11-B
TO: Honorable Mayor and Members of the City Council
ATTENTION: Ryan Smoot, City Manager
FROM: Jim DellaLonga, Director of Economic Development
SUBJECT: Consideration and possible action to adopt Resolution No . 25-25 – A Resolution adopting the 2025-2029 Consolidated Action Plan (“ConPlan”) and Fiscal Year 2025-2026 (“FY”) Annual Action Plan (“AAP”).
DATE: June 9, 2025
EXECUTIVE SUMMARY
Every five years, the City must complete and submit a ConPlan to receive its annual entitlement of Community Development Block Grant (“CDBG”) and HOME Investment Partnership Program (“HOME”) funds from the U.S. Department of Housing and Urban Development (“HUD”). The ConPlan includes the first year AAP that describes the funding and program activities to be accomplished based on the priorities established by the ConPlan. The City is required to conduct two public hearings . This is the second public hearing.
RECOMMENDATION TO CITY COUNCIL
1) Open the public hearing; take testimonial and documentary evidence; and after considering the evidence, adopt Resolution No. 25-25 ; and
2) Alternatively, discuss and take other action related to this item.
FISCAL IMPACT
The City will receive approximately $943,279 in CDBG entitlement funds and approximately $389,914 in HOME entitlement funds from HUD for FY 2025 -2026. These same amounts were used to estimate the available resources for the remaining years of the Five -Year Consolidated Action Plan. In addition, the City anti cipates carryover funds of approximately $76,000 for CDBG and $2,172,939 for HOME in FY 2025 -2026.
Estimated program income and reimbursed costs will add another $78,000 for CDBG and $1,000 for HOME. The total estimated available funding for FY 2025 -2026 is $1,097,279 for CDBG and $2,563,853 for HOME.
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Staff Report – 2025-2029 CONPLAN
June 9, 2025
BACKGROUND
The City of Bellflower is considered an entitlement jurisdiction and receives an annual allocation from HUD for the operations of its CDBG and HOME programs. The funding is determined by a formula calculated by HUD based on population, age of the city, pov erty levels, etc. The City’s allocation can fluctuate year-to-year causing funding to increase or decrease in various programs.
As a recipient of the federal funds, the City is required to submit a five -year ConPlan and AAP, and monitor their progress, outcomes, and expenditures through the Consolidated Annual Performance and Evaluation Report s (“CAPER”).
The purpose of the ConPlan is to identify the City’s housing and community development needs, priorities, goals, and strategies and to stipulate how funds will be allocated to housing and community development activities over the next five years. The CDBG Program provides Federal funds for local improvement projects and programs. Activities assisted with CDBG funds must meet one of the three national objectives:
1. Benefit low and moderate -income persons; or
2. Aid in the elimination of slum and blight; or
3. Meet a particular urgent community need because existing conditions pose a serious threat, and no other source of funds is available. This national objective is rare and is designated only for activities that alleviate emergency conditions, e.g., fire, flood, earthquake.
The HOME program provides formula grants, often in partnership with local nonprofit groups, to fund a wide range of activities including building, buying, and/or rehabilitating affordable housing or providing direct rental assistance to low -income persons. HOME is the largest Federal Block Grant to State and local governments designed exclusively to create affordable housing for low-income households.
DISCUSSION
The ConPlan
HUD requires a plan assessing affordable housing and community development needs for the next five -year (2025-2029) period. The ConPlan determines how funds from HUD will be used. The following table shows the 2025 -2029 Consolidated Plan goals .
Staff Report – 2025-2029 CONPLAN
June 9, 2025
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
Improve and
Conserve
Existing
Affordable
Housing
2025 2029 Affordable
Housing
Citywide Preserve the
supply of
affordable
housing
HOME:
$1,250,000
Homeowner
Housing
Rehabilitated:
50 Households
Housing Units
Development
of Affordable
Housing
2025 2029 Affordable
Housing
Citywide Development
of Affordable
Housing
HOME:
$504,615
Other: 1 Affordable
Housing Project
(CHDO)
Planning &
Administration
2025 2029 Other N/A Planning &
Administration
HOME:
$194,955
CDBG:
$853,279
Other: 1
Fair Housing 2025 2029 Housing
Discrimination
Citywide Addressing
Housing
Discrimination
CDBG:
$90,000
Other: 875 Persons
Assisted
Public
Services
2025 2029 Public
Services
Citywide Public
Services
CDBG:
$707,460
Public Service
Activities Other than
Low/Moderate
Income Housing
Benefit:
6,325 Persons
Assisted
Economic
Development
2025 2029 Non-Housing
Community
Development
CDBG
Census Tract
Economic
Development
Activities
CDBG:
$600,000
Business Assisted:
15 Neighborhood
Preservation
2025 2029 Non-Housing
Community
Development
Neighborhood
Preservation
CDBG
Census
Tracts
Neighborhood
Preservation
CDBG:
$2,093,630
Housing Code
Enforcement/Forecl
osed
Property Care:
5,000
Households/Housin
g Units
Public
Facilities &
Infrastructure
Improvements
2025 2029 Non-Housing
Community
Development
CDBG
Census
Tracts
Public
Facilities &
Infrastructure
CDBG:
$372,026
Other: 1
The Analysis of Impediments to Fair Housing Choice
As of April 2025, the interim final rule revises HUD ’s regulations that govern the Fair Housing Act's requirement for the Secretary to administer HUD's programs and activities in a manner that actively promotes fair housing. This rule reverts to the original understanding of the statutory Affirmatively Furthe ring Fair Housing (“AFFH”) certification before 1994, which was simply a commitment from grantees to take proactive steps to support fair housing.
Grantee AFFH certifications will be considered sufficient if they demonstrate any action during the relevant period that is reasonably related to promoting fair housing, such as efforts to eliminate housing discrimination. However, this interim final rule does not reinstate the requirement to conduct an Analysis of Impediments or mandate any specific fair housing planning process. Program participants must still affirmatively further fair housing as required by the Fair Housing Act.
Staff Report – 2025-2029 CONPLAN
June 9, 2025
DISCUSSION – Continued
Annual Action Plan
CDBG Program and Funding
The CDBG Program can finance public facilities, economic development, public services, partnerships with non -profits that provide vital services, and housing improvements to improve deteriorating conditions in low- to moderate income areas.
In FY 2025 -2026, the City will receive $943,279 in CDBG entitlement funds, $78,000 in program income from downtown kiosk rentals and other reimbursed costs, and approximately $76,000 in carryover funds. The total estimated funding is $1,097,279.
CDBG Funding Recommendation for FY 25 -26:
Program / Activity Allocation
CDBG Administration $ 170,656
Fair Housing Foundation $ 18,000 Kingdom Causes Bellflower $ 31,925 Bellflower Volunteer Center $ 1 09,567 Code Enforcement $ 418,726
Small Business Loan $ 1 50,000
Public Facilities & Infrastructure
Improvements- Set Aside $ 198,405
Total: $ 1,097,279
In accordance with CDBG regulations, the City may allocate up to 20% of its funding for administrative costs associated with implementing the CDBG program. This allocation covers expenses such as in -house staff time, consultant fees, and fair housing servi ces.
Additionally, the City can use up to 15% of the fiscal year's allocation for public services that directly benefit low- to moderate-income individuals. The remaining 65% of the funds will be dedicated to other activities, including public facilities and streets improvement or economic development activities.
The Economic Development Director (“Director”) is proposing allocation of CDBG funds to the following areas: Planning and Administration ($17 0,656), Fair Housing Services ($18,000), and two public service providers: Kingdom Causes Bellflower ($31,925) and the City’s Volunteer Center ($109,567 ). The remaining funds will be designated for other activities, including Code Enforcement ($418,726), Small Business Loans ($150,000), and projects focused on Public Facilities & Infrastructure Improvements ($198,405), which will be determined at a later date.
Staff Report – 2025-2029 CONPLAN
June 9, 2025
DISCUSSION – Continued
HOME Program and Funding
HOME funds may be used to expand affordable housing opportunities for low - and moderate-income persons through acquisition, rehabilitation, and construction of housing, as well as the provision of first -time homebuyer loans or rental assistance.
The FY 2025-2026 HOME entitlement allocation is expected to be $389,914. The City also conservatively estimates $1,000 in program income and $2,172,939 in carryover funds. The total estimated funding is $2,563,853.
HOME Funding Recommendation for FY 25 -26:
Program / Activity Allocation
HOME Administration $ 38,991 CHDO Project $ 2,274,862
Single Family Housing Rehab $ 250,000 Total: $ 2,563,853
Under HOME regulations, up to 10% of the annual allocation can be used for general administration. In addition, at least 15% of the annual allocation must be set aside for Community Housing Development Organization (“CHDO”) activities. CHDO activities are affordable housing projects constructed by City -approved non-profit organizations and developers.
The Director is proposing to allocate HOME funds to the following areas: Planning and Administration ($38,991) and Single-Family Housing Rehab ($250,000). The remaining funds will be allocated to CHDO activities of affordable housing ($2,274,862). In this ConPlan, the Director is also recommending increasing the maximum Home Improvement Program grant amount from $10,000 to $15,000, because of increased construction and materials costs. This program provides assistance to low -income senior citizen homeowners (62+) and low -income mobile homeowners.
On May 9, 2025, a Notice of a 30-Day Public Comment Period and this Public Hearing was published in the Bellflower Los Cerritos Community Newspaper. The 2025-2029 Consolidated Plan and 2025 -2026 Annual Action Plan were made available for public review and comment from May 9, 2025, through June 9, 2025 . During this period, no comments have been received.
ATTACHMENTS
Resolution No. 25-25 ..................................................................................................... 6 2025-2029 Consolidated Plan & FY 2025 -2026 Annual Action Plan .............................. 9
CITY OF BELLFLOWER
RESOLUTION NO. 25-25
A RESOLUTION ADOPTING THE 2025-2029 CONSOLIDATED
ACTION PLAN (“CONPLAN”) AND THE FISCAL YEAR
2025-2026 (“FY”) ANNUAL ACTION PLAN (“AAP”)
THE CITY COUNCIL RESOLVES AS FOLLOWS:
SECTION 1. Recitals. The City Council finds and declares as follows:
A. The City participates in the Department of Housing and Urban Development's (“HUD”) Consolidated Plan Process and receives both Community Development Block Grant (“CDBG”) and Home Investment Partnership (“HOME”) funds. Agencies that receive funds from HUD are required to prepare and submit a Five -Year Consolidated Plan and an Annual Action Plan ;
B. The City receives HUD funds to develop a viable urban community and expend economic opportunities;
C. The City developed a Consolidated Plan (including an Annual Action Plan) and an Analysis of Impediments to Fair Housing Choice and duly followed HUD requirements for the creation of each;
D. Pursuant to 24 CFR Section 91.105, the City held a 30-day public comment and review period from May 9, 2025, through June 9, 2025, regarding the Draft 2025-2029 Consolidated Plan and Draft 2025-26 Annual action Plan;
E. Pursuant to Title 24 of the Code of Federal Regulation s, the City is required to conduct two public hearings before adopting its Consolidated Plan and the Annual Action Plan. Duly noticed public hearings were held on March 10, 2025, and June 9, 2025.
F. This Resolution is adopted based upon the evidence submitted during the March 10, 2025, and June 9, 2025, City Council meeting s including, without limitation, all documents presented to the City Council and public testimony.
SECTION 2. Approval. The City Council approves the 202 5-20 29 Consolidated Plan and Action Plan for Fiscal Year 2025 -2026 attached as Exhibit “A” and incorporated by reference, and directs the City Manager, or designee, to make any necessary budgetary adjustments to the Fiscal Year 2025-2026 Operating Budget.
City of Bellflower
Resolution No. 25-25
SECTION 3. Authorizations . The City Manager, or designee, is authorized to take reasonable action needed to implement this Resolution, including submittal of the Consolidated Plan and Action Plan to the appropriate HUD office on behalf of the City.
The City Manager, or designee, is further authorized to promulgate and implement administrative policies and procedures needed to effectuate the Consolidated Plan and the Annual Action Plan.
SECTION 4. Preservation. This resolution does not affect any penalty, forfeiture, or liability incurred before, or preclude prosecution and imposition of penalties for any violation occurring before, this Resolution’s effective date. Any such amended part will remain in full force and effect for sustaining action or prosecuting violations occurring before the effective date of this Resolution.
SECTION 5. Severability. If any part of this Resolution or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Resolution are severable.
SECTION 6. Reliance On Record. Each and every one of the findings and determinations in this Resolution are based on the competent and substantial evidence, both oral and written, contained in the entire record relating to the project. The findings and determinations constitute the independent findings and determinations of the City Council in all respects and are fully and completely supported by substantial evidence in the record as a whole.
SECTION 7. Limitations. The City Council’s analysis and evaluation of the project is based on the best information currently available. It is inevitable that in evaluating a project that absolute and perfect knowledge of all possible aspects of the project will not exist. One of the major limitations on analysis of the project is the City Council’s lack of knowledge of future events. In all instances, best efforts were made to form accurate assumptions. Somewhat related to this are the limitations on the City’s ability to solve what are in effect regional, state, and national problems and issues. The City must work within the political framework within which it exists and with the limitations inherent in that framework.
SECTION 8. Summaries of Information. All summaries of information in the findings, which precede this section, are based on the substantial evidence in the record.
The absence of any particular fact from any such summary is not an indication that a particular finding is not based in part on that fact.
SECTION 9. Construction. This Resolution must be broadly construed in order to achieve the purposes stated in this Resolution. It is the City Council’s intent that the provisions of this Resolution be interpreted or implemented by the City and others in a manner that facilitates the purposes set forth in this Resolution.
City of Bellflower
Resolution No. 25-25
SECTION 10 . Electronic Signatures. This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.
SECTION 11. The Mayo r, or presiding officer, is hereby authorized to affix his signature to this Resolution signifying its adoption and the City Clerk, or her duly appointed deputy, is directed to attest thereto.
SECTION 12 . This Resolution will become effective immediately upon adoption.
PASSED, APPROVED, AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF BELLFLOWER THIS 9TH DAY OF JUNE 20 25.
________________________________
Ray Dunton, Mayor
ATTEST:
_________________________________
Mayra Ochiqui, City Clerk
APPROVED AS TO FORM:
Karl H. Berger, City Attorney
By:_________________________________
Justin A. Tamayo, Assistant City Attorney
ATTACHMENT :
Exhibit A – 2025-29 Consolidated Plan and 2025-26 Annual Action Plan
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 0 OMB Control No: 2506-0117 (exp. 09/30/2021)
2025-2029 Consolidated Plan &
Fiscal Year 2025-2026 Annual Action Plan
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Table Contents
Executive Summary ............................................................................................................................4 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)....................................................................4 The Process ........................................................................................................................................8 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) .......................................................................8 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I) ............................9 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) .............................................. 14 Needs Assessment ............................................................................................................................ 18 NA-05 Overview............................................................................................................................ 18 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ............................................................... 19 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ................................................. 36 NA-35 Public Housing – 91.205(b) .................................................................................................. 37 NA-40 Homeless Needs Assessment – 91.205(c) ............................................................................. 44 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) ....................................................... 51 NA-50 Non-Housing Community Development Needs – 91.215 (f) ................................................... 55 Housing Market Analysis ................................................................................................................... 58 MA-05 Overview ........................................................................................................................... 58 MA-10 Number of Housing Units – 91.210(a)&(b)(2) ....................................................................... 59 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) .......................................................... 66 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ................................................. 70 MA-25 Public and Assisted Housing – 91.210(b) .............................................................................. 76 MA-30 Homeless Facilities and Services – 91.210(c) ........................................................................ 80 MA-35 Special Needs Facilities and Services – 91.210(d) ................................................................. 83 MA-40 Barriers to Affordable Housing – 91.210(e) .......................................................................... 87 MA-45 Non-Housing Community Development Assets – 91.215 (f) .................................................. 89 MA-50 Needs and Market Analysis Discussion .............................................................................. 101
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 2 OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-60 Broadband Needs of Housing occupied by Low - and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)............................................................................................................ 105 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ................................................................... 109 Strategic Plan ................................................................................................................................. 113 SP-05 Overview .......................................................................................................................... 113 SP-10 Geographic Priorities – 91.215 (a)(1) ................................................................................... 114 SP-25 Priority Needs - 91.215(a)(2) .............................................................................................. 116 SP-30 Influence of Market Conditions – 91.215 (b) ........................................................................ 119 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ............................................................ 120 SP-40 Institutional Delivery Structure – 91.215(k) ......................................................................... 125 SP-45 Goals Summary – 91.215(a)(4)............................................................................................ 128 SP-50 Public Housing Accessibility and Involvement – 91.215(c) .................................................... 131 SP-55 Barriers to affordable housing – 91.215(h) .......................................................................... 132 SP-60 Homelessness Strategy – 91.215(d) .................................................................................... 133 SP-65 Lead based paint Hazards – 91.215(i) .................................................................................. 136 SP-70 Anti-Poverty Strategy – 91.215(j) ........................................................................................ 137 SP-80 Monitoring – 91.230 .......................................................................................................... 138 Expected Resources ........................................................................................................................ 140 AP-15 Expected Resources – 91.220(c)(1,2) .................................................................................. 140 Annual Goals and Objectives ........................................................................................................... 143 AP-20 Annual Goals and Objectives .............................................................................................. 144 Projects ...................................................................................................................................... 146 AP-35 Projects – 91.220(d) .......................................................................................................... 146 AP-38 Project Summary............................................................................................................... 147 AP-50 Geographic Distribution – 91.220(f).................................................................................... 152 Affordable Housing ......................................................................................................................... 153 AP-55 Affordable Housing – 91.220(g) .......................................................................................... 153
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 3 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing – 91.220(h) ................................................................................................ 154 AP-65 Homeless and Other Special Needs Activities – 91.220(i) ..................................................... 155 AP-75 Barriers to affordable housing – 91.220(j) ........................................................................... 158 AP-85 Other Actions – 91.220(k) .................................................................................................. 159 Program Specific Requirements ....................................................................................................... 162 AP-90 Program Specific Requirements – 91.220(l)(1,2,4) ............................................................... 162 Appendix- Alternate/Local Data Sources .......................................................................................... 166
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 4 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The United States Department of Housing and Urban Development (HUD) requires entitlement jurisdictions to submit a Consolidated Plan through the Integrated Disbursement and Information System (IDIS). The IDIS template includes specific sections and a serie s of questions that must be answered to complete the Consolidated Plan. The 2025-2029 Consolidated Plan was developed using the IDIS template in accordance with statutory requirements and federal regulations.
The City of Bellflower is an Entitlement Community that receives an annual allocation of Community Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME) funds. For FY 2025- 2026, the City estimates it will receive approximately $943,279 in Community Development Block Grant (CDBG) funds and $389,914 in HOME Investment Partnership Program (HOME) funds.
Before receiving these funds, the City must submit a Five -Year Consolidated Plan to HUD that outlines its strategy for using CDBG and HOME funds over the five -year period. Additionally, the City must provide an Annual Action Plan, which details the annual goals and objectives for the program year in relation to the Five-Year Consolidated Plan. A Consolidated Annual Performance Evaluation Report (CAPER) is also required to report on the goals achieved during each program year within the broader framework of the Consolidated Plan.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
CDBG and HOME funds will be used to achieve the objectives and goals. The city has identified the following goals for the 2025-2029 Consolidated Plan
• Improve and Conserve Existing Affordable Housing
• Development of Affordable Housing
• Planning & Administration
• Fair Housing
• Public Services
• Economic Development
• Neighborhood Preservation (Code Enforcement)
• Public Facilities & Infrastructure Improvements
Decent Housing:
Seek opportunities to expand affordable housing, retain the affordable housing stock, and increase the availability of affordable permanent housing.
Suitable Living Environment:
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 5 OMB Control No: 2506-0117 (exp. 09/30/2021)
This objective aims to enhance the safety and livability of neighborhoods by providing access to quality facilities and services. It also seeks to create affordable housing opportunities, revitalize deteriorating areas, restore and preserve natural and phy sical features that hold architectural or aesthetic value, and conserve energy resources.
Economic Opportunity:
This objective encompasses activities aimed at sustaining or increasing business activity within a community, prioritizing job and income growth.
Performance Outcomes (New or Improved):
• Availability/Accessibility
• Affordability
• Sustainability
3. Evaluation of past performance
The table below outlines the performance over the first four years of the five -year Consolidated Plan for 2020-2024. In these four years, the City has surpassed the quantified objectives of the Consolidated Plan, with one exception: the CHDO Project Development. The City is still actively working to initiate this project.
Accomplishments – Consolidated Plan – FY 2020/2021 - FY 2023/2024
Goal Program Indicator 5-Year Objectives 4-Year
Accomplishments
Improve and Conserve
Existing Affordable
Housing
Affordable Housing 16 Housing Units 28 Housing Units
Development of
Affordable Housing
Affordable Housing
(CHDO Project)
1 Unit 0 Units
Affirmatively Further
Fair Housing
Fair Housing 300 Households 726 Households
Neighborhood
Preservation
Non-Housing Community
Development (Code
Enforcement)
600 Households 2,200 Households
Public Services Public service activities other
than Low/Mod Income Housing
Benefit
9,500 Persons 5,800 Persons
Employment Training Employment Training 50 Persons 78 Persons Sections 108 Section 108 Loan Repayment 1 1
Economic Development Non-Housing Community
Development
12 Businesses 10 Businesses
COVID-19 Pandemic
Response
N/A 100 Households 253 Households
COVID-19 Pandemic
Response
N/A 10 Businesses 10 Businesses
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 6 OMB Control No: 2506-0117 (exp. 09/30/2021)
4. Summary of citizen participation process and consultation process 2025-2029 Consolidated Plan Survey: The City prepared a Consolidated Plan Survey for 2020-2025 to analyze community needs. Residents and Stakeholders were invited to complete the survey to share their opinions on priority needs, affordable housing, target populations, and how to address home lessness, among other priorities. The information gathered from these community surveys helped the City determine how to allocate the CDBG and HOME program funds. The survey was made available to Bellflower residents, City Council members, City Departments, commissioners, local non-profits, and other organizations. It was published in both English and Spanish and shared via email, posted on the City's webpage, through social media platforms, and hard copies were made accessible at the Economic Development Department Counter on the 2nd floor of City Hall.
Listed below are the reoccurring barriers and needs that resulted from the 2025 -2029 Consolidated Plan Survey.
Stakeholders listed most common pressing issues are:
• Crime Prevention (neighborhood programs to deter crime) • Community Development (after school programs, community and rec centers, parks, etc.) • Economic Development (new center, business creating, etc.) • Homeless support and homeless prevention (outreach, supportive services, counseling, etc.)
Stakeholders listed the following community needs:
• Affordable Housing
• Infrastructure Improvement (Sidewalks)
• Community Development (Parks and Senior Centers)
Community listed most common pressing issues are:
• Affordable housing
• Public Improvements
• Public Services
• Public Facilities
Public Hearing: The City held two public hearings during the development of the Consolidated Plan. The first public hearing took place on February 10, 2025. During this hearing, the community and City Council had the opportunity to provide input on community needs. The second public hearing is scheduled for June 9, 2025. At that time, staff will provide an overview of the draft Consolidated Plan, Annual Action Plan, and Analysis of Impediments to Fair Housing Choice. They will also discuss the proposed CDBG and HOME budgets for the fiscal year 2025-2026.
5. Summary of public comments
To be updated after Public Hearing No. 2
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 7 OMB Control No: 2506-0117 (exp. 09/30/2021)
6. Summary of comments or views not accepted and the reasons for not accepting them To be updated after Public Hearing No. 2
7. Summary
The City made significant efforts to engage community members and fulfill all citizen participation requirements.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 8 OMB Control No: 2506-0117 (exp. 09/30/2021)
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator BELLFLOWER Economic Development
Department
HOME Administrator BELLFLOWER Economic Development
Department
Table 1 – Responsible Agencies
Narrative
The City of Bellflower (City) is the Lead Agency for the CDBG and HOME entitlement programs. The City’s Economic Development Department is responsible for the preparation and administration of the Five - Year Consolidated Plan, Annual Action Plan, Consolidated Annual Performance Evaluation Report (CAPER), and all other related reports .
Consolidated Plan Public Contact Information
Jim DellaLonga
Director of Economic Development
16600 Civic Center Drive Bellflower, CA 90706
(562) 804-1424 ext. 2224
[email protected]
Karla Pineda
Management Analyst II
City of Bellflower – Economic Development
16600 Civic Center Drive Bellflower, CA 90706
(562) 804-1424 ext. 2013
[email protected]
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 9 OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
The consolidated planning process requires entitlement grantees to consult with both public and private agencies while developing their 5-Year Consolidated Plan. For the 2025-2029 Consolidated Plan, the Economic Development Department staff consulted with key stakeholders and the community.
To gather information about needs, services, facilities, and strategies, consultations were held with public service organizations and community members. These consulted agencies represent a wide range of needs, including those of homeless individuals, low-income youth, persons with disabilities, elderly residents, and individuals facing alcohol or substance abuse issues. City staff actively sought to gain a comprehensive understanding of the challenges faced in Bellflower and potential solutions from community partners who directly serve the most vulnerable populations.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
City staff coordinated efforts and consulted with various public entities during the development of the Consolidated Plan. This included local government agencies, public housing organizations, and state government departments, such as the Housing Authority of the County of Los Angeles, the County of Los Angeles Public Health Department (which oversees the Childhood Lead -Based Paint Poisoning Prevention Program and the Division of HIV/STD Programs), and the Los Angeles Homeless Services Authority.
Engagement with these entities was accomplished through surveys, emails, follow -up correspondence, and public hearings.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessnes s The City of Bellflower is part of the Los Angeles Homeless Services Authority’s (LAHSA) Continuum of Care in Service Planning Area (SPA) 7. Established in December 1993 by the Los Angeles County Board of Supervisors and the Los Angeles Mayor and City Counc il, LAHSA operates as an independent joint powers authority. It serves as the lead agency in the Los Angeles Continuum of Care, which coordinates housing and services for homeless families and individuals throughout Los Angeles County.
The City of Bellflower works closely with LAHSA to deliver homeless services and participates in the annual LAHSA Homeless Count. Involvement in these events allows city staff to gain valuable insights into the needs of the homeless population and the serv ices required. Data from the homeless count helps identify the specific needs for homeless services within the City.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 10 OMB Control No: 2506-0117 (exp. 09/30/2021)
In collaboration with the Continuum of Care, the City aims to address the needs of homeless individuals, focusing particularly on chronically homeless individuals and families, families with children, veterans, unaccompanied youth, and those at risk of homelessness. This effort includes reviewing data provided by LAHSA and consulting with local service providers, such as People Assisting the Homeless (PATH) and Kingdom Causes. The City partners with LAHSA and these local providers to assess the available re sources needed to support chronically homeless individuals in Bellflower.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HM IS Bellflower does not receive or allocate Emergency Solutions Grant (ESG) funds. The City collaborates with local service providers and will generally fund agencies based in Bellflower as well as in the neighboring communities to meet the needs of the homeless and provide regional coverage. The City also continues its collaboration with LAHSA and local providers to support this population segment.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
See table below
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Agency/Group/
Organization
Agency/Group/Organizat
ion Type
What section of the
Plan was addressed
by Consultation?
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Fair Housing
Foundation
Services -Fair Housing • Fair Housing Organization was contacted to provide input on fair housing issues, landlord/tenant
complaints, fair housing needs and priorities.
Los Angeles
Homeless
Services
Authority
(LAHSA)
Services – Homeless • Homeless Needs
• Homeless
Strategy
• Continuum of
Care
Input was gathered through email, websites,
and published reports. Data on the homeless
count, strategies, and ongoing coordination
were used to inform city efforts in
addressing homelessness.
Los Angeles
County
Department of
Public Health
Services- Persons with
HIV/AIDS
Services- Childhood Lead
Based Paint Poisoning
• Data on PLWA
• Lead Based Paint
Strategy
Review of published report from their
website were used for information related to
people living with HIV/AIDS and lead bas ed
health information
Gateway Cities
Council of
Governments
Council of Governments • Comprehensive
Economic
Development
Strategy (CEDS)
Input was gathered through email, websites,
and published reports.
People Assisting
the Homeless
(PATH)
Homeless Services • Homelessness
Strategy
• Homeless Needs -
Chronically
homeless
• Homeless Needs -
Families with
children
• Homelessness
Needs – Veterans
• Homelessness
Needs -
Unaccompanied
youth
• Non-Homeless
Special Needs
Input was gathered through email, websites,
and published reports.
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Los Angeles
County
Development
Authority
(LACDA)
Other Government
County
• Homelessness
Strategy
Homeless
• Needs -
Chronically
homeless
• Homeless Needs -
Families with
children
• Homelessness
Needs – Veterans
• Homelessness
Needs -
Unaccompanied
youth
• Non-Homeless
Special Needs
Input was gathered through email, websites,
and published reports.
Kingdom Causes Services – Employment • Employment
opportunities
Input was gathered through survey, email,
websites, and published reports.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting No Agency type was excluded from providing input on the 2025-2029 Consolidated Plan and FY 2025- 2026 Action Plan.
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Other local/regional/state/federal planning effort’s considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
Los Angeles Continuum of Care Los Angeles Homeless Services Authority (LAHSA)
The Continuum of Care
identifies funding and activities
assisting LA County’s homeless.
The City’s homeless goals and
strategy support those of the
Continuum of Care.
2021-2029 Housing Element of
the General Plan
City of Bellflower The Strategic Plan goals are
based in part on those included
in the 2021-2029 Housing
Element.
Temporary Shelter Services
(TSS) Plan
City of Bellflower Homeless goals and strategies
incorporate the TSS
Los Angeles City and County of
Coc for Service Planning Area 7
(SPA)
Los Angeles City and County of
Coc for Service Planning Area 7
(SPA)
The Housing Inventory Count
Reports provide a snapshot of a
CoC’s HIC and the PIT Count is a
survey that provides a snapshot
of the homeless population.
Bureau of Labor Statistics Bureau of Labor Statistics The data collected was used to analyze the economic
conditions.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City coordinated its efforts and consulted with various public entities during the development of the Consolidated Plan. This included collaboration with local government agencies, relevant County Departments, public housing organizations, and State go vernment departments. Engagement with these entities occurred through surveys, emails, and public hearings. The City will continue its coordination efforts with local, regional, and federal agencies to advance the goals and objectives of the FY 2025 -2029 Consolidated Plan .
Narrative (optional):
No additional narrative.
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal -setting
The City of Bellflower actively encourages community involvement in the planning, implementation, and evaluation of its housi ng and community development programs. To promote citizen participation, the City gathered feedback through surveys, engaged with k ey stakeholders—including the City Council, Commissions, and community -based organizations. Details of these efforts can be found in the Citizen Participation Outreach table.
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Citizen Participation Outreach
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 16 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
1 2025-2029 Consolidated
Plan Survey
October 2024
Non-target/broad
Community
All interested persons
83 people responded to
the Survey
All comments were
considered and
incorporated in the
appropriate sections of
the Consolidated Plan
N/A
2 Public Hearing No.1
February 10,2025
Non-target/broad
Community
All interested persons
A newspaper ad was
published to announce
Public Hearing 1 to adopt
Objectives/Policies and
collect community needs
comments.
The ad was published on
January 10,2025
No comments received. N/A
3 NOFA
January 17,2025
Non-target/
broad
Community
All interested persons
A newspaper ad was
published to announce
the FY 2025-26 Notice of
Funding Availability
(NOFA).
The ad was published on
January 17,2025.
Applications were due
on February 7,2025.
N/A N/A
4 NOFA Technical
Assistance Workshop
January 30,2025
Non-target/
broad
Community
All interested persons
A technical assistance
workshop was held to
discuss the objectives
and policies related to
CDBG funding.
All questions were
answered during the
workshop.
N/A
5 Public Review
Period
May 9,2025 – June
9,2025
Non-target/broad
Community
All interested persons
N/A TBD TBD
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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
6 Public Hearing No. 2
June 9,2025
Non-target/broad
Community
All interested persons
A newspaper notice was
published to announce
Public Hearing 2 to
receive public comments
on the Consolidated Plan
and FY 25-26 AAP.
The notice was published
on May 9,2025
TBD TBD
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
To ensure the efficient and effective use of resources, the City of Bellflower must first assess the community's needs. This section describes and analyzes various demographic and economic indicators to provide a foundation for establishing funding priorities. By using data gathered from state, local, and federal sources, the City can identify needs based on broad trends in population, income, and ho usehold demographics. Primary data sources include the U.S. Census Bureau, HUD, and the Bureau of Labor Statistics. Once gathered, the data will be analyzed more closely to explore how family and household dynamics, race, and housing problems are interconn ected. A key objective of this Needs Assessment is to identify the nature and extent of housing problems experienced by Bellflower residents.
In addition to demographic analysis, this section examines factors that influence, or are influenced by, the housing market. These include public housing needs, the needs of individuals facing homelessness, and non-homeless special needs populations. Furth ermore, non-housing development needs, such as public services and infrastructure, are also evaluated to guide resource allocation decisions.
Each of these issues is analyzed alongside economic and demographic indicators to determine if certain groups are disproportionately affected. By understanding the scale and prevalence of housing challenges within Bellflower, the City can set evidence-based priorities for entitlement programs. This approach ensures that resources are directed toward the areas and populations that need them most, promoting more equitable outcomes across the community.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The housing needs of a community, like all market economy items, are influenced by supply and demand. However, the factors that impact housing supply and demand are far more complex than simply matching one house to one household. Variables such as populat ion growth, household size, availability of rental housing, income levels, and property conditions all contribute to shaping the community's housing needs.
The following section highlights that the most significant housing challenge in Bellflower is the lack of affordable housing. According to the 2018 -2022 American Community Survey (ACS) 5-Year Estimates, approximately 11,030 households in the city are cost burdened, representing 46.7% of the population. Both Renters and Homeowners are similarly affected, with 8,220 rental households and 2,810 homeowner households paying more than 30% of their income on housing. This data suggests that the current housing su pply is either insufficient or too expensive to meet the needs of the community.
Demographics Base Year: 2012 Most Recent Year: 2022 % Change Population 76,619 78,352 2.3%
Households 23,257 24,065 3.5%
Median Income $50,765 $75,379 48.5%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2008-2012 ACS 5Yr Estimates (Base Year), 2018-2022 ACS (Most Recent Year)
Since 2012, Bellflower’s population has grown by approximately 2.3%, reflecting a very modest rate of growth. Concurrently, the number of households in the city has risen by about 3.5%, indicating a slight decrease in average household size as the population increases. This trend suggests a shift toward smaller household sizes, potentially leading to a future demand for additional housing units to accommodate more, smaller households.
During the same period, Bellflower’s Median Household Income (MHI) rose by 48.5%. While this increase outpaces inflation marginally, its impact on purchasing power remains limited. According to the Bureau of Labor Statistics (BLS) inflation calculator, a h ousehold earning $50,765 in 2012 would require $62,967.26 in 2022 to retain equivalent purchasing power. Given the actual MHI in 2022, the effective increase in purchasing power since 2012 is approximately 20%.
It is essential to recognize that MHI is a single summary measure, which does not capture the full income distribution or highlight whether specific income groups are gaining or losing economic ground.
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Change in Population from 2017-2022
This map illustrates population changes in Bellflower, CA, since 2017, highlighting notable demographic shifts over the past five years. Significant growth, often exceeding 20%, is evident in many areas of the city. Conversely, several sections of Bellflow er have experienced marked population declines, with reductions in some areas surpassing 10%. These trends underscore shifting population dynamics, indicating potential changes in residential density and community composition across the city.
Median Household Income
Median Household Income (MHI) in Bellflower, CA, varies widely across census tracts, revealing significant income disparities within the city. Central tracts in Bellflower tend to have lower MHI, with many areas in the city's core reporting incomes below $60,000. In contrast, tracts surrounding the city center, particularly in the northern and eastern areas, exhibit higher incomes, often above $80,000 and, in some cases, exceeding $100,000. This income gradient underscores a marked contrast between lower -in come areas in the city center and higher-income areas on the outskirts. Understanding these income variations
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 21 OMB Control No: 2506-0117 (exp. 09/30/2021)
is essential for addressing housing affordability challenges and promoting equitable resource allocation across Bellflower.
Poverty
The estimated poverty rate in Bellflower, CA, reveals significant disparities across census tracts, particularly between the city’s central and southern regions versus its northern areas. Central and southern tracts often show poverty rates exceeding 14%, with some areas reaching over 18%, while the northern region generally reports lower poverty rates, frequently below 10%. A few tracts in other parts of the city have poverty rates below 6%. A clear correlation exists between p overty levels and median household income, especially in the city center, where the highest poverty rates closely align with the lowest median household incomes, whereas tracts with higher incomes typically show more moderate poverty rates. This pattern highlights areas in Bellflower with the most pressing needs for focused assistance and targeted interventions, underscoring the importance of tailored strategies to address economic disparities within the city.
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 22 OMB Control No: 2506-0117 (exp. 09/30/2021)
Number of Households Table
0-30% HAMFI >30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100% HAMFI
Total Households 4,610 3,630 5,535 3,220 7,025
Small Family
Households 1,635 1,995 2,930 1,500 3,835
Large Family
Households 535 415 920 610 1,235
Household contains
at least one person
62-74 years of age
1,140 880 800 970 1,690
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Year. 20184022
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g 6.00% to 999%
"100% to 13.99%
14.00% IO 17.99%
mom or greater
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 23 OMB Control No: 2506-0117 (exp. 09/30/2021)
0-30% HAMFI >30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100% HAMFI
Household contains
at least one person
age 75 or older
620 250 395 290 410
Households with
one or more
children 6 years old
or younger 899 739 1,195 474 1190
Table 6 - Total Households Table
Data
Source:
2017-2021 CHAS
Number Households
In the above table, data from HUD’s Comprehensive Housing Affordability Strategy (CHAS) is used to develop a more detailed look at households in Bellflower. This data is slightly older than the previously used census data, but it allows for a demographic analysis based on relative income. The HUD Area Median Family Income (HAMFI) provides a baseline for income in the area.
This document will use the following income group definitions:
• Extremely Low Income: 0-30% HAMFI
• Very Low Income: 30-50% HAMFI
• Low Income: 50-80% HAMFI
• Moderate Income: 80-100% HAMFI
• Above Moderate Income: >100% HAMFI
CHAS data indicates that small family households are notably more common among above-moderate- income groups compared to other income brackets. Specifically, nearly 55% of households earning above 100% of the HUD Area Median Family Income (HAMFI) are small families, whereas only 35.5% of extremely low-income households fall into this category. Additionally, among households earning less than 30% of HAMFI, 38.2% include at least one member aged 62 or older, compared to 29.9% among those earning above 100% of HAMFI. These figures underscore distinct demographic characteristics associated with varying income levels.
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 200 105 160 15 480 15 0 25 0 40
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 305 295 160 60 820 40 30 25 35 130
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 340 375 630 230 1,575 70 15 135 90 310
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 2,555 940 85 0 3,580 340 355 145 35 875
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 25 OMB Control No: 2506-0117 (exp. 09/30/2021)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 140 860 1,315 285 2,600 120 60 395 375 950
Zero/negative
Income (and
none of the
above
problems) 90 0 0 0 90 30 0 0 0 30
Table 7 – Housing Problems Table
Data
Source:
2017-2021 CHAS
The table above provides a summary of housing issues in the City of Bellflower, broken down by income group and tenure (renter or homeowner) based on 2017-2021 CHAS data. The most prevalent issue is cost-burdened households, with 6,180 renters and 1,825 homeowners spending 30% or more of their income on housing. Among these, approximately 58% of renters and 48% of homeowners are severely cost burdened, meaning they allocate over 50% of their income to housing expenses. This high prevalence of cost-burdened households highlights the widespread financial strain housing costs place on Bellflower residents, with nearly three times as many renters affected as homeowners. Notably, all other housing issues reported in the table are significantly more common among renters, underscor ing additional challenges faced by renter households in the City.
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2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or
more of four
housing
problems 3,540 2,575 2,345 590 9,050 590 465 730 535 2,320 Having none of
four housing
problems 190 185 1,560 1,185 3,120 170 405 905 910 2,390 Household has
negative
income, but
none of the
other housing
problems 90 0 0 0 90 30 0 0 0 30
Table 8 – Housing Problems 2
Data
Source:
2017-2021 CHAS
Severe Housing Problems
Severe housing problems disproportionately impact lower -income residents in Bellflower, CA. Among households earning between 0% and 100% of the Area Median Income (AMI), nearly 75% of the 12,260 renter households and approximately 49.6% of the 4,740 owner households experience at least one documented housing issue. These challenges are especially acute for those with extremely low incomes, with over 95% of renter households and 78.5% of homeowners earning between 0 -30% of AMI facing at least one housing problem. Data from Tables 9 and 10 indicate that cost burden remains the most prevalent housing issue in Bellflower, as many households struggle to meet housing expenses. This underscores the urgent need for targeted efforts to improve housing affordability, particularly for lower - income households.
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3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 95 885 910 1,890 15 30 180 225
Large Related 25 220 260 505 0 4 110 114
Elderly 110 175 125 410 59 35 75 169
Other 15 180 310 505 40 0 100 140
Total need by
income 245 1,460 1,605 3,310 114 69 465 648
Table 9 – Cost Burden > 30%
Data
Source:
2017-2021 CHAS
Housing Cost Burden
The table above presents 2017-2021 CHAS data on cost -burdened households in Bellflower, CA, for income groups earning between 0% and 80% of the Area Median Income (AMI), highlighting specific demographic patterns. Among renters, small households represent approximately 57.1% of cost - burdened households, while elderly households account for about 12.4%. For homeowners, nearly 34.7% of cost-burdened households are small households, with elderly residents comprising approximately
26.1%.
As with many economic indicators, the likelihood of a household being cost-burdened is strongly influenced by its location, as illustrated in the maps below. Various factors affecting housing supply and demand shape this distribution. In lower -income areas, the need for affordable housing is more pronounced, while regions with higher median home values present housing costs that may be unaffordable for many residents. The maps, based on U.S. Census Bureau data, display cost -burden data by census tract across Bellflower, underscoring these geographic disparities.
Homeowner Cost Burden
High concentrations of cost -burdened homeowners are distributed across Bellflower, with particularly notable clusters throughout various portions of the city. In several census tracts, more than 40% of homeowners allocate over 30% of their income to housin g costs, underscoring significant affordability challenges in these areas. This distribution highlights the widespread nature of housing cost burdens among homeowners, emphasizing that housing affordability is a pressing issue across multiple areas in Bellflower.
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Renter Cost Burden
Cost burden rates for renters in Bellflower show a moderate to high prevalence across the city. In many census tracts, over 40% of renters spend more than 30% of their income on housing, with many areas reaching rates above 60% and certain tracts exceeding 80%. This widespread prevalence of cost burden among renters underscores a critical affordability issue affecting nearly all parts of Bellflower, highlighting the urgent need for targeted solutions to address housing challenges for renters citywide.
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 29 OMB Control No: 2506-0117 (exp. 09/30/2021)
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Source: Census
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v - oomrlhunors
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 30 OMB Control No: 2506-0117 (exp. 09/30/2021)
4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 1,160 600 25 1,785 140 260 95 495
Large Related 440 95 35 570 55 30 0 85
Elderly 800 145 20 965 190 85 29 304
Other 790 185 20 995 25 10 35 70
Total need by
income 3,190 1,025 100 4,315 410 385 159 954
Table 10 – Cost Burden > 50%
Data
Source:
2017-2021 CHAS
Severe Cost Burden
In Bellflower, CA, a significant portion of cost-burdened households are classified as severely cost- burdened, meaning they spend 50% or more of their income on housing expenses. Small, related households make up the largest share of these households, representing 41.4% of severely cost-burdened renters and 51.9% of homeowners. Additionally, around 22.4% of severely cost-burdened renter households and 31.9% of homeowner households include elderly residents. For these households, even minor unexpected expenses or increases in utility costs can lead to housing instability or potential homelessness. Vulnerable residents in this category may require additional support, such as financial assistance or housing subsidies, to maintain safe and stable housing and avoid displacement. Addressing the needs of severely cost-burdened households is crucial for preventing housing crises and promoting long-term stability
5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 630 570 660 205 2,065 110 19 100 60 289
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Multiple,
unrelated
family
households 10 90 155 65 320 0 25 75 65 165
Other, non-
family
households 20 55 0 15 90 0 0 0 0 0
Total need by
income
660 715 815 285 2,475 110 44 175 125 454
Table 11 – Crowding Information – 1/2
Data
Source:
2017-2021 CHAS
Overcrowding
HUD defines an overcrowded household as one with 1.01 to 1.50 occupants per room. In Bellflower, overcrowding varies significantly by housing type. Renters account for 2,475 overcrowded households, compared to just 454 among homeowners. Overcrowding is considerably more prevalent among renters, especially those with lower incomes. Nearly 88.5% of overcrowded renter households are classified as low income, earning below 80% of the Area Median Income (AMI). This data highlights the disproportionate impact of overcrowding on lower-income renter households, emphasizing the need for targeted strategies to address space and affordability constraints for these residents.
The following table shows the number of households with children present by income level.
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present
809 660 935 2404 90 79 260 429
Table 12 – Crowding Information – 2/2
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Describe the number and type of single-person households in need of housing assistance.
Single-person households in Bellflower face an elevated risk of housing instability due to lower income levels and limited resources. The median income for a single-person household is $33,934—less than half the median for a two -person household at $72,186. Additionally, single-person households are less likely to own a vehicle, making transportation and commuting more challenging.
According to 2018-2022 ACS data, single-person households are more prevalent among renters, with approximately 3,359 single-person renter households compared to 1,348 single -person homeowner households. Data from Tables 7 and 9 indicate that about 40% of small households are cost -burdened, meaning an estimated 1,883 single-person households may require housing assistance. These findings highlight the particular vulnerability of single -person households, especially in terms of housing affordability and access to essential services like transportation.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
Disability
In Bellflower, 8,801 residents—representing 11.3% of the population —report having a disability, and the prevalence increases significantly with age. Among residents aged 65 and older, nearly 36.6% experience some form of disability, underscoring the need f or housing that accommodates both physical and cognitive limitations. For many, accessible housing features and supportive services are essential for maintaining safe, independent living.
The most common disability is ambulatory difficulty, affecting around 4,600 residents who may benefit from ADA-recommended modifications, such as ground -level units, ramps, and widened doorways to accommodate mobility aids. The second most common is cognit ive difficulty, which includes challenges with memory, concentration, or decision-making. For these residents, ADA guidelines suggest structured, easy-to-navigate environments, in-home support, and access to supportive communities designed for cognitive needs.
Survivors of Domestic Violence, Dating Violence, Sexual Assault, and Stalking Accurate crime statistics for incidents such as family violence, intimate partner violence, and sexual assault are challenging to collect due to significant underreporting. Many survivors do not report incidents due to concerns about potential retaliation, child custody issues, or lack of economic or housing resources.
Providing accessible resources for safety and stability is essential for survivors who report and seek assistance.
According to the FBI’s Crime Incident Reports by city and the Bellflower Police Department, Bellflower recorded 31 convictions for rape and 3 convictions for attempted rape in 2023, marking a 10% increase from the previous year. This report also indicates that, among 10 categories of violent crime statistics over
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 33 OMB Control No: 2506-0117 (exp. 09/30/2021)
the past 30 years, rape is the only category showing a rising trend, with an overall increase of 17% and a consistent four-year upward trend.
State crime reports indicate that Bellflower recorded 395 domestic violence cases in 2023, five fewer than in the previous year, marking the third consecutive year of slight declines in domestic violence incidents.
The U.S. Department of Justice estimates that only 42% of violent victimizations are reported to law enforcement. Applying this rate suggests that approximately 81 sexual offenses may have occurred in Bellflower in 2023, emphasizing the critical need for h ousing and support services to aid survivors in achieving safety and stability.
What are the most common housing problems?
Bellflower faces several critical housing challenges, including cost burden, overcrowding, aging housing stock, and housing instability. Cost burden affects both renters and homeowners, with lower -income renters particularly impacted. Many spend over 30% o f their income on housing, and a significant number are severely cost-burdened, allocating more than half of their income to housing costs. This financial pressure underscores the urgent need for more affordable housing options. Overcrowding is another pressing issue, especially among lower-income renter households. This problem is largely due to a lack of affordable, family-sized housing, further exacerbating housing challenges in the City.
Homeownership opportunities in Bellflower are limited, with 9,397 owner -occupied units compared to 14,668 renter-occupied units and an overall vacancy rate of 4.0%. This scarcity of ownership opportunities contributes to overcrowding and housing instability, leaving renters with few pathways to more stable housing. Single-person households, elderly residents, and lower -income families are particularly vulnerable. These groups face limited resources and significant barriers to accessing essential services, such as transportation, further compounding their housing challenges.
Lead-Based Paint Hazards (LBPHs) pose significant health risks, particularly to young children, as exposure can lead to developmental issues, learning disabilities, and other serious health complications. Housing built before 1978, when lead -based paint was banned, is at high risk, especially pre-1950 units where lead paint use was more prevalent. Based on 2018-2022 ACS data, Bellflower has 18,237 housing units built before 1980, accounting for almost 73% of the City’s housing stock, with 3,283 units constr ucted before 1950. These older units, at high risk for LBPHs, require ongoing updates and remediation to reduce health hazards. Additionally, other environmental contaminants, such as asbestos and underground storage tanks, pose risks due to the age of Bellflower's housing stock. The City utilizes HOME funds to support housing redevelopment and mandates that developer partners remediate or remove identified contaminants to ensure safer living conditions.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 34 OMB Control No: 2506-0117 (exp. 09/30/2021)
Are any populations/household types more affected than others by these problems? Low-income households in Bellflower are disproportionately impacted by housing challenges, with low - income small families facing the greatest obstacles. These households often experience severe cost burdens, overcrowding, and housing instability, increasing financial strain and li miting access to stable, affordable housing. Low -income seniors also face unique challenges, especially as they attempt to age in place. Many struggle with deferred maintenance, safety hazards like navigating stairs, and limited housing options that meet their needs. These combined challenges highlight the critical need for targeted housing solutions and supportive services designed specifically for low -income families and seniors in Bellflower.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Als o discuss the needs of formerly homeless families and individuals who are receiving rapid re -housing assistance and are nearing the termination of that assistance:
HUD defines extremely low-income households as those earning 0-30% of the Area Median Income (AMI) and classifies households spending over 50% of their income on housing as severely cost -burdened.
According to 2017-2021 CHAS data from the Housing Needs Summary Tables, the most critical issue for extremely low -income households and families with children in Bellflower, CA, is the lack of affordable housing. In Bellflower, approximately 360 extremely low -income homeowner households and 3,005 renter households are severely cost-burdened, meaning they allocate over half of their income to housing.
Together, these 3,365 households are at high risk of housing instability and potential homelessness.
The data also indicates that Bellflower has 899 extremely low -income households with children, most of whom are renters. These families face severe housing challenges, underscoring the urgent need for targeted interventions to support and stabilize housing for the city’s most vulnerable residents.
Addressing these affordability challenges is crucial to prevent housing instability and ensure long -term security for low-income families and households in Bellflower.
If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of the operational definition of the at -risk group and the methodology used to generate the estimates:
Bellflower has identified an at -risk population of approximately 3,365 extremely low -income and severely cost burdened households, defined as those earning less than 30% of the Area Median Income (AMI) and spending over 50% of their income on housing. This operational definition of "at-risk" aligns with HUD’s standard for severe cost burden, where households dedicating more than half of their income to housing are considered at significant risk of financial instability, as this limits their ability to cover other essential needs.
The methodology for estimating this population involved calculating the total number of renter and owner households in the <30% AMI category who report a housing cost burden over 50%. This approach revealed
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 35 OMB Control No: 2506-0117 (exp. 09/30/2021)
that among the 3,365 at-risk households, about 3,005 are renters, and 360 are homeowners, comprising small and large related families, elderly residents, and other household types. This estimate underscores the critical need for targeted interventions to support housing stability and economic security for Bellflower’s most vulnerable residents.
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
In Bellflower, several housing characteristics contribute to instability and an increased risk of homelessness. The City's high percentage of older housing stock often requires expensive repairs and updates to meet safety standards, leaving many properties vulnerable to deferred maintenance or structural issues that may render them uninhabitable. Low -income homeowners are particularly at risk of displacement if they cannot afford the necessary repairs. Furthermore, inadequate maintenance and lack of essential repairs—such as plumbing, heating, and electrical work—can lead to health hazards, often forcing residents to vacate, especially when they lack resources to address or contest substandard conditions.
The limited housing availability, with only 4% of units vacant, coupled with the shortage of affordable options—as evidenced by the high prevalence of cost -burdened households—exacerbates these challenges, underscoring the need for affordable and stable housing solutions in Bellflower.
Discussion
Bellflower's approach to assessing housing quality involves specific standards to determine a unit’s condition. A housing unit is classified as being in "standard condition" if it is structurally sound and equipped with essential amenities: adequate indoor plumbing (including an operable toilet and bathtub or shower), safe and functional heating, reliable electrical service, and an operable kitchen.
In contrast, a unit is considered "substandard but suitable for rehabilitation" if it is dilapidated or lacks essential features, such as operable indoor plumbing, a usable flush toilet or bathtub/shower for exclusive family use, or functional electricity. Units are also deemed substandard if they have inadequate or unsafe electrical systems, lack a safe heat source, are missing a necessary kitchen, or have been declared unfit for habitation by local, state, or federal authorities. These classifications ref lect Bellflower's criteria for evaluating and addressing housing quality challenges, guiding efforts to improve housing conditions within the city.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? Housing Problems
• Extremely Low Income: Pacific Islander households
• Very Low Income: Black / African American, Pacific Islander, American Indian and Alaska Native households
• Low Income: Pacific Islander, American Indian and Alaska Native households • Moderate Income: Black / African American households
Severe Housing Problems
• Extremely Low Income: Pacific Islander households
• Very Low Income: Black / African American, Pacific Islander, American Indian and Alaska Native households
• Low Income: Pacific Islander, American Indian and Alaska Native households • Moderate Income: No racial or ethnic groups
Housing Cost Burden
• Cost Burden: Pacific Islander, American Indian and Alaska Native • Severe Cost Burden: No racial or ethnic groups
If they have needs not identified above, what are those needs? The most pressing needs in Bellflower include the development of new or renovated affordable housing for both homeownership and rental purposes, alongside expanded economic opportunities such as job training and job placement. Further analysis exploring the intersections of race and ethnicity, income, and housing issues is provided in Section MA-50.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
The relationship between racial or ethnic groups and specific neighborhoods is included in section MA -
50.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 37 OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-35 Public Housing – 91.205(b)
Introduction
Public housing was established to provide decent and safe rental housing for eligible low - and moderate- income families, the elderly, and persons with disabilities. Public housing includes federally subsidized affordable housing that is owned and operated by the public housing authorities. Bellflower, CA is primarily served by the Los Angeles County Development Authority (LACDA).
In 1982, the Los Angeles County Board of Supervisors merged the Housing Authority, Community Development Department, and Redevelopment Agency to create the Community Development Commission (CDC), which was rebranded in 2019 as the Los Angeles County Develo pment Authority (LACDA). Though part of the Los Angeles County family, the LACDA operates independently and is dedicated to affordable housing, community, and economic development. Its broad programs support residents and business owners across both uninco rporated Los Angeles County areas and participating incorporated cities, serving a wide range of needs for over one million residents in unincorporated regions alone.
A key partner in the County’s Homeless Initiative launched in 2015, the LACDA plays a vital role in addressing homelessness, primarily through HUD -funded initiatives that comprise almost 63% of its federal funding. These HUD funds enable subsidized housing , housing development and preservation, and community development. In Bellflower, LACDA oversees Section 8 Housing Choice Vouchers to support low-income residents with rental assistance, as well as affordable housing initiatives to maintain and expand housing options for the city’s vulnerable populations.
This section provides an overview of current data on the total number of Housing Choice Vouchers (HCV), public housing units, and affordable housing initiatives managed by the Los Angeles County Development Authority (LACDA). Additionally, it includes a de mographic breakdown of the populations served by these programs, highlighting support provided to low -income families, elderly residents, and individuals with disabilities.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 38 OMB Control No: 2506-0117 (exp. 09/30/2021)
Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of
units
vouchers
in use 460 1,147 6,842 41,673 1,066 39,687 872 10 0
Table 13 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One -Year, Mainstream Five -year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Housing Choice Voucher Distribution
The following map displays the primary areas in Bellflower where Housing Choice Voucher (HCV) households are concentrated as of 2023, primarily in the central and southern regions. Darker shaded areas represent tracts where over 5% of households, with some exceeding 7%, use HCVs, indicating localized pockets of voucher-supported households.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 39 OMB Control No: 2506-0117 (exp. 09/30/2021)
Characteristics of Public Housing Residents by Program Type
Program Type
Certificate Mod -
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average
Annual Income 17,542 8,079 16,659 13,928 8,487 14,091 12,889 8,071 Average length
of stay 6 5 10 8 0 8 0 0
-.‘. u 1 _...v__.,,_, ‘ .jrntx = 4.97:, 7 . ,__r~:-:;‘» ‘:=. .' '1?" ‘7‘ " E Percent of total households that receive Housing Choice Vouchers in 2023. 7 " ' ’ V " wfii ,: ' {I
’ I IIFE‘F‘TP'? "" 777W .‘i ”75"“;
PARAMOUNT
CLEARWATER
Eggs
.-I-E
ll
Percent Households with HCV
Some: HUDs Pick": at subsidized
Households
VII: 2023
- Insufficient DI!-
0.99% or Des:
‘ 17007. In 239% i
3.007. In 4.99%
570098 In 6.9915
7,0095 or greater
Shaded by Census Tract 2020
“idlCYHAP ':
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 40 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average
Household size 3 1 3 2 1 2 1 4
# Homeless at
admission 0 52 3 847 128 415 303 1
# of Elderly
Program
Participants
(>62) 50 244 1,324 12,696 347 12,142 196 0
# of Disabled
Families 98 434 702 9,915 209 9,488 199 2
# of Families
requesting
accessibility
features 460 1,147 6,842 N/A N/A N/A N/A N/A
# of HIV/AIDS
program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 14 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 241 448 4,956 17,625 486 16,869 247 4 0
Black/African
American 207 675 1,672 22,664 500 21,531 609 6 0
Asian 5 15 208 1,208 64 1,133 10 0 0
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 41 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
American
Indian/Alaska
Native 3 9 3 117 8 104 5 0 0
Pacific
Islander 4 0 3 59 8 50 1 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One -Year, Mainstream Five-year, and Nursing Home Transition Table 15 – Race of Public Housing Residents by Program Type Data
Source:
PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 231 236 4,900 8,641 269 8,292 67 3 0
Not
Hispanic 229 911 1,942 33,032 797 31,395 805 7 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 16 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
The LACDA fully endorses and supports all Fair Housing laws. Its non -discrimination policy covers admission and access to, or treatment or employment in LACDA’s facilities, programs, services and activities. The LACDA has designated a Fair Housing Advocate to investigate allegations of housing discrimination by LACDA personnel or by landlords who rent properties to HCV holders because of race, color, religion, gender, age, disability or handicap, familial or marital status, or national origin.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 42 OMB Control No: 2506-0117 (exp. 09/30/2021)
In Bellflower, under the oversight of the Los Angeles County Development Authority (LACDA), the most immediate needs for residents of Public Housing and Housing Choice Voucher (HCV) holders include:
1. Accessible Housing Modifications: Many residents, particularly seniors and individuals with disabilities, need modifications to make units more accessible. This includes ramps, widened doorways, grab bars, and wheelchair-accessible bathrooms. Given Bellflower's aging population and LACDA’s commitment to accessibility, expanding these features is a critical need.
2. Enhanced Supportive Services: Residents benefit greatly from access to supportive services, such as case management, mental health counseling, and substance abuse support. LACDA’s partnerships with local service providers are essential in meeting the needs of Bellflower’s vulnerable residents, enabling them to maintain stable housing and improve their quality of life.
3. Affordable Healthcare Access: Many residents have limited access to affordable healthcare. This is especially pressing for those with chronic conditions or disabilities who require regular care. Ensuring that residents can access affordable health services supports overall stability and wellness.
4. Employment and Training Opportunities: Many HCV holders and public housing residents need job training, educational resources, and employment assistance to increase financial stability. LACDA’s collaboration with local workforce development agencies can he lp residents gain the skills needed to secure stable employment, reducing dependency on housing subsidies.
5. Improved Maintenance and Living Conditions: In public housing units, prompt maintenance and repairs are essential for safe and habitable conditions. This is particularly relevant for older units that may require updates to meet current accessibility and safety standards, a key priority for LACDA in maintaining quality housing stock.
6. Childcare and Educational Resources: For families, accessible and affordable childcare and educational resources are essential. In Bellflower, providing after -school programs, affordable childcare, and educational support ensures that children have a safe environment and supports parents in pursuing employment or education.
Addressing these needs in Bellflower through LACDA’s programs and local partnerships will help create a more supportive environment for residents, fostering stability, accessibility, and pathways toward self - sufficiency.
How do these needs compare to the housing needs of the population at large ? The immediate needs of Bellflower’s Public Housing and Housing Choice Voucher (HCV) residents differ somewhat from those of the broader population, though there are areas of overlap:
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1. Accessible Housing Modifications: While accessible units are in demand citywide, they are particularly critical for LACDA’s public housing and HCV residents, who include many low -income seniors and people with disabilities.
2. Supportive Services: Public Housing and HCV residents often rely on services such as mental health counseling, substance abuse support, and case management to maintain housing stability. Though beneficial for the general population, these services are esse ntial for subsidized housing residents.
3. Affordable Healthcare: Rising healthcare costs impact both groups, but low -income subsidized residents face greater barriers to accessing affordable healthcare, making this a more urgent need within public housing.
4. Employment and Training: Job training and employment assistance are crucial for subsidized residents aiming for self-sufficiency. While important across Bellflower, the broader population may have less need for intensive workforce support.
5. Maintenance and Living Conditions: Regular maintenance is a key concern for public housing units, especially older ones. In contrast, private renters may have other avenues to address maintenance or may be better able to relocate.
6. Childcare and Education: Both groups benefit from affordable childcare and educational resources, though low-income families in public housing often depend on these services to enable parents to work or study.
Discussion
Overall, while Bellflower’s general population shares some similar needs, Public Housing and HCV residents experience these more acutely due to income constraints and dependence on supportive services for stability. Addressing these needs through LACDA’s p rograms is vital for fostering a more inclusive, stable community.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Homelessness is a complex issue that affects communities across the United States, and its challenges stem from a combination of overlapping and interrelated factors. The causes of homelessness rarely arise from a single issue, but rather from the convergence of multiple events and conditions. Economically, homelessness can result from unemployment, a lack of affordab le housing, or poverty. Health factors such as mental illness, physical disabilities, HIV/AIDS, and substance abuse also contribute significantly.
Additionally, social issues like domestic violence, educational attainment, and racial disparities play a rol e.
Since these factors are often interconnected, addressing homelessness requires a collaborative, community-based approach that considers economic, health, and social dimensions simultaneously.
The Stewart B. McKinney Homeless Assistance Act defines the “homeless” or “homeless individual” or “homeless person” as an individual who lacks a fixed, regular, and adequate night -time residence; and who has a primary night-time residence that is:
• A supervised publicly or privately-operated shelter designed to provide temporary living accommodations (including welfare hotels, congregate shelters, and transitional housing for the mentally ill)
• An institution that provides a temporary residence for individuals intended to be institutionalized • A public or private place not designed for, or ordinarily used as a regular sleeping accommodation for human beings
The Los Angeles City and County Continuum of Care (CoC) coordinates the region’s response to homelessness, including conducting the annual Point -In -Time (PIT) Count. The PIT Count is conducted annually in late January to get a snapshot of sheltered and uns heltered homelessness in the region. The data in this section comes from the 2024 PIT Count, conducted by the CA-600 Los Angeles City and County CoC for Service Planning Area 7 (SPA), which includes the city of Bellflower.
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Homeless Needs Assessment
Population Estimate the # of persons
experiencing homelessness on
a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
becoming
homeless each
year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days persons
experience
homelessness
Sheltered Unsheltered
Persons in Households with Adult(s) and
Child(ren) 575 202 - - - -
Persons in Households with Only Children 1 0 - - - -
Persons in Households with Only Adults 981 4,140 - - - - Chronically Homeless Individuals 277 1,583 - - - -
Chronically Homeless Families 69 53 - - - -
Veterans 71 81 - - - -
Unaccompanied Child 154 66 - - - -
Persons with HIV 24 43 - - - -
Table 23 - Homeless Needs Assessment
Alternate Data Source Name: 2024 Greater Los Angeles Homeless Count Service Planning Area 7 Data Source Comments: CA-600 Los Angeles City & County CoC (includes Bellflower)
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2024 Homeless Count: Bellflower
The Los Angeles Homeless Services Authority (LAHSA) provides localized data through its Homeless Count by City Dashboard. The local count conducted in January 2024 for Bellflower identified 67 individuals experiencing homelessness that were residing in she lters, 135 individuals experiencing unsheltered homelessness, and 85 residing in improvised dwellings, such as cars, vans, RVs, tents, or makeshift shelters. These 2024 local totals for Bellflower, or 202 observed individuals experiencing homelessness, rep resent a fairly significant increase from the previous year (2023) when 128 individuals experiencing homelessness were observed. However, these figures do not include individuals who ar e sheltered through voucher programs or residing in facilities with con fidential addresses.
2024 Homeless Count:
Raw Data Totals
Bel lflower
Select City:
Actual Persons Counted: Improvised Dwellings Counted:
2024 2023 Diff 2024 2023 Diff
Sheltered: 57 52 5 Cars: 21 4 17
Unsheltered: 135 66 59 Vans: 14 1 13
Total Actual Persons: 202 128 74 RVs: 4 3 1
TENTS: 16 2 14
Maloeshift shelters: 30 6 24
Total Dwellings: BS 16 69
Notes:
‘ The data presented above are actual counts of the persons and improvised dwellings and have not been adjusted by a rnultiplierto estimate the persons living in the oounted dwellings,
‘ These actual counts of persons and improvised dwellings include data collected by volunteers the night ofthe count along with data collected by special outread'l beams who canvass hard-to—reach and/or dangerous areas. * Sheltered counts do not include client: sheltered with vouchers or in programs with confidential addresses, such as shelters for clients fleeing domestic violence.
Voucher-based program data is not available at the census tract level. Data for confidential sites is included only in summaries atthe SPA-level or larger to protect their confidentiality.
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If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homel ess individuals and families, families with children, veterans and their families, and unaccompanied youth):
• Chronically Homeless Individuals and Families: Chronically homeless individuals and families are those who experience long-term or repeated episodes of homelessness, often for a year or more. This population frequently faces mental health challenges, substance use disorders, or physical disabilities that complicate efforts to find and ret ain stable housing. Due to the enduring nature of their homelessness, these individuals and families typically require intensive support services and permanent supportive housing to achieve housing stability.
• Families with Children: Families experiencing homelessness with children consist of one or more adults with minor dependents. These families often experience homelessness due to economic hardship, domestic violence, or a lack of affordable housing. Homelessness can have particularly adverse effects on children, disrupting their education, healthcare access, and overall well-being. Providing stable housing for these families is essential to support the developmental needs of children and promote family stab ility. • Veterans and Their Families: Veterans experiencing homelessness often have unique needs related to physical or mental health, such as post -traumatic stress disorder (PTSD) or physical disabilities acquired during military service. Veterans are more likely than the general population t o experience homelessness, and they frequently benefit from tailored services, such as specialized healthcare and housing assistance.
Although most data focuses on individual veterans, families of veterans may also face housing instability, especially when veterans face barriers to employment or healthcare. • Unaccompanied Youth: Unaccompanied youth experiencing homelessness are young individuals, typically under 25, who are without parental or guardian care. This population often includes those who have aged out of foster care, fled abusive households, or faced family rejection d ue to sexual orientation or other factors. Unaccompanied youth face unique vulnerabilities, including limited access to education, healthcare, and employment, and they are at higher risk for exploitation and mental health issues.
Targeted interventions are essential to support these youth and help them transition to stable, independent living.
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Nature and Extent of Homelessness: (Optional)
All data from the 2024 Point-In-Time (PIT) count provided in the previous tables pertains to the Los Angeles City and County Continuum of Care (CoC) Service Planning Area 7, which includes Bellflower.
Race: Sheltered: Unsheltered (optional)
White 693 748
Black or African American 485 493
Asian 32 43
American Indian or Alaska Native 39 297
Pacific Islander 12 5
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 879 2,929
Not Hispanic 678 1,413
Alternate Data Source Name: 2024 Greater Los Angeles Homeless Count Service Planning Area 7 Los Angeles Homeless Services Authority
Data Source Comments:
CoC: CA-600 Los Angeles City and County CoC
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
The table above presents data from the Los Angeles City and County Continuum of Care (CoC) 2024 Point - In-Time (PIT) count for Service Planning Area 7 (SPA), highlights the significant housing needs of families with children experiencing homelessness. Among the total homeless population, there were 190 families with children comprised of 575 individuals that were experiencing sheltered homelessness on the night of the count, while 62 families with children comprised of 202 individuals were experiencing unsheltered homelessness. Collectively, these families included 373 individuals under the age of 18, demonstrating the substantial presence of children in need of stable housing solutions. The high number of unsheltered families underscores the urgent need for interventions to address both immediate shelter needs and long - term housing stability for families with children. There were no Veterans in families with children identified during the 2024 PIT count.
Addressing the housing needs of these families with children requires expanded access to affordable housing, tailored support services, and programs designed to promote long -term housing stability.
These efforts are essential for ensuring that vulnerable p opulations can transition out of homelessness and achieve a higher quality of life
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Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Based on data from the Los Angeles City and County Continuum of Care (CoC) 2024 Point -In-Time (PIT) count for Service Planning Area 7 (SPA), there were a total of 1,557 individuals experiencing sheltered homelessness and 4,342 individuals experiencing unsh eltered homelessness. This comprehensive count highlights significant racial and ethnic disparities among the homeless population across the CoC.
Among the sheltered homeless population, approximately 44.5% were White individuals, 31.1% Black/African American individuals, and 56.5% Hispanic individuals.
Of the unsheltered homeless population, approximately 17.2% were White individuals, 11.4% were Black/African American individuals, and 67.5% were Hispanic individuals. Hispanic individuals represented the largest demographic group among unsheltered individuals, reflecting unique challenges in accessing housing stability.
This demographic data underscores the need for targeted interventions to address the racial and ethnic inequities within the homeless population, ensuring that resources are equitably distributed and tailored to meet the specific needs of these communities .
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
According to the Los Angeles City and County Continuum of Care (CoC) 2024 Point -In -Time (PIT) count for Service Planning Area 7 (SPA), there were 1,557 individuals experiencing sheltered homelessness and 4,342 individuals experiencing unsheltered homelessn ess across the region. Within this CoC, the Los Angeles Homeless Services Authority (LAHSA) provides localized data through its Homeless Count by City Dashboard. A local count conducted in January 2024 for Bellflower identified no homeless individuals residing in shelters, 135 unsheltered individuals, and 202 make-shift dwellings, such as cars, vans, RVs, or tents housing an uncounted number of individuals.
These 2024 local totals for Bellflower or 202 observed homeless individuals, represent a significant increase from the previous year (2023) when 128 homeless individuals were observed. However, these figures do not include individuals who are sheltered through voucher programs or residing in facilities with confidential addresses.
This data provides valuable insights into the scope of homelessness in Bellflower, emphasizing the urgent need for targeted interventions to address both sheltered and unsheltered homelessness. Additionally, the presence of individuals in temporary or info rmal accommodations highlights the importance of solutions that ensure housing stability for all affected residents.
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Discussion:
All data from the 2024 Point -In-Time (PIT) count provided in the previous tables pertains to the Los Angeles City and County Continuum of Care (CoC) Service Planning Area 7, which includes Bellflower unless otherwise noted. This regional data offers valuable insights into the scope of homelessness within the broader CoC and informs local planning and resource allocation for cities like Bellflower. As part of the CoC, Bellflower's homelessness challenges and housing needs are reflected within these aggregated statistics, underscoring the shared responsibility to address homelessness across the region.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
The non-homeless special needs assessment includes the elderly, developmentally disabled, persons with disabilities, persons with HIV/AIDS, and persons with drug and alcohol addictions. Services for these populations are critical in the prevention of homel essness. Common special needs populations identified in the City’s consolidated plan public/stakeholders’ forums included ex-offenders, and persons in need of non-traditional childcare (nights, evening, weekends).
Describe the characteristics of special needs populations in your community:
Elderly Population
Bellflower has a substantial and economically vulnerable elderly population, with many experiencing housing cost burdens. Out of the city’s households, a significant portion includes at least one person aged 65 or older, with roughly half of these elderly households being renters and the other half homeowners.
Among elderly households, nearly one -third are cost-burdened, spending over 30% of their income on housing. Many elderly residents live on fixed incomes and face physical limitations, making affordabl e, accessible housing crucial for supporting their independence and quality of life.
HIV/AIDS Population
In Bellflower, various housing programs, funded by federal, state, and local resources, aim to support vulnerable populations, including low -income households, families, and individuals facing health challenges such as HIV/AIDS. These programs prioritize affordable housing for households with limited incomes, ensuring that families and individuals with the highest needs receive critical housing assistance.
According to the 2022 Los Angeles County annual health report, in 2021, Bellflower reported 40 new HIV cases, an increase from 27 cases in 2020, along with 9 new AIDS cases. Additionally, 897 individuals were living with HIV in 2021 and continued to do so in 2022, with 601 achieving a suppressed viral load.
However, 15 individuals with HIV/AIDS passed away in 2021, underscoring the ongoing health challenges within this community.
Affordable housing programs in Bellflower focus on assisting low -income families and individuals living with chronic health conditions, including HIV/AIDS. By providing stable housing, these programs help residents manage their health more effectively, particularly for those on fixed incomes or facing cost burdens. For individuals with HIV/AIDS, stable housing is essential for consistent medical care, medication adherence, and access to supportive services.
Population with Alcohol and Drug Addiction
Substance use disorders are a critical concern in Bellflower, with recent data indicating that alcohol and opioids (including prescription opioids and heroin) are the most frequently reported substances associated with hospitalizations. In 2022, Los Angeles County reported approximately 131,365 emergency
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department (ED) visits due to alcohol-related health issues and 129,449 hospitalizations related to alcohol and illicit drug use. Additionally, according to the Los Angeles County Department of Public Health, around 54% of adults aged 18 and older consumed alcohol at least once in the past month, with 18% engaging in binge drinking—defined as consuming five or more drinks on a single occasion for men, or four or more drinks for women.
Opioid-related issues also remain prevalent, with 2021 data showing 16,663 opioid -related ED visits and 11,022 hospitalizations across the county. In 2022, the number of accidental fentanyl overdose deaths reached 1,910, reflecting a drastic 1,652% increase from 2016. These statistics underscore the pressing need for targeted interventions and comprehensive support services to address the substance use challenges affecting communities in Bellflower and surrounding areas.
Disabled Population
In Bellflower, 8,801 residents, or 11.3% of the population, report having a disability, with a notable prevalence among older adults—approximately 36.6% of residents aged 65 and older experience some form of disability. The most common type is ambulatory d ifficulties, affecting around 4,604 residents who require ADA-compliant modifications, such as ramps, ground -level units, and wider doorways for accessibility. Cognitive disabilities, which affect memory, concentration, and decision -making, are the second most prevalent, emphasizing the need for structured, accessible environments and in -home support services. These needs underscore the importance of accessible, affordable housing options that promote safe and independent living for Bellflower's disabled population.
What are the housing and supportive service needs of these populations and how are these needs determined?
Elderly Population
The elderly population in Bellflower has a critical need for affordable, accessible housing and supportive services to facilitate aging in place. High rates of cost burden (household expenses exceeding 30% of household income) affect this group significant ly, with over 64.8% of elderly renter households and around 30.5% of elderly homeowner households facing financial strain due to housing expenses.
Affordable housing options that accommodate fixed incomes are essential for maintaining stability.
Supportive services—such as in-home healthcare, transportation assistance, and accessibility modifications (like stair-free access and bathroom safety features)—are vital for enhancing independence and safety among elderly residents. Programs offering financial assistance for housing costs or support with home modifications are crucial for reducing housing instability and preserving the quality of life for Bellflower's aging population.
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HIV/AIDS Population
Individuals living with HIV/AIDS in Bellflower require stable, affordable housing integrated with accessible healthcare and supportive services to enhance their health outcomes. In 2021, nearly 900 residents were living with HIV, and this number has likely increased. Housing that provides on-site or nearby medical support is crucial, as housing instability often hinders consistent healthcare access for this population.
Supportive services should encompass case management, mental health counseling, and subst ance abuse support to address co-occurring health issues.
Population with Alcohol and Drug Addiction
For individuals in Bellflower struggling with alcohol and drug addiction, stable housing is essential to successful recovery. This population benefits greatly from affordable housing connected to integrated support services, including substance abuse counseling, mental health care, and employment assistance.
With rising alcohol and illicit drug use in Bellflower and surrounding areas in Los Angeles County, there is an increasing need for residential treatment facilities and supportive housing environments t hat provide structured recovery programs. These supportive settings can be highly effective in aiding recovery, offering stability and access to vital services. Housing programs that include case management and link residents to job training and placement services further promote stability and reduce the risk of relapse, helping individuals build a foundation for lasting recovery.
Disabled Population
Bellflower's disabled population has a pressing need for housing that meets ADA standards and fosters independent living. With ambulatory difficulties affecting a significant portion of residents, accessible units featuring ramps, widened doorways, and stair-free access are essential. For individuals with cognitive disabilities, housing with clear, easy -to -navigate layouts and access to in-home support services is crucial for ensuring safety and promoting well -being. Additional supportive services, such as personal care assistance, case management, and mental health support, are also vital. Providing affordable, accessible housing equipped with these tailored support services can significantly enhance the independence and quality of life for disabled residents in Bellflower.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
According to the 2022 Los Angeles County annual health report, Bellflower reported 40 new HIV cases in 2021, an increase from 27 cases in 2020, along with 9 new AIDS cases. Additionally, 897 individuals were living with HIV in 2021 and continued to do so i n 2022, with 601 achieving a suppressed viral load.
However, 15 individuals with HIV/AIDS passed away in 2021, highlighting ongoing health challenges within this community. Countywide data indicate that the highest percentage of individuals living with HIV are between the ages of 18 and 39, comprising 32% of Los Angeles County’s population with HIV. This same age group also represented 67% of new HIV cases in 2023, underscoring the importance of targeted prevention, support, and treatment efforts for young adults.
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If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in bene fits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Not applicable
Discussion:
In Bellflower, vulnerable populations—including disabled residents, the elderly, those struggling with substance abuse, and individuals with HIV/AIDS—face significant challenges related to housing and support services. Disabled residents require ADA-compliant housing and accessible support to promote independent living, while the elderly, many of whom are cost -burdened, benefit from affordable, accessible housing with services like in -home care and transportation assistance to help maintain their independence.
For individuals with substance use disorders and those with HIV/AIDS, stable housing combined with integrated services such as healthcare, counseling, and case management is crucial for managing health and reducing risks of homelessness. Targeting assistan ce toward these groups through affordable, supportive housing will enhance individual well -being and foster a healthier, more stable community. By addressing the unique needs of these populations, Bellflower can improve public health and contribute to a safer, more resilient city.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
Bellflower has an increasing need for public facilities to support its diverse community, especially in areas that address health, social, and economic needs. According to the City of Bellflower, the Parks and Recreation Department manages several community parks, including Ruth R. Caruthers Park, John S.
Simms Park, and T. Mayne Thompson Park, which offer various recreational programs and outdoor activities. These parks provide valuable recreational spaces; however, the growing population of seniors and disabled residents indicates a demand for additional public facilities specifically designed to deliver accessible health services, social activities, and senior programs. The City's facility rentals, ranging from small meeting rooms to large auditoriums, accommodate community gatherings but could be expanded to support the broader needs of workforce development, including job training centers and small business support spaces.
Bellflower's Department of Public Works is responsible for maintaining public infrastructure and facilities to ensure safety and sustainability. This commitment to infrastructure maintenance underscores the need to further expand healthcare access points, including mental health and addiction support services, which are increasingly essential given rising mental health and substance use challenges in the area. Additional public facilities focused on preventive healthcare, addiction counseling, and mental he alth support would not only address immediate health needs but also contribute to long -term community resilience. By expanding its range of public facilities, Bellflower can better meet the needs of its population, fostering a healthier, more supportive environment that promotes social cohesion and economic growth.
How were these needs determined?
The City of Bellflower identified these needs through ongoing assessments of community demographics, public health data, and service utilization trends. Insights from the Parks and Recreation Department and Public Works reflect observed gaps in services fo r specific populations, such as seniors and individuals with disabilities, and highlight a demand for more accessible and diverse recreational and social facilities.
Additionally, rising trends in mental health and substance use challenges in Los Angeles C ounty, as reported by the Los Angeles County Department of Public Health, underscore the need for more local healthcare and mental health support services. Regular feedback from community engagement initiatives and partnerships with local organizations also helps the city tailor its public facility offerings to evolving community needs.
Describe the jurisdiction’s need for Public Improvements:
Bellflower has an essential need for public improvements that address infrastructure, accessibility, and safety throughout the City. The Department of Public Works, responsible for maintaining the City’s infrastructure, has identified key areas requiring upgrades to ensure sustainability, efficiency, and safety for all residents. One significant need is the enhancement of pedestrian and bicycle infrastructure, as safer, well-maintained pathways can improve mobility for residents and promote healthier, eco-friendly transportation options. Improving sidewalk accessibility, especially in areas frequently used by seniors
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and individuals with disabilities, remains a priority to comply with ADA standards and support independent mobility.
Public improvements in street lighting and traffic management are also essential to address safety concerns. Enhanced street lighting, particularly in high -traffic and pedestrian areas, can reduce accidents and improve nighttime visibility. Upgrading stormwater management systems is another critical area, as Bellflower continues to experience seasonal rainfall that can lead to localized flooding. By improving drainage and stormwater infrastructure, the City can mitigate these risks and protect both public and private property. Expanding public improvements in these areas will enhance the quality of life for residents, improve accessibility, and contribute to a safer, more resilient Bellflower.
How were these needs determined?
The City of Bellflower identified the need for public improvements through comprehensive assessments that focused on infrastructure conditions, accessibility standards, and safety metrics. Community feedback, gathered through public meetings and surveys, highlighted specific areas requiring attention, such as pedestrian pathways and street lighting. Additionally, compliance reviews with ADA standards and analyses of traffic and accident reports informed the prioritization of projects aimed at enhancing mobility and safety for all residents. This systematic approach ensures that public improvement initiatives effectively address the community's evolving needs.
Describe the jurisdiction’s need for Public Services:
Bellflower has a growing need for public services that address the social, health, and economic needs of its residents. The City’s diverse population, including significant numbers of seniors, disabled individuals, and low-income households, highlights the need for enhanced social support services. For seniors and individuals with disabilities, access to services such as in-home care, transportation assistance, and case management can significantly improve quality of life and help maintain independence. The Parks and Recreation Department currently offers some community programs, but expanded services could better meet the needs of these vulnerable groups.
Mental health and substance abuse services are also critical public service needs, as the City has observed rising mental health challenges and substance use within the community. Access to affordable counseling, addiction support, and crisis intervention services would benefit residents struggling with these issues and promote overall community well-being. Additionally, workforce development services, such as job training and placement programs, are essential to supporting local economic growth and reducin g unemployment. Providing comprehensive public services that address these diverse needs will strengthen Bellflower’s social infrastructure, promote economic stability, and foster a healthier, more resilient community.
How were these needs determined?
The City of Bellflower identified these public service needs through community assessments, demographic analysis, and feedback from residents gathered during public meetings and surveys. Observations from
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city departments, including Parks and Recreation and Public Health, highlighted specific service gaps for vulnerable populations, such as seniors and low -income families. Additionally, data on rising mental health and substance use challenges, along with employment trends, underscored the demand for expanded mental health services, substance abuse support, and workforce development programs. This systematic approach ensures that public services are aligned with the community's evolving needs.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Bellflower, CA, a vibrant city within Los Angeles County, combines historical charm with a diverse and growing population. Originally established as an agricultural center in the 20th century, Bellflower has evolved into a primarily residential community w ith a unique blend of suburban and urban characteristics.
The local economy is mixed, with a significant portion of residents employed in healthcare, retail, and manufacturing sectors, which drives demand for a range of affordable and market -rate housing options.
Bellflower’s population reflects diversity across age, income, and cultural backgrounds, with a notable representation of seniors, families, young professionals, and individuals with disabilities. Housing stock in Bellflower is relatively older, with nearly 73% of homes built before 1980 and some structures dating back even earlier, often requiring updates to meet modern safety and accessibility standards. Much of the city’s housing is in fair to good condition; however, deferred maintenance is common, part icularly among lower- income households. Housing availability remains limited, with a vacancy rate around 4%, constraining options for new residents and increasing pressure on rental and ownership markets.
The housing market in Bellflower faces several key needs. Socially, there is demand for more affordable and accessible housing to support low-income households, seniors, and individuals with disabilities.
Economically, workforce development and job growth could further stabilize the local economy, while investments in infrastructure—such as improved pedestrian pathways, updated utilities, and expanded public facilities—can enhance community connectivity and resilience. Addressing these needs holistically will not only strengthen the housing market but also improve quality of life, economic opportunities, and long-term stability for Bellflower residents.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section examines Bellflower’s housing stock in terms of housing type and tenure, detailing the number of units per structure, the distribution of multifamily housing, and unit sizes. It also analyzes the balance between owner-occupied and renter-occupied housing, providing an understanding of the city’s housing landscape and the availability of different housing options across the jurisdiction.
All residential properties by number of units
Property Type Number %
1-unit detached structure 12,176 48.6%
1-unit, attached structure 1,984 7.9%
2-4 units 1,456 5.8%
5-19 units 2,929 11.7%
20 or more units 5,236 20.9%
Mobile Home, boat, RV, van, etc 1,289 5.1%
Total 25,070 100%
Table 17 – Residential Properties by Unit Number
Data Source: 2018-2022 ACS
Residential Properties by Number of Units
The table above provides a breakdown of Bellflower’s housing stock by structure type and number of units per structure. Traditional single-family detached homes are the most common, comprising 48.6% of all housing units. Multifamily housing, defined by HUD as buildings with more than four units, accounts for approximately 32.6% of the city's housing stock, reflecting a diverse range of housing options to meet the city's varied needs.
Multifamily units are further categorized by size: small multifamily buildings contain 3 -19 units, medium multifamily buildings have 20-49 units, and large multifamily buildings consist of 50 or more units. Large multifamily developments are typically located in urban areas, offering concentrated housing solutions in densely populated settings. This variety in housing types supports the city's ability to accommodate different household sizes and preferences.
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Property Type
Small Multifamily Developments
In Bellflower, small multifamily developments are primarily located in the central and southern parts of the city, with many census tracts containing over 10% of housing structures in this category. Some areas have even higher densities, with more than 20% of buildings comprising 3 to 19 units.
Multifamily Housing with 3 -19 Units
Medium Multifamily Developments
Bellflower has a moderate concentration of medium multifamily housing, primarily located in the central and southern areas, with additional clusters in the western and eastern parts of the city. Many of these areas have over 10% of medium multifamily housi ng, with some tracts reaching over 20%.
IVIHI“ "i.“ ‘.=‘,'-;‘Z‘4- ":7 L' " ‘7" 311/“ \ 931K: ‘ ‘ ~' " " 7 '2 i #7” iii;__ r'_7__, 1‘ Estimated percent of housing units in buildings with 3-19 units, between 2018-2022. 77—». 4,- ‘K’ “V
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Multifamily Housing with 20-49 Units
Large Multifamily Developments
In Bellflower, large multifamily developments are predominantly located in the central and eastern areas of the city. In many of these neighborhoods, over 5% of the housing stock consists of large multifamily buildings, with some tracts exceeding 20%, wher e structures include buildings with 50 or more units.
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Multifamily Housing with 50+ Units
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 142 1.5% 1,081 7.4%
1 bedroom 289 3.1% 4,405 30.0%
2 bedrooms 2,248 23.9% 6,399 43.6%
3 or more bedrooms 6,718 71.5% 2,783 19.0%
Total 9,397 100% 14,668 100%
Table 18 – Unit Size by Tenure
Data Source: 2018-20 22 ACS
Unit Size by Tenure
In Bellflower, unit size shows significant variation between owner -occupied and rental properties.
Approximately 71.5% of homeowner units have three or more bedrooms, contrasting with only 19% of
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rental units. Conversely, only 4.6.1% of homeowner units are one -bedroom or smaller, while this size category represents 37.4% of rental units.
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
In 1982, the Los Angeles County Board of Supervisors consolidated three entities – the Housing Authority, the Community Development Department, and the Redevelopment Agency – to form the Community Development Commission (CDC). On May 16, 2019, the agency was officially rebranded as the Los Angeles County Development Authority (LACDA). The LACDA is part of the County family, but an independent agency and not a County Department. This authority oversees all public housing for Bellflower, CA. ● Section 8 Housing Choice Vouchers: The LACDA administers the Section 8 Housing Choice Voucher program for Bellflower residents, helping low -income families, elderly residents, and individuals with disabilities afford private rental housing. While specific voucher numbers for Bellflower ar e not disclosed, LACDA manages approximately 24,000 vouchers across Los Angeles County. ● Low-Income Housing Tax Credit (LIHTC) Properties: Bellflower has several LIHTC properties providing affordable rental units, especially for seniors. Notable LIHTC developments include Bellflower Friendship Manor, which offers 144 affordable units; Artesia Senior Center, providing 100 affordable units; a nd Bellflower Terrace Senior Apartments, which includes 180 affordable units. These properties contribute substantially to Bellflower’s affordable housing stock, particularly for the senior population. ● Section 202 Supportive Housing: Oak Street Manor in Bellflower is a senior housing community offering 25 one-bedroom units. This property operates under the Section 202 Supportive Housing for the Elderly program which provides affordable housing options for low-income seniors aged 62 and older. Residents typically pay 30% of their adjusted income towards rent, with the remainder subsidized by the U.S.
Department of Housing and Urban Development (HUD).
● The City allocates HOME funding to the development and preservation of affordable housing.
These programs collectively support Bellflower’s need for affordable housing by offering various options suited to low -income residents and those with specific needs.
Additional Program Funding
Community Development Block Grant (CDBG):
• 5-Year Goals: Bellflower expects to receive $4,716,395 in CDBG entitlement funds over the next five years, including $943,279 in Year 1. Any unencumbered funds from prior years will be allocated to:
• Neighborhood preservation
• Fair Housing
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• Public services
• Economic Development
• Planning & Administration
• Public Facilities & Infrastructure Improvements
HOME Investment Partnerships Program (HOME)
• 5- Year Goals: Bellflower expects to receive $1,949,570 in HOME entitlement funds over the next five years, including $389,914 in Year 1. Funds will support • Improve and Conserve Existing Affordable Housing
• Development of Affordable Housing
• Planning & Administration
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
Bellflower does not have any properties under contract that are set to expire before 2029.
Does the availability of housing units meet the needs of the population? As outlined in NA-10, Bellflower faces high rates of overcrowding and cost -burdened households, as many residents struggle to find suitable and affordable housing options. The city has a significant shortage of affordable housing across all sizes, with a p articularly severe lack of small to medium -sized homeownership units that could serve both growing families and elderly households. Additionally, there is a notable need for larger rental units to accommodate bigger families seeking adequate living space.
Addressing these shortages by expanding affordable housing options would help alleviate overcrowding and cost burdens while better meeting the diverse needs of Bellflower’s residents.
Describe the need for specific types of housing:
Bellflower faces a pressing need for affordable housing, particularly for smaller units, to support its diverse population, including renter and homeowner households, small households, and elderly residents.
Currently, only 4.6% of homeowner housing units in Bellflower have one bedroom or less, limiting options for groups like first -time homeowners, retirees looking to downsize, and small households. This shortage creates upward pressure on prices, reducing accessibility for these groups. Many small and eld erly households in Bellflower are already cost-burdened, emphasizing the need for more affordable, smaller units.
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Additionally, Bellflower has limited larger housing units, with only 8% of units containing four or more bedrooms, which restricts options for growing families in need of adequate space. Expanding the availability of affordable small and larger housing units would better meet the needs of Bellflower residents, particularly those who are cost -burdened or living in overcrowded conditions, and would support the city’s goals for inclusive, accessible housing.
Discussion
No additional discussion.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
In this section, the cost of housing for both homeowners and renters in the City of Bellflower is described and analyzed. A review is made of the current home values and rents, as well as how those amounts have changed since 2012. Housing affordability, availability, and cost burden a re major issues facing the residents of Bellflower. Whenever possible, supplementary data sources are used to provide supporting evidence of trends and conclusions.
Cost of Housing
Base Year: 2012 Most Recent Year: 2022 % Change
Median Home Value $355,000 $619,400 74.5%
Median Contract Rent $1,096 $1,578 44.0%
Table 19 – Cost of Housing
Data Source: 2008-2012 ACS (Base Year), 2018-2022 ACS (Most Recent Year)
Rent Paid Number %
Less than $500 362 2.5%
$500-999 999 6.9%
$1,000-1,499 4,101 28.3%
$1,500-1,999 4,786 33.0%
$2,000 or more 4,246 29.3%
Total 14,494 100%
Table 20 - Rent Paid
Data Source: 2018-2022 ACS
Housing Costs
Housing costs in Bellflower have escalated significantly, with home prices rising by 74.5% and rents increasing by 44% since the 2008-2012 American Community Survey (ACS). Currently, 62.3% of renters pay over $1,500 per month, comprising a substantial portion of the city’s renter populati on. Later in this analysis, rental rates will be evaluated as a percentage of household income to provide a clearer picture of housing affordability and to assess the impact of these rising costs on Bellflower residents.
These trends point to growing affordability challenges, particularly for prospective homeowners, as the rapid increase in median home values continues to outpace wage growth.
Median Home Values
The map below shows median home values by census tract across Bellflower, highlighting that the highest values are dispersed throughout the city but are most concentrated in the southwestern region, where
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many tracts exceed $700,000. In contrast, nearby areas have lower median home values, with some tracts falling below $400,000. This distribution illustrates significant disparities in home values within close geographic proximity across Bellflower.
Median Home Values (2022)
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 510 No Data
50% HAMFI 2,645 515
80% HAMFI 9,865 980
100% HAMFI No Data 1,715
Total 13,020 3,210
Table 21 – Housing Affordability
Data Source: 2016-2020 CHAS
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 68 OMB Control No: 2506-0117 (exp. 09/30/2021)
Housing Affordability
HUD Area Median Family Income (HAMFI) represents the median family income calculated by HUD to establish Fair Market Rents (FMRs) and income limits for HUD programs within each jurisdiction. In 2022, the median family income in Bellflower was $75,379. Based on this, households earning 50% of the median family income would have access to only 19,300 rental units that are considered affordable at this income level, as illustrated in the table above. For homeowners, affordability remains even more limited, with only 1,505 homes available for households earning at or b elow 50% of HAMFI. Additionally, there is a lack of available data for homeowner units affordable to households earning 30% of HAMFI or less, indicating severely limited options for the lowest -income homeowners. The availability of affordable housing is therefore strongly tied to income levels, and while the latest comprehensive data spans from 2016 to 2020, it continues to reflect significant affordability challenges within Bellflower’s housing market.
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent 1,777 2,006 2,544 3,263 3,600
High HOME Rent 1,559 1,671 2,007 2,310 2,558
Low HOME Rent 1,213 1,300 1,560 1,803 2,011
Table 22 – Monthly Rent
Data Source: HUD FMR and HOME Rents 2024
Data
Comments
Los Angeles – Long Beach – Glendale, CA HUD Metro FMR Area
HUD FMR and HOME Rent Limit
Fair Market Rents (FMRs) are set by HUD and used to determine payment standard amounts for HUD Programs. HUD annually estimates FMRs for the Office of Management and Budget (OMB) defined metropolitan areas, some HUD defined subdivisions of OMB metropolitan areas and each nonmetropolitan county.
HOME Rents Limits are based on FMRs published by HUD. HOME Rent Limits are the maximum amount that may be charged for rent in HOME-assisted rental units and are applicable to new HOME leases.
The City of Bellflower is part of the Los Angeles – Long Beach – Glendale, CA HUD Metro Fair Market Rent (FMR) Area. According to HUD's 2024 calculations, the FMRs for this metro area range from $1,777 for an efficiency unit to $3,600 for a four -bedroom unit. In Bellflower, two -bedroom units are the most commonly occupied rental type, with an FMR of $2,544. For a household to afford this r ent without being considered cost-burdened (spending over 30% of income on housing costs), an annual income of approximately $105,000.00 would be required, assuming no other housing expenses.
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Is there sufficient housing for households at all income levels? Bellflower faces a shortage of affordable housing across all sizes, including small to medium -sized units suitable for growing families and elderly households, as well as larger housing with four or more bedrooms, which comprises only 8% of the housing inventory. This shortage is reflected in the high rates of cost-burdened households and overcrowding, impacting Bellflower’s diverse, multi -generational population. Expanding the availability of affordable housing options across these categories is essential to meet the varied needs of the community.
How is affordability of housing likely to change considering changes to home values and/or rents?
Given the significant increase in home values and rents in Bellflower between 2012 and 2022, coupled with a low total housing vacancy rate of less than 4% (1.6% for homeowners and 1.8% for renters), housing affordability is likely to worsen. The 74.5% rise in median home value and 44% increase in median contract rent indicate that housing costs are outpacing income growth, making it increasingly challenging for residents, particularly lower- and middle-income households, to afford housing.
The low vacancy rate further contributes to affordability issues by intensifying competition for available housing, driving prices even higher. With limited availability and high demand, both renters and potential homeowners are likely to experience greate r financial strain, increasing the prevalence of cost-burdened households and potentially pushing more residents toward overcrowded or substandard housing options if affordable choices remain scarce.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Based on current Fair Market Rent (FMR) limits, the 2022 median rent in Bellflower at $1,578 is lower than the FMR for all unit sizes. However, it still exceeds the Low HOME Rent for 0-2 bedroom units and is above the High HOME Rent for Efficiency units, i ndicating that many lower-income households may struggle to find affordable housing within HUD’s defined limits, even if median rent is below FMR.
This discrepancy between the 2022 median rent, FMR, and HOME rent limits suggests a need to strategically produce and preserve affordable housing within Bellflower. Efforts should focus on developing and subsidizing units that align with the HOME Low and H igh Rental Limits to ensure affordability for households with the greatest need, particularly those requiring Efficiency and 0 -2 bedroom units. Preserving existing affordable units is equally crucial, as rising market pressures could push current rents even higher. Targeted subsidies, incentives for affordable housing development, and rental assistance programs can help bridge the affordability gap, making more housing options accessible to low- and moderate-income residents.
Discussion
No additional discussion.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 70 OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The tables and maps below offer insights into the condition of housing units across Bellflower by examining factors such as age, vacancy rates, and the occurrence of housing issues. HUD identifies four key housing conditions as problematic:
1. Homes lacking complete or adequate kitchen facilities.
2. Homes lacking complete or adequate plumbing facilities.
3. Overcrowding which is defined as more than one person per room.
4. Households that are cost burdened, spending more than 30% of their income on housing costs.
These factors provide a comprehensive overview of housing quality and affordability challenges throughout the city.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
The City of Bellflower has adopted the International Building Code from the International Code Council (ICC) and HUD standards for its definition for "substandard condition" and "substandard condition but suitable for rehabilitation."
According to 24 Code of Federal Regulations (CFR):
§ 5.425 Federal preference: Substandard housing. (a) When unit is substandard. (See §5.415(a)(2) and (c)(2)(ii) for applicability of this section to the Section 8 Certificate/Voucher, Project -Based Certificate, Moderate Rehabilitation programs and the publ ic housing program.) A unit is substandard if it: (1) Is dilapidated; (2) Does not have operable indoor plumbing; (3) Does not have a usable flush toilet inside the unit for the exclusive use of a family; (4) Does not have a usable bathtub or shower inside the unit for the exclusive use of a family; (5) Does not have electricity, or has inadequate or unsafe electrical service; (6) Does not have a safe or adequate source of heat; (7) Should, but does not, have a kitchen; or (8) Has been declared unfit for habitation by an agency or unit of government. (b) Other definitions—(1) Dilapidated unit. A housing unit is dilapidated if: (i) The unit does not provide safe and adequate shelter, and in its present condition endangers the health, safety, or well -being of a family; or (ii) The unit has one or more critical defects, or a combination of intermediate defects in sufficient number or extent to require considerable repair or rebuilding. The defects may involve original construction, or they may result from continued neglect or lack of repair or from serious damage to the structure.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 71 OMB Control No: 2506-0117 (exp. 09/30/2021)
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 3,003 32.0% 7,647 52.1%
With two selected Conditions 234 2.5% 1,801 12.3%
With three selected Conditions 16 0.2% 67 0.5%
With four selected Conditions 0 0.0% 0 0.0%
No selected Conditions 6,144 65.4% 5,153 35.1%
Total 9,397 100% 14,668 100%
Table 23 - Condition of Units
Data Source: 2018-2022 ACS
Housing Conditions
The table above highlights the number of owner and renter households in Bellflower that face at least one housing condition. A significantly higher percentage of renters experience housing problems, with approximately 64.9% of renters affected compared to 34.6% of homeowners. Few households face multiple housing issues; however, the Needs Assessment indicates that cost burden is the most prevalent problem. This suggests that many households are struggling to manage housing costs, highlighting a critical challenge for the city to address.
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 767 8.0% 1,060 7.7%
1980-1999 1,217 12.6% 4,207 30.7%
1950-1979 5,473 56.8% 5,935 43.3%
Before 1950 2,181 22.6% 2,512 18.3%
Total 9,638 100% 13,714 100%
Table 24 – Year Unit Built
Data Source: 20217-2021 CHAS
Year Unit Built
In Bellflower, a large portion of housing units are potentially at risk for lead -based paint exposure, as many were constructed before the 1978 ban on lead paint. Approximately 79.4% of owner-occupied units and
61.6% of renter-occupied units were built prior to 1980, placing an estimated 16,101 households at risk of exposure to lead-based paint hazards. This poses a significant public health concern, particularly for young children who are more vulnerable to the harmful effects of lead. Given these risks, targ eted mitigation efforts are essential to ensure the safety of residents in these older homes and reduce potential lead exposure.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 72 OMB Control No: 2506-0117 (exp. 09/30/2021)
Age of Housing
The following map illustrates the widespread distribution of older housing units across Bellflower, showing that homes built before 1980 are found throughout the City, with a higher concentration in the northern region. In the majority of census tracts, ov er 60% of the housing stock was constructed prior to 1980, with certain areas seeing over 90% of housing units built before that year. This high prevalence of older housing indicates an increased potential for lead -based paint hazards, underscoring the nee d for ongoing mitigation efforts to protect residents—particularly young children —from exposure to these risks.
Housing Built Before 1980
, ‘“ '~ I‘“"** ‘ ‘ ‘ ’ < .310 “ Aw: ’- ,,/;-’ ~ , s. ‘ i—ri, 0* 7’ 4 r"- C ‘ \ \ ‘ ~ Estimated percent of all housing units built in 1979 or before. as of 2018-2022. N ‘ ' ' \ L,
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 73 OMB Control No: 2506-0117 (exp. 09/30/2021)
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 7,654 79.4% 8,447 61.6% Housing Units build before 1980 with children present 1,205 15.7% 2,313 27.4% Table 25 – Risk of Lead-Based Paint
Data Source: 2017-2021 CHAS (Units with Children present) 2018-2022 ACS (Total Units)
Lead-Based Paint Hazard
As mentioned previously, any housing unit built prior to 1980 may contain lead-based paint in portions of the home. The most common locations are window and door frames, walls, and ceilings, and in some cases throughout the entire home. Thus, it is generally accepted that these homes at least have a risk of lead-based paint hazards and should be tested in accordance with HUD standards. Within the City there are approximately 16,101 units built prior to 1980. Based on the percentages of houses built before 1980, we can estimate that there are around 3,500 units at risk of having a Lead-Based Paint Hazard that have children under the age of 6 present.
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 1,005 0 1,005
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 26 - Vacant Units
Data Source: 2018-2022 ACS
Data Comments: City does not track Abandoned Vacant Units, REO or Abandoned REO properties
Vacancy Rate
The following map illustrates average housing vacancy rates across Bellflower, highlighting the low prevalence of vacant housing citywide. Several tracts throughout the city have vacancy rates over 3%, with the highest rate shown on the map being just above 7%. In contrast, vast areas have less than 1% of units vacant, indicating that the majority of housing units throughout Bellflower are occupied, with no significant concentrations of vacancies.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 74 OMB Control No: 2506-0117 (exp. 09/30/2021)
Vacancy Rate (2022)
Need for Owner and Rental Rehabilitation
The City of Bellflower is facing a growing need for housing rehabilitation due to its aging housing stock.
Nearly 79.4% of owner-occupied units and 61.6% of renter-occupied units were built before 1980, with
22.6% of owner-occupied and 18.3% of rental unit s constructed prior to 1950. As these homes continue to age, ensuring they remain safe and habitable is increasingly critical, especially for low -income households that often lack the resources to make necessary repairs. Without intervention, many of these older homes risk falling into disrepair, creating unsafe living conditions. Addressing this issue is vital for preserving Bellflower’s housing stock and ensuring long-term livability for its residents.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
In Bellflower, housing units built before 1980 are at heightened risk for containing lead -based paint (LBP), particularly in high -contact areas such as window and door frames, walls, and ceilings. These units should be tested for LBP hazards in accordance with HUD standards. As indicated by housing age data,
=‘. ‘“ '~ flex ‘ ‘ ‘ ’ « .3307 “ I w ‘ ,__-;-;;‘ , , ‘2 , ”—‘yV, ‘7 E Estimated percent of housing units that were vacant. between 2018-2022. 7 7 " ’ '7 ‘5‘— xiii 7, n
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2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 75 OMB Control No: 2506-0117 (exp. 09/30/2021)
approximately 79.4% of owner-occupied and 61.6% of renter-occupied units were constructed before 1980, representing around 16,101 units. Given the associated exposure risks, especially for low - and moderate-income (LMI) households, it is reasonable to assu me that many of these older homes may contain LBP hazards, underscoring the need for targeted mitigation efforts to protect vulnerable groups, including young children, from lead exposure and ensure safer housing conditions across Bellflower.
Although no reliable data specifically identifies the number of units containing LBP hazards per Section 1004 of the Residential Lead -Based Paint Reduction Act of 1992, estimating at -risk units can be approached by using Census data on housing age. General ly, pre-1980 housing units are considered most likely to contain lead hazards, though it should be noted that not all homes with lead paint present an immediate risk.
Discussion
No additional discussion.
2025-2029 Consolidated Plan & FY 2025-2026 Annual Action Plan 76 OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City does not own or manage any public or assisted housing.
Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 405 1,208 6,921 46,611 1,530 45,081 8,032 862 1,173 # of accessible units N/A N/A N/A N/A N/A N/A N/A N/A N/A *includes Non-Elderly Disabled, Mainstream One -Year, Mainstream Five -year, and Nursing Home Transition Table 27 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
The supply of affordable housing in Bellflower consists primarily of HUD -assisted multifamily properties and Section 8 contracted properties, supplemented by the Los Angeles County Development Authority (LACDA) through programs such as Section 8 Housing Choice Vouche rs. While LACDA manages approximately 6,921 public housing units countywide, Bellflower does not have traditional public housing un its directly overseen by LACDA. Instead, the city relies on a mix of Section 8, Low -Income Housing Tax Credit (LIHTC) properties, and other HUD -supported programs to meet affordable housing needs.
Notable affordable housing complexes in Bellflower include:
• Bellflower Friendship Manor: A senior housing community offering 144 units, with 72 designated as Section 8 apartments. • Oak Street Manor: A senior housing complex providing 25 units, also participating in the Section 8 program.
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• Bellflower Terrace Senior Apartments: A 180-unit complex serving low- to moderate-income seniors and families. • Artesia Senior Center Apartments: A 50-unit community for seniors aged 55 and above.
These properties, managed by various organizations, offer affordable housing options to eligible residents in Bellflower, hel ping address the city's diverse affordable housing needs.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participatin g in an approved Public Housing Agency Plan:
Bellflower offers several affordable housing options, primarily targeting seniors and low -income residents. While the city lacks traditional public housing units directly overseen by the Los Angeles County Development Authority (LACDA), it features propert ies that participate in federal programs like Section 8 and the Low -Income Housing Tax Credit (LIHTC) program. Notable developments include:
Bellflower Friendship Manor: This senior housing community comprises 144 units, with 72 designated as Section 8 apartments. The property underwent significant rehabilitation in 2016, enhancing the quality of life for residents and preserving affordability for th e long term.
Oak Street Manor: A 25-unit senior housing complex participating in the Section 8 program. As a modern Section 202 property built after 1990, it is likely in good physical condition due to its age.
Bellflower Terrace Senior Apartments: This development offers 180 units serving low- to moderate-income seniors and families. It provides rental housing assistance through programs like HOME and LIHTC, indicating a commitment to maintaining quality living conditions.
Artesia Senior Center Apartments: A 50-unit community catering to seniors aged 55 and above. While specific details about its physical condition are limited, participation in federal housing programs typically requires adherence to certain maintenance and quality standa rds.
These properties are managed by various organizations and provide affordable housing options for eligible residents in Bellfl ower.
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Public Housing Condition
Public Housing Development Average Inspection Score
No Inspections Scores Available N/A
Table 28 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
In Bellflower, California, the restoration and revitalization of subsidized units are essential to ensure safe and habitable living conditions for residents. Many of these units may require updates to meet current building codes and accessibility standards in the coming years. Key areas needing attention include:
● Structural Repairs: Addressing issues such as roof leaks, outdated plumbing, and electrical systems to prevent health hazards and improve safet y. ● Accessibility Improvements: Modifying units to accommodate residents with disabilities, including installing ramps, widening doorways, and updating bathrooms to be wheelchair accessible.
● Energy Efficiency Upgrades: Implementing energy-efficient windows, insulation, and HVAC systems to reduce utility costs and environmental impact.
● Aesthetic Enhancements: Updating interior and exterior finishes to improve the overall living environment and curb appeal.
These revitalization efforts are crucial for maintaining the quality of subsidized housing in Bellflower and ensuring that re sidents have access to safe, comfortable, and modern living spaces.
Describe the public housing agency's strategy for improving the living environment of low - and moderate-income families residing in public housing:
The Los Angeles County Development Authority (LACDA) is committed to enhancing the living conditions of low - and moderate-income families in public housing within Bellflower through several strategic initiatives:
1. Capital Improvements: LACDA allocates approximately $7 million annually from the Capital Fund Program (CFP) to rehabilitate and modernize public housing units. This includes elevator modernization, parking lot and sidewalk repairs, kitchen and bathroom renovation s, flooring replacements, painting, and roof replacements.
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2. Supportive Services: The agency collaborates with local organizations to provide residents with access to educational programs, job training, an d health services, aiming to promote self-sufficiency and improve quality of life.
3. Resident Engagement: LACDA encourages resident participation in decision-making processes related to housing policies and community development, fostering a sense of ownership and community among tenants.
Through these efforts, LACDA strives to create safe, supportive, and sustainable living environments for families in Bellflow er's public housing communities.
Discussion:
No additional discussion.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The needs of the homeless and how the City responds to those needs are identified and discussed in this section. Numerous or ganizations citywide (in Bellflower) provide facilities, shelters, counseling services, food and nutrition and healthcare services to persons who are experiencing homeless or at-risk of experiencing homelessness. The table below provides the number of Emergency Shelter (ES), Transitional Housing (TH), and Permanent Supportive Housing (PSH) beds available throughout the Los Angeles C ity and County Continuum of Care (CoC). In Service Planning Area 7, which includes Bellflower, there are 1,659 ES beds, 290 TH Beds, 30 Safe Haven beds, and 1,134 PSH beds.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
4 535 6 692 0
Households with Only Adults 1,101 19 284 442 156
Chronically Homeless Households 0 0 0 55 0
Veterans 0 0 177 54 26
Unaccompanied Youth 0 0 38 26 0
Table 29 - Facilities and Housing Targeted to Homeless Households
Data Source: 2024 HUD Los Angeles City and County CoC Housing Inventory Count (HIC) Report SPA 7 Data Comments: HUD 2023 Continuum of Care Homeless Assistance Programs Housing Inventory Report
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons :
In Bellflower, a variety of mainstream services support the needs of homeless individuals, complementing targeted assistance programs. These services include health, mental health, and employment resources that are accessible to all residents but are especially beneficial for those experiencing homelessness. By addressing critical areas such as healthcare access, mental health support, and employment readiness, these programs provide a holistic approach to improving stability and self -sufficiency among homeless individuals.
Mainstream Services Available in Bellflower:
● Health Services
o Los Angeles County Department of Public Health: Offers comprehensive healthcare services, including primary care, preventive screenings, and specialized programs for substance abuse and mental health. o Local Clinics and Hospitals: Provide essential medical care, ensuring access to necessary treatments for homeless individuals.
• Mental Health Services
o Bellflower Unified School District Community Resources: Offers a directory of mental health and crisis intervention resources, including counseling and support groups. o Kingdom Causes Bellflower: Provides crisis intervention and mental health resources focused on stabilizing individuals and connecting them with long-term support. ● Employment Services
o Kingdom Causes Bellflower: Offers job readiness training, resume assistance, and job placement programs tailored to help homeless individuals gain the skills and opportunities needed for stable employment.
By integrating these mainstream services with targeted homeless assistance, Bellflower provides a comprehensive support network that promotes health, mental well -being, and employment opportunities, facilitating a path toward self -sufficiency and stability for homeless individuals in the community.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Bellflower offers a range of services and facilities to support homeless individuals and families, including chronically homeless persons, families with children, veterans, and unaccompanied youth. These resources aim to provide shelter, essential services, and pathways to stable housing.
New Hope Temporary Shelter
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o A 50-bed facility operated by Mercy House, offering temporary housing and supportive services to Bellflower's homeless population. The shelter provides assistance with housing plans and connections to housing resources. Access is by referral only, ensuring services are directed to those with ties to Bellflower.
Kingdom Causes Bellflower
o A nonprofit organization providing housing navigation, rental assistance, and a community resource center. They offer computer access for housing and employment searches, hygiene kits, ID vouchers, and other essential services to support individuals transi tioning out of homelessness.
Little House
o Transitional housing for women and their children dealing with substance abuse issues. Little House offers a supportive environment to help residents achieve sobriety and stability.
The Salvation Army Bellflower Corps
o Provides emergency shelter, transitional housing, and support services, including food and overnight lodging, to destitute families, the homeless, and displaced individuals. They supplement shelter services with emotional and spiritual support.
These facilities and programs are integral to Bellflower's efforts to address homelessness, offering targeted support to various vulnerable groups within the community.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Bellflower's jurisdiction serves four primary groups with non -homeless special needs: the elderly and frail elderly, individuals with HIV/AIDS and their families, those with alcohol and/or drug addiction, and individuals with mental or physical disabilitie s. Each group requires tailored support, such as age -friendly and accessible housing, medical care, rehabilitation services, and affordable living options. The jurisdiction is working to meet these needs through specialized housing and integrated services, though continued efforts are required to expand and enhance these support systems to better accommodate these vulnerable populations.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction m ay specify, and describe their supportive housing needs
Elderly and Frail Elderly: In Bellflower, supportive housing for elderly and frail elderly populations includes options such as independent living, assisted living, nursing homes, and adult day care centers. Essential considerations for elderly housing include affordability, locati on, proximity to healthcare, and ease of maintenance. As health concerns increase with age, access to healthcare and assistance with daily activities like shopping, meal preparation, and housekeeping becomes critical. Additionally , reliable transportation and proximity to essential services support mobility and safety, allowing elderly residents to maintain independence and quality of life. Accessible housing modifications may also be necessary to ensure safety and accommodate age-related disabilities.
Persons with Disabilities (Mental, Physical, Developmental): Bellflower’s individuals with disabilities represent a broad group with diverse housing and support needs. Housing options vary based on the level of independence, with more independent individuals often utilizing subsidized housing and those requiring additional support residing in community homes or personal care facilities. Some adults with disabilities may also live with family members who assist with daily needs. Access to tailored support services, including transportation, assistance with daily living, and healthcare, is essential to foster independence and ensure stable living conditions.
Persons with Alcohol or Other Drug Addictions: Individuals struggling with substance use disorders in Bellflower need access to supportive housing, such as sober living environments that offer structured, substance-free settings vital for recovery. Close connections to employment support services are critical, as stable income is essential to long-term sobriety. Housing proximity to healthcare facilities ensures access to medical and psychological treatment, while nearby family and social networks provide e ssential emotional support. Given the prevalence of substance abuse issues, Bellflower benefits from detox facilities and rehabilitation centers. When combined with stable housing and ongoing healthcare, these resources form a critical foundation for suppo rting recovery efforts.
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Persons with HIV/AIDS and Their Families: For people with HIV/AIDS, housing stability is closely tied to health outcomes. Supportive housing that integrates healthcare with affordable living is crucial, especially for low-income individuals who cannot afford market -rate housing. Many affected by HIV/AIDS are older adults with specific healthcare needs, requiring accessible and age -appropriate housing. Comprehensive community services—such as culturally competent healthcare, mental health support, and case management—are necessary to support individuals’ health management. Prevention, education, and community outreach programs also play a role in addressing Bellflower’s needs by reducing health disparities and enhancing access to support for those living with HIV/AIDS.
Other Special Populations Identified by Bellflower: Bellflower identifies additional populations, including unaccompanied youth, survivors of domestic violence, and veterans. Unaccompanied youth require housing solutions that provide security, educational support, and job readiness programs to foster independence. Survivors of domestic violence benefit from transitional housing with integrated support services, including counseling, legal assistance, and safety planning. Veterans need access to housing that provides physical and mental health services, as well as connections to vocational programs that aid in their reintegration into civilian life.
These populations each require tailored supportive housing options in Bellflower, combining stable, affordable housing with access to healthcare, social services, and economic support. By addressing the unique needs of each group, Bellflower can promote safer, more inclusive, and stable living environments for its diverse residents.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Bellflower offers several programs to support individuals transitioning from mental and physical health institutions to stable housing. These initiatives aim to provide comprehensive assistance, including housing, healthcare, and supportive services, to facilitate successful community reintegration.
Office of Diversion and Reentry (ODR) Housing Program
● Operated by the Los Angeles County Department of Health Services, the ODR Housing program offers permanent supportive housing for individuals with serious mental health disorders who are homeless and involved with the criminal justice system. The program i ncludes pre-release services, enhanced treatment efforts, and immediate housing upon release, with intensive case management to support the transition from custody to community living.
Developing Opportunities and Offering Reentry Solutions (D.O.O.R.S) Community Reentry Center ● D.O.O.R.S provides a comprehensive array of supportive services for individuals impacted by the justice system, including those with mental health needs. Services encompass housing assistance, benefits establishment, employment support, education programs, substance use assessment and treatment
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linkage, mental wellness linkage, legal aid, and intensive care management. The center aims to address barriers to reentry and promote healing, support, wellness, and hope.
A New Way of Life Reentry Project (ANWOL)
● ANWOL offers housing and development services to individuals transitioning from incarceration, focusing on women and their children. The program provides safe housing, case management, and support services to facilitate successful reintegration into the community.
These programs play a crucial role in ensuring that individuals returning from mental and physical health institutions receive the necessary support to achieve stable housing and improve their overall well-being.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Lin k to one-year goals.
91.315(e)
In the upcoming year, the City of Bellflower plans to implement several initiatives to address the housing and supportive service needs of non -homeless individuals with special needs. These efforts aim to enhance the quality of life for elderly residents, persons with disabilities, and other vulnerable populations.
● Affordable Housing Development: The City will collaborate with developers to increase the availability of affordable housing units, ensuring that low -income families, seniors, and individuals with disabilities have access to safe and affordable living environments.
● Home Rehabilitation Programs: Bellflower will offer grants and low-interest loans to eligible homeowners for necessary repairs and modifications, such as installing ramps or widening doorways, to enhance accessibility and safety for elderly residents and those with disabilities. ● Supportive Services Expansion: The City plans to partner with local organizations to provide essential services, including in-home healthcare, transportation assistance, and case management, helping individuals maintain independence and improve their quality of life. ● Job Training and Placement: Programs will be developed to offer vocational training and employment opportunities tailored to individuals with disabilities, facilitating greater economic stability and self - sufficiency.
● Mental Health and Substance Abuse Services: Bellflower intends to increase access to counseling and treatment programs for residents dealing with mental health issues or substance abuse, promoting overall well-being and community integration.
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These activities, informed by HUD guidelines and Bellflower’s specific goals, are designed to address the unique needs of special populations within the city, fostering an inclusive community where all residents can thrive.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homele ss but have other special needs. Link to one-year goals. (91.220(2))
See above.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Bellflower has made notable progress in updating zoning and public policies to support affordable housing, yet various public policies and programs still may pose challenges by increasing costs, limiting density, and restricting funding. While recent reforms aim to expand housing options, affordability remains a concern, contributing to cost burden, overcrowding and other risks for vulnerable residents.
Despite these improvements, broader regulatory barriers continue to impact residential investment and economic growth. Ongoing policy adjustments at all levels will be essential to fully address Bellflower’s housing challenges.
State Level:
• Impact of Senate Bill 9 (SB 9) and Assembly Bill 1033 (AB 1033) - The implementation of Senate Bill 9 (SB 9) and Assembly Bill 1033 (AB 1033) offers opportunities to expand housing in Bellflower, but also raises affordability concerns. SB 9 enables property owners to split lots and build up to four units, potentially increasing housing supply.
However, increasing density on existing lots may require upgrades to local infrastructure, such as water, sewer systems, and roads, which can result in significant costs. These expenses are often recouped through impact fees or other charges to developers, who in turn pass these costs down to buyers or renters, impacting affordability for low- and moderate-income (LMI) households Similarly, AB 1033 allows Accessory Dwelling Units (ADUs) to be sold as condominiums, promoting homeownership but potentially reducing affordable rental options and increasing administrative costs. • California Environmental Quality Act (CEQA) – CEQA mandates extensive environmental review for new developments, which can delay housing projects by years and invite costly lawsuits, often used by opponents to stall or block housing. Studies have found that CEQA appeals in major cities delay projec ts by an average of 2.5 years, and many CEQA lawsuits target infill housing rather than truly sensitive sites.
This adds significant time and expense to building new homes.
• Proposition 13 (1978) – This state constitutional amendment caps property tax increases, which incentivizes cities to favor commercial development over housing. Because Prop 13 limits property tax revenue from homes, cities often seek sales -tax-generating businesses (like retail) instead of new residential projects. The result is a reduced housing supply (fewer homes built) and a heavier tax burden on new homeowners, contributing to higher housing costs for new buyers.
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• Article 34 (Voter Approval for Low-Rent Housing) – Article 34 of California’s Constitution requires local voter approval before any public agency can develop “low -rent” (affordable) housing. No other state has such a requirement. Enacted in 1950, it has delayed or deterred affordable housing projects st atewide by adding an extra hurdle for city-led projects. In practice, this rule makes it harder for cities like Bellflower to directly fund or build affordable units, as any significant project must win a bal lot measure first.
County Level:
• Prevalence of Single-Family Zoning – Across Los Angeles County’s jurisdictions, restrictive zoning heavily favors single-family homes. The median city in L.A. County bans apartments on about 80% of its residential land, limiting multi-family development to a few areas. This county-wide pattern of low-density zoning severely constrains housing supply and pushes prices up. In effect, it keeps higher -density or affordable housing out of most neighborhoods, affecting cities like Bellflower by restricting regional housing growth.
Local Level:
• Economic Disparities and Poverty Concentration - Bellflower exhibits economic segregation, with income levels varying significantly by neighborhood. While some areas have median incomes above $125,000, most remain closer to $50,000, with poverty rates rising among certain racial groups. Housing vouchers are concentrated in the lower half of the city, particularly in central census tracts, highlighting limited economic mobility in disadvantaged areas.
• Restrictive Zoning and Development Standards – Bellflower’s own municipal code has historically imposed stringent requirements that make affordable housing harder to build. For example, even in Bellflower’s higher-density R-3 zone, developments “although providing for higher density… will be expected to create a low-density residential image,” per city code. This means taller or denser apartment projects must be scaled down in appearance, limiting the number of units. Additionally, past local rules required excessive parking (such as two enclosed garage spaces for a single -family home before adding an accessory unit), adding costs and reducing space for housing. High permitting fees, strict design standards, and a slow approval process have also been cited as local hurdles, all of which collectively discourage the construction of affordable housing in Bellflower.
Bellflower has begun updating its policies: the city adopted a transit -oriented development plan to up - zone areas near the coming light rail line and added mixed -use overlay zones to allow more units on underutilized sites. The city is also offering incent ives like density bonuses and fee waivers for projects that include lower-income units. These efforts aim to reduce regulatory hurdles and boost the supply of affordable housing in Bellflower and the broader region.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
This section provides an overview of Bellflower's economic development, focusing on key areas such as business sector employm ent, unemployment rates, commuting times, and education levels. The accompanying table outlines employment distribution across the City's business sectors. Additionally, the analysis examines trends in unemployment, average commuting times for workers, and educational att ainment, each of which significantly influences Bellflower's economic landscape and future growth.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 113 5 0% 0% 0% Arts, Entertainment, Accommodations 3,709 1,765 10% 10% 0% Construction 2,511 712 6% 4% -3%
Education and Health Care Services 8,646 8,665 22% 48% 25% Finance, Insurance, and Real Estate 1,742 539 4% 3% -2% Information 566 202 1% 1% 0%
Manufacturing 4,239 327 11% 2% -9%
Other Services 2,262 642 6% 4% -2%
Professional, Scientific, Management Services 3,565 2,619 9% 14% 5% Public Administration 1,792 273 5% 2% -3%
Retail Trade 4,104 1,730 11% 10% -1%
Transportation and Warehousing 3,704 371 10% 2% -8%
Wholesale Trade 1,858 330 5% 2% -3%
Total 38,811 18,180 -- -- -
Table 30 - Business Activity
Data Source: 2017-2021 ACS (Workers), 2021 Longitudinal Employer-Household Dynamics (Jobs)
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The worker-to -job imbalance in Bellflower underscores a pressing need for more local employment opportunities to support the City’s substan tial workforce. With 38,811 residents in the labor force but only 18,180 jobs available within the city, a significan t portion of Bellflower’s workers must commute elsewhere, leading to longer commute times and impacting overall quality of life. This imbalance means that nearly a quarter of Bellflower’s workforce relies on employment outside the City.
There are no sectors where the number of jobs exceeds the available workforce, with the exception of Education and Health Car e Services, however it is only a difference of 19. Expanded job opportunities are needed in the city. Increasing local job diversit y would not only reduce commuting demands for residents but also strengthen the local economy by retaining more income and economic activity within t he City. This approach would contribute to a more resilient and sustainable economic environment for Bellflower.
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Labor Force
Total Population in the Civilian Labor Force 41,136
Civilian Employed Population 16 years and
over 37,670
Unemployment Rate 5.5%
Unemployment Rate for Ages 16-24 7.4%
Unemployment Rate for Ages 25-65 4.4%
Table 31 - Labor Force
Data Source: 2018-2022 ACS 2023, BLS Local Area Unemployment Statistics Data Comments: All data except Unemployment Rate from 2018-2022 ACS Unemployment Rate from 2023 BLS Local Area Unemployment Statistics
Unemployment
There are several methods for measuring unemployment, each with distinct advantages and limitations.
The U.S. Census collects annual unemployment data by census tract, enabling geographic comparisons of unemployment rates across smaller areas. However, thi s data is typically two or more years old, making it less useful for real-time analysis. In contrast, the Bureau of Labor Statistics (BLS) provides monthly unemployment data, which is more current but only available at the city level, limiting its ability to reflect localized trends within specific neighborhoods or tracts.
Jan Feb March April May June July Aug Sept Oct Nov Dec
5.3 5.5 5.0 4.6 4.9 5.1 5.3 5.5 5.2 5.1 4.9 5.2
Table 1 - Unemployment Rate in 2023, BLS – Bellflower, CA In 2023, Bellflower's unemployment rate remained consistently above the national average of 3.8%, starting the year at approximately 5.3% and closing slightly lower at 5.2%. This persistently elevated unemployment rate is compounded by a significant worker-to-job imbalance, with nearly twice as many residents in the workforce as there are jobs available within the city. As a result, many Bellflower workers are compelled to find employment outside the City, leading to longer commute times and impacting quality of life. This shortage of local job opportunities relative to the labor force underscores an ongoing challenge for Bellflower’s economy and the need to attract and diversify employment options to better support the local workforce.
Unemployment Rate
The following map illustrates notable disparities in unemployment rates across Bellflower's census tracts.
While most areas maintain unemployment rates below 10%, there are specific pockets where unemployment exceeds 12% and even 14%, indicating concentrat ed economic challenges in certain parts
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of the City. This uneven distribution highlights economic disparities that may be associated with various social or demographic factors. Targeting these localized challenges could be crucial to fostering balanced economic opportunities throughout Bellflower, poten tially improving employment rates and reducing socioeconomic inequalities between neighborhoods.
Unemployment Rate (2022)
Occupations by Sector Number of People
Management, business and financial 11,518
Farming, fisheries and forestry occupations 93
Service 5,672
Sales and office 8,497
Construction, extraction, maintenance and
repair 3,897
-..~v_ .~_;_» J v , .jrntr “ a w; 7 . . ,__—r5-’_;an_ 1's. , 7:7 —'; " [KR $- 7 E Estimated percent of people age 16 years or older who were unemployed, between 2018-2022. ‘§777 ,T: ‘ U
PARAMOUNT
CLEARWATER
Percent Peopte Unemployed
Source: Germs
Year. 20184022
7* - Insufficient DIII " J T7
7.99% or less
2‘ 3.009510 999%
10‘0“ to ".99“
12.00% IO 13.99%
mom or greater
Shlded by Block Grow. 2022
Educ/MAP: ‘ ’5”
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Occupations by Sector Number of People
Production, transportation and material
moving 6,179
Table 32 – Occupations by Sector
Data Source: 2018-2022 ACS
Occupations by Sector
The "Occupations by Sector" table provides a breakdown of job distribution in Bellflower by occupational roles. The largest occupational group in Bellflower is Management, Business, and Financial, comprising nearly 11,500 roles. This sector includes key positions such as managers, analysts, and financial specialists, who play a critical role in driving strategic and economic growth in the community. The next largest group is the Sales and Office sector, with approximately 8,500 jobs, which includes roles like sales representatives, administrative assistants, and office clerks. These positions are essential for supporting daily community needs and contribute significantly to Bellflower’s economic resilience and stability.
Travel Time
Travel Time Number Percentage
< 30 Minutes 18,714 52.5%
30-59 Minutes 13,092 36.7%
60 or More Minutes 3,842 10.8%
Total 35,648 100%
Table 33 - Travel Time
Data Source: 2018-2022 ACS
Commute Travel Time
In Bellflower, commuting patterns indicate that a majority of residents have relatively manageable travel times. Approximately 52.5% of commuters, or 18,714 individuals, travel less than 30 minutes each way, contributing to a positive work-life balance and job satisfaction. Another 36.7%, or 13,092 residents, experience moderate commutes of 30 to 59 minutes, while 10.8%, or 3,842 people, face commutes of an hour or more. While most of the workforce benefits from shorter commute times, a significant portion is still compelled to travel longer distances for employment, highlighting a need for expanded local job opportunities.
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Education:
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 5,751 329 2672
High school graduate (includes
equivalency) 8,251 431 2466
Some college or Associate's degree 11,170 808 2866
Bachelor's degree or higher 7,417 297 1,334
Table 34 - Educational Attainment by Employment Status
Data Source: 2018-2022 ACS
The table above details educational attainment by employment status for persons 16 years of age and older within the City. Unemployment is lower and labor force participation is generally higher for residents who have achieved a higher level of educational attainment.
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 513 964 1,332 2,802 2,158
9th to 12th grade, no diploma 168 1,077 760 1,685 1,167 High school graduate, GED, or
alternative 2,223 5,821 4,244 5,337 3,023
Some college, no degree 2,954 4,156 1,195 4,171 1,847
Associate's degree 761 1,091 546 1,077 293
Bachelor's degree 1,243 2,176 939 2,486 980
Graduate or professional degree 518 1,442 327 803 146
Table 35 - Educational Attainment by Age
Data Source: 2018-2022 ACS
The table above details educational attainment by age for persons 18 years of age and older within the City. As expected, older residents tend to have a higher level of education than younger residents.
However, there is still a significant number of people who are older and lack even a high school diploma.
There are nearly 5,000 people over the age of 25 that don’t have a high school diploma or equivalent.
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Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $27,761
High school graduate (includes equivalency) $37,066
Some college or Associate's degree $42,630
Bachelor's degree $60,669
Graduate or professional degree $78,036
Table 36 – Median Earnings in the Past 12 Months
Data Source: 2018-2022 ACS
Educational attainment is a key determinant of potential earnings and financial stability. In Bellflower, individuals with higher education levels experience significantly greater median earnings. For instance, a person with a Bachelor's degree typically earns nearly double the income of someone without a high school diploma, while those with a graduate or professional degree can expect to earn almost twice as much as someone that is a high school graduate. Over the span of a career, this income disparity becomes even more pronounced. An individual with a Bachelor’s degree working from age 23 to 62 can expect to earn around $2.4 million, compared to approximately $1.5 million for someone with only a high school diploma working from age 18 to 62—an earnings difference of around $900,000. This gap in lifetime earnings contributes significantly to wealth accumulation, further supported by the higher likelihood of home ownership, investments, and retirement savings often associated with higher salaries.
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The Business Activity table highlights the Education and Health Care Services sector as the leading employment sector in the jurisdiction. This sector comprises approximately 22% of all workers and 48% of all jobs, underscoring its essential role in job creation and economic stability. Beyond its economic impact, this sector is critical to the community's well -being, delivering services fundamental to public health and education.
Additionally, the Professional, Scientific, and Management Services sector plays a significant role in the local economy. Accounting for 9% of workers and 14% of jobs, this sector drives innovation, boosts productivity, and offers high -quality employment opportunities. Its prominence reflects a strong business environment that supports skilled professionals and advanced industries, contributing to the jurisdiction's competitiveness and economic diversity.
Describe the workforce and infrastructure needs of the business community:
Bellflower is actively addressing workforce and infrastructure challenges to create a more supportive environment for its business community. However, the city faces a significant mismatch between the number of workers and available jobs, leaving many residents to seek employment outside the area.
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Workforce Needs:
Skilled Labor Development: While businesses in Bellflower require a skilled workforce to remain competitive, the local job market cannot accommodate all workers. The Southeast Los Angeles County Workforce Development Board (SELACO WDB) collaborates with employers to offer training programs, apprenticeships, and career pathways aligned with industry needs. These initiatives aim to equip residents with skills that enhance their employability both locally and regionally, bridging the gap between workforce supply and demand.
Employee Recruitment and Retention: To assist businesses in attracting and retaining talent, SELACO WDB provides services such as recruitment assistance, job fairs, and workshops. These efforts help businesses connect with qualified candidates, though the lack of local job opportunities remains a challenge.
Infrastructure Needs:
Commercial Space Development: The City of Bellflower is revitalizing its downtown to attract businesses and support economic growth. Projects like the Regional Transit Center and SteelCraft outdoor urban eatery are creating vibrant commercial spaces designed to draw businesses and provide amenities for residents, aiming to increase local employment opportunities.
Transportation and Accessibility: Improving transportation infrastructure is critical for residents who commute to jobs outside the city and for businesses relying on efficient goods movement. Bellflower’s location near major highways and its efforts to enhance public transit options imp rove connectivity, benefiting both workers and employers.
By addressing these workforce and infrastructure needs, including the shortage of local jobs, Bellflower seeks to reduce worker outmigration, foster business growth, and promote sustainable economic development.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe a ny needs for workforce development, business support or infrastructure these changes may create.
Currently, Bellflower is working on several significant developments poised to impact the local economy and job market:
Southeast Gateway Line (formerly West Santa Ana Branch Transit Corridor): The Los Angeles County Metropolitan Transportation Authority (Metro) is advancing the Southeast Gateway Line, a 14.5-mile light rail project connecting Artesia to downtown Los Angeles, with a station planned in Bellflower. This project aims to enhance regional connectivity and stimulate economic growth. The environmental review phase was completed in April 2024, and the line is projected to open in 2035.
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Downtown Bellflower Transit-Oriented Development (TOD): The City of Bellflower is implementing a Transit-Oriented Development Specific Plan to revitalize its downtown area. This plan encourages mixed - use developments near transit facilities, aiming to boost local businesses and provide housing options.
The TOD strategy is designed to create a vibrant, walkable community that attracts residents and visitors alike.
Bellflower Regional Transit Center: The Bellflower Regional Transit Center, a four -story facility with 337 parking stalls and a Smart Park system, has been constructed to complement the architecture of the Bellflower Mayne Events Center. This development serves as a northern gateway to downtown Bellflower, enhancing transportation infrastructure and supporting local economic activities.
SteelCraft Bellflower: SteelCraft Bellflower is an outdoor urban eatery constructed from repurposed shipping containers, featuring a variety of food vendors and communal dining spaces. This innovative development has become a popular destination, contributing to the local econo my by attracting visitors and providing a platform for small businesses.
Workforce Development and Business Support Needs: The aforementioned projects are expected to create new employment opportunities in construction, retail, hospitality, and transportation sectors. To maximize the benefits of these developments, there is a need for workforce development programs that provide training and skills development tailored to these industries. Additionally, business support services, such as access to capital, mentorship, and marketing assistance, will be crucial for local entrepreneurs and small businesses to thrive in the evolving economic landscape.
These initiatives collectively aim to enhance Bellflower's economic vitality, improve transportation infrastructure, and create a more dynamic and sustainable community.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Bellflower's workforce exhibits a diverse range of skills and educational backgrounds, aligning with various employment opportunities within the City. The largest occupational group comprises management, business, and financial roles, accounting for approximately 11,500 positions. This sector includes key positions such as financial analysts, marketing managers, and business consultants. The next largest group is the sales and office sector, with nearly 8,500 jobs, encompassing roles like retail salesperson s, administrative assistants, and customer service representatives. These positions are vital to supporting daily community needs and contributing to the city’s economic resilience.
However, there is a notable worker-to-job imbalance in Bellflower, with 38,811 residents in the labor force but only 18,180 jobs available within the city. This imbalance forces many residents to commute outside the city for work, increasing commute times, reducing quality of life, and limiting the city’s ability to retain economic activity locally. The mismatch between workforce size and local job availability underscores a critical challenge for Bellflower’s economy.
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To address this shortage, the city must prioritize attracting and expanding diverse employment opportunities. Initiatives to support business growth, such as offering incentives for companies to establish operations in Bellflower, could create more local j obs. Simultaneously, workforce development programs and partnerships with local community colleges, vocational schools, and workforce agencies could equip residents with skills tailored to emerging industries. For example, training programs for healthcare roles, such as certified nursing assistants and medical technicians, or logistics roles, such as equipment operators and supply chain specialists, would align local skills with job market needs. These efforts could help close the worker-to-job gap, reduce out-commuting, and bolster the local economy by fostering a more self-sustaining workforce and business ecosystem.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
Bellflower benefits from several workforce training initiatives aimed at enhancing employment opportunities and aligning with the city's Consolidated Plan objectives.
Workforce Innovation and Opportunity Act (WIOA) Programs: The Southeast Los Angeles County Workforce Development Board administers WIOA programs, offering job training, education, and employment services to residents. These programs focus on equipping individuals with skills relevant to local industries, thereb y reducing unemployment and underemployment.
Community College Programs: Cerritos College, serving the Bellflower area, provides vocational training and certificate programs in fields such as healthcare, information technology, and manufacturing. These programs are designed to meet the demands of the local job market, ensuring that graduates possess the skills sought by employers.
Employment Development Department (EDD) Services: The California EDD offers various training services through the America’s Job Center of California network. These services include job search assistance, resume workshops, and access to the Eligible Training Provider List, which features approved training programs for in-demand occupations.
These initiatives support Bellflower's Consolidated Plan by promoting economic development, reducing unemployment, and enhancing the skill sets of the local workforce. By aligning training programs with the needs of local employers, these efforts contribut e to a more robust and resilient economy, fostering community development and improving the quality of life for residents.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? The City of Bellflower does not participate in a Comprehensive Economic Development Strategy (CEDS).
Instead, it participates in regional economic development planning through the Los Angeles County Economic Development Corporation (LAEDC).
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If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
Bellflower is actively implementing several initiatives in collaboration with the Los Angeles County Economic Development Corporation (LAEDC) and regional partners to drive economic growth, create job opportunities, and enhance quality of life for its resi dents. Through targeted city projects and regional support, Bellflower is positioning itself as a vibrant, business -friendly community with a range of opportunities for economic advancement.
Regional Initiatives and Support from LAEDC:
The LAEDC’s Business Assistance Program directly supports Bellflower businesses, aiding in job retention and creation across the City. This program provides resources and guidance to help businesses navigate challenges, improve operations, and foster job growth, contributing to the city’s economic resilience.
Additionally, Bellflower’s status as a finalist for the LAEDC’s Most Busine ss-Friendly City Award highlights its commitment to creating a supportive environment for businesses, which further attracts i nvestments and enhances the city’s reputation as an ideal place to establish and grow businesses.
As part of the Gateway Cities Council of Governments (GCCOG), Bellflower also benefits from regional collaboration on initiatives aimed at improving transportation, housing, and economic opportunities.
Through the Los Angeles Jobs First Collaborative led by the LAEDC, Bellflower participates in broader efforts to build an inclusive economy, focusing on job creation and workforce development for underrepresented communities. These regional collaborations enable Bellflower to address large -scale challenges while leveraging shared resources and expertise.
Local Economic Development Projects in Bellflower:
Locally, Bellflower is revitalizing its downtown area with innovative projects that stimulate the economy and create new community spaces. One flagship project is SteelCraft Bellflower, an outdoor urban eatery constructed from repurposed shipping container s, which houses a variety of local food vendors and provides communal dining areas. This popular destination not only attracts visitors to the City but also supports small businesses by offering an affordable and creative space for them to thrive.
The City’s focus on mixed -use developments, such as The Edgeway Downtown Bellflower, further enhances the vibrancy of downtown. This development includes residential units, retail spaces, and a four-screen Laemmle theater, combining housing, entertainment, and retail in a walkable environment.
These efforts aim to create a dynamic community center that attracts both residents and visitors, supporting local businesses and generating job opportunities.
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Benefits for Bellflower’s Future:
These initiatives and projects align with Bellflower’s goals to foster a strong, diverse local economy. By improving business support services, expanding job training and retention programs, and creating appealing commercial and community spaces, Bellflowe r is enhancing its appeal as a thriving place to live, work, and invest. Regional partnerships with organizations like the LAEDC strengthen these efforts by offering resources and strategic guidance, further supporting Bellflower’s economic vision. Collect ively, these efforts not only create jobs but also contribute to a high quality of life for residents, promoting long - term sustainability and economic vitality for the City.
Discussion
No additional discussion.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
HUD defines “housing problems” based on four specific data points: cost burden, overcrowding, lack of complete plumbing facilities, and lack of complete kitchen facilities. In Bellflower, housing issues are infrequent overall, except for cost burden. According to the 2018-2022 ACS 5-Year Estimates, the citywide rates are as follows:
● Cost Burden: 46.7%
● Overcrowding: 16%
● Lack of Complete Plumbing Facilities: 0.4%
● Lack of Complete Kitchen Facilities: 2.4%
For an area to be considered "concentrated" with housing issues, it must exhibit two or more problems significantly above the citywide averages, using HUD's definition of “disproportionate.” This threshold in Bellflower is set at 10 percentage points higher than the city average, equating to: a cost burden above
56.7%, overcrowding above 26%, lack of plumbing facilities above 10.4%, and lack of kitchen facilities above 12.4%.
In Bellflower, there are no tracts that meet the criteria for having more than one concentrated housing problem.
Are there any areas in the jurisdiction where racial or ethnic minorities or low -income families are concentrated? (include a definition of "concentration") For the purposes of this analysis a “racial or ethnic concentration” will be any census tract where a racial or ethnic minority group makes up 10 percent or more of the population than the city as a whole.
According to the 2018-2022 ACS 5-Year estimates the racial and ethnic breakdown of Bellflower’s population is:
● Black, non-Hispanic: 11.9%
● American Indian and Alaska Native, non -Hispanic: 0.2% ● Asian, non-Hispanic: 11.3%
● Native Hawaiian and Other Pacific Islander, non -Hispanic: 0.6% ● Other Race, non-Hispanic: 0.4%
● Two or More Races, non-Hispanic: 2.7%
● Hispanic or Latino: 60.1%
In Bellflower, Hispanic or Latino households represent the largest demographic group, with significant concentrations in western and northern tracts. Additionally, some areas feature higher -than-average
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percentages of Hispanic and multi-racial (non-Hispanic) populations. Other racial and ethnic groups do not exhibit concentrations that meet the criteria established for this analysis. Please refer to the maps below for a visual representation of race and ethnicity concentrations across Bellflower. Maps are not included for populations that lack defined concentrations.
Concentration Multi-Racial (Non-Hispanic) Households
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Concentration Hispanic / Latino Households
What are the characteristics of the market in these areas/neighborhoods? In Bellflower, the distribution of populations based on race or ethnicity is relatively even, with few census tracts showing notable concentrations. Consequently, there is no clear or direct correlation between racial or ethnic concentrations and household characteristics, such as Area Median Income, home values, or the proportion of homeowner versus renter households. This balanced distribution suggests that economic and housing factors are not significantly influenced by race or ethnicity within Bellflowe r, indicating a level of economic integration across diverse groups in the community.
Are there any community assets in these areas/neighborhoods? Like many suburbs near major cities, Bellflower boasts a strong presence of both public and private K -12 schools, along with a variety of local retail and small businesses that contribute to the City’s community- oriented feel. Numerous nonprofit organizations are also active in Bellflower, providing valuable resources and support services for residents. Additionally, healthcare facilities are readily accessible
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within and near Bellflower, ensuring that essential health services are within close reach for the community. These amenities and resources make Bellflower a well -rounded and supportive environment for residents of all ages.
Are there other strategic opportunities in any of these areas? Bellflower, California, is strategically positioned to leverage several unique features and opportunities to enhance its economic growth and community development:
1. Transit-Oriented Development (TOD): The planned Southeast Gateway Line, a light rail project by the Los Angeles County Metropolitan Transportation Authority (Metro), includes a station in Bellflower. This development presents an opportunity for Bellflower to implement TOD strategies, fostering mixed -use developments that promote walkability and reduce reliance on automobiles. By capitalizing on this transit infrastructure, Bellflower can attract new businesses and residents, stimulating local economic growt h.
2. Downtown Revitalization: Bellflower's downtown area is undergoing revitalization efforts aimed at creating a vibrant, experience-oriented destination. The City is modernizing zoning codes and encouraging developments that balance land uses, thereby attracting a range of new businesses and enhancing the area's appeal. This initiative aims to improve walkability and comfort for shopping, dining, recreation, and entertainment, making downtown Bellflower a focal point for community engagement and economic activity.
3. Cultural and Recreational Assets: Bellflower is home to unique cultural and recreational venues, such as the Los Angeles County Fire Museum, which showcases antique fire engines and firefighting artifacts.
Additionally, the City offers various parks and recreational facilities that cater to diverse interests.
Promoting these assets can boost tourism and enhance the quality of life for residents, contributing to the city's overall attractiveness.
4. Support for Small Businesses: The City's Economic Development Department actively supports local businesses through various programs and initiatives. By providing resources and assistance to small businesses, Bellflower can foster a thriving entrepreneurial ecosystem, leading to job creatio n and economic diversification.
By capitalizing on these strategic opportunities, Bellflower can position itself as a dynamic and attractive community for residents, businesses, and visitors alike.
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MA-60 Broadband Needs of Housing occupied by Low - and Moderate -Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low - and moderate-income households and neighborhoods.
Internet access is a critical component of modern communication and information-sharing, enabling users to benefit from the growing interconnectedness of business, education, commerce, and everyday activities. Reliable internet connectivity has become esse ntial for success in today’s economic landscape.
Communities without broadband access face significant challenges in keeping pace with the rest of the country. The lack of broadband infrastructure limits residents' ability to access educational and entrepreneurial opportunities, which is especially concerning in low - to moderate-income (LMI) areas where economic opportunities are often limited.
Research from the Pew Research Center underscores the vital role that high -speed internet plays in enhancing educational and employment opportunities, particularly in underserved communities. The center's studies have shown that individuals with reliable broadband access are more likely to engage in online learning, apply for jobs, and participate in economic activities that can improve their quality of life.
Similarly, reports from the Federal Communications Commission (FCC) highlight the direct correlation between broadband availability and economic development. The FCC's findings indicate that regions with robust internet infrastructure experience higher rat es of job creation, educational attainment, and overall community growth.
Bellflower, California enjoys comprehensive broadband coverage across residential areas, including LMI areas. The average Bellflower household has access to two (2) broadband -quality internet service options.
According to ISPReports.org, the City benefits from a variety of infrastructure options, including cable, fiber, fixed wireless, and DSL. However, only eighty -nine percent (89%) of Bellflower households have an internet connection despite having 99.94% availability. Of those households, 74% have fiber, cable, or DSL, 18% have satellite, 0% are still on dial -up, and 2% of households have internet but don’t pay for a subscription because it’s subsidized by the Affordable Co nnectivity Program. The map below illustrates broadband availability throughout Bellflower, defined as advertised internet speeds of 768 kilobits per second or higher.
See map: Broadband Access
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Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
To ensure high-quality broadband service, it is crucial to foster competition among service providers. A lack of competition, where a single provider dominates an area, diminishes the incentive to deliver reliable and consistent services. According to ISPReports.org, Bellflower is served by eleven (11) internet providers offering residential service. Among these, Spectrum stands out as the leading provider in terms of coverage and speed. Internet providers throughout the city include:
• Spectrum (Cable)
• Frontier (Fiber and DSL)
• EarthLink (Fiber, DSL, and Fixed Wireless)
• AT&T (Fiber, DSL, and Fixed Wireless)
• T-Mobile Home Internet (Fixed Wireless)
• Verizon (Fixed Wireless)
• DISH (Satellite)
• DirecTV (Satellite)
• Starlink (Satellite)
• Viasat (Satellite)
• HughesNet (Satellite)
The map below shows the number of broadband service providers by census tract. While most of Bellflower offers two (2) high -speed internet options from competing providers, a broader range of choices could better enhance service reliability and affordabili ty across the city. The limited variety of providers may be linked to the relatively low number of households with internet service, despite comprehensive availability, highlighting a potential barrier in ensuring widespread, affordable access.
See map below: High Speed Internet Providers
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Bellflower, CA has historically faced various natural hazard risks, including extreme heat, inland flooding, droughts, and earthquakes, as outlined in the 2020 County of Los Angeles All-Hazards Mitigation Plan (AHMP). Research from the AHMP indicates that extreme weather patterns are expected to become increasingly common over the next century. Average summer temperatures are projected to rise significantly, with inland areas experiencing a greater frequency of days exceeding 100°F and regional temperatures increasing by 2.5°F to 8°F. Drier conditions are expected to intensify the frequency and severity of wildfires. Furthermore, sea level rise poses a substantial threat to Los Angeles County, with 3 feet of rise anticipated to flood 2.25 square miles by 2050–2060 and 6 feet of rise projected to inundate
6.13 square miles by 2100. According to the FEMA National Risk Index, Los Angeles County, which encompasses Bellflower, is particularly vulnerable to hazards such as earthquakes, heat waves, landslides, lightning, tornadoes, and wildfires.
While Bellflower is considered an inland city, it may still experience indirect coastal effects. Rising sea levels and increased storm activity could lead to population displacement from coastal areas, and an influx of new residents to Bellflower could drive up housing costs, reduce job availability, and strain local resources. As climate-related hazards pose greater threats to coastal regions, stable inland communities like Bellflower may see an increase in climate migrants from more vulnerable areas, further impacting state infrastructure, housing, and resources.
The AHMP highlights that climate change will impact all residents and areas of Los Angeles County. It projects a significant increase in the number of extreme heat days, with inland areas experiencing temperatures exceeding 100°F more frequently. These ext reme heat events can lead to heat-related illnesses, such as heat stroke, and exacerbate respiratory issues due to increased air pollution.
Additionally, hotter and drier conditions are expected to intensify the frequency and severity of wildfires, particularly in High and Very High Fire Hazard Severity Zones (FHSZ). Wildfire poses substantial risks, including the destruction of homes, businesses, and critical infrastructure; disruption of transportation and utilities; and threats to human and animal life.
These factors reflect the broader impact of climate change on Bellflower’s natural hazard profile, affecting public health, infrastructure, and resource management. The Center for Disease Control and Prevention (CDC) highlights that climate change, along w ith other environmental and human -made stressors, exacerbates existing health threats and introduces new ones. To counter these challenges, proactive measures are essential for fostering community resilience in an evolving climate landscape.
In California, Bellflower is taking proactive steps to address climate change impacts. The City complies with the updated Model Water Efficient Landscape Ordinance (MWELO) aimed at reducing water usage in landscapes by promoting water-efficient irrigation, drought-tolerant plants, and sustainable landscape
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designs. It also has adopted a Climate Action Plan (CAP) as a strategic framework for achieving citywide reductions in energy use and greenhouse gas emissions that promotes smarter, more sustainable urban growth. Additionally, Governor Newsom is leading C alifornia’s climate efforts by committing to net -zero emissions by 2045, expanding carbon capture technology, and investing over $48 billion in sustainable infrastructure, with a focus on equity and protecting vulnerable communities (SGC California)(Environmental Defense Fund).
Describe the vulnerability to these risks of housing occupied by low - and moderate-income households based on an analysis of data, findings, and methods.
Low- and moderate-income households, whether renting or owning, face heightened vulnerability to the impacts of climate change and natural disasters due to their limited financial resources. Sudden increases in electricity or housing costs can quickly push these residents into precarious living situations, increasing their risk of homelessness or forcing them to live in substandard conditions. The 2024 America’s Rental Housing Study from the Joint Center for Housing Studies at Harvard University underscores this growing threat, revealing that escalating insurance premiums and the withdrawal of coverage by providers in high - risk markets complicate efforts to secure adequate protection against weather - and climate-related losses. Additionally, the study highlights the obstacles property owners encounter when trying to invest in climate resilience measures, given the stagnation in operating income growth.
The 2021 EPA study on Climate Change and Social Vulnerability in the United States further illustrates these challenges, showing that low-income individuals are more likely to live in areas facing significant increases in mortality rates due to extreme tem perature changes, as well as experiencing the highest rates of labor hour losses among weather-exposed workers. Rural communities are particularly disadvantaged, often lacking access to public support during emergencies and having fewer resources to repair or fortify their homes against climate-related damage. Addressing these vulnerabilities is essential for building resilience among low- and moderate-income households, who are increasingly at risk from climate change, threatening their safety, stability, and overall well-being.
The AHMP for Los Angeles County identifies vulnerable populations within the county, including individuals who face challenges accessing medical care, maintaining independence, or require supervision. One of the most at -risk groups is people experiencing h omelessness, with nearly 60,000 individuals affected in the region. The AHMP acknowledges that additional vulnerable groups will be recognized in future updates, particularly with new data from the 2020 U.S. Census on factors like socioeconomic status, disability, housing, and transportation.
FEMA’s National Risk Index identifies Los Angeles County as having a very low level of community resilience, indicating that its residents have a very low ability to prepare for, adapt to, and recover from natural hazards. This assessment encompasses six broad categories: social, economic, community capital, institutional, infrastructural, and environmental factors at the county level. The map below illustrates
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FEMA’s qualitative risk to natural hazards at the census tract level in Bellflower, providing an intuitive way to gauge community risk based on Expected Annual Loss (EAL), Social Vulnerability, and Community Resilience scores.
Risk levels throughout the city vary with most areas classified as "relatively high" and "relatively moderate" risk. This indicates that various areas may need more targeted attention and resources to address specific hazards, making them more vulnerable t han the rest of the city. These two indexes measure risk from different perspectives—FEMA’s risk index evaluates a community's ability to respond to hazards (resilience), while the city’s qualitative assessment concentrates on the likelihood and severity of those hazards. This dual approach ensures that resources are allocated where they are most needed, promoting both preparedness and targeted intervention. The city must continue to address these geographic challenges by anticipating, planning, and adaptin g to the risks associated with climate change and the potential demographic shifts affecting vulnerable communities.
Bellflower is dedicated to educating and preparing the public for multi-hazard mitigation through a variety of channels. This includes the city’s Public Safety Department and Community Emergency Response Team (CERT) websites. Additionally, the Los Angeles County Office of Emergency Management website provides vital information, such as emergency preparedness resources and Alert LA County Emergency Notification system. The Voluntary Organizations Active in Disaster (VOAD) for Los Angeles County also provides valuable resources to enhance community disaster resilience. To effectively tackle the increasing impacts of climate change, ongoing investment is crucial for maintaining and expanding these programs and resources.
See map: Risk to All Natural Hazards
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan serves as the central element of the Consolidated Plan. It outlines how the City will maintain compliance in managing federal grant funds by addressing:
• General Priority Needs
• Priority Needs
• Influence of Market Conditions
• Anticipated Resources
• Institutional Delivery System
• Goals Summary
• Public Housing
• Barriers to Affordable Housing
• Homeless Strategy
• Lead Based Paint Hazards
• Anti‐Poverty Strategy
• Monitoring
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1 Area Name Eligible CDBG Target Areas
Area Type Local Target Areas
HUD Approval Date N/A
% of Low/Mod N/A
Revital Type Comprehensive
Other Revival Type Description N/A
2 Area Name Citywide
Area Type Local Target Areas
HUD Approval Date N/A
% of Low/Mod N/A
Revital Type Comprehensive
Other Revival Type Description N/A
Table 37 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
HUD encourages grantees, to identify locally designated areas for geographically targeted revitalization efforts. These efforts should be carried out through multiple activities in a concentrated and coordinated manner. For the purpose of the Consolidated Plan, local target areas are loosely defined and do not need to adhere to specific standards.
The Strategic Plan allocates CDBG and HOME funds to projects that will have the most significant positive impact on the community. Investments and services aimed primarily at low - and moderate-income (LMI) individuals and special needs populations will be provided throughout the City. Housing assistance and acquisition will be available to income -qualified households citywide. The City will assess each eligible project and program based on the urgency of needs,
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the availability of other funding sources, and financial feasibility. Additionally, residential rehabilitation assistance will be offered to income -qualified households citywide.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
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Priority Need
Name
Priority
Level
Population Geographic Areas
Affected
Associated
Goals
Description Basis for Relative
Priority
Improve and Conserve
the Supply of
Affordable Housing
High • Extremely Low
• Low
• Moderate
• Large Families
• Families with Children
• Elderly
• Persons with Physical Disabilities
• Persons with Development
Disabilities
Citywide Maintain
Affordable
Housing
The age of condition of
Bellflower’s housing stock is
an important indication of
potential rehabilitation
needs.
Improving and
preserving the quality
of housing for low-
income households is a
cost-effective way to
maintain affordable
units. This is essential
given the aging housing
stock and the limited
incomes of many
homeowners.
Development of
Affordable Housing
High • Extremely Low
• Low
• Moderate
• Large Families
• Elderly
• Person with physical disabilities
Citywide Maintain
Affordable
Housing
The City will provide
financial assistance to
facilitate the construction of
affordable housing.
Respondents to the
2025-2025
Consolidated Plan
Survey indicated that
there are needed
additions to the
housing.
Planning and
Administration
High • Non-Homeless Special Need
• Non- Housing Community
Development
N/A Planning &
Administration
The City will allocate 20% of
its annual CDBG allocation
and 10% of its annual HOME
allocation to Planning and
Administration, including
fair housing.
Administration of HUD
programs is essential
for successfully
implementing various
activities.
Address Housing
Discrimination
High • Extremely Low
• Low
• Moderate
• Middle
• Large Families
• Families with Children
• Elderly
• Individuals
• Person with Mental Disabilities
• Person with HIV/AIDS
• Persons with Physical Disabilities
• Persons with Development
Disabilities
• Victims of Domestic Violence
Citywide
Fair Housing The City will provide funding
for fair housing services to
meet its regulatory
obligations and actively
promote fair housing, as
outlined in the Fair Housing
Act.
HUD requires
recipients of federal
housing assistance, like
CDBG, to promote fair
housing as specified in
the Fair Housing Act.
The City has exceeded
its fair housing services
goal for the 2020-2025
Consolidated Plan,
indicating a strong
need for these
services.
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Public Services High • Extremely Low
• Low
• Moderate
• Large Families
• Families with Children
• Elderly
• Non-Homeless Special Needs –
Elderly
Citywide Public Services The City will allocate funds
to enhance access to public
services for individuals with
extremely low, low, and
moderate incomes, focusing
on improving both the
quantity and quality of
these services.
Survey respondents for
the 2025-2026
Consolidated Plan
indicated that
providing a wide range
of public services is a
high priority for
extremely low, low-,
and moderate-income
residents.
Economic
Development
Middle • Non-Homeless Special Needs-
Non- Housing Community
Development
CDBG Census Tracts Economic
Development
The City will fund/program
for profit business, offering
assistance in the forms of
loans and/or grants.
Consistent with the
results of the 2025-
2029 Consolidated Plan
Survey. Assistance to
business were a
priority.
Neighborhood
Preservation
High • Extremely Low
• Low
• Moderate
Citywide Neighborhood
Preservation
The City will continue to
provide code enforcement
in low-and moderate-
income neighborhoods to
preserve housing stock.
The City’s current
housing stock is over
60 years old. Code
enforcement is crucial
for maintaining
housing standards and
preserving affordable
options.
Public Facilities &
Infrastructure
Improvements
High • Extremely Low
• Low
• Moderate
• Middle
• Non-Homeless Special Needs -
Non-Housing Community
Development
CDBG Census Tracts Public Facilities &
Infrastructure
Improvements
Public facilities, including
parks and public buildings in
low- and moderate-income
neighborhoods, require
improvements to ensure a
suitable living environment
for residents.
The need to upgrade or
construct public
facilities and
infrastructure has been
identified in the 2025 -
2029 Consolidated Plan
Survey, and city staff.
Table 38 – Priority Needs Summary
Narrative (Optional)
No additional discussion
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
Median monthly rents typically align closely with Fair Market Rents (FMRs).
However, providing rental assistance through monthly subsidies can be quite costly. Tenant-Based Rental Assistance (TBRA) will not be funded by the HOME program due to its expense and the potential to significantly diminish funding for other activities supported by HOME. Instead, the City will depend on the rental assistance offered by the Housing Authority of the County of Los Angeles.
TBRA for Non-
Homeless Special
Needs
TBRA (Tenant-Based Rental Assistance) for non -homeless special populations will not be funded for the reasons previously stated. The disparity between 30% of income and market rents is too large. If the City were to allocate HOME funds for TBRA, it would lessen the availability of resources needed to meet other pressing issues, such as the development of affordable housing.
New Unit
Production
The production of new affordable housing is limited by a shortage of available land, high residential land prices, elevated development costs, fees, and strict construction standards and requirements. As a result, additional funding beyond HOME is necessary to support the creation of new housing units. The City will continue to seek funding opportunities in collaboration with non -profit organizations and private developers of affordable housing. HOME funds allocated to a Community Housing Development Organi zation (CHDO) may lead to the production of new housing units.
Rehabilitation Bellflower has an aging housing stock, and many homes require minor, moderate, and major repairs. Given this market condition and the homeowners' willingness to improve their properties, the City plans to continue utilizing HOME funds to enhance the quality of the existing housing stock.
Acquisition,
including
preservation
CDBG and HOME funds can be utilized as gap financing, addressing various costs and resources while targeting different income levels within the community. The City may consider using CDBG and HOME funds for acquisition, including preservation efforts. This approach is particularly important because Bellflower has a very limited supply of vacant land.
Table 39 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The table below outlines the anticipated availability of CDBG and HOME funds for the City during the 2025 -2029 period. The City is using its FY 2025-2026 allocations as a basis to estimate the funding it may receive over the next five years. This estimated amount is $943,279 for CDBG and $389,914 for HOME. Following the table, there are narratives describing how CDBG and HOME funds will be leveraged with other resources.
Anticipated Resources
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Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income and
Reimbursed
Costs: $
Prior Year
Resources: $
Total:
$
CDBG Public -
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
$943,279 $78,000 $76,000 $1,097,279 $3,773,116 A formula-based program that annually
allocates funds to
metropolitan cities,
urban counties, and
states for a wide range
of eligible housing and
community
development activities.
HOME Public-
Federal
Acquisition,
Homebuyer
Assistance,
Homeowner Rehab
Multifamily Rental
New Construction
Multifamily Rental
Rehab
New Construction
for Ownership
TBRA
$389,914 $1,000 $2,172,939 $2,563,853 $1,559,656 A formula-based program that allocates
affordable housing
funds to states and
units of general local
governments, known as
participating
jurisdictions. Its purpose
is to retain and expand
the supply of affordable
housing principally for
low- and extremely low-
income families through
housing rehabilitation,
new construction, first-
time home buyer
financing, and rental
assistance.
Table 40 - Anticipated Resources
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Leveraging
Bellflower, like many cities, faces significant community development and housing needs that surpass the funding available through CDBG and HOME programs. To address this gap, the City strategically leverages CDBG and HOME funds with general funds and actively seeks additional resources and collaborative projects. The following leveraging resources have been identified, and the City remains committed to exploring further opportunities.
Low-income Housing Tax Credit (LIHTC) - The California Tax Credit Allocation Committee (TCAC) facilitates the investment of private capital into the development of affordable rental housing for low -income Californians. TCAC allocates federal and state tax credits to the developers of these projects. Corporations provide equity to build the projects in return for the tax credits. TCAC verifies that the developers have met all the requirements of the program and ensures the continued affordability and habitability of the developments for the succeeding 55 years.
Low Income Housing Tax Credit Program- The federal initiative promotes the development and rehabilitation of affordable housing by providing tax credits to investors and developers, reducing their federal income tax liability on qualifying low -income housing projects. The program allocates up to $500 million in state low -income housing tax credits for new construction projects that qualify for the federal 4 percent tax credit. The new bill increases the eligible basis for these projects from 13 percent to 3 0 percent, with at least $300 million available for qualifying new constructions and up to $200 million for projects assisted by the California Housing Finance Agency (CalHFA) Mixed Income Program.
Affordable Housing Sustainable Communities Housing Program : AHSC directs investments to historically under-invested communities, giving more Californians access to opportunity. At least 50% of AHSC funding is required by state law to be allocated to affordable housing and projects in, or that provide a benefit to, disadvantaged communities.
Housing Choice Vouchers: The Housing Authority of the County of Los Angeles Section 8 rental voucher program provides rental assistance to help very low-income families afford decent, safe, and sanitary rental housing. The Housing Authority accepts the application for rental assi stance, selects the applicant for admission, and issues the selected family a rental voucher confirming the family’s eligibility for assistance. The family must then find and lease a dwelling unit suitable to the family's needs and desires in the private rental market. The Housing Authority pays the owner a portion of the rent (a housing assistance payment (HAP)) on behalf of the family.
Mortgage Credit Certificate Program - Income tax credits are available to first-time homebuyers to buy new or existing single-family housing. The County of Los Angeles administers the program on behalf of jurisdictions in the County.
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Building Homes and Jobs Act (SB 2)- In 2020 and beyond 70% of funds generated by a $75 recording fee on real estate transactions will be allocated to cities per a specified formula. Ninety percent of the funds generated will be allocated to cities that receive CDBG funds based on the formula HUD uses to allocate such funds – population, extent of poverty, and extent of overcrowding.
Mixed Income Program - AB 101 (2019) appropriates $500 million for CalHFA’s Mixed Income Program, which provides financing for mixed -income housing developments.
CalHome Program - AB 101 (2019) allows the CalHome program to include accessory dwelling units (ADUs) and junior accessory dwelling units (JADU), and to authorize the program to make grants for housing purposes in declared disaster areas.
Matching Requirement:
Entitlement cities participating in the HOME program are required to provide a 25% match of non -HOME funds for every dollar spent from HOME funds. However, the HOME statute allows for a reduction in the matching contribution under three circumstances: (1) fiscal distress, (2) severe fiscal distress, and (3) presidential disaster declarations. When a local jurisdiction meets one of the criteria for fiscal distress, it is classified as being in fiscal distress and receives a 50% reduction in match requirement s. If a local jurisdiction meets both distress criteria, it is classified as being in severe fiscal distress and receives a 100% reduction in match requirements. The City has been identified by HUD as a fiscally distressed jurisdiction and expects to continue meeting the eligibility requirements for the same match reduction. Additionally, the City has maintained an excess of match credits from previous years, which will be used to fulfill its HOME match requirements going forward.
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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan There is currently no publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.
Discussion
No additional discussion.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
The City's Economic Development Department oversees all activities outlined in the Strategic Plan. The City collaborates closely with other organizations and service providers in the County to ensure that the needs of its residents are met to the best of t he network's abilities, given the available resources.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Bellflower Government Administer HUD
programs; Carryout
activities as noted in
the Consolidated Plan
and Annual Action
Plans; Reporting
Citywide
Table 41 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City Economic Development Department is responsible for implementing housing and community development strategies, as well as managing the CDBG and HOME Programs. CDBG grants will be awarded to subrecipients through the application process outlined in the Citizen Participation Plan.
The strength of the delivery system lies in the close coordination among City Departments, non -profits, and for-profit entities. Gaps in the delivery system are minimal and are primarily due to a lack of resources for implementing necessary activities or e xpanding programs, rather than any deficiency in institutional capacity.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X
Utilities Assistance X
Street Outreach Services
Law Enforcement X X
Mobile Clinics
Other Street Outreach Services X X
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Supportive Services
Alcohol & Drug Abuse X
Child Care X
Education X
Employment and Employment
Training
X
Healthcare X
HIV/AIDS X
Life Skills X
Mental Health Counseling X X
Transportation X
Other
Other X
Table 42 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Chronically homeless individuals and families experience long-term or repeated episodes of homelessness, often lasting a year or more. This population frequently faces mental health challenges, substance use disorders, or physical disabilities, which complicate their efforts to find and maintain stable housing. Because of the persistent nature of their homelessness, these individuals and families typically require intensive support services and permanent supportive housing to achieve housing stability.
The Continuum of Care (CoC) Strategy coordinated by the Los Angeles Homeless Services Authority (LAHSA) offers a comprehensive range of services and facilities. The City supports LAHSA’s strategy to construct housing facilities that assist chronically homeless individuals in transitioning to stable housing while receiving supportive services to enhance their employment skills. LAHSA’s main goals include the Housing First model (providing permanent supportive housing), Housing Plus (offering wraparound services and support), Homeless Prevention, Enhanced Data Collect ion, and Securing Mainstream Resources.
In the City of Bellflower, New Hope Temporary Shelter offers temporary housing and support services to Bellflower’s homeless population. Kingdom Causes Bellflower, provides housing navigation, rental assistance and community resource center supporting individuals transitioning out of homelessness.
Additionally, The Salvation Army Bellflower Corps provides Provides emergency shelter, transitional housing, and support services, including food and overnight lodging, to destitute families, the homeless, and displaced individuals. They supplement shelter services with emotional and spiritual support.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
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The City fosters cooperative relationships with neighboring jurisdictions, various agencies, and nonprofit organizations to achieve the goals outlined in the Consolidated Plan. This collaboration has resulted in strong working relationships that enable all service providers to better assist those in need. To address community issues such as homelessness, special needs, and fair housing, the City partners with a variety of nonprofit organizations. This coordination has fostered robust relationships among service providers, creating a strong network of agencies working towards a common goal. However, the demand for these services in the City far exceeds available funding. Consequently, even high-priority projects may face delays in funding as the City actively seeks additional financial resources.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs With resources becoming more and more limited, the City proposes to overcome gaps in institutional structure by:
1. Maintaining open communication with subgrantees and other consolidated planning partners;
2. Utilizing technology to share, distribute information, foster and maintain constant contact with community planning partners; and
3. Recommending and assisting to coordinate the use of volunteer-based organizations in which to fill gaps where it logically makes sense.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Improve and Conserve Existing
Affordable Housing
2025 2029 Affordable
Housing
Citywide Preserve the
supply of
affordable
housing
HOME: $1,250,000 Homeowner Housing Rehabilitated:
50 Households
Housing Units
2 Development of Affordable
Housing
2025 2029 Affordable
Housing
Citywide Development
of Affordable
Housing
HOME: $504,615 Other: 1 Affordable Housing Project
3 Planning & Administration 2025 2029 Other N/A Planning & Administration
HOME: $194,955
CDBG: $853,279
Other: 1
4 Fair Housing 2025 2029 Housing
Discrimination
Citywide Addressing
Housing
Discrimination
CDBG: $90,000 Other: 875 Persons Assisted
5 Public Services 2025 2029 Public
Services
Citywide Public Services CDBG: $707,460 Public Service Activities Other than Low/Moderate Income Housing
Benefit:
6,325 Persons Assisted
6 Economic Development 2025 2029 Non-Housing
Community
Development
CDBG Census
Tracts
Economic
Development
Activities
CDBG: $600,000 Business Assisted: 12
7 Neighborhood Preservations 2025 2029 Non-Housing
Community
Development
Neighborhood
Preservation
CDBG Census
Tracts
Neighborhood
Preservation
CDBG: $2,093,630 Housing Code
Enforcement/Foreclosed
Property Care:
5,000 Households/Housing Units
8 Public Facilities & Infrastructure
Improvements
2025 2029 Non-Housing
Community
Development
CDBG Census
Tracts
Public
Facilities &
Infrastructure
CDBG: $372,026 Other: 1
Table 43 – Goals Summary
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Goal Descriptions
# Goal Name Goal Description
1 Improve and Conserve Existing
Affordable Housing
HOME funds will be allocated to conserve and enhance housing stock by rehabilitating units inhabited by low - and moderate-income households. These activities aim to improve existing substandard or deteriorating housing that does not meet building and safety standards.
2 Development of Affordable Housing HOME funds will be allocated to a future CHDO affordable housing development. 3 Planning & Administration CDBG and HOME funds will be used for program management, coordination, monitoring, evaluation, and the preparation of Annual Action Plans, CAPERs, and other reports.
4 Fair Housing CDBG funds will be utilized to support fair housing services, ensuring compliance with regulatory requirements and actively promoting fair housing in accordance with the Fair Housing Act. 5 Public Services CDBG funds will be used to improve the quantity and quality of life, primarily for low - and moderate-income individuals, by funding public service activities.
6 Economic Development CDBG funds will be used to fund activities that assist for -profit businesses. Activities include, but are not limited to, direct financial assistance in the form of loans and/or grants. 7 Neighborhood Preservation CDBG funds will be used to conduct code enforcement activities in eligible areas to preserve neighborhoods. 8 Public Facilities & Infrastructure
Improvements
CDBG funds will be used for acquisition, design, construction, and installation of essential public facilities and improvements will take place in CDBG income-eligible Target Areas where infrastructure is either lacking or below standard. These public facilities and improvements may include ADA-compliant ramps, sidewalk enhancements, storm drains, and upgrades to water and sewer lines. Such improvements aim to promote pedestrian activity, reduce flooding, and enhance street safety within the Target Area.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
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HOME 91.315(b)(2) definitions refer to the income eligibility and affordability requirements for housing financially assisted by the HOME program.
These requirements are spelled out in detail in CFR 92.252 and CFR 92.254. The city estimates that HOME funds will assist at least 65 households.
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
There are no public housing unit sin Bellflower; therefore, this sections does not apply.
Activities to Increase Resident Involvements
There are no public housing unit sin Bellflower; therefore, this sections does not apply.
Is the public housing agency designated as troubled under 24 CFR part 902? N/A
Plan to remove the ‘troubled’ designation
There are no public housing unit sin Bellflower; therefore, this sections does not apply.
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Barries to affordable housing have been noted in section MA -40 of this Consolidated Plan.
Barriers included in that section are outlined below.
• Senate Bill 9 (SB 9) and Assembly Bill 1033 (AB 1033) - Affordability Concerns • California Environmental Quality Act (CEQA) - extensive environmental review, which can delay housing projects by years.
• Proposition 13 (1978) - reduced housing supply (fewer homes built) and a heavier tax burden on new homeowners.
• Article 34 (Voter Approval for Low -Rent Housing- voter approval before any public agency can develop “low-rent”.
• Prevalence of Single-Family Zoning - restricting regional housing growth. • Economic Disparities and Poverty Concentration - economic segregation, with income levels varying significantly by neighborhood.
• Restrictive Zoning and Development Standards
Strategy to Remove or Ameliorate the Barriers to Affordable Housing To address affordable housing barriers, the City has updated its 2021 -2029 Housing Element. This plan outlines strategies for conserving existing affordable housing, ensuring sufficient housing sites, facilitating affordable development, reducing governmental constraints, and promoting equal housing opportunities. Ongoing collaboration among local, regional, and st ate entities will be crucial for fostering a more supportive environment for affordable housing development.
Other actions to remove barriers to affordable housing development include:
• Implementation of the Affordable Housing Density Bonus Program • Implementation of a Transit Oriented Development Specific Plan , which when rezoned with the Mixed Use Transit Overlay Zone-B, will allow mixed use residential development up to 40 units per acre by-right.
• Implementation of the Mix Use Zone
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Situated within the Los Angeles Homeless Services Authority (LAHSA) Continuum service area, the City benefits from the oversight of federal homeless assistance funding and collaborates with local partners to optimize services for residents experiencing hom elessness. The City also partners with Kingdom Causes Bellflower, a faith -based nonprofit offering comprehensive homeless and housing services that extend beyond shelter. Through social enterprise -based job development and ongoing community building initia tives, Kingdom Causes Bellflower aims to provide holistic support, enabling individuals to rebuild their lives and regain independence.
Addressing the emergency and transitional housing needs of homeless persons The City has contracted with Mercy House to manage New Hope Temporary Shelter in Bellflower, which provides 50 beds and comprehensive services. Shelter services are prioritized for "Bellflower-based" individuals who can reasonably demonstrate that Bellflow er is their established home. New Hope offers the following services: intake/bed reservations, meals, laundry, storage, animal/pet assistance, security, transportation, recreational activities, comprehensive case management including assessment and housing navigation, housing placement assistance, life skills/tenant education, employment/job placement referrals, health care resources, crisis evaluation/mental health resources, drug & alcohol treatment referrals, and benefits enrollment. Shelter services are prioritized for "Bellflower-based" individuals who can reasonably demonstrate that Bellflower is their established home. The City is proactively seeking solutions to address emergency and transitional housing needs for the homeless population.
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.
The City of Bellflower demonstrates a significant commitment to assisting individuals and families experiencing homelessness in their transition to permanent housing. Recognizing the distinct roles of different housing types, the city utilizes emergency sh elters for short-term housing needs and supports transitional and supportive housing facilities to aid individuals in moving out of homelessness and into stable living situations.
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This commitment is further solidified by City Council's approval of Ordinance 1321, which amended the Bellflower Municipal Code. This amendment streamlines the process for establishing emergency shelters by permitting them by right in the General Commercial (C-G) and Light Industrial (M-1) zoning districts, eliminating the requirement for a Conditional Use Permit or other discretionary approvals.
In partnership with Los Angeles County, the City has established the New Hope Temporary Shelter. This 50-bed facility prioritizes residents with ties to Bellflower and is currently operated by Mercy House.
Beyond providing shelter, Mercy House acts as a supportive services coordinator, connecting residents with crucial resources such as transportation, counseling, and other relevant programs.
Furthermore, the City annually allocates approximately $31,925 in Community Development Block Grant (CDBG) funds to Kingdom Causes Bellflower. These funds support the Good Soils Industries program, which offers employment opportunities to residents of the New Hope Temporary Shelter. The program focuses on providing on-the-job training, certification programs, and job acquisition skills, particularly assisting individuals who may face barriers to employment due to a criminal record or risk of homelessness.
Complementing the New Hope Temporary Shelter, the City of Bellflower is also home to Little House, a transitional housing facility. Little House provides temporary housing and essential support services specifically tailored to women and their children who are recovering from alcohol and drug addiction.
These initiatives collectively illustrate the City of Bellflower's multi -faceted approach to addressing homelessness, encompassing policy changes, emergency and transitional housing options, and crucial supportive services aimed at facilitating a successful tran sition to permanent housing.
Help low-income individuals and families avoid becoming homeless, especially extremely low - income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving a ssistance from public and private agencies that address housing, health, social services, employment, education or youth needs
The City of Bellflower employs distinct procedures for discharging individuals and connecting them with support services. Aligning with recommendations from the Homeless Initiative, the City of Bellflower is implementing key policies to address homelessness, including:
• Enhancing the engagement of law enforcement and other first responders with homeless individuals and families.
• Leveraging land use policy to expand the availability of affordable and homeless housing options.
In partnership with Kingdom Causes Bellflower (KCB) , City allocates $162,500 annually utilizing the Low- and Moderate-Income Housing Asset Funds to the Rapid Rehousing and Homeless Prevention Program (RRHP). KCB offer resources to prevent homeless, including arrears in rent up to $2,500 or monthly rent
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up to $1,000 on yearly basis. There is no hospital located in the City of Bellflower, should someone need assistance , they are assessed and referred to the Bellflower shelter, LAHSA, or other agencies.
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards As part of its commitment to addressing lead -based paint hazards, the City integrates a public awareness component into its HOME-funded Home Improvement Program (HIP). This program provides financial assistance to homeowners for essential repairs, includin g roofing, railings, window and door replacements, water heater installations, exterior painting, smoke detector installations, and other improvements necessary to meet health and safety standards. A standard initial procedure within the HIP rehabilitation process for properties constructed prior to January 1, 1978, involves comprehensive lead - based paint (LBP) inspections and risk assessments performed by certified inspectors and risk assessors.
Should any units test positive for lead contamination, certif ied contractors are contracted for the complete remediation and abatement of the hazard. Re -occupancy of the dwelling is strictly prohibited until the unit has undergone thorough remediation and verification of lead safety.
Additionally, the City raises awareness about lead-based paint hazards by providing residents with resources such as the LA County Public Health Department's "Childhood Lead Poisoning Prevention" brochure and a link to the County's Childhood Lead Poisoning Prevention Progr am. Key risk factors for lead poisoning include living in pre-1978 housing with chipping or deteriorated paint or having recently undergone remodeling. Lead poses a significant danger to children, especially unborn babies and those under six, as their bodies absorb it more easily and it can cause lasting damage to their brain and nervous system. This can result in permanent learning and behavioral difficulties, impacting their educational journey.
How are the actions listed above related to the extent of lead poisoning and hazards? Housing built before 1978, when lead -based paint was banned, is at high risk, especially pre -1950 units where lead paint use was more prevalent. Based on 2018 -2022 ACS data, Bellflower has 18,237 housing units built before 1980, accounting for almost 73% of the City’s housing stock, with 3,283 units constructed before 1950. These older units, along with other potential environmental risks such as asbestos, require ongoing safety updates. The City utilizes HOME funds to support housing redevelopment and requires that developer partners address and mitigate these hazards to ensure safer living conditions for residents.
How are the actions listed above integrated into housing policies and procedures? All units in a project that receive assistance from either CDBG or HOME funds must comply with the regulations outlined in 24 CFR Part 35. These regulations are designed to identify and address lead-based paint hazards to prevent children from being exposed to lead. The HOME -funded Home Improvement Program (HIP) focuses on rehabilitating existing housing throughout the City, covering both interior and exterior home improvements and repairs. Lead assessments are conducted for all housing projects to ensure safety.