11-A
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 conduct a public hearing to receive comments on the Fiscal Year 2024-2025
Consolidated Annual Performance Evaluation Report (“CAPER”) and adopt Resolution No. 25-33 – A Resolution authorizing the City Manager to submit the 2024-2025 Consolidated Annual Performance and Evaluation Report (“CAPER”) to the U.S.
Department of Housing and Urban Development (“HUD”).
DATE: September 22, 2025
EXECUTIVE SUMMARY
This action approves the FY 2024-2025 CAPER, following the incorporation of any public comments received during the Public Hearing and Public Comment period ending on September 22, 2025. It also authorizes the City Manager to submit the CAPER to HUD.
RECOMMENDATION TO CITY COUNCIL
1) Open the public hearing; take testimonial and documentary and testimonial evidence; and after considering the evidence, adopt Resolution No. 25-33 including any public comments received; or
2) Alternatively, discuss and take other action related to this item.
FISCAL IMPACT
None.
PUBLIC NOTICE
The FY 2024-2025 CAPER was made available for a public review period beginning on September 5, 2025, through September 22, 2025. A notice of availability was duly published in the Los Cerritos Community newspaper on September 5, 2025. The CAPER was made available for public review on the City’s website at www.bellflower.ca.gov .
Staff Report – Fiscal Year 2024-2025 CAPER
September 22, 2025
BACKGROUND
The CAPER summarizes the City’s progress in achieving the goals outlined in the 2020-2024 Five-Year Consolidated Plan. The CAPER for FY 2024-2025 details the expenditures, accomplishments, and progress made towards the strategies and objectives specified in the approved FY 2024-2025 Action Plan. HUD requires the City to submit the CAPER annually, which outlines its activities and expenditures supported through the Community Development Block Grant (“CDBG”) and the HOME Investment Partnership Program (“HOME”) funds. It is important to note that the FY 2024 -2025 CAPER marks the final year of the 2020-2024 Consolidated Plan. This report covers the period from July 1, 2024, to June 30, 2025, and provides a summary of the activities undertaken with CDBG and HOME funds during this time.
DISCUSSION
Summary of Annual Goals and Objectives: The Summary of the Annual Goals and Objectives provides the budgeted amounts, expenditure amounts, and program outcomes for each program activity.
Summary of Accomplishments: The CAPER reports the accomplishments of CDBG and HOME programs. Summarized below is a list of accomplishments from July 1, 202 4, to June 30, 2025.
CDBG: A total of $897,114 was received in CDBG Funds. An additional $237,451 was available as carryover funds. During the 2024-2025 FY, the City receipted $7,658 in CDBG program income. Total CDBG expended during FY 2024-2025 was $1,142,222.
Accomplishments included:
• 179 tenant/landlord issues addressed via the Fair Housing Program • 1,157 persons were assisted via Public Services
• 650 households were assisted with Neighborhood Preservation • 21 persons were assisted with job placements through Kingdom Causes
HOME: A total of $357,302 was received in HOME Funds. An additional $2,089,624 was available as carryover funds. During this program year, the City did not receive any program income. The total HOME funds expended during the FY was $259,356.
Accomplishments included:
• 12 homes were rehabilitated
The table below outlines the 2020-2024 Consolidated Plan Goals and the total accomplishments over the past five years. During this period, the City has put in significant effort to achieve these goals, successfully exceeding expectations in more than half of them. However, the City did not meet the goal for the Development of Affordable Housing. To meet this goal, the City of Bellflower is collaborating with Wakeland Housing on a permanent supportive housing project funded by the Community Housing Development Organizations (“CHDO”).
Staff Report – Fiscal Year 2024-2025 CAPER
September 22, 2025
DISCUSSION – Continued
Wakeland Housing has been awarded $6.65 million from the Los Angeles County Development Authority (“LACDA”) and is actively working to secure additional grant funding. Once the housing “developer finalizes their portion of the funding, the City will contribute approximately $2.1 million in HOME funds and $1.1 million in HOME-ARP funds to complete the CHDO project. The permanent supportive housing development is expected to provide 51 beds.
Goal Category Goals Actual Percent
Completed
Improve and
Conserve Existing
Affordable Housing
Affordable Housing
16 Households
Assisted
40 Households
Assisted
250%
Development of
Affordable Housing Affordable Housing 1
Housing Unit 0 0%
Affirmatively
Furthering
Fair Housing
Public Service
300
Households
Assisted
905
Households
Assisted
302%
Neighborhood
Preservation
Non-Housing
Community
Development
600
Household
Assisted
2,850
Households
Assisted
475%
Public Services Public Services
Programs
9,500
Persons Assisted
6,957
Persons Assisted 73%
Employment
Training
Employment
Training
50 Persons Assisted
99 Persons Assisted 198%
Section 108 Loan
Repayment
Section 108 Loan
Repayment N/A N/A N/A
Administration Administration N/A N/A N/A
Economic
Development
Non-Housing
Community
Development
12 Businesses
Assisted
10 Businesses
Assisted
83%
COVID-19
Pandemic
Response
N/A
100
Households
Assisted
253
Households
Assisted thus far
253%
COVID-19
Pandemic
Response
N/A
10 Businesses
Assisted
10 Businesses
Assisted
100%
Staff Report – Fiscal Year 2024-2025 CAPER
September 22, 2025
NEXT STEPS
Public comments received during the public comment period will be included in the 2024-2025 CAPER prior to its submittal to HUD. Following the receipt of all public comments, and City Council adoption, the amended CAPER will be submitted to HUD for approval. Once it is approved by HUD, the CAPER will be posted on the City’s website.
ATTACHMENTS
1. Resolution No. 25-33 ..………………………………………………………………………......5
2. Draft Fiscal Year 2024-2025 CAPER ………………………………………..…….…………7
CITY OF BELLFLOWER
RESOLUTION NO. 25-33
A RESOLUTION AUTHORIZING THE CITY MANAGER TO
SUBMIT THE 2024-2025 CONSOLIDATED ANNUAL
PERFORMANCE AND EVALUATION REPORT (“CAPER”) TO
THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT (“HUD”)
THE CITY COUNCIL RESOLVES AS FOLLOWS:
SECTION 1. The City Council finds and declares as follows:
A. The City receives both Community Development Block Grant (“CDBG”) and Home Investment Partnership (HOME) funds from the U.S. Department of Housing and Urban Development (“HUD”);
B. Pursuant to Title 24 of the Code of Federal Regulations, the City is required to submit a Consolidated Annual Performance and Evaluation Report (“CAPER”) to HUD, detailing the City’s uses of CDBG and HOME funds during the 2024-2025 Fiscal Year;
C. The City has prepared this CAPER and provided opportunities to receive public comments during a 15-day public review period through a noticed public hearing held on September 5, 2025 and during this period provided for public review and comment of the draft CAPER.
SECTION 2. Approval. The City Council approves the CAPER for Fiscal Year 2024-2025, attached as Attachment “A”, and incorporated by reference.
SECTION 3. Authorizations. The City Manager, or designee, is authorized to take reasonable action needed to implement this Resolution, including submittal of the CAPER to the appropriate HUD office on behalf of the City.
SECTION 4. 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 5. 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.
City of Bellflower
Resolution No. 25-33
SECTION 6. 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.
SECTION 7. 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 8. 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 9. The Mayor, 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 10. The Resolution will become effective immediately upon adoption.
PASSED, APPROVED, AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF BELLFLOWER THIS 22ND DAY OF SEPTEMBER 2025.
__________________________
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:
Consolidated Annual Performance and Evaluation Report (CAPER) for FY 20 24-2025
CONSOLIDATED ANNUAL PERFORMANCE
EVALUATION REPORT (CAPER)
FISCAL YEAR 2024-2025
Funding Source Allocations:
Community Development Block Grants (CDBG)
HOME Investment Partnership Programs (HOME)
DRAFT
September 22, 2025
Submitted By:
CITY OF BELLFLOWER, CALIFORNIA
Economic Development Department
Housing and Grants Division
City of Bellflower
16600 Civic Center Drive
Bellflower, California 90706
2024-25 Consolidated Annual Performance Evaluation Report Page 2
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................... 3 CR-05: GOALS AND OUTCOMES – 91.520(A) ............................................................................. 4 CR-10: RACIAL AND ETHNIC COMPOSITION OF BENEFICIARIES ....................................... 8 CR-15: RESOURCES AND INVESTMENTS – 91.520(A) .......................................................... 10 CR-20: AFFORDABLE HOUSING – 91.520(B) ............................................................................ 15 CR-25: HOMELESS AND OTHER SPECIAL NEEDS – 91.220(D,E); 91.320(D,E);
91.520(C) ............................................................................................................................................ 18 CR-30: PUBLIC HOUSING – 91.220(H); 91.320(J) ..................................................................... 20 CR-35: OTHER ACTIONS – 91.220(J,K); 91.320(I,J) ................................................................. 21 CR-40: MONITORING – 91.10(D,E); 91.520(C)........................................................................... 26 CR-45: CDBG– 91.520(C)................................................................................................................ 29 CR-50:– HOME 91.520(D) ............................................................................................................... 30 CR-58 – Section 3 ......................................................................................................................... 34 APPENDICES .................................................................................................................................... 36
APPENDIX A: Proof of Public Notice – pending
APPENDIX B: Public Comments – pending
APPENDIX C: IDIS Reports – PR26 & Section 3 -pending
2024-25 Consolidated Annual Performance Evaluation Report Page 3
City of Bellflower
FY 2024-2025 Consolidated Annual Performance
Evaluation Report
EXECUTIVE SUMMARY
The Consolidated Annual Performance Evaluation Report (CAPER) is a summary of the City’s progress toward meeting the goals specified in the City's 2020-2024 Five-Year Consolidated Plan (Consolidated Plan). The Consolidated Plan coordinates all elements of housing and community development, neighborhood revitalization and economic development into a single plan, and vision of activities to be undertaken during the five-year period. The CAPER is the main document that the U.S. Department of Housing and Urban Development (HUD) utilizes to measure the City’s success in meeting the local and national objectives of the Community Development Block Grant (CDBG) and Home Investment Partnership Act (HOME) Programs.
The Consolidated Plan 1) identifies needs and problems; 2) analyzes market conditions and resources; and 3) sets priorities and adopts goals and strategies for addressing identified activities and programs within a program year. Within the general parameters of each of the HUD programs, the City of Bellflower developed its own local needs and priorities and tailored a strategy and funding plan which will provide services that preserve and revitalize neighborhoods.
Each year, the City of Bellflower also completes an Annual Action Plan that describes the City’s budget and planned activities for carrying out the Consolidated Plan goals and objectives. The approved and adopted 2024 - 2025 Annual Action Plan (Action Plan) established the goals, objectives, and activities to be undertaken in that year. The CAPER evaluates and measures the accomplishments as they pertain to the goals, objectives, and activities set forth in the Action Plan.
2024-25 Consolidated Annual Performance Evaluation Report Page 4
CR-05: GOALS AND OUTCOMES – 91.520(A)
Summary of Objectives and Outcomes identified in the Consolidated Plan Needs Assessment Overview.
Objectives
▪ Decent Housing – Seek opportunities to expand affordable housing, retain affordable housing stock, and increase the availability of affordable permanent housing.
▪ Suitable Living Environment – Improve the safety and livability of neighborhoods by providing access to quality facilities and services; create affordable housing opportunities and revitalize deteriorating neighborhoods; restore and preserve natural and physical features of special value for architectural or aesthetic reasons; and conserve energy resources.
▪ Economic Opportunity – This includes job creation and or retention activities for low- and very low- income persons and provides access to credit for community development projects that promote long-term economic and social viability.
Performance Outcomes (New or Improved)
▪ Availability/Accessibility
▪ Affordability
▪ Sustainability
Outcomes
During this CAPER reporting period, the City implemented the following projects, programs, and/or activities to meet Consolidated Plan goals:
▪ Single Family Rehabilitation Program
▪ Fair Housing Services
▪ Section 108 Loan Repayment
▪ Acquisition/Development of Affordable Housing
▪ Code Enforcement
▪ Public Services – Bellflower Volunteer Center
▪ Economic Opportunities – Kingdom Causes Bellflower (Good Soil Industries) ▪ Collaboration with Public Agencies – Los Angeles Homeless Service Authority (LAHSA), Our Place Housing Solutions (OPHS), the Housing Authority of the County of Los Angeles, local non-profits, and community members to meet the needs of the underserved.
Progress the jurisdiction has made in carrying out its strategic plan and its action
2024-25 Consolidated Annual Performance Evaluation Report Page 5
plan. 91.520(a)
The City funded programs that made significant progress in meeting the annual goals. These programs included providing rehabilitation loans and grants to Bellflower homeowners, offering employment training, and delivering fair housing services. The City al so focused on neighborhood preservation through code enforcement and public services.
Table 1 outlines the progress made during the last year of the 2020-2024 Consolidated Plan, while Table 2 details the accomplishments achieved over the five years of the Consolidated Plan.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
For comparison purposes, the City of Bellflower generally attained the goals and objectives during this reporting period. The majority of CDBG funds was used to repay a Section 108 loan. Since there are limited CDBG funds and no redevelopment (RDA) funds available, community development activities are more difficult to carry out. The City will continue to look at market trends and funding opportunities.
Accomplishments-ANNUAL ACTION PLAN- FY 2024-2025
Goal Category Expected
Program Year 24-25
Actual
Program Year 24-25
Percent
Completed
Improve and
Conserve Existing
Affordable Housing
Affordable Housing
5 Households
Assisted
12 Households Assisted 240%
Development of
Affordable Housing Affordable Housing 1
Housing Unit
0 Housing Unit(s)
Assisted
0%
Affirmatively
Furthering
Fair Housing
Fair Housing
175
Households
Assisted
179
Households Assisted 102%
Neighborhood
Preservation
Non-Housing
Community
Development
70 Household Assisted
650
Households Assisted 929%
Public Services Public Services
Programs
200
Persons Assisted
1157
Persons Assisted 579%
Employment Training Employment
Training
20 Persons Assisted
21 Persons Assisted 105%
Section 108 Loan
Repayment
Section 108 Loan
Repayment N/A N/A N/A
Administration Administration N/A N/A N/A
2024-25 Consolidated Annual Performance Evaluation Report Page 6
Goal Category Expected
Program Year 24-25
Actual
Program Year 24-25
Percent
Completed
Economic
Development
Non-Housing
Community
Development
3 Businesses Assisted
0 Businesses Assisted 0%
Table 1 – Accomplishments – Program Year & Strategic Plan to Date
Goal Category Strategic Plan Actual
Percent
Completed
Improve and
Conserve Existing
Affordable Housing
Affordable Housing
16 Households
Assisted
40 Households Assisted 250%
Development of
Affordable Housing Affordable Housing 1
Housing Unit 0 0%
Affirmatively
Furthering
Fair Housing
Public Service
300
Households
Assisted
905
Households Assisted 302%
Neighborhood
Preservation
Non-Housing
Community
Development
600
Household
Assisted
2,850
Households Assisted 475%
Public Services Public Services
Programs
9,500
Persons Assisted
6,957
Persons Assisted 73%
Employment Training Employment Training 50
Persons Assisted
99 Persons Assisted 198%
Section 108 Loan
Repayment
Section 108 Loan
Repayment N/A N/A N/A
Administration Administration N/A N/A N/A
Economic
Development
Non-Housing
Community
Development
12 Businesses
Assisted
10 Businesses Assisted 83%
COVID-19 Pandemic
Response N/A
100
Households
Assisted
253
Households Assisted
thus far
253%
COVID-19 Pandemic
Response N/A
10 Businesses
Assisted
10 Businesses
Assisted
100%
Table 2 – Accomplishments – Program Year & Strategic Plan to Date
The following table identifies the activities funded during FY 2024-2025 to meet Consolidated Plan goals and objectives:
2024-25 Consolidated Annual Performance Evaluation Report Page 7
CDBG Activity Funded Amount Actual
Expenditures
CDBG Program
Administration $161,662 $161,423
Fair Housing Foundation $18,000 $18,000
Kingdom Causes $25,000 $25,000
Bellflower Volunteer
Center $109,567 $109,567
Code Enforcement $212,045 $212,045
Section 108 Loan
Payment $538,567 $538,567
Business Assistance $81,197 $0
HOME Activity Funded Amount Actual
Expenditures
HOME Program
Administration $35,730 $74,443
Single Family Housing
Rehabilitation Program $250,000 $184,913
CHDO Project $2,056,204 $0
Table 3 – Program Funding Accomplishments
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The City’s allocation of funds is determined by several factors, including priority needs, objectives from the Consolidated Plan, and available financial resources. The City engages with community stakeholders, residents, and non-profit organizations through various meetings to identify the most pressing community development and housing needs. As a result, annual funding may be limited, so the City Council gives special attention to addressing specific high-priority objectives. The Council evaluates the highest needs alongside available resources and the specific goals that must be achieved. Funding is then allocated to agencies that submit proposals aligning with the goals and objectives outlined in the City’s Consolidated Plan.
2024-25 Consolidated Annual Performance Evaluation Report Page 8
CR-10: RACIAL AND ETHNIC COMPOSITION OF
BENEFICIARIES
The following table identifies the race and ethnic breakdown of families assisted with program funds 91.520(a):
Table 3 – Assistance to racial & ethnic populations by source funds
Fair Housing Foundation – Assisted a total of 179 Bellflower residents with fair housing services, including outreach, education, and discrimination counseling.
Kingdom Causes – A social organization that provides employment opportunities to low- and moderate-income residents who are at risk of becoming homeless. These opportunities are offered through Good Soils Industries. The organization also assists "hard -to-hire" populations in need of reintegration skills, specifically targeting individuals with criminal records who are at risk of homelessness. They provide work experience, job acquisition skills, and certification programs to help these individuals re -enter the workforce. During the fiscal year 2024-2025, the agency employed 21 low-income individuals. Additionally, Kingdom Causes offers a range of services, including a community center and life skills classes such as Changing the Mindset, How to Write a Resume, Interview Meth ods, How to Budget, and How to Interview. The organization also provides employment case management services. In total, Kingdom Causes has assisted 21 low-income individuals.
Bellflower Volunteer Center – The City funded youth services by providing assistance to Bellflower Volunteer Center. The Bellflower Volunteer Center recruits, trains, supervises youth, and recognizes individuals who volunteer their time to serve low- and moderate- income area residents in the City of Bellflower. This past fiscal year, the Volunteer Center
CDBG HOME
White 1081 10
Black or African American 157 2
Asian 41 0
American Indian or Alaskan Native 0 0
Native Hawaiian or Other Pacific Islander 3 0
American Indian/Alaskan Native & White 0 0
Black/African American & White 7 0
Other (Multi-Racial) 58 0
Total 1,357 12
Hispanic 961 3
Non-Hispanic 386 9
2024-25 Consolidated Annual Performance Evaluation Report Page 9
served 1,157 unduplicated persons.
Code Enforcement – The City inspected 650 housing units through targeted code enforcement in CDBG-eligible areas.
2024-25 Consolidated Annual Performance Evaluation Report Page 10
CR-15: RESOURCES AND INVESTMENTS – 91.520(A)
The following table identifies the resources made available to the City:
Sourc e of Funds Resources Made
Available for 2024-25
Amount Expended During
Program Year
Federal - CDBG
2024-2025 $1,142,222 $1,064,602
Federal – HOME $2,446,926 $259,356
Housing Successor Agency
Residual Receipts $335,000 $162,500
Table 4 – Resources made available
Resources
A total of $897,114 was received in CDBG Funds. An additional $237,451 was available as carryover funds. During this program year, the City received program income in the amount of $7,657 and a total of $1,064,602 was expended in CDBG activities.
A total of $357,302 was received in HOME Funds. An additional $2,089,624 was available as carryover funds. During this program year, the City did not receive any program income. A total of $259,356 was expended in HOME rehabilitation projects and HOME administration.
Geographic Distribution and Location of Investments
Target Area Planned Percentage of
Allocations
Actual Percentage of
Allocation
Narrative
Description
City of Bellflower 100% 100% Citywide
Table 5 – Geographic distribution & location of investments
Due to a reduction in funding and the commitment of a significant portion of Community Development Block Grant funds to repay a Section 108 loan, the City has not identified a specific target area for the allocation of CDBG and HOME funds. The City's strat egy is to address community needs and fill service gaps as opportunities arise. In this effort, the City focuses on initiatives that yield the most substantial positive impact on the community while addressing the needs of underserved populations. Certain projects are specifically designed for low- and moderate-income areas, defined as block groups where at least 51 percent of the population has incomes not exceeding 80 percent of the Area Median Income.
Furthermore, investments and services aimed at special needs populations, alongside those primarily serving low- and moderate-income individuals, will be implemented citywide.
Housing assistance and acquisition programs will be accessible to income-qualified households across the City. Importantly, 100 percent of all allocated funds will benefit low- and moderate-income persons.
Leveraging
2024-25 Consolidated Annual Performance Evaluation Report Page 11
The City does not own any public land. The City of Bellflower used HOME, CDBG, and Successor Agency Housing Set Aside funds to meet the housing and community development needs outlined in the Consolidated Plan. In addition, the City uses services/resources from Los Angeles County and Los Angeles Homeless Services Authority. The City continues to search for competitive funds through various sources including federal and state grant funding opportunities when available.
HOME Match Report
As a recipient of HOME funds, the City is required to make non-Federal financial contributions to projects that qualify as affordable housing under the HOME Program.
Annually, the contributions must total a minimum of 25 percent of the HOME funds expended from the City’s HOME entitlement amount, less administration costs, unless the City has received a reduction in the match requirement.
To receive a match reduction, the City must meet the following distress criteria: 1) family poverty rate, and/or 2) per capita income (PCI). When a City meets one of the distress criteria, it is determined to be in fiscal distress and receives a 50 percent reduction of match. If a City satisfies both of the distress criteria, it is determined to be in severe fiscal distress and receives a 100 percent reduction of match.
FY 2024 Distress Calculations
The City’s poverty rate for FY 2024-2025 was 12.95% and the PCI was $25,477. As such, the City met the PCI criterion and qualifies for a 50% HOME Match reduction.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year $931,610.43
2. Match contributed during current Federal fiscal year $18,081.83
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $949,692.26
4. Match liability for current Federal fiscal year $25,477
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $924,215.26 Table 6 – Fiscal Year Summary - HOME Match Report
Match Contribution for the Federal Fiscal Year
Project
No. or
Other ID
Date of
Contribut
ion
Cash
(non-
Federal
sources)
Foregone
Taxes,
Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastruc
ture
Site
Preparation,
Construction
Materials,
Donated
labor
Bond
Finan
cing
Total
Match
Rental
Assistance
and Other FY 24-25 $0 $0 $0 $0 $0 $0 $0
2024-25 Consolidated Annual Performance Evaluation Report Page 12
Table 7 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE Report
The City advertises its contracting opportunities in a local paper, the Los Cerritos Community News and at the City’s major facilities. The City will continue its efforts to offer contracting opportunities to minority and women-owned businesses.
A total of $357,302 was received in HOME Funds. An additional $2,089,624 was available as carryover funds. The City did not receive HOME-funded housing loan repayments during FY 2024-2025. The total HOME available funds for FY 2024-2025 amounted to $2,446,926
During this program year, no program income funds were receipted.
Program Income – Enter the program amounts for the reporting period Balance on
hand at
beginning of
reporting period
Amount
received during
reporting period
Total amount
expended
during reporting
period
Amount
expended for
TBRA
Balance on
hand at end of
reporting period
$0 $0 $0 $0 $0
Table 8 – Program Income
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White
Non-
Hispanic
Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Match Contribution for the Federal Fiscal Year
Project
No. or
Other ID
Date of
Contribut
ion
Cash
(non-
Federal
sources)
Foregone
Taxes,
Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastruc
ture
Site
Preparation,
Construction
Materials,
Donated
labor
Bond
Finan
cing
Total
Match
SHA
funded
Assistance
2024-25 Consolidated Annual Performance Evaluation Report Page 13
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 9 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 10 – Minority Owners of Rental Property
RELOCATION AND REAL PROPERTY ACQUISITION
During FY 2024-2025, there was no voluntary or involuntary displacement that would trigger the requirements of the Uniform Relocation Act. The City of Bellflower’s policy is to minimize displacement, whether permanently or temporarily, of person(s) from projects funded with Federal funds, such as Property Acquisition, Single or Multi-Family Rehabilitation and Demolition. If the City undertakes any of these activities with funds provided under the CDBG or HOME Programs, the City would follow the Uniform Relocation Assistance and Real Property Act of 1978 (URA) and Section 104 (d) of the Housing and Community Development Act of 1974.
2024-25 Consolidated Annual Performance Evaluation Report Page 14
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 11 – Relocation and Real Property Acquisition
2024-25 Consolidated Annual Performance Evaluation Report Page 15
CR-20: AFFORDABLE HOUSING – 91.520(B)
The following tables represent the City’s progress in providing planned affordable housing, including the number and types of families served:
One-Year
Goal Actual
# of homeless households to be provided
affordable housing units 0 0
# of non-homeless households to be provided
affordable housing units 40 28
# of special needs households to be provided
affordable housing units 0 0
Total 40 28
Table 12 – Number of Households
One-Year
Goal Actual
# of households supported through rental
assistance 20 12
# of households supported through production of
new units (Partnership Housing) 0 0
# of households supported through the rehab of
existing units (Housing Rehab) 5 12
# of households supported through acquisition of
existing units (1st Time Homebuyer) 0 0
Total 25 24
Table 13 – Number of Households Supported
Difference between goals and outcomes and problems encountered in meeting these goals
During this reporting period, the City allocated funds to the following programs/activities, through various sources of funds to meet housing affordability goals:
Project Source of Funds Priority Amount
Allocated
Amount
Expended
Single-Family Housing
Rehabilitation Program HOME High $250,000 $184,913
CHDO Project HOME High $2,056,204 $0
Fair Housing CDBG High $18,000 $18,000
Table 14 – Funds Made Available
2024-25 Consolidated Annual Performance Evaluation Report Page 16
Problems Encountered in Meeting Affordable Housing Goals
The City of Bellflower is collaborating with Wakeland Housing on a permanent supportive housing project funded by the Community Housing Development Organizations (CHDO).
Wakeland Housing has been awarded $6.65 million from the Los Angeles County Development Authority (LACDA) and is actively working to secure additional grant funding.
Once the housing developer finalizes their portion of the funding, the City will contribute approximately $2.1 million in HOME funds and $1.1 million in HOME-ARP funds to complete the CHDO project. The permanent supportive housing development is expected to provide 51 beds, which will allow for additional beds to be opened at the New Hope Temporary Shelter in Bellflower.
The following activities were conducted in FY 2024-2025 to preserve existing affordable housing stock through homeowner rehabilitation and preventing slum and blight through Code Enforcement Activities in targeted areas.
Activity Accomplishment Data
Code Enforcement Inspections 650 housing units inspected in CDBG-eligible areas
Single-Family Housing Rehabilitation 12 housing units rehabilitated CHDO Project 0 project
Table 15 – Programs Made Available
The following housing activities assisted in meeting the affordable housing goals:
A Rapid Re-Housing program funded with Housing Successor Agency Low and Moderate Housing Funds assisted 20 persons with rental assistance.
Approximately 179 unduplicated persons were assisted with fair housing services through a Public Service Agreement with Fair Housing Foundation.
Under the Single-Family Housing Rehabilitation Program, 12 loans/grants were funded, and all 12 were completed during the year.
The City has made progress in meeting most of its goals as evidenced in the outcomes.
How outcomes will impact future annual Action Plans
The annual goals are modest and take into account current housing trends, the availability of funds, and interested investors who can support the development of affordable housing. The outcomes from the previous annual report period may influence future annual Action Plans by providing insights into the City's success in achieving established goals.
The City will reevaluate areas, projects, or types of activities where program year goals were not met. Continuing to prioritize needs will shape future annual Action Plans. The City is particularly focused on developing affordable owner-occupied projects and is open to assisting developers with viable proposals as they arise.
2024-25 Consolidated Annual Performance Evaluation Report Page 17
Additionally, the City frequently reviews projects to ensure compliance with Section 215 Homeownership requirements. A consultant for the City ensures that affordable housing projects funded through the HOME program comply with rent restrictions, purchase price limits, resale and recapture provisions, as well as energy efficiency standards for new construction.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
# of Persons Served CDBG Actual HOME Actual
Extremely Low-Income 1,020 7
Very Low-Income 62 5
Low-Income 275 0
Total 1,357 12
Table 16 – Number of Households Served
The numbers provided reflect the count of low-income individuals who received assistance through CDBG and HOME activities. CDBG funds were utilized to benefit low-income persons through various programs, including the Fair Housing Program administered by t he Fair Housing Foundation, the Good Soil Industries Program managed by Kingdom Causes Bellflower, and the Bellflower Volunteer Center. A total of 179 unduplicated individuals were served by the Fair Housing Program, while 21 individuals were provided employment opportunities through Kingdom Causes, and 1,157 individuals were assisted by the Volunteer Center.
Additionally, HOME funds were allocated to support low-income households through the Home Rehabilitation Program, with 12 households receiving assistance during the fiscal year.
2024-25 Consolidated Annual Performance Evaluation Report Page 18
CR-25: HOMELESS AND OTHER SPECIAL NEEDS –
91.220(D,E); 91.320(D,E); 91.520(C)
The following narrative reflects the City’s progress in meeting its specific objectives for reducing and ending homelessness.
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Bellflower recognizes the importance of outreach and will continue to provide input and referrals to Kingdom Causes Bellflower and LAHSA to assist efforts to end homelessness.
According to the 2022 Greater Los Angeles Homeless Count by City/County conducted by the Los Angeles Continuum of Care (CoC), in Bellflower, there are 175 homeless persons, 111 of whom are unsheltered persons. This number includes 82 persons on the street, 7 persons in makeshift shelters, and 22 persons in cars, vans, and campers.
Due to extremely limited funding, the City primarily relies on the Los Angeles Homeless Services Authority (LAHSA), the Office of Public Health Services (OPHS), and various public service agencies to address homelessness. LAHSA is responsible for collecting regional homeless data, serving as a clearinghouse for information and resources, identifying gaps in services, and leading strategic planning efforts to help individuals transition from homelessness to permanent housing. The necessary services include housing counseling, temporary shelters, hotel and motel vouchers, emergency food and transportation, clothing, and job search assistance. Most of the funded activities also involve an outreach component.
Addressing the emergency shelter and transitional housing needs of homeless persons
In May 2020, the City opened New Hope Temporary Homeless Shelter, which provides beds and services to homeless persons in the City. The Shelter provides temporary and short-term housing needs for persons experiencing homelessness in the City. Services at the Shelter include Intake/Bed Reservations, Food/Meals, Laundry, Storage, Animal/Pet Assistance, Security, Transportation, Recreational Activities, Assessment and Housing Navigation, Case Management, Housing Placement Services, Life Skills Classes, Employment/Job Referrals, Health Care Resources, Mental Health Resources, Drug & Alcohol Treatment Referrals, and Benefits Enrollment.
Because the City does not receive Emergency Solutions Grant (ESG) or CoC funding to assist the homeless, the City relies heavily on LAHSA and local non-profit organizations to provide additional homeless services.
Helping low income and extremely low income individuals and families avoid becoming homeless, and those who are likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions) and those receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
2024-25 Consolidated Annual Performance Evaluation Report Page 19
CDBG funds are used to benefit low-income persons under the Fair Housing Program administered by the Fair Housing Foundation and Good Soil Industries Program administered by Kingdom Causes Bellflower. The City has a public service agreement with Kingdom Causes Bellflower, in which the non-profit provides a job training and employment program for nonviolent offenders reentering society. The program assists in hiring Bellflower’s unemployed and under-employed. The program provides on-the-job training, certification programs, and job acquisition skills.
The City also has the newly built homeless shelter which opened in 2020 where it assists individuals who are discharged from public facilities. Individuals who are being discharged from public facilities may be referred to the shelter to avoid homelessness.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living. This includes shortening the 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.
Bellflower will continue its efforts to assist in such endeavors through the preservation of existing affordable units through the rehabilitation program, the creation of new affordable units, or helping to fill vacant assisted units with people who meet the requirements of this category. The direct work in assisting the homeless is done through LAHSA’s CoC initiatives.
However, as CDBG funds become available, Bellflower will assist by providing funding through supportive services. The City funds local public services including Kingdom Causes, which provides employment opportunities to under employed and unemployed Bellflower residents. Kingdom Causes also provides on-the-job training, certification programs, and job acquisition skills for those who may have criminal records or are at risk of homelessness.
Collaboration with local community housing developer non-profits such as Partnership Housing Inc. CHDO can provide affordable housing for special populations such as veterans and their families.
Chronically homeless persons require rehabilitation services, employment training and placement, health services, and case management services to move from homelessness to transitional housing, and then to supportive/permanent housing. The CoC Strategy coordinated by LAHSA offers a full range of services and facilities. The City supports LAHSA’s strategy for constructing housing facilities that help transition chronically homeless persons to a stable housing situation and receive supportive services that would improve their employment skills. LAHSA’s main goals include Housing First (permanent supportive housing), Housing Plus (wraparound services and support), Homeless Prevention, Enhanced Data Collection, and Securing Mainstream Resources.
2024-25 Consolidated Annual Performance Evaluation Report Page 20
CR-30: PUBLIC HOUSING – 91.220(H); 91.320(J)
Actions taken to address the needs of public housing
Not applicable as the City of Bellflower does not have any public housing.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable as the City of Bellflower does not have any public housing.
Actions taken to provide assistance to troubled PHAs
Not applicable as the City of Bellflower does not have any public housing.
2024-25 Consolidated Annual Performance Evaluation Report Page 21
CR-35: OTHER ACTIONS – 91.220(J,K); 91.320(I,J)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Governmental and market barriers both have the potential to affect the City's ability to provide and maintain affordable housing. The City's land use controls, although developed to ensure quality and sound development, may play a role in limiting the production of affordable housing for all income levels. In addition, requirements mandated by state and federal agencies (e.g., energy conservation requirements and the American Disabilities Act) may impede the production of affordable housing. The City’s updated 2021-2029 Housing Element was adopted on September 7, 2022, by the California Department of Housing and Community Development (HCD). The purpose of the Housing Element is to ensure the City establishes policies, procedures, and incentives in its land use planning and redevelopment activities that will result in the maintenance and expansion of the housing supply to adequately accommodate households currently living and expected to live in Bellflower. It institutes policies that will guide City decision-making and establishes an action program to implement housing goals through 2029. The Housing Element has been designed to address key housing issues in the City. The foremost issue is providing a mix and balance of housing types and costs to meet the needs of all segments of the population of Bellflower. As such, the Housing Element makes provisions for affordable and accessible housing for special needs groups in the City and is designed to provide guidance in the maintenance of existing affordable housing. The Housing Element provides goals, policies, and policy actions to guide the development, redevelopment, and preservation of a balanced inventory of housing to meet the needs of present and future residents of the City. Goal 3 is to minimize the impact of governmental constraints on housing production and affordability. Actions to be taken in fulfillment of this goal include:
1. Remove Development Constraints
2. Objective Design Standards
3. Affordable Housing Incentives
4. Planning and Development Fees
5. Streamline Processing
6. Zone code updates to address housing for special needs populations
7. Water and sewer service providers
The City will continue to pursue the following course of action to eliminate any negative effects that may result from public policies:
• Maintain dialogue with developers, residents, and nonprofit organizations involved in housing projects to assist Bellflower in making the best planning, infrastructure, and development decisions.
• Continue to work toward increasing public awareness and acceptance of the need for affordable housing throughout the City
• Research housing programs and determine feasibility with consideration of the current housing market and funding for programs
• Develop and update the City’s affordable housing plan
2024-25 Consolidated Annual Performance Evaluation Report Page 22
Actions taken to address obstacles to meeting underserved needs 91.220(k); 91.320(j)
The City has had success in supporting homeless families with children, female victims of abuse or female alcoholics by offering public service agency funds to local non-profits and non-profits that provide services to Bellflower residents. The City does not provide its own Human or Health Services and depends on the Los Angeles County system and LAHSA to meet these needs.
Additionally, using CDBG funds, the City supports local non-profits such as Kingdom Causes Bellflower whose programs, such as Our Place Housing Solutions and Good Soil Industries, strive to address the needs of underserved neighbors through employment and training, technology access, classes, and workshops, as well as homeless assistance and referrals.
CDBG funds also support the non-profit agency, Fair Housing Foundation to help households and landlords understand fair housing laws and prevent undue evictions or other conditions that make housing unaffordable.
The primary obstacle to addressing the needs of the underserved is funding availability. Since the elimination of redevelopment in California and the 20% Low and Moderate Housing Set Aside funding that was part of redevelopment, it is more difficult to undertake revitalization projects. Another obstacle to meeting the needs of the underserved is lack of local data. While some data is available from LAHSA and other local service agencies, the data is generally aggregated for the region and not specific to Bellflower. To help bridge this gap, the City is working to establish closer ties and ways to support local non-profits such as Kingdom Causes Bellflower along with the public service agencies who provide homeless resources: Beacon Light Mission, Catholic Charities, Christian Outreach Appeal, Year Round Shelter Hotline, Little House, Long Beach Rescue Mission, Lutheran Social Services of Southern California, Rio Hondo Transitional Housing, Salvation Army, and United Way Hotline.
Actions taken to address obstacles to lead based paint hazards 91.220(k); 91.320(j)
Most of the City’s housing stock was built before 1980 which increases the likelihood of the unit containing lead-based paint. 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, at high risk for LBPHs, require ongoing updates and remediation to reduce health hazards. HUD’s Lead Based Paint (LBP) regulations require all units assisted with CDBG and HOME funds to be inspected for LBP and abated if LBP is found to be present. Bellflower’s program guidelines include measures to ensure compliance with the regulations. The guidelines include testing, LBP removal, and control activities. The City will refer any cases of suspected lead poisoning to the Los Angeles County Public Health Department for investigation.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
The City of Bellflower regularly provides service referrals to those living below the poverty line. The City provides a listing of public service agencies, homeless resources and contact information/links to social service agencies on the City’s website:
www.bellflower.org . In addition, the City supports other government agencies, private developers, and non-profit agencies that are involved in creating affordable housing and economic opportunities for low- and moderate-income residents.
2024-25 Consolidated Annual Performance Evaluation Report Page 23
The City continually reviews its own policies and procedures and attempts to implement policies that help reduce poverty and coordinate available resources and services. For example, the city implemented a mixed-use development zone downtown which encourages integration of services and higher density development around transit centers.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
The City seeks to maintain effective and efficient methods of communicating with other agencies to develop programs and projects that ensure cost effective program delivery. To overcome gaps in the institutional structure, the City maintains communication with HUD, the State Department of Housing and Community Development, the Economic Development Administration, interagency staff, and neighboring cities to help overcome gaps in institutional structure.
In addition, the City consulted with both public and private agencies to develop the Consolidated Plan and Annual Action Plan . Agencies consulted include the Los Angeles County Health Department, (specifically the Childhood Lead-Based Paint Poisoning Prevention Program), the Los Angeles County Housing Authority, LAHSA, the Department of Health and Human Services, HUD, the California Department of Housing and Community Development, the Department of Social Services, the Fair Housing Foundation, local public services agencies, and CHDOs.
The community was asked to rank the priority of various CDBG and HOME eligible activity categories as high, medium, or low. The City actively sought to understand the needs of the community and more specifically low-and moderate-income populations and those most in need of CDBG and HOME funds. A list of Public Service Agencies and other interested community members were notified via e-mail about the development of the Consolidated Plan.
The agencies contacted are included in the Consolidated Plan.
Strengths and gaps regarding the institutional structure emerged from stakeholder and community meetings, community needs surveys, and other coordinated communication. The City continues to streamline and make improvements to the delivery system to best serve the community through activities and services. As the needs of low- to moderate-income residents’ change, the demand for types of services and programs will also change.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City maintains a contact list of interested nonprofits, public agencies, social services agencies, and private housing developers that have the capacity and potential to carry out activities and meet some of the goals described in the Consolidated Plan. Letters or notices announcing the availability of funds are emailed to potential applicants and interested agencies when funding is available. In addition, notices are published in the local newspaper, posted at various locations in the City, and posted on the City website. Staff participate in local and regional meetings, which include service providers, neighboring agencies and elected officials to keep abreast of issues impacting the quality of life for Bellflower’s low-income residents. When funds are available the City maintains a web presence and it actively provides technical assistance throughout the year to assist interested citizens and agencies applying
2024-25 Consolidated Annual Performance Evaluation Report Page 24
for CDBG and HOME funds. The City will continue to strengthen its coordination and consultation efforts with other agencies, including State and local public agencies, to ensure that needed services and funding for the homeless and other services are addressed. The City will also continue to work with agencies and organizations to strengthen coordination, assess gaps in the delivery of services, and develop strategies to overcome the gaps and carry out the goals and objectives of the Action Plan.
Actions Taken to Overcome the Effects of any Impediments identified in the City’s Analysis of Impediments to Fair Housing Choice 91.520(a)
In 2020 the City of Bellflower updated its Analysis of Impediments (AI) to Fair Housing Choice.
Its conclusions provide the basis for the recommendations also made in the report.
Impediments are defined as:
• Any action, omission, or decision taken because of race, color, religion, sex, familial status or national origin which restricts housing choices or the availability of housing choices; or
• Any action, omission, or decision which have the effect of restricting housing choices or the availability of housing choices on the basis of race, color, religion, sex, disability, familial status, or national origin; or
• An assessment of the availability of affordable, accessible housing in a range of unit sizes.
Through counseling and case management, the Fair Housing Foundation identified that the most common complaints were on the basis of disability, race, familial status, and retaliation.
During FY 2024-2025, the City continued to monitor and implement the recommendations in the AI through a public service agreement with the Fair Housing Foundation.
The Fair Housing Foundation provided the City with comprehensive Fair Housing Program services that include:
1. Discrimination Counseling and Complaint Intake and Investigation
2. General Housing (landlord/tenant) Counseling and Resolutions
3. Enforcement and Impact Litigation
4. Education and Outreach Programs
Proposed Actions to Address Identified Impediments
Proposed actions to address the impediments to fair housing choice identified within the City are as follows:
Action 1 – Continue to Provide Fair Housing Services
The City will continue to contract with the Fair Housing Foundation to provide fair housing services to Bellflower residents, which includes the processing of housing discrimination complaints and landlord/tenant counseling services.
Action 2 – Provide Targeted Fair Housing Education and Outreach
The Fair Housing Foundation will collaborate and coordinate with multiple agencies, including
2024-25 Consolidated Annual Performance Evaluation Report Page 25
lenders, realtors, and cultural groups to provide increased efforts in educating residents.
Action 3 – Increase Fair Housing Awareness and Education Through the City’s Website
The City, on its website, will increase efforts in educating residents on potential sources of discrimination and avenues to address fair housing.
Action 4 – Provide Information on Property Management Practices at Landlord Workshops
The Fair Housing Foundation will continue to hold Landlord Workshops via virtual or in person as permitted and include discussions on the prohibited discriminatory practices pertaining to service and companion animals, reasonable accommodations, and reasonable modifications.
Action 5 – Continue Affirmative Marketing Actions for CDBG and HOME Programs
The City will continue to affirmatively market CDBG and HOME funded programs. Marketing efforts will include advertising housing programs in local publications and on the City’s website. The City will continue to promote fair housing by ensuring outreach t o all potential eligible households.
2024-25 Consolidated Annual Performance Evaluation Report Page 26
CR-40: MONITORING – 91.10(D,E); 91.520(C)
Describe the standards and procedures that will be used to monitor activities carried out in furtherance of the plan and will be used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and comprehensive planning requirements.
The objective of monitoring is to ensure that all projects and activities receiving funding comply with HUD regulations. For the City's housing programs, such as Home Rehabilitation and New Housing Construction Projects, there is close collaboration with the Building and Safety Department. This partnership ensures that all projects meet Housing Quality Standards and are free from any substandard building issues. Monitoring of public service agencies and Community Housing Development Organizations (CHDOs) is conducted every 1 to 3 years, depending on the number of housing units involved. This monitoring focuses on both program and financial performance as well as regulatory compliance. The City utilizes a monitoring checklist that includes a review of federal compliance and relevant documentation as required by HUD. This checklist covers various aspects such as program performance, record- keeping, financial performance, and adherence to regulations.
In FY 2024-2025, the City worked with Avant-Garde to conduct onsite desk monitoring for three rental properties assisted by the HOME program: Our Place Housing Solutions, HOPE, and Bellflower Terrace Senior Apartments. The City developed a schedule and coordinated with property managers to provide supporting documentation, demonstrating compliance with the Department of Housing and Urban Development (HUD) HOME regulations. The monitoring involved reviewing all relevant tenant, maintenance, financial, and administrative files, as well as ensuring that property standards meet HUD requirements and other applicable regulations.
Kingdom Causes – 8822 Oak Street:
During the HOME monitoring process, several compliance issues were identified. A review of the current rental agreement and income determination revealed non-compliance. The City collaborated with Kingdom Causes to address these issues and ensure that the necessary documents were brought into compliance. The property inspection failed due to the absence of a smoke detector in the master bedroom. Fortunately, all required documentation was subsequently submitted, including a corrected work order that addressed the inspection issue.
The City has issued a closeout letter for FY 24-25 monitoring. Moving forward, the City will continue to work with the property management company to ensure ongoing compliance with HUD HOME regulations by conducting regularly scheduled on-site inspections and monitoring activities.
HOPE – 9610 Laurel Street:
During the HOME monitoring process, several compliance issues were identified. The documentation related to the rental agreement, lead paint disclosure, financial audit, policies and procedures, and affirmative action plan were reviewed and found to be non-compliant.
Additionally, tenant income determinations were not complete. The City is actively working closely with HOPE to address these issues and bring them into compliance.
2024-25 Consolidated Annual Performance Evaluation Report Page 27
Bellflower Terrace – 9920 Flora Vista Street:
During the HOME monitoring process, several compliance issues were identified. It was determined that the most recent financial audit, as well as the relevant policies and procedures, affirmative marketing plan, and asset management documentation, were not provided and were not in compliance. Additionally, tenant income documentation was incomplete. Since then, all necessary documentation and clarifications have been submitted.
The City has issued a closeout letter for the FY 24-25 monitoring period. Moving forward, the City will continue to collaborate with the property management company to ensure ongoing compliance with HUD HOME regulations through regularly scheduled on-site inspections and monitoring.
FY 2024-2025 CDBG Subrecipient:
To ensure long-term compliance with its programs, the City requires all subrecipients, including City departments, to submit performance reports and reimbursement requests on a quarterly basis. Upon receipt of these reports, staff review the performance data to determine how many participants benefited from the services provided and compare this number to the subrecipient's goals for the program. Staff also assess all reimbursement requests to ensure that the expenses are eligible and align with the program's objectives. Avant-Garde conducted on-site monitoring for Kingdom Causes, the Fair Housing Foundation, and the Bellflower Volunteer Center.
Citizen Participation Plan 91.105(d); 91.115(d)
The City of Bellflower’s 2024-2025 CAPER was developed in accordance with requirements and federal regulations. To ensure compliance with program and comprehensive planning requirements, the Economic Development Department staff regularly conducts a review of projects and programs to ensure that they are eligible and meet national objectives. In addition, the City conducts periodic self-audits of all programs and projects to ensure compliance and verify supporting documentation is in the project files. Subrecipient quarterly reports and summary reports were used as the source of information for CAPER reporting.
The Draft CAPER adheres to the City’s Citizen Participation Plan for public noticing, public review and comment period, public hearings, and meetings.
Description of the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
To provide notice to citizens, the City published a Notice of a Public Hearing and 15 -day comment period to receive comments on the performance report.
To ensure all City residents had ample opportunity to take notice of all scheduled public hearings, all notices regarding such hearings were published, including the date, time and location, and availability of the CAPER for public review and comment for a period of at least 15 days, from September 5, 2025, through September 22, 2025. The notice was physically posted at several locations including Bellflower City Hall, the Brakensiek Library, the Bellflower substation, and various city owned park and recreation facilities. The City’s notice was also published in the Los Cerritos Community News. The document was made available to the public for review on the City’s website, www.bellflower.org ,. and mail upon request.
After HUD approval, it will be included on the City’s website.
2024-25 Consolidated Annual Performance Evaluation Report Page 28
Summary of Public Comments
Pending public comments.
2024-25 Consolidated Annual Performance Evaluation Report Page 29
CR-45: CDBG– 91.520(C)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City amended its 2020-2021 Annual Action Plan to re-program $407,553 of CDBG-CV unspent funds to redesign the Friendship Square Plaza.
In the past years, the City funded an emergency rental relief program, which assisted 42 Bellflower residents. In addition, CV funds were also allocated to food insecurity programs including, a homeless shelter meal program, which was able to assist 112 persons with food, as well as a food insecurity program which assisted 15 families with biweekly grocery prick up. The City has also allocated CV funds to a youth/family/senior services program which was able to assist 276 low-moderate Bellflower residents. The following table provided the expenditures thus far.
CDBG-CV Activity Funded Amount Expenditures
Thus far
CV-Program
Administration $237,696 $237,696
CV-Emergency Housing
Needs Assistance $181,143 $181,143
CV-Food Insecurity
Program $24,564 $24,564
CV-Homeless Shelter
Meals Program $30,000 $30,000
CV-Youth/Family/Senior
Services $213,023 $213,023
CV-Business Grant
Assistance $94,500 $94,500
CV-Friendship Square
Plaza $407,553 $0
Table 17 – CDBG-CV Programs
2024-25 Consolidated Annual Performance Evaluation Report Page 30
CR-50:– HOME 91.520(D)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations.
The objective of monitoring is to ensure that all projects and activities receiving funding comply with HUD regulations. For the City's housing programs, such as Home Rehabilitation and New Housing Construction Projects, there is close collaboration with the Building and Safety Department. This partnership ensures that all projects meet Housing Quality Standards and are free from any substandard building issues. Monitoring of public service agencies and Community Housing Development Organizations (CHDOs) is conducted every 1 to 3 years, depending on the number of housing units involved. This monitoring focuses on both program and financial performance as well as regulatory compliance. The City utilizes a monitoring checklist that includes a review of federal compliance and relevant documentation as required by HUD. This checklist covers various aspects such as program performance, record- keeping, financial performance, and adherence to regulations.
In FY 2024-2025, the City worked with Avant-Garde to conduct onsite desk monitoring for three rental properties assisted by the HOME program: Our Place Housing Solutions, HOPE, and Bellflower Terrace Senior Apartments. The City developed a schedule and coordinated with property managers to provide supporting documentation, demonstrating compliance with the Department of Housing and Urban Development (HUD) HOME regulations. The monitoring involved reviewing all relevant tenant, maintenance, financial, and administrative files, as well as ensuring that property standards meet HUD requirements and other applicable regulations
Kingdom Causes – 8822 Oak Street:
During the HOME monitoring process, several compliance issues were identified. A review of the current rental agreement and income determination revealed non-compliance. The City collaborated with Kingdom Causes to address these issues and ensure that the necessary documents were brought into compliance. The property inspection failed due to the absence of a smoke detector in the master bedroom. Fortunately, all required documentation was subsequently submitted, including a corrected work order that addressed the inspection issue.
The City has issued a closeout letter for FY 24-25 monitoring. Moving forward, the City will continue to work with the property management company to ensure ongoing compliance with HUD HOME regulations by conducting regularly scheduled on-site inspections and monitoring activities.
HOPE – 9610 Laurel Street:
During the HOME monitoring process, several compliance issues were identified. The documentation related to the rental agreement, lead paint disclosure, financial audit, policies and procedures, and affirmative action plan were reviewed and found to be non-compliant.
Additionally, tenant income determinations were not complete. The City is actively working closely with HOPE to address these issues and bring them into compliance.
Bellflower Terrace – 9920 Flora Vista Street:
During the HOME monitoring process, several compliance issues were identified. It was determined that the most recent financial audit, as well as the relevant policies and
2024-25 Consolidated Annual Performance Evaluation Report Page 31
procedures, affirmative marketing plan, and asset management documentation, were not provided and were not in compliance. Additionally, tenant income documentation was incomplete. Since then, all necessary documentation and clarifications have been submitted.
The City has issued a closeout letter for the FY 24-25 monitoring period. Moving forward, the City will continue to collaborate with the property management company to ensure ongoing compliance with HUD HOME regulations through regularly scheduled on-site inspections and monitoring.
An assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
The City has the mechanisms in place to affirmatively market CDBG and HOME funded programs. Marketing efforts include advertising housing programs in local publications. The City collects and maintains statistical information on race and ethnicity to ensure all segments of the community are being served. The City’s Limited English Proficiency Plan has identified that the City has a significant portion of Spanish-speaking residents. To ensure that all residents are aware of programs, publications are provided in both English and Spanish brochures of programs, and program information is placed at City department desks and libraries as well as on the City’s website.
A total of $357,302 was received in HOME Funds. An additional $2,089,624 was available as carryover funds from prior years. The total HOME available funds for FY 2024-2025 amounted to $2,446,926.
Data on the amount and use of program income for projects, including the number of projects and owner and tenant characteristics.
During FY 2024-2025, a total of $357,302 was received in HOME Funds and no HOME program income was received during the fiscal year. However, an additional $2,089,624 was available as carryover funds from prior years.
HOME Program activities are consistent with the City's stated goals and objectives of the Consolidated Plan. The City’s identified housing needs included preservation and upgrading of existing housing, development of home ownership and rental opportunities as its principal housing goals. During this reporting period, the City allocated HOME funds to the following projects/programs:
2024-25 Consolidated Annual Performance Evaluation Report Page 32
Project Activity Amount
Allocated
Actual
Expended
Home Administration
Administration $35,730 $74,443
Single-Family Housing
Rehabilitation Program Rehabilitation $250,000 $184,913 CHDO
Acquisition,
Rehabilitation,
and/or
Construction
$2,056,204 $0
Table 18 – Funds Made Available
The Single-Family Housing Rehabilitation Program provides grants and/or loans to low- and moderate-income owner-occupied households that need financial assistance to bring their house up to current housing quality standards. 12 loans/grants were given to eligible Bellflower residents during this program year.
The City has three HOME-funded projects in its rental housing portfolio. They are: 1) Bellflower Terrace Senior Apartments on 9920 Flora Vista Street; 2) Our Place Housing Solutions CHDO on 8822 Oak Street; and 3) HOPE CHDO Project on 9610 Laurel Street.
Rental monitoring and on-site inspections are conducted according to a schedule as prescribed by federal regulations at 24 CFR 92.504(d). Depending on the number of units, the project is monitored annually or as required. Staff and the City’s Consultant, Avant Garde, Inc., conducted HOME monitoring and inspections in February 2025. The inspections included 15% of all units and the exteriors of the buildings. In addition, the City’s consultant, Urban Futures conducts affordability and occupancy compliance annual reports on Bellflower Terrace Senior Apartments to ensure HOME assisted units are income compliant within affordable housing income limits.
Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 91.320(j)
In the 2024-2025 program year, the City allocated funds to the following housing activity:
Single-Family Housing Rehabilitation Program This program assists the City with meeting the goals and objectives as adopted in the Five-Year Consolidated Plan and Housing Element.
In addition, the City will continue to make efforts to facilitate the development of affordable housing, including:
1. Efforts to streamline the environmental review process for housing developments, using available state categorical exemptions and federal categorical exclusions when applicable.
2. Annually pursue state, federal and other funding opportunities to increase the supply of safe, decent, affordable housing in Bellflower for lower income households (including extremely low-income households), such as seniors, the disabled, the
2024-25 Consolidated Annual Performance Evaluation Report Page 33
homeless, and those at risk of homelessness.
3. Amend the Zoning Code to provide zoning incentives for affordable housing projects, such as increases in density, or provide incentives through existing affordable housing provisions of the Bellflower Municipal Code.
4. Support and refer residents to LACDA and LAHSA for emergency housing, shelters and special needs housing, and supportive services.
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CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME
Total Number of Activities 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 2 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0 0
Direct, on-the job training (including apprenticeships). 0 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0 0
Outreach efforts to identify and secure bids from Section 3 business concerns. 0 0
Technical assistance to help Section 3 business concerns understand and bid on contracts. 0 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0 0
Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services.
0 0
Held one or more job fairs. 0 0
Provided or connected residents with supportive services that can provide direct services or referrals. 0 0
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 0
Assisted residents with finding child care. 0 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0 0
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Assisted residents to apply for, or attend vocational/technical training. 0 0
Assisted residents to obtain financial literacy training and/or coaching. 0 0
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0 0
Provided or connected residents with training on computer use or online technologies. 0 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 0
Other. 0 0
Table 3 – Qualitative Efforts - Number of Activities by Program
Narrative
The City did not have active Section 3 eligible activities for Program Year 2024-2025
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APPENDICES
APPENDIX A:
Proof of Public Notice – pending
APPENDIX B:
Public Comments – pending
APPENDIX C:
IDIS Reports – PR26
2024-25 Consolidated Annual Performance Evaluation Report
APPENDIX A:
Proof of Public Notice
Pending
2024-25 Consolidated Annual Performance Evaluation Report
APPENDIX B:
Public Comments
Pending
2024-25 Consolidated Annual Performance Evaluation Report
APPENDIX C:
IDIS Reports –PR26 & Section 3