
persons; Graffiti
Removal:
245,790
persons)
1,322.05% 4,085
Persons
(Church of the
Redeemer Food
Bank: 4,000
persons; BPPD
Pride Platoon: 40
persons; Youth
Employment: 20
persons; Graffiti
Removal: 25
persons)
82,247 Persons
(Church of the
Redeemer Food
Bank: 67 persons;
BPPD Pride
Platoon:31
persons; Youth
Employment: 4
persons; Graffiti
Removal: 82,145
persons)
201.34%
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category
Source /
Amount Indicator
Unit of
Measure
5-Year Strategic Plan Goals FY 2024-25 Annual Plan Goals Expected Actual
Percent
Complete Expected Actual
Percent
Complete
Special Needs
Non-
Homeless
Public
Facilities
Non-
Homeless
Special
Needs
CDBG:
$1,460,000
Public Facility
or
Infrastructure
Activities
other than
Low/Moderat
e Income
Housing
Benefit
Persons
Assisted
10,000
Persons
(Various Public
Facility Projects
for Special
Needs
Populations:
10,000 persons)
0 Persons
(Citywide
Sidewalks and
Curb & Gutter
Concrete Project:
underway;
Residential &
Major Street
Rehab at Various
Locations
Project:
underway;
Morgan Park
Playground
Improvements:
underway)
0.00% 103,390
Persons
(Citywide
Sidewalks and Curb
& Gutter Concrete
Project: 41,405
persons;
Residential &
Major Street Rehab
at Various
Locations Project:
9,275 persons;
Morgan Park
Playground
Improvements:
52,710 persons)
0 Persons
(Citywide
Sidewalks and
Curb & Gutter
Concrete Project:
underway;
Residential &
Major Street
Rehab at Various
Locations Project:
underway;
Morgan Park
Playground
Improvements:
underway)
0%
Special Needs
Services
Non-
Homeless
Special
Needs
CDBG:
$47,039
Public service
activities other
than
Low/Moderat
e Income
Housing
Benefit
Persons
Assisted
2,375
Persons
(Domestic
Violence
Advocate:
1,250 persons;
YWCA of San
Gabriel Valley:
1,125 persons)
848
Persons
(Domestic
Violence
Advocate: 676
persons; Senior
Center Program:
172 persons)
35.71% 400
Persons
(Domestic Violence
Advocate: 250
persons; Senior
Center Program:
150 persons)
286
Persons
(Domestic Violence
Advocate: 114
persons; Senior
Center Program:
172 persons)
71.50%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 City allocated the largest share of its CDBG funding to non-housing community development activities, including three public facility and infrastructure projects, code enforcement, and public services. This allocation was preceded by funding for program administration, supported by both CDBG and HOME funds. The Consolidated Plan's five-year priorities for CDBG and HOME funding are informed by several key factors: 1) identifying the households most in need of housing and community development assistance, based on the Consolidated Plan's needs assessment, consultations, and public participation; 2) determining which activities will best address the needs of these households; and 3) leveraging non-federal resources to match and enhance CDBG and HOME funds.
During the fiscal year, the City provided support to the CDBG-funded Code Enforcement Program.
The program operated under a targeted code enforcement strategy, the Community Enhancement Comprehensive Plan, which was developed in accordance with HUD requirements.
The City had a goal to inspect 800 housing units under State and local health, safety, and building codes and by the end of the year and was only able to accomplish 42.2% of that goal (533 housing units).
Under the affordable housing category, the City experienced significant staff turnover, which affected the timely implementation of its Annual Action Plan. While development activities resumed for two previously funded affordable housing projects —Retirement Housing Foundation’s “Central Metro Place” and the Cesar Chavez Foundation Affordable Housing Project—other initiatives, including the residential rehabilitation loan and grant programs and Habitat for Humanity’s CHDO homeownership efforts, remained temporarily on hold. During the fiscal year the City was actively recruiting for the vacant Housing Manager position, a critical role in restoring program momentum and ensuring the successful delivery of affordable housing initiatives. The position was filled near the 3rd Quarter of the fiscal year 2024-2025.
Despite staffing and programmatic challenges, most public service activities continued to operate effectively during FY 2024-25. The Family Service Center Program was discontinued, and its funds were reallocated to the Senior Center Program, which exceeded its goal of serving 150 persons by reaching 172. In contrast, the Church of the Redeemer Food Bank Program faced difficulties and served only 67 participants, falling short of its target of 4,000.
Other funded programs included the Baldwin Park Police Department’s Pride Platoon and the Youth Employment Program. The Pride Platoon enrolled 31 at -risk youth, incorporating
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treatment, prevention, and disciplinary components to address negative behaviors. The Youth Employment Program, which provides work experience at Baldwin Park City Hall and serves as a feeder for part-time positions, engaged four participants during the year.
Public service activities targeting special needs populations included the Domestic Violence Advocacy Program and the East San Gabriel Valley Coalition for the Homeless. The Domestic Violence Advocacy Program assisted 114 victims, compared to a goal of 250. The Coalition for the Homeless fell slightly short of its expectations of assisting 300 persons with 228 individuals helped.
Finally, the Graffiti Abatement Program removed 8,887 square feet of graffiti, directly improving the living environment for 82,145 residents citywide.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
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)
CDBG HOME
White 290 0
Black or African American 26 0
Asian 103 0
American Indian or American Native 7 0
Native Hawaiian or Other Pacific Islander 1 0
Other Multi-Racial 737 0
Total 1,164 0
Hispanic 934 0
Not Hispanic 230 0
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
For the program year 2024-25, the City directed the majority of CDBG allocations towards community development activities, with a notable emphasis on public services and three public facility and infrastructure projects. The racial and ethnic composition of the beneficiaries, based on the data available for the projects and programs completed during FY 2024-25, is as follows:
Of the 1,164 individuals benefiting from federal CDBG funding, 25 percent were White, over 63 percent identified as Other Multi -Racial, just over 2 percent were Black, and under 9 percent were Asian. Additionally, 80 percent of the participants were of Hispanic ethnicity.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source
Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $2,285,466.09 $385,478.99
HOME public - federal $3,641,212.98 $519,099.42
CDBG-CV public - federal $0 $0
HOME-ARP public – federal $0 $0
Table 3 - Resources Made Available
Narrative
During FY 2024-25, the City had $5,926,679.07 in federal CDBG and HOME funding to address the goals and objectives of the FY 2024-25 Action Plan. Specifically, the CDBG entitlement amount for FY 2024-25 was $839,412 and prior year unspent funds were $1,446,054.09 resulting in a total of $2,285,466.09 for CDBG. HOME funding for FY 2024-25 was $237,195 in entitlement funds, 2,590,200.70 in unspent prior year funds, and $813,816.94 in program income.
Expenditures during the 2024-25 program year totaled $ 904,578.41 from federal resources which addressed the needs of extremely low, low, and moderate -income persons. CDBG expenditures of $385,478.99 included expenditures related to code enforcement, public services, and CDBG program administration . A total of $ 519,099 in HOME expenditures were related to HOME program administration ($20,099) and $499,000 on the Cesar Chavez Affordable Housing Project.
Identify the geographic distribution and location of investments Target Area
Planned Percentage
of Allocation
Actual Percentage
of Allocation
Narrative
Description
Citywide 64% 85.5% Citywide
Low- and Moderate-Income
Areas 33%
Community Enhancement
Target Area 3% 14.5%
Table 4 – Identify the geographic distribution and location of investments
Narrative
Of the total $ 904,578.41 in disbursements made during the program year, 11.85 percent were directed towards the Community Enhancement Area. This portion of the funds was used to
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OMB Control No: 2506-0117 (exp. 09/30/2021)
support the Code Enforcement and Graffiti Removal Programs, which are crucial for maintaining and improving the quality of life within specific neighborhoods.
The remaining 85.5 percent of expenditures were allocated to citywide activities that serve broader community needs. This included funding for various public services, such as emergency assistance and social programs, as well as administrative costs associated with managing the CDBG program. By concentrating on these areas, the City aimed to maximize the impact of its CDBG resources across the entire community.
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 use d to address the needs identified in the plan.
HUD requires HOME Participating Jurisdictions (PJs) to provide a match of 25 percent of their annual HOME allocation. According to 24 CFR 92.222, PJs that meet specific distress criteria, such as fiscal distress, severe fiscal distress, or Presidential dis aster declarations, are eligible for a match reduction.
For the 2024-25 federal fiscal year (October 1, 2023 – September 30, 2024), the City of Baldwin Park received a 50 percent reduction in its HOME match requirement from HUD, resulting in a required match of 12.5 percent. During this period, the City complet ed $428,229.30 in HOME draws, of which $397,481.30 were subject to the match requirement. Based on the 12.5 percent match rate, the City incurred a liability of $49,685.16, which was satisfied using excess match carried over from prior years. After applyin g this amount, the City’s excess match balance decreased from $3,885,831 to $3,836,145.84, which remains available for use in future years.
No publicly owned land was utilized for activities in the 2024-25 program year.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year $3,885,831.00
2. Match contributed during current Federal fiscal year $49,685.16 3 .Total match available for current Federal fiscal year (Line 1 plus Line 2) $3,836,145.84
4. Match liability for current Federal fiscal year $0
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $3,836,145.84 Table 5 – Fiscal Year Summary - HOME Match Report
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project
No. or
Other ID
Date of
Contribution
Cash
(non-
Federal
sources)
Foregone
Taxes,
Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastruct
ure
Site
Preparation,
Construction
Materials,
Donated
labor
Bond
Financing
Total
Match
0 0 0 0 0 0 0 0 0
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
beginning of
reporting period
$
Amount received
during reporting
period
$
Total amount
expended during
reporting period
$
Amount
expended for
TBRA
$
Balance on hand at
end of reporting
period
$
$1,256,574.30 $ $101,518.70 $0 $1,155,055.60
Table 7 – Program Income
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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-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Contracts
Number 0
Dollar
Amount
0 Sub-Contracts
Number 0
Dollar
Amount
0 Total
Women
Business
Enterprises Male
Contracts
Number 0
Dollar
Amount
0 Sub-Contracts
Number 0
Dollar
Amount
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-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Number 0
Dollar
Amount
0 Table 9 – Minority Owners of Rental Property
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OMB Control No: 2506-0117 (exp. 09/30/2021)
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
Businesses Displaced 0
Nonprofit Organizations
Displaced
0 Households Temporarily
Relocated, not Displaced
0 Households
Displaced Total
Minority Property Enterprises
White Non-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic Hispanic
Number 0
Cost 0
Table 10 – Relocation and Real Property Acquisition
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OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
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 11 – Number of Households
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 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
In FY 2024-25, the City of Baldwin Park did not propose any new affordable housing projects nor did it complete the development of projects from prior years. However, the City is actively advancing two significant projects.
The Cesar Chavez Foundation is collaborating with Baldwin Park on an affordable housing development located at 4109 and 4113 Downing Avenue, and 14617, 14625, and 14637 Ramona Boulevard. This approximately 1-acre site is set to include a total of 57 units, comprising 25 one- bedroom units, 15 two -bedroom units, and 17 three -bedroom units. The project has been approved for $500,000 in Baldwin Park HOME funding and will utilize 4% Low -Income Housing Tax Credits (LIHTC). Construction is currently underway with project completion expected in FY
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2025-26. Three of the projects’ units will be HOME-restricted.
Additionally, the City has partnered with the Retirement Housing Foundation (RHF) on the "Central Metro Place" project, a multi-site senior housing development at the corner of Downing Avenue and Central Street. This project will feature 55 age -restricted units (plus one manager’s unit), onsite parking, and a range of amenities and gardens designed specifically for seniors. The project received $500,000 in HOME funding to secure three units at HOME-rents in the FY 2022- 23 Annual Action Plan and is also under construction with an estimated completion date set for March 2026.
Discuss how these outcomes will impact future annual action plans.
While no accomplishments or disbursements were made in FY 2024-25 for affordable housing projects, significant financial commitments were established that lay the groundwork for future progress. The City allocated $500,000 each to the Retirement Housing Foundation and the Cesar Chavez Foundation, with both projects curr ently in progress. These investments represent a substantial step toward expanding the City's affordable housing stock.
In addition to these commitments, the City has approximately $2 million in available funds designated for gap financing. This funding is intended to support the acquisition and rehabilitation or construction of additional affordable rental housing. This re serve of funds provides a crucial financial resource for bridging funding gaps, ensuring that more affordable housing projects can be realized in the future, thereby addressing the ongoing need for affordable rental options in the community.
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.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 0
Table 13 – Number of Households Served
Narrative Information
No affordable housing accomplishments were achieved in FY 2024-25. However, the City remains committed to advancing its affordable housing initiatives. The City will continue collaborating
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with the Cesar Chavez Foundation and the Retirement Housing Foundation on the development of their respective sites.
Furthermore, as the Housing Division expands its staff and builds organizational capacity, there is potential for renewed partnerships with organizations like Habitat for Humanity. This could enable the City to resume and advance homeownership opportunitie s in Baldwin Park, addressing the need for affordable housing solutions in the community.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, 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
The CoC and its partner agencies will continue to provide a continuum of programs ranging from outreach, access centers, emergency shelters, safe havens, transitional and permanent housing, and prevention. More specifically, LAHSA, the County’s CoC, will c ontinue efforts in 2025-26 to add emergency and transitional shelter housing units through expedited construction or rehabilitation of facilities to accommodate homeless persons. These efforts were supplemented by the Point-In-Time (PIT) Count that occurred within Los Angeles County from January 23, 2024, through January 25, 2024 . According to the Los Angeles Homeless Services Authority (LAHSA), the number of people experiencing homelessness fell by 0.27% in Los Angeles County from 2022 counts. This was a stark difference from prior year increases such as a near 26% jump in homelessness from 2018 to 2020. LAHSA attributes the “flattening” of the homelessness curve to government programs that were in place during the pandemic that kept fa milies and individuals housed which prevented further homelessness. Policies such as eviction moratoriums and programs such as rental assistance and economic stimulus grants could have played a vital role in preventing additional homelessness between 2020 and 2024.
For Baldwin Park specifically, the January PIT count enumerated 168 homeless individuals in the City including 112 sheltered persons, and 56 persons that were found to live in places not designed for, or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, RV’s or campers, tents, makeshift shelters, or the street. The unsheltered homeless count fell by 117 persons from 2022 when the count was 173 persons; additionally, the number of sheltered homeless fell from 102 persons in 2022 to 112 persons in 2024.
The City will continue to work with the East San Gabriel Valley Coalition for the Homeless, a nonprofit organization, to reach out the homeless persons to assess their needs for temporary shelter, winter shelter, and referral services. The Coalition will focus on providing critical and immediate intervention for unsheltered persons, to include assessment, intake, referral, and transportation to resources.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Addressing the emergency shelter and transitional housing needs of homeless persons
In October 2018, the Baldwin Park City Council approved Resolution No. 2018 -298, declaring a shelter crisis in compliance with SB 850 and submitting the declaration to the Los Angeles County Continuum of Care (CoC). This action enabled the City to collabor ate with the Tri -City Cohort Partnership, which includes the Cities of El Monte and South El Monte, to implement coordinated homeless plans.
Through the Mid -Valley Collaborative on Homelessness, Baldwin Park and its partner cities developed a five -year plan to strengthen regional efforts to address homelessness. The plan emphasizes inter -city coordination, securing additional funding, preventin g homelessness, expanding workforce development opportunities, and increasing the supply of affordable and supportive housing.
As a result, the three cities secured Measure H funding through the Los Angeles County Homeless Implementation Plan, supporting both interim and permanent housing for individuals experiencing homelessness. In 2021, Baldwin Park opened Esperanza Villa, the San Gabriel Valley’s first tiny home village, providing 25 non -congregate shelter beds as an innovative emergency housing model. The following year, the City launched Serenity Homes, a 16 -unit family bridge housing project supported by the San Gabriel Vall ey Regional Housing Trust, City Net, the San Gabriel Valley Council of Governments, LAHSA, and the American Rescue Plan Act.
Serenity Homes delivers a wide range of supportive services, including counseling, food assistance, medical and mental health asses sments, and job placement, to help families transition into permanent housing.
Building on these efforts, the City Council adopted Resolution No. 2022 -006 on February 16, 2022, approving an agreement with the San Gabriel Valley Regional Housing Trust to operate a temporary facility on City -owned property. This site provided more than 50 beds for homeless families over a two -year period, along with case management, meals, security, and sanitation facilities.
In FY 2024 -25, the City continued to address homelessness using CDBG funds to support nonprofit partners. The East San Gabriel Valley Coalition for the Homeless received $9,353 for transitional housing, emergency assistance, and winter shelter services, se rving 228 individuals during the year. The Domestic Violence Advocacy Program received $2 4,590 to provide shelter and supportive services to 114 victims of domestic violence, including access to transitional housing.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
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
The Los Angeles County Continuum of Care (CoC) has established countywide protocols and procedures to prevent individuals from being discharged into homelessness from public and private care institutions. These protocols aim to reduce the number of people discharged into homelessness by at least 10 percent annually. The CoC works in coordination with state and local agencies, as well as privately funded institutions, to develop and enhance programs that assist at-risk individuals with emergency financial su pport. This includes providing short -term assistance for utilities, rent, childcare, and other basic needs. Additionally, the CoC supports pre- release planning for individuals leaving state prisons and state mental health hospitals to ensure they are not released into homelessness.
Preventing homelessness was also a key priority for the City when developing its Allocation Plan for HOME -American Rescue Plan (HOME -ARP) funds. Under the American Rescue Plan Act of 2021, which allocated $1.9 trillion in coronavirus relief, the City recei ved $1,128,365 to reduce homelessness and enhance housing stability. The Allocation Plan, which received approval from both the City Council and HUD during FY 2022 -23, outlines the use of these funds for tenant - based rental assistance and supportive servic es. These efforts are designed to help low -income individuals and families avoid homelessness. The City is currently navigating a transition due to staffing shortages and is focused on stabilizing its existing programs. As capacity increases, the City will gradually expand to incorporate additional programs to further support housing stability and homelessness prevention.
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 peri od 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
To effectively address the needs of homeless families, families with children, and veterans and their families, the City supports the East San Gabriel Valley Coalition for the Homeless. This organization plays a crucial role in providing essential services , including transitional housing, counseling, and case management, aimed at preventing homelessness and supporting successful transitions to stable housing.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
In FY 2024-25, the East San Gabriel Valley Coalition for the Homeless served approximately 228 unduplicated individuals through its transitional housing program. This program offers temporary housing solutions designed to stabilize families at risk of homelessness and provide them with the necessary resources to regain self-sufficiency.
The Coalition’s approach is comprehensive, combining transitional housing with a suite of supportive services. These services include financial counseling, career coaching, and other case management resources. By integrating these elements, the Coalition e nsures that families not only have a safe place to stay but also receive the guidance and support needed to achieve long- term housing stability.
Financial counseling helps families manage their budgets and plan for future financial stability, while career coaching assists in job search and employment skills development. The case management services provide personalized support to address specific challenges faced by each family, helping them navigate the complexities of transitioning to permanent housing.
Through this holistic approach, the East San Gabriel Valley Coalition for the Homeless prepares families to succeed in their transition, equipping them with the tools and support necessary to secure and maintain stable, permanent housing.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of the City of Baldwin Park (HACBP) was created and authorized under the State of California Housing Authority Law to develop and operate housing and housing programs for low -income families. HACBP receives its funding from HUD for the administration of the Section 8 tenant -based Housing Choice Voucher (HCV) assistance program for the cities of Baldwin Park, West Covina, El Monte, South El Monte, and Monrovia in the County of Los Angeles.
In FY 2024-25, HACBP continued to serve the needs of residents through public housing and Section 8 vouchers. Baldwin Park owns and operate s one “project based” public housing development called McNeil Manor Public Housing. McNeil Manor is a 12-unit low-income senior housing development. Further, as of March 2024, a total of 125 households in Baldwin Park have received Section 8 vouchers through HACBP. Among these households, there are 60 households with elderly or disabled members, 61 households categorize d as large families, and 64 households categorized as small families. Furthermore, data indicates that a majority of households receiving Section 8 vouchers in Baldwin Park are Hispanic, comprising 86% of the total recipients. On average, households receiv e a monthly housing assistance payment of $1,512, assisting them in securing affordable housing in the Baldwin Park area.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
HACBP actively promotes resident involvement by encouraging participation through resident councils and various engagement methods. This includes gathering input via surveys and other feedback mechanisms to ensure that residents have a voice in housing authority decisions.
To further enhance communication and outreach, HACBP has implemented the use of social media. This strategic move aims to improve and expand outreach efforts to both property owners and tenants, making it easier for them to access important information and stay informed about housing authority activities and opportunities. By leveraging social media, HACBP increases the accessibility of information and fosters a more connected and engaged community.
Actions taken to provide assistance to troubled PHAs
The HACBP is currently designated as a Substandard Public Housing Agency. This designation reflects the ongoing challenges the agency faces in delivering its housing services effectively. The
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HACBP staff is actively working with HUD to address these issues, particularly the residual impact of staff losses caused by the COVID -19 pandemic. To improve its operations and increase the number of families assisted, HACBP is focused on expanding its workforce. The agency is in the process of hiring additional staff to support the applicant intake process. This expansion is crucial for enhancing the agency’s capacity to manage applications more efficiently and to provide better service to the community. By increasing staffing levels, HACBP aims to overcome existing barriers and improve its ability to assist more families in securing the housing support they need.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
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 (j); 91.320 (i)
A barrier to affordable housing often stems from public policies or non-governmental conditions that limit the development or rehabilitation of such housing. These barriers include land use controls, property taxes, state wage regulations, environmental protections, high land costs, and limited financial resources. For Baldwin Park, the primary barriers identified in the 2020 -2024 Consolidated Plan are housing affordability and insufficient monetary resources, which are interrelated as demand for affordable housing surpasses supply.
To address these issues, the Strategic Plan aims to invest HOME funds to develop 10 new affordable rental units and rehabilitate 20 existing units over five years. Although progress has been slowed by staff shortages, two HOME -funded projects are underway with expected completion dates in Winter 2025 and Spring 2026.
In July 2023, the City adopted its 2021 -2029 Housing Element, which assesses and addresses public policies affecting affordable housing, such as land use, tax policies, zoning, building codes, and fees. The City has implemented several strategies to mitigate these barriers:
1. Facilitate Affordable Housing Development : Provide technical assistance, regulatory incentives, and financial resources. Explore inclusionary housing ordinances.
2. Encourage Sector Participation : Offer incentives for both private and public sectors to develop affordable housing, with a focus on vulnerable populations.
3. Partnerships: Collaborate with private developers and nonprofits to meet housing goals.
4. Hotel/Motel Conversions : Pursue opportunities to convert suitable hotels and motels into permanent affordable housing.
5. Diverse Residential Development : Support a range of housing types, from low -density single-family homes to higher-density apartments.
6. Review and Revise Regulations: Periodically assess and update city regulations, fees, and procedures to reduce housing costs.
7. Incentives and Streamlining : Use density bonuses and fee reductions to minimize governmental constraints. Streamline development processes and monitor state and federal legislation.
8. Coordinate with Stakeholders : Work with lending institutions, developers, and other
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OMB Control No: 2506-0117 (exp. 09/30/2021)
stakeholders to address constraints and facilitate affordable housing production.
9. Address Zoning and Regulatory Barriers: Remove obstacles to the placement of housing for homeless and special needs populations.
Additional programs within the Housing Element include:
• Preservation of At -Risk Housing : Maintain an inventory of affordable units at risk of conversion and work with property owners to explore preservation options. • Affordable Housing Partnerships : Assist nonprofits in acquiring funding and develop partnerships with banks and other agencies to enhance housing opportunities. • Section 8 Housing Choice Vouchers : Support the expansion of vouchers and encourage property owners to participate in the program.
• Adequate Sites: Maintain and track suitable land for residential development and address regional housing needs.
• Accessory Dwelling Units (ADUs) : Promote ADU development through updated ordinances and incentives.
• Replacement of Units: Ensure replacement of affordable units when developing on sites with past residential use.
• AB 1397 Reuse of Sites : Implement housing overlays to facilitate affordable housing development by right.
• Hotel/Motel Conversions : Continue acquiring and converting hotels and motels into affordable housing.
• Lot Consolidation : Provide assistance for lot consolidation to facilitate larger development sites.
• Zoning Code Update : Update the Zoning Code to offer flexibility in development standards and streamline processes.
• Density Bonuses and Incentives : Revise the Density Bonus Ordinance and provide incentives for affordable housing projects.
• Expedited Review and Permitting : Speed up review and permitting processes for residential projects.
• Supportive and Transitional Housing : Update development codes to comply with supportive housing regulations and prioritize special needs housing in project reviews. • Address Nongovernmental Constraints: Regularly review and revise regulations that may impose nongovernmental constraints.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
The City of Baldwin Park strategically leverages its Community Development Block Grant (CDBG)
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and HOME Investment Partnerships Program (HOME) entitlement funds by combining them with a variety of other funding sources to maximize their impact. However, the dissolution of redevelopment agencies in California has significantly limited the City’s capa city to pursue new affordable housing opportunities. Prior to its elimination, the State -mandated 20 percent set - aside of redevelopment funds for affordable housing served as a critical resource for expanding the supply of units available to low- and moderate-income households. To help address this gap, the City was awarded $1.2 million in Permanent Local Housing Allocation (PLHA) funds through the California Department of Housing and Community Development (HCD). The approved PLHA activities include the development of Accessory Dwelling Units (ADUs), operating support for the City’s tiny homes sites, affordable rental housing development, and local Housing Trust Fund matching contributions.
Despite these challenges, Baldwin Park remains proactive in expanding its affordable housing inventory, which currently includes 497 rental units. The City continues to explore new opportunities to leverage federal funds, including programs such as the Low-Income Housing Tax Credit Program and HUD’s Section 202 and Section 811 programs for the elderly.
HUD mandates that cities conduct an analysis of assisted housing units at risk of being lost from the affordable housing stock. In Baldwin Park, four federally assisted developments are at risk of potential conversion, with a total of 222 affordable units threatened due to expiring Section 8 contracts and upcoming loan maturity dates. These projects —Clark Terrace, Frazier Park, Ramona Park, and Syracuse Park —are all owned by for -profit companies. City staff is actively evaluating strategies to ensure these developments remain within the Section 8 system, thereby preserving the affordability of these crucial housing units.
Additional new developments are scheduled to be completed in 2025 and 2026 totaling 87 new affordable housing units. The additional projects will help expand the available affordable housing stock in the City of Baldwin Park.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
As a means of better protecting children and families against lead poisoning, in 1999, HUD instituted revised lead-based paint regulations focused around the following five activities:
• Notification
• Lead Hazard Evaluation
• Lead Hazard Reduction
• Ongoing Maintenance
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OMB Control No: 2506-0117 (exp. 09/30/2021)
• Response to Children with Environmental Intervention Blood Lead Level
The City implemented HUD Lead Based Paint Regulations, pursuant to Title X, Section 1018, that requires any federal-funded rehabilitation project to address lead hazards. Additionally, where lead-based paint is identified, the City ensures that developers and contractors incorporate safe work practices.
There are 12,570 housing units built before 1980 that may contain lead -based paint. When the City participates in housing rehabilitation programs, identification and abatement of lead are made a requirement of the construction. Finally, in Section 8 progr ams, an inspection of units includes the status of lead-based paint, and a direction that defective paint surfaces be repaired.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
A primary strategy for reducing poverty in Baldwin Park is to enhance employment opportunities and promote resident self -sufficiency. This involves supporting existing businesses, attracting new economic investment, and creating job opportunities that expa nd local employment options. In FY 2024 -25, the City utilized CDBG funds to support a Youth Employment Program, which provided four youth with work experience at City Hall.
The City also complies with Section 3 of the Housing and Community Development Act for all HUD-funded construction and housing projects. Section 3 regulations require, to the greatest extent feasible, that employment and training opportunities be directed to low- and very low - income residents, thereby fostering local economic development and job placement. All HUD - funded construction projects administered by Subrecipients are required to report on Section 3 compliance.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
As the recipient of CDBG and HOME funds, the City of Baldwin Park’s Housing Division, within the Community Development Department, serves as the lead agency responsible for administering HUD grants. The Division prepares the Consolidated Plan and the Analysis of Impediments to Fair Housing Choice every five years, develops the Annual Action Plan and CAPER, and completes the full range of federal reporting requirements.
The City collaborates with nonprofit agencies and City departments to ensure CDBG -funded programs benefit the Baldwin Park community. For example, the Public Works Department identifies infrastructure and public facility needs that can be addressed with CD BG resources,
CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
while the Housing Division partners with housing developers and contractors to advance affordable housing development and preservation efforts. Public service activities are carried out by both nonprofit organizations and City departments in alignment with the Strategic Plan goals.
In addition, the City consults with advocacy groups, neighborhood associations, service clubs, and the private sector as part of the Consolidated Plan process. This broad engagement helps guide the City’s five-year strategy and ensures that services are re sponsive to the needs of low - and moderate -income residents. Community involvement remains a vital component of overcoming service gaps, and the City has utilized public notices, community workshops, stakeholder meetings, its website, and other forms of media to share information and encourage participation in carrying out the Consolidated Plan strategies.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City of Baldwin Park continues to strengthen partnerships with local service providers and City departments to address the needs of low -income individuals, families, the homeless, and those with special needs. These collaborations have been critical in bridging service gaps across programs and activities.
To further enhance coordination between public and private housing and social service agencies, the City will maintain regular consultation and invite participation from a wide range of organizations that deliver housing and supportive services to Baldwin Park’s low- and moderate- income residents. Participation in the Tri -City Cohort Partnership —with El Monte and South El Monte—will further these efforts by leveraging shared resources and funding to expand the reach and effectiveness of services.
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 Housing Rights Center provides free fair housing services to residents throughout Los Angeles and Ventura Counties. Trained housing counselors respond to inquiries regarding landlord-tenant rights and responsibilities, including issues related to secur ity deposits, evictions, repairs, and rent increases. In addition, the Center conducts community education and outreach to increase awareness of fair housing laws.
The City of Baldwin Park’s 2020 –2024 Analysis of Impediments (A.I.) to Fair Housing Choice, prepared in coordination with the Consolidated Plan, identified three continuing impediments to fair housing:
CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
• Discrimination Against Persons with Disabilities – Since 2010, disability -related discrimination has been the leading basis for fair housing complaints in Baldwin Park.
Residents with disabilities frequently encounter barriers when requesting reasonable accommodations or modifications, with those experiencing cognitive disabilities facing the most significant challenges. Through its contract with the Housing Rights Center, the City promotes greater awareness of disability rights by conducting workshops with landlords and housing providers.
• Lending Patterns – Home loan approval rates in Baldwin Park were found to be generally higher for Asian and White applicants compared to Hispanic applicants. However, approval rates increase across all racial and ethnic groups as applicant income rises. Th e A.I. recommends continued monitoring of Home Mortgage Disclosure Act (HMDA) data to ensure that racial and ethnic minority applicants are not experiencing disproportionately lower loan approval rates.
• Lack of Awareness of Fair Housing Laws – A general lack of understanding of tenant and landlord rights and responsibilities continues to serve as a barrier to fair housing choice.
Data show that when the City’s fair housing service provider offers neutral, clarifying information, approximately 75 percent of cases are successfully resolved through conciliation.
In FY 2024 –25, the Housing Rights Center provided free fair housing services to Baldwin Park residents. All recipients of services were low- to moderate-income, with 90 percent identified as very low-income. More than 55 percent of service recipients were Hispanic.
CAPER 31
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
To ensure the efficient and compliant use of CDBG and HOME funds, the City of Baldwin Park implemented several measures throughout the 2024-25 program year. At the start of the year, the City provided virtual technical assistance to all subrecipients, helping them understand and adhere to applicable regulations and reporting requirements. This proactive approach aimed to equip subrecipients with the knowledge and tools necessary to manage their grants effectively.
Throughout the year, the City maintained a rigorous oversight process. This involved a detailed examination of subrecipients' invoices and performance reports to verify that expenditures were appropriate and that program outcomes were being met. By continu ously reviewing these documents, the City was able to ensure that funds were being used as intended and that any discrepancies or issues were addressed promptly.
In March 2024, the City conducted a formal monitoring review of its CDBG-funded public service programs. This comprehensive evaluation assessed compliance with HUD regulations as well as the specific terms of each subrecipient agreement. The review determi ned that most subrecipients were in full compliance; however, the Church of the Redeemer Food Bank was found to be non-compliant with certain requirements.
The Food Bank Program had previously been cancelled in Program Year 2023 –24, but was reinstated in 2024 –25 following technical assistance and training provided by the City. Despite these efforts, by the end of the 2024 –25 program year, the Food Bank contin ued to experience difficulties that prevented it from fully expending its allocation. As a result, the City reallocated $4,012 of the remaining funds to the Domestic Advocate Program to ensure timely and effective use of CDBG resources.
For HOME funded activities, annual monitoring is undertaken to ensure that for renter occupied units, household income, rents and utility allowances are in compliance with applicable limits pursuant to the affordability covenant. For ownership units, annua l monitoring of occupancy is conducted throughout the affordability period.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment
CAPER 32
OMB Control No: 2506-0117 (exp. 09/30/2021)
on performance reports.
In compliance with 24 CFR Part 91, the City of Baldwin Park undertook a public review and comment period for the draft 2024-25 Consolidated Annual Performance and Evaluation Report (CAPER). The review period was open for over the required 15 days, from September 2, 2025, to September 17, 2025.
During this time, the public was invited to review the draft CAPER and provide feedback. This process ensures transparency and allows community members, stakeholders, and interested parties to assess and comment on the City’s progress in implementing its housing and community development programs.
To facilitate this process, a public hearing is scheduled for Wednesday, September 17, 2025. This hearing will offer a final opportunity for citizens and other interested individuals to voice their comments and concerns regarding the CAPER before it is formally adopted by the City Council.
The feedback gathered during the public review period an d the hearing will be considered in finalizing the report, ensuring that it accurately reflects the City’s achievements and challenges in the past program year.
CAPER 33
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
During the FY 2024–25 program year, the City of Baldwin Park processed two amendments to its Annual Action Plan.
The first, a substantial amendment, was submitted on August 21, 2024, to cancel the Family Service Center public service program and reallocate its $22,449 allocation to a new Senior Center Program. The second, a minor amendment, was submitted on September 2, 2025, to reallocate $4,012 from the Church of the Redeemer Food Bank Program to the Domestic Violence Advocate Program.
The City continues to face challenges related to staff shortages and turnover within the Housing Division, which directly affected the implementation of key programs. These staffing constraints delayed progress on residential rehabilitation activities and the proposed homeownership program in partnership with Habitat for Humanity, both of which were identified in the 2022–23 Annual Action Plan.
In response, the City recruited a new Housing Manager to stabilize program administration and restore momentum. This position plays a critical role in advancing stalled projects and ensuring that the City can meet its housing goals, fully utilize available resources, and deliver meaningful benefits to the community.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
Not applicable.
[BEDI grantees] Describe accomplishments and program outcomes during the last year..
Not applicable.
CAPER 34
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
In FY 2024-25, the City of Baldwin Park placed a strong emphasis on ensuring the compliance of HOME-assisted affordable rental housing with housing codes and regulations. This effort is crucial for maintaining the quality and sustainability of affordable housing in the community.
The City conducted inspections of 20 HOME-assisted projects throughout the fiscal year. Each property was evaluated to ensure adherence to housing codes and other applicable regulations.
When deficiencies were identified, the property owners and managers were promptly notified and required to address the issues. The City staff conducted follow -up inspections to verify that necessary repairs and corrections were completed satisfactorily.
Here are specific examples of inspected properties:
• TELACU Senior Court, 14442 Pacific Avenue: This project, consisting of 8 units, was found to be in compliance with all applicable regulations.
• Metro Village Apartments, 14428 E. Ramona Blvd : The 11 units in this project were inspected and were in compliance with regulations.
• ROP Bresee Property, 4500 Bresee Ave : This single-family unit was reviewed and found to be in compliance.
By systematically monitoring these properties and ensuring that any issues are addressed, Baldwin Park reinforces its commitment to maintaining high standards for its affordable rental housing, thus supporting the continued availability of quality housing options for its residents.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
The aforementioned HOME-assisted properties maintain an Affirmative Fair Housing Marketing Plan. During annual monitoring, the annual Affirmative Fair Housing Marketing Report and
CAPER 35
OMB Control No: 2506-0117 (exp. 09/30/2021)
waitlist are reviewed to ensure compliance with HUD requirements to affirmatively further fair housing choice.
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 2024-25 fiscal year, the City of Baldwin Park receipted $813,816.94 in HOME funds.
These funds will be available for programming in FY 2025-26.
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).
91.320(j)
In FY 2021-22, the City of Baldwin Park certified the San Gabriel Valley Habitat for Humanity as a local Community Housing Development Organization (CHDO), marking the beginning of a collaboration on a future affordable housing project. The City provided a $1.4 million loan (non- HOME funds) to Habitat for the acquisition of the Torch Property at 12769 -12779 Torch Street, Baldwin Park. Work is currently underway with Habitat to design a medium -density affordable housing development for this site.
Additionally, the City received three proposals for affordable housing development, which were given initial approval by the City Council in the 2022-23 Annual Action Plan. These projects include:
• Homeownership Project with Habitat for Humanity : This project, involving $285,000 in federal HOME funds, is planned for sites yet to be determined. However, the project is currently on hold due to staffing shortages.
• Cesar Chavez Foundation Project : This development is progressing at 4109 and 4113 Downing Avenue, 14617, 14625, and 14637 Ramona Boulevard. The site, approximately 1 acre in size, will feature 57 units, including 25 one -bedroom, 15 two-bedroom, and 17 three-bedroom units. The project is supported by $500,000 in federal HOME funds from Baldwin Park and 4% Low Income Housing Tax Credits (LIHTC). The project also received $231,885 in PLHA funds. Three of these units will be HOME -restricted. Construction is ongoing, with an estimated completion date of Winter 2025.
• Retirement Housing Foundation (RHF) Senior Housing Project : This multi -site senior housing development, located at the corner of Downing Avenue and Central Street, Baldwin Park, will include 55 age-restricted units, one manager’s unit, ample parking, and
CAPER 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
numerous amenities designed for seniors. The City has allocated $500,000 in HOME funds to this project to secure three units at HOME -restricted rents. The project also received $231,885 in PLHA funds. The project is expected to be completed by Spring 2026.
CAPER 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are
Public Housing Targeted Workers
Outreach efforts to generate job applicants who are
Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete
for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate
participation by Section 3 business concerns.
Provided or connected residents with assistance in
seeking employment including: drafting resumes,
preparing for interviews, finding job opportunities,
connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive
services that can provide direct services or referrals.
Provided or connected residents with supportive
services that provide one or more of the following: work readiness health screenings, interview clothing,
uniforms, test fees, transportation.
Assisted residents with finding child care.
CAPER 38
OMB Control No: 2506-0117 (exp. 09/30/2021)
Assisted residents to apply for, or attend community
college or a four year educational institution.
Assisted residents to apply for, or attend
vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to
support viable bids from Section 3 business concerns.
Provided or connected residents with training on
computer use or online technologies.
Promoting the use of a business registry designed to
create opportunities for disadvantaged and small
businesses.
Outreach, engagement, or referrals with the state one-
stop system, as designed in Section 121(e)(2) of the
Workforce Innovation and Opportunity Act.
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program
Narrative
No projects subject to Section 3 were implemented in FY 2024-25.
ITEM NO: 9.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
PREPARED BY: Maria Moreno, Acting Director of Recreation and Community Services
DATE: September 17, 2025
SUBJECT: Approval of Conceptual Design for Teri G. Muse Family Service Center
SUMMARY:
The purpose of this staff report is for City Council to consider approval of the conceptual design for Teri G. Muse Family Service Center.
RECOMMENDED ACTION:
It is recommended that the City Council:
1. Approve the conceptual design for Teri G. Muse Family Service Center; and
2. Provide direction on the preferred building design for the proposed project by selecting either the single- story or two-story option; and
3. Authorize the Director of Public Works to proceed with the next phase of the project following conceptual design, including schematic design and design development; and
4. Authorize the Director of Recreation & Community Services to proceed with any supplementary documents required for the project; and
5. Authorize the Director of Finance to make the appropriation and necessary budget adjustments.
FISCAL IMPACT:
There is no fiscal impact to the General Fund at this time. The funding sources are shown in the table below.
Funding Total
ARPA Fund (appropriated/obligated) $121,075
Congressional Earmark Allocation Grace F.
Napolitano
$750,000
Total $871,075
Any unspent funds from the conceptual design will be used towards the construction of the Teri G. Muse Family Service Center.
BACKGROUND:
At their October 6, 2021, City Council meeting, under Request and Communications Mayor Pro-Tem Daniel Damian directed staff to add the Family Service Center to the preliminary ARPA list to construct a new facility.
The proposed site is located at a City owned parking lot on Laurens Avenue adjacent to Morgan Park.
At their January 19, 2022, City Council meeting, staff recommended that City Council define the scope of work for the project, provide direction and authorize funding for the development of an initial conceptual design, environmental review, and an amendment to the Downtown Specific Plan, if needed. After Council discussion the City Council directed staff conceptual design options for a Family Service Center at the Morgan Street, and Laurens Avenue parking lot a parking structure.
At their August 3, 2022, City Council meeting, staff recommended that City Council define the scope of work for the project, provide direction and authorize funding for the development of an initial conceptual design. City Council directed staff incorporate the staff’s input for best practices for a new conceptual design.
The Teri G. Muse Family Service Center has a long history of providing residents of the City with a centralized facility where non-profit, social, health and educational service providers can offer residents low cost or no cost programs, information, and/or services to overcome daily challenges, achieve educational goals, and improve quality of life. Clients may access resources in person or via hybrid models. The current high need for social services across the community has demonstrated a need to expand the facility requirements to ensure adequate space is available to meet the needs of the highly requested services. The existing facility is 5,150 square feet, which includes an executive board room, six (6) offices, kitchen, community pantry, meeting room and small assembly hall. Developing a concept plan will assist in furthering discussion.
DISCUSSION:
At their December 4, 2024, City Council Meeting, City Council awarded an agreement to SVA Architects, Inc. to develop conceptual design for the Teri G. Muse Family Service Center. The scope of work outlined in the RFP includes the development of two (2) preliminary conceptual alternatives: a 12,000 square foot one-story option and a 24,000 square foot two-story option. SVA Architects is responsible for delivering final conceptual design for both alternatives, including color site plans, detailed floor plans, and building elevations. These conceptual plans are intended to reflect input from facility users, ensuring that the design is both functional and responsive to the needs of the community.
To support this process, staff organized a series of collaborative meetings with nonprofit partners and facility users to present the alternative floor plan layouts. These sessions facilitated open dialogue, enabling stakeholders to provide meaningful feedback that was carefully incorporated into the final conceptual plans. Additionally, staff conducted site visits to other comparable facilities to observe best practices in design, operational efficiency, and layout, ensuring that the proposed improvements align with proven strategies for functional and user-friendly family service centers.
The conceptual plan proposes demolishing the existing facility and relocating the new building toward the front of the lot to enhance visibility and accessibility. The expansion plans are designed to fully comply with the Americans with Disabilities Act (ADA), support a thoughtful interior flow to maximize usability, and preserve the Spanish-style architectural character consistent with surrounding city facilities.
Key features of the conceptual designs include a lobby, two (2) waiting areas (one specifically for families), restrooms, intake offices, control points, food pantry, clothing closet, executive boardrooms, celebration hall, kitchenette, storage rooms, and a outdoor terrace. Collectively, these features create a comprehensive and cohesive vision that balances functional improvements with architectural integrity, enhanced visibility, and accessibility.
Staff recommends that City Council review and acknowledge the final conceptual plans as presented, highlighting the integration of stakeholder input and adherence to design best practices that shape this key improvement to the Family Service Center.
ALTERNATIVES:
The alternative is not to approve the conceptual designs and provide alternative direction.
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. 25_0908_Teri Muse Community Center Design Presentation Set redux
TERI G. MUSE FAMILY SERVICE CENTER
BALDWIN PARK, CALIFORNIA
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 2
OFFICES, STAFF & SUPPORT SPACES
MEETING ROOMS, CELEBRATION HALL
PUBLIC, CIRCULATION, RESTROOMS
CONCEPTUAL FLOOR PLAN
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 3 +12’-0”
+30’-0”
4:12
6:12
+12’-0”
+30’-0”
4:12
+23’-0”
WEST ELEVATION
+23’-0”
SOUTH ELEVATION
EAST ELEVATIONNORTH ELEVATION
STUCCO - LIGHT DASH FINISH
CLAY ROOF TILE CLERESTORY WINDOWS
ROOF EQUIPMENT SCREEN WALLPERGOLA SHADE STRUCTURE PERGOLA SHADE STRUCTURE
ROOF EQUIPMENT SCREEN WALL
CONCEPTUAL BUILDING ELEV ATIONS
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 4
CONCEPTUAL EXTERIOR DESIGN
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 5
CONCEPTUAL EXTERIOR DESIGN
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 6
CONCEPTUAL EXTERIOR DESIGN
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 7
CONCEPTUAL EXTERIOR DESIGN
1-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 8
GROUND LEVEL
2ND LEVEL
CONCEPTUAL FLOOR PLAN
2-STORY BUILDING OPTION
OFFICES, STAFF & SUPPORT SPACES
MEETING ROOMS, CELEBRATION HALL
PUBLIC, CIRCULATION, RESTROOMS
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 9 +25’-0”
+36’-0”
4:12
+25’-0”
4:12
+36’-0”
WEST ELEVATIONSOUTH ELEVATION
EAST ELEVATIONNORTH ELEVATION
STUCCO - LIGHT DASH FINISH FIBER CEMENT PANEL
CLAY ROOF TILE ROOF EQUIPMENT WELL
+14’-0”+14’-0”
CONCEPTUAL BUILDING ELEV ATIONS
2-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 1 0
CONCEPTUAL EXTERIOR DESIGN
2-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 1 1
CONCEPTUAL EXTERIOR DESIGN
2-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 1 2
CONCEPTUAL EXTERIOR DESIGN
2-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 1 3
CONCEPTUAL EXTERIOR DESIGN
2-STORY BUILDING OPTION
BALDWIN PARK, CALIFORNIA | TERI G. MUSE FAMILY SERVICE CENTER|PROGRESS MEETING| SEP 8 , 2025 | 1 4
CONCEPTUAL EXTERIOR DESIGN
2-STORY BUILDING OPTION
ITEM NO: 10.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
Rose Tam, Finance Director
PREPARED BY: Ana Zhang, Senior Finance Clerk
DATE: September 17, 2025
SUBJECT: Successor Agency to The Dissolved Community
Development Commission of The City of Baldwin Park
Warrants and Demands
SUMMARY:
Attached is the Warrants and Demands Register for the Successor Agency to the Dissolved Community Development Commission of the City of Baldwin Park to be ratified by the City Council.
RECOMMENDED ACTION:
It is recommended that the Board ratify the attached Warrants and Demands Register.
FISCAL IMPACT:
The total of the attached Warrants Register for Successor Agency of the City of Baldwin Park was $143.75.
BACKGROUND:
The attached Claims and Demands the required information as set out in the California Government Code. Staff has reviewed the requests for expenditures for the appropriate budgetary approval and for the authorization from the department head or its designee. Pursuant to Section 37208 of the California Government Code, the Chief Executive Officer or his/her designee does hereby certify to the accuracy of the demands hereinafter referred.
Payments released since the previous meeting and the following is a summary of the payment released:
The August 26, 2025 to September 8,2025 Successor Agency Warrant with check number 13663 through 13664 in the total amount of $143.75 was made on behalf of Successor Agency of the City of Baldwin Park constituting of claim and demand against the Successor Agency of the City of Baldwin Park, are herewith presented to the City Council as required by law, and hereby ratified
DISCUSSION:
None
ALTERNATIVES:
None
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. SA-Check Register-9-17-2025
Amount
45.00$
Grand Total: 143.75$
13664 09/02/2025 SHOETERIA INC BOOTS FOR EMPLOYEE 890-60-620-50119-14405
68.75$
13664 09/02/2025 SHOETERIA INC BOOTS FOR EMPLOYEE 890-60-620-50119-14405 30.00$ 13663 09/02/2025 RSG INC JUL 2025 ANNUAL REPORTS-HOUSING SECCESSOR AGENCY 890-40-405-51100-00000 Payment Number Payment Date Vendor Name Description (Item) Account Number Check Register
City of Baldwin Park, CA By (None)
Payment Dates 8/26/2025 - 9/8/2025
ITEM NO: 11.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
Rose Tam, Finance Director
PREPARED BY: Anthony Ceballos, Accountant
DATE: September 17, 2025
SUBJECT: Treasurer's Report SA - July 2025
SUMMARY:
Attached is the Treasurer’s Report for the month of July 2025. The Treasurer’s Report lists all cash for the City which includes the Baldwin Park Financing Authority, the Housing Authority, and the Successor Agency to the Community Development Commission (CDC). All investments are in compliance with the City’s Investment Policy and the California Government Code.
RECOMMENDED ACTION:
Staff recommends that the Board receive and file the Treasurer’s Report for July 2025.
FISCAL IMPACT:
None
BACKGROUND:
City of Baldwin Park Investment Policy requires the Treasurer’s Report be submitted to the Mayor and City Council on a monthly basis.
DISCUSSION:
None
ALTERNATIVES:
None
CEQA REVIEW:
None
LEGAL REVIEW:
Not Applicable
ATTACHMENTS:
1. Treasurer Report July 2025 SA
ITEM NO: 12.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
Rose Tam, Finance Director
PREPARED BY: Anthony Ceballos, Accountant
DATE: September 17, 2025
SUBJECT: Treasurer's Report FA - July 2025
SUMMARY:
Attached is the Treasurer’s Report for the month of July 2025. The Treasurer’s Report lists all cash for the City which includes the Baldwin Park Financing Authority, the Housing Authority, and the Successor Agency to the Community Development Commission (CDC). All investments are in compliance with the City’s Investment Policy and the California Government Code.
RECOMMENDED ACTION:
It is recommended that the Board receive and file the Treasurer’s Report for July 2025.
FISCAL IMPACT:
None
BACKGROUND:
City of Baldwin Park Investment Policy requires the Treasurer’s Report be submitted to the Mayor and City Council on a monthly basis.
DISCUSSION:
None
ALTERNATIVES:
None
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. Treasurer Report July 2025 FA
ITEM NO: 13.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
Rose Tam, Finance Director
PREPARED BY: Jenny Yu, Sr. Finance Clerk
DATE: September 17, 2025
SUBJECT: Baldwin Park Housing Authority's Warrants and Demands
SUMMARY:
Attached are the Warrants and Demands Registers for the City of Baldwin Park Housing Authority to be ratified by the Board.
RECOMMENDED ACTION:
It is recommended that the Board ratify the attached Warrants and Demands Register.
FISCAL IMPACT:
The total of the Warrants and Demands for Housing Authority was $821,374.09.
BACKGROUND:
The attached Claims and Demands report format meet the required information as set out in the California Government Code. Staff has reviewed the requests for expenditures for the appropriate budgetary approval and for the authorization from the department head or its designee. Pursuant to Section 37208 of the California Government Code, the Chief Executive Officer or his/her designee does hereby certify to the accuracy of the demands hereinafter referred. Payments released since the previous meeting and the following is a summary of the payment released:
1. The Aug 08, 2025 to Sep 04, 2025 Warrant check numbers 73453 through 73478 in the amount of $10,278.82 and Automated Clearing House (ACH) in the amount of $811,095.27 were made on behalf of City of Baldwin Park Housing Authority constituting of claims and demands, are herewith presented to the Board as required by law, and hereby ratified.
DISCUSSION:
None
ALTERNATIVES:
None
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. Happy Check Register
2. Happy Check Register ACH
Check Register Report
Date Range: 8/8/2025...9/4/2025
VMS Date Range: ...
Program: -
Payment Type:
Check Numbers: ...
Direct Deposit: Exclude Direct Deposit
Check Cleared: All
Port Status: Include Port Ins
Zero HAPs: Include Zero HAPs
Voided Payments: Omit Voided Payments
Held Checks: Exclude Held Checks
Grouped by:
Sorted by: Check Number
9/8/2025
Check Number Check Date Payee Name Amount
DDVMS Date
73453 09/01/2025 Julie L Fonseca $20.0009/01/2025
73454 09/01/2025 Vanessa G Ros s $73.0009/01/2025
73455 09/01/2025 Jacqueline Chaves $196.0009/01/2025
73456 09/01/2025 Nadine Dowell $12.0009/01/2025
73457 09/01/2025 Carmen Riv era-Madrid $32.0009/01/2025 73458 09/01/2025 Xiomara A Martinez $26.0009/01/2025
73459 09/01/2025 City of Pomona Housing Authority $1232.3209/01/2025 73460 09/01/2025 Marlene Valente $167.0009/01/2025
73461 09/01/2025 Ken Chi-Kin Yu $30.0009/01/2025
73462 09/01/2025 Courtney F Crocker $26.0009/01/2025
73463 09/01/2025 Mindy Sophia Aguirre $101.0009/01/2025 73464 09/01/2025 Jessica C Gonzalez $32.0009/01/2025
73465 09/01/2025 Christine A Rodriguez $77.0009/01/2025 73466 09/01/2025 Jess Edward Peralta $48.0009/01/2025
73467 09/01/2025 Korina Gonzales $226.0009/01/2025
73468 09/01/2025 Elaina A Caldera $16.0009/01/2025
73469 09/01/2025 Manuel Ochoa $159.0009/01/2025
73470 09/01/2025 Aundre R Gurrola $47.0009/01/2025
73471 09/01/2025 Jose J Martinez $87.0009/01/2025
73472 09/01/2025 Bianca M Harris $122.0009/01/2025
73473 09/01/2025 Deanna Talamantes $53.0009/01/2025
73474 09/01/2025 George Ka Chun Chew $2579.0009/01/2025 73475 09/01/2025 City of Carlsbad $1232.8309/01/2025
73476 09/01/2025 Cameron Properties $3454.6709/01/2025
73477 09/01/2025 Sylvia J Rodriguez $139.0009/01/2025
73478 09/01/2025 Mary F Ballesteros $91.0009/01/2025
Check Register Report JY 09/08/2025 Page 1Copyright © 2011-2025, HAPPY Software, Inc.
$10,278.82Total
5Unit Count
$1,656.33Average Weighted by Unit Count
$354.44Average
Hard to House Count
Check Register Report JY 09/08/2025 Page 2Copyright © 2011-2025, HAPPY Software, Inc.
Check Register Report
Date Range: 8/8/2025...9/4/2025
VMS Date Range: ...
Program: -
Payment Type:
Check Numbers: ...
Direct Deposit: Include Direct Deposit
Check Cleared: All
Port Status: Include Port Ins
Zero HAPs: Include Zero HAPs
Voided Payments: Omit Voided Payments
Held Checks: Exclude Held Checks
Grouped by:
Sorted by: Check Number
9/8/2025
Check Number Check Date Payee Name Amount
DDVMS Date
37285 08/13/2025 Roger Hin Nam Mak $3334.0007/01/2025
37286 08/13/2025 Woodside Vill age Apartments LP $1673.0008/01/2025 37287 09/01/2025 Y & H Investment, Inc. $1392.0009/01/2025 37288 09/01/2025 Eunice Property, LLC $1512.0009/01/2025 37289 09/01/2025 Wilson Apartment Associates L.P. $1855.0009/01/2025 37290 09/01/2025 ASCENSION HOLDINGS LLC $1294.0009/01/2025 37291 09/01/2025 Tom Cinquegrani $596.0009/01/2025
37292 09/01/2025 Mark T. Fernandez $631.0009/01/2025
37293 09/01/2025 Melody (Muoi) Dao $1709.0009/01/2025
37294 09/01/2025 Han Van Tran $3497.0009/01/2025
37295 09/01/2025 John W. Ruwitc h and Anh Lam Truong $2220.0009/01/2025 37296 09/01/2025 Adam King Lee and Joyce Ng Lee $1505.0009/01/2025 37297 09/01/2025 Mingyu Qu $1653.0009/01/2025
37298 09/01/2025 SAE GROUP, LLC $2289.0009/01/2025
37299 09/01/2025 Wei Zhen Su $1700.0009/01/2025
37300 09/01/2025 Mallorca A partments, LTD $3941.0009/01/2025 37301 09/01/2025 Cipriano Salazar Jr. $1644.0009/01/2025 37302 09/01/2025 Dung Tran $2280.0009/01/2025
37303 09/01/2025 $1596.0009/01/2025
37304 09/01/2025 Monrov ia 612, LP $29028.0009/01/2025
37305 09/01/2025 Leslie K Ng $1113.0 009/01/2025
37306 09/01/2025 Jun Hua Hu $2389.0009/01/2025
37307 09/01/2025 Lien Diep $1673.00 09/01/2025
37308 09/01/2025 Dajojo, LLC $1433.0009/01/2025
37309 09/01/2025 Wen Chia Ko $2190.0009/01/2025
37310 09/01/2025 Investor Trust Realty Group, Inc. $1425.0009/01/2025 37311 09/01/2025 Sieu Tuan Phan $2248.0009/01/2025
37312 09/01/2025 Gary Libra $4310.0008/01/2025
37313 09/01/2025 Ana Thai $1029.0009/01/2025
37314 09/01/2025 SRI Properties No 15 LLC $1388.0009/01/2025 37315 09/01/2025 Larry Chow $2021.0009/01/2025
37316 09/01/2025 T & T Asset Holding, LLC $413.0009/01/2025 Check Register Report JY 09/08/2025 Page 1Copyright © 2011-2025, HAPPY Software, Inc.
37317 09/01/2025 Mousa Boushaaya $1848.0009/01/2025
37318 09/01/2025 Tuan Viet Ho $2190.0009/01/2025
37319 09/01/2025 Xiaomin Lin and Xiaoxi Wu $2498.0009/01/2025 37320 09/01/2025 Housing Author ity Of The County Of $7703.9509/01/2025 37321 09/01/2025 4324 Walnut St LLC $2716.0009/01/2025
37322 09/01/2025 El Monte H ousing Partners LP $12954.0009/01/2025 37323 09/01/2025 Joseph T. Tung $1130.0 009/01/2025
37324 09/01/2025 Alamitas LLC $1002.0009/01/2025
37325 09/01/2025 Avalon Monrovia LLC $2039.0009/01/2025 37326 09/01/2025 Pro M anagement Inc. $1742.0009/01/2025 37327 09/01/2025 Andrew & Eva Fogg $1497.0009/01/2025
37328 09/01/2025 Heritage Park Villas LP $27464.0009/01/2025 37329 09/01/2025 Heritage Park Villas LP $7148.0009/01/2025 37330 09/01/2025 $4233.0009/01/2025
37331 09/01/2025 Manapa Enterprises LLC $1495.0009/01/2025 37332 09/01/2025 $7292.0009/01/2025
37333 09/01/2025 Oak Park Monrovia, LP $32776.0009/01/2025 37334 09/01/2025 Palo Verde Apartments, LP $893.0009/01/2025 37335 09/01/2025 Eladio Diaz $1816.0009/01/2025
37336 09/01/2025 Sharon Campbell $3087.0009/01/2025
37337 09/01/2025 John M Ja cquet Sr. $2053.0009/01/2025 37338 09/01/2025 Steven Eraj Espantman and Marta $1440.0009/01/2025 37339 09/01/2025 Linda Alice Enriquez $2200.0009/01/2025 37340 09/01/2025 Ha X Van $4871.00 09/01/2025
37341 09/01/2025 Chen Jackson $740.0009/01/2025
37342 09/01/2025 Group XII Properties, LP $1707.0009/01/2025 37343 09/01/2025 Philip Tsui $779.00 09/01/2025
37344 09/01/2025 Paul Yen $1634.00 09/01/2025
37345 09/01/2025 May Kunka $1621.0009/01/2025
37346 09/01/2025 Becky Binh Nguyet Luu or Eddie Ma $1791.0009/01/2025 37347 09/01/2025 Tinh Van Le $729.0009/01/2025
37348 09/01/2025 The Six Straws LLC $7112.0 009/01/2025 37349 09/01/2025 Twelve31 Partners LP $1798.0009/01/2025 37350 09/01/2025 Everardo Garcia $2714.0009/01/2025
37351 09/01/2025 Ngoc T. Lieu $2933.0009/01/2025
37352 09/01/2025 Alfred Tai-Kong Ho and Lisa Chen $875.0009/01/2025 37353 09/01/2025 Covina 023 Woods 206 LP c/o $763.0009/01/2025 37354 09/01/2025 Doreen Han $1898.0009/01/2025
37355 09/01/2025 3939 Maxson #200N, LP $1678.0009/01/2025 37356 09/01/2025 Cecilia Lan Cao $1697.0009/01/2025
37357 09/01/2025 Baldwin Park Family Housing Limited $30587.0009/01/2025 37358 09/01/2025 Grace Chiou $1627.0009/01/2025
37359 09/01/2025 Marina Alvarez $2156.0009/01/2025
37360 09/01/2025 Zhi Min Li and WX L Investments Inc. $1070.0009/01/2025 37361 09/01/2025 Sui Man Mak $1084.0009/01/2025
37362 09/01/2025 Henry Wong $2038.0009/01/2025
Check Register Report JY 09/08/2025 Page 2Copyright © 2011-2025, HAPPY Software, Inc.
37363 09/01/2025 West Covina Senior Villas II, LP $1017.0009/01/2025 37364 09/01/2025 Francisco J. Sanchez and Gloria $1043.0009/01/2025 37365 09/01/2025 Blessed Rock of El Monte $28288.0009/01/2025 37366 09/01/2025 Blessed Rock of El Monte $1548.0009/01/2025 37367 09/01/2025 Joanne Pham Chau $2524.0009/01/2025
37368 09/01/2025 Vintage Park, LLC dba: Vintage Par k $7636.0009/01/2025 37369 09/01/2025 Alfonso Contreras $962.0009/01/2025
37370 09/01/2025 Ryan Quach and Hue Cao $1498.0009/01/2025 37371 09/01/2025 Windwood West Co vina, L.P. c/o GK $1588.0009/01/2025 37372 09/01/2025 Alta Vista Villas, LP c/o Yale $3473.0009/01/2025 37373 09/01/2025 West Covina Seniors Villas I $1003.0009/01/2025 37374 09/01/2025 Post Brookhollow , LP $20355.0009/01/2025 37375 09/01/2025 Alexander Chan $2516.0009/01/2025
37376 09/01/2025 Phat Binh Vuong $1266.0009/01/2025
37377 09/01/2025 Alan Wu $831.0009/01/2025
37378 09/01/2025 Keymax Group, Inc $3001.0009/01/2025
37379 09/01/2025 Lawe Family Trust $794.0009/01/2025
37380 09/01/2025 Henry Ho $1300.00 09/01/2025
37381 09/01/2025 PAMA IV Properties, LP $4958.0009/01/2025 37382 09/01/2025 Roger Hin Nam Mak $9864.0009/01/2025
37383 09/01/2025 LAT Inve stments, LLC $3924.0009/01/2025 37384 09/01/2025 Kimmie Mu Matsunaga $4278.0009/01/2025 37385 09/01/2025 Xitlalai Del Real Sanchez $1713.0009/01/2025 37386 09/01/2025 Delgar IV LLC $1377.0009/01/2025
37387 09/01/2025 Mary L Haynes $1130.0 009/01/2025
37388 09/01/2025 $2025.0009/01/2025
37389 09/01/2025 Betty Chim Lieu $1581.0009/01/2025
37390 09/01/2025 Kimberly Nguyen $1014.0009/01/2025
37391 09/01/2025 Joseph M. Kwok $2214.0009/01/2025
37392 09/01/2025 Mack E Titus $1776.0009/01/2025
37393 09/01/2025 Propman Inc. $1304.0009/01/2025
37394 09/01/2025 Lourdes J. Garrison $1660.0009/01/2025 37395 09/01/2025 Lois J Gaston $1839.0009/01/2025
37396 09/01/2025 Doan & Lily Thi $2300.0009/01/2025
37397 09/01/2025 El Monte Affor dable Housing Partner $892.0009/01/2025 37398 09/01/2025 Jose Baudelio Delgado $1594.0009/01/2025 37399 09/01/2025 Larry Mimms $1600.0009/01/2025
37400 09/01/2025 $3059.0009/01/2025
37401 09/01/2025 Fat Law $946.00 09/01/2025
37402 09/01/2025 Kevin Kambor Kwong and Yuk Ming $1458.0009/01/2025 37403 09/01/2025 Dwight Chang $2484.0009/01/2025
37404 09/01/2025 Cameron Park Community Partners, $1854.0009/01/2025 37405 09/01/2025 Mozhgan Tavakoli $5012.0009/01/2025
37406 09/01/2025 Lourdes Vela $4331.0009/01/2025
37407 09/01/2025 Gilbert Roybal $734.0009/01/2025
37408 09/01/2025 Philip & Fanny Kwok $1665.0009/01/2025 Check Register Report JY 09/08/2025 Page 3Copyright © 2011-2025, HAPPY Software, Inc.
37409 09/01/2025 Woodside Vill age Apartments LP $16938.0009/01/2025 37410 09/01/2025 Cynthia Pham $664.0009/01/2025
37411 09/01/2025 Katie Yau and Daniel Hong $3178.0009/01/2025 37412 09/01/2025 Fanny Chan $1296.0009/01/2025
37413 09/01/2025 Kwan and Mei Chiang $1291.0009/01/2025 37414 09/01/2025 Sergio Molina $1600.0009/01/2025
37415 09/01/2025 Fortune America $1768.0009/01/2025
37416 09/01/2025 Jason Tran $1028.0009/01/2025
37417 09/01/2025 Chuen Lau $2437.0009/01/2025
37418 09/01/2025 Tanya H Chen $2887.0009/01/2025
37419 09/01/2025 Dan Thanh Peng and Hoan Peng $1608.0009/01/2025 37420 09/01/2025 Sunset Square #200U, LP $9290.3209/01/2025 37421 09/01/2025 Ngoc Lieu $1362.0009/01/2025
37422 09/01/2025 Lark Ellen Village $15196.0009/01/2025 37423 09/01/2025 Xuyen Thach Han $3093.0009/01/2025
37424 09/01/2025 Kim Wah Wong and Sau Yi Wong $1592.0009/01/2025 37425 09/01/2025 Lucena A Ewing $3422.0009/01/2025
37426 09/01/2025 Christine Wu or Joseph Wu $1938.0009/01/2025 37427 09/01/2025 Jocelyn Jae Jhong $3445.0009/01/2025
37428 09/01/2025 Emilio De Jesus Cruz $429.0009/01/2025 37429 09/01/2025 Delgar V LLC $1284.0009/01/2025
37430 09/01/2025 Isabel R Sanchez $1847.0009/01/2025
37431 09/01/2025 Cienega Gar den Apartments $9010.0009/01/2025 37432 09/01/2025 Vinh Hong La i $5743.0009/01/2025
37433 09/01/2025 LPC 1829 E Workman Ave., LLC $6089.0009/01/2025 37434 09/01/2025 EZ 50 LLC $1863.0009/01/2025
37435 09/01/2025 Kuen K Wong $1500.0009/01/2025
37436 09/01/2025 Doreen E Ewing $3649.0009/01/2025
37437 09/01/2025 Moller Property Management $1380.0009/01/2025 37438 09/01/2025 TPA/NASCH LLC, Westgate as a sole $2412.0009/01/2025 37439 09/01/2025 TDF LP - Pacific Towers c/o Winn $13288.0009/01/2025 37440 09/01/2025 Paul & Annie W Chau $889.0009/01/2025
37441 09/01/2025 Gilbert Dominguez $9884.0009/01/2025
37442 09/01/2025 Mary Ann Norwood $1447.0009/01/2025
37443 09/01/2025 Eric Yu $2391.00 09/01/2025
37444 09/01/2025 Up Hill Investment Inc. $1598.0009/01/2025 37445 09/01/2025 Dieu Van Huynh $916.0009/01/2025
37446 09/01/2025 Kelly Nguyen $1820.0009/01/2025
37447 09/01/2025 Vijay Gulat i $3544.0009/01/2025
37448 09/01/2025 Nancy Mikhaiel $2314.0009/01/2025
37449 09/01/2025 Badillo Street S enior Apartments, L.P. $28222.0009/01/2025 37450 09/01/2025 Monrovia He ritage Park LP $20611.0 009/01/2025 37451 09/01/2025 Tyler-Valley Me tro Housing, LP $12672.0009/01/2025 37452 09/01/2025 James or Barbara Fox $1142.0 009/01/2025 37453 09/01/2025 Mayra Ortega $1382.0009/01/2025
37454 09/01/2025 Sel Homes LLC $9400.0009/01/2025
Check Register Report JY 09/08/2025 Page 4Copyright © 2011-2025, HAPPY Software, Inc.
37455 09/01/2025 Hui Chuan Wang $4895.0009/01/2025
37456 09/01/2025 Nhan Nguyen and Amy Tran $2891.0009/01/2025 37457 09/01/2025 Puente Villa LLC $3022.0009/01/2025
37458 09/01/2025 RAMONA BLVD. FAMILY $11269.0 009/01/2025 37459 09/01/2025 AJG Realty Inc. $2038.0009/01/2025
37460 09/01/2025 Maria Martha Martinez $8033.0009/01/2025 37461 09/01/2025 Antonio & Aida Rinos $1807.0009/01/2025 37462 09/01/2025 Greater San G abriel Valley Property $1832.0009/01/2025 37463 09/01/2025 Annette C Scott $1509.0009/01/2025
37464 09/01/2025 1024 Royal Oaks LP dba Whispering $20016.0009/01/2025 37465 09/01/2025 1024 Royal Oaks LP dba Whispering $11599.0 009/01/2025 37466 09/01/2025 Khiem Nguyen, Authorized Signer $2463.0009/01/2025 37467 09/01/2025 Derek Sim $2176.0009/01/2025
37468 09/01/2025 Josephine Tran $1154.0 009/01/2025
37469 09/01/2025 Therese Marie Simon $2192.0009/01/2025 37470 09/01/2025 Allan M. & Virginia J Chipp and Ralph $1151.0009/01/2025 37471 09/01/2025 Zi Jian Li $972.00 09/01/2025
37472 09/01/2025 Minh A Nguyen $2224.0009/01/2025
37473 09/01/2025 DelGar I LLC. $1316.0009/01/2025
37474 09/01/2025 Jaime Barcena $1550.0009/01/2025
37475 09/01/2025 Monica D Mao $1942.0009/01/2025
37476 09/01/2025 Shiu-Ein Huang $308.0009/01/2025
37477 09/01/2025 The Promenade Hous ing Partners, LP $7088.0009/01/2025 37478 09/01/2025 Paramjit S Nijjar $3400.0009/01/2025
37479 09/01/2025 Rosa Beltran $2003.0009/01/2025
37480 09/01/2025 David Wagner $1156.0 009/01/2025
37481 09/01/2025 Ynfante Ho ldings I, LLC $789.0009/01/2025 37482 09/01/2025 Roman Basin $2132.0009/01/2025
37483 09/01/2025 Sandhya Kal and Padma Kal $2915.0009/01/2025 37484 09/01/2025 Venancio Feli x $278.0009/01/2025
37485 09/01/2025 Nomer Lacson $2041.0009/01/2025
37486 09/01/2025 Anna & Simon Choi $1519.0009/01/2025
37487 09/01/2025 Chung Thi Pham $2540.0009/01/2025
37488 09/01/2025 $2463.0009/01/2025
37489 09/01/2025 Roy Lam $1318.00 09/01/2025
37490 09/01/2025 Nancy H Shen $955.0009/01/2025
37491 09/01/2025 Richard A DaSylveira $408.0009/01/2025 37492 09/01/2025 Singing Wood Senior Housing LP $19740.0009/01/2025 37493 09/01/2025 Sitara B. Mamdani $2446.0009/01/2025
37494 09/01/2025 Garvey Senior A ffordable Partners, LP $4624.0009/01/2025 37495 09/01/2025 Amy Phan Tran $1789.0009/01/2025
37496 09/01/2025 Ryan Kinpong Woo and Ching King $991.0009/01/2025 37497 09/01/2025 Mei Yan Chen $877.0009/01/2025
37498 09/01/2025 Shawn Hui Zhen $3176.0009/01/2025
Check Register Report JY 09/08/2025 Page 5Copyright © 2011-2025, HAPPY Software, Inc.
$811,095.27Total
513Unit Count
$1,580.50Average Weighted by Unit Count
$1,553.82Average
1Hard to House Count
Check Register Report JY 09/08/2025 Page 6Copyright © 2011-2025, HAPPY Software, Inc.
ITEM NO: 14.
STAFF REPORT
TO: Honorable Mayor and Members of the City Council
FROM: Manuel Carrillo Jr, Chief Executive Officer
Rose Tam, Finance Director
PREPARED BY: Anthony Ceballos, Accountant
DATE: September 17, 2025
SUBJECT: Treasurer's Report HA - July 2025
SUMMARY:
Attached is the Treasurer’s Report for the month of July 2025. The Treasurer’s Report lists all cash for the City which includes the Baldwin Park Financing Authority, the Housing Authority, and the Successor Agency to the Community Development Commission (CDC). All investments are in compliance with the City’s Investment Policy and the California Government Code.
RECOMMENDED ACTION:
It is recommended that the Board receive and file the Treasurer’s Report for July 2025.
FISCAL IMPACT:
None
BACKGROUND:
City of Baldwin Park Investment Policy requires the Treasurer’s Report be submitted to the Mayor and City Council on a monthly basis.
DISCUSSION:
None
ALTERNATIVES:
None
CEQA REVIEW:
None
LEGAL REVIEW:
This report does not require legal review.
ATTACHMENTS:
1. Treasurer Report July 2025