Members of the public may address the City Council on any item shown on the agenda or matter of the Council’s authority after completion of “Request to Address the Council Form” available in the lobby of the Council Chambers or in the City Clerk’s office. This form must be completed 15 minutes prior to the scheduled meeting time. Pursuant to Section 54957.5 of the California Government Code, Any writings (Except for those writings which are exempt from disclosure) which are distributed to all or a majority of the members of the City Council are available for public inspection in the lobby of the City Council Chambers and in the office of the City Clerk during regular business hours.
COMPTON CITY COUNCIL
AGENDA
06/24/2025
5:30 PM – PUBLIC MEETING
5:45 PM – PUBLIC HEARING
205 S. WILLOWBROOK AVE
COMPTON, CA 90220
HEARING(S)
THE CITY’S FISCAL YEAR 2025-2029 CONSOLIDATED PLAN AND THE FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN on TUESDAY, JUNE 24, 2025 @ 5:45 PM
OPENING
ROLL CALL
MOMENT OF SILENCE
PLEDGE OF ALLEGIANCE
PRESENTATIONS
1. A REQUEST TO RECEIVE AND FILE THE FISCAL YEAR 2022-2023 AUDITED FINANCIAL STATEMENTS, THE FISCAL YEAR 2022-2023 SINGLE AUDIT REPORT, AND THE FISCAL YEAR 2022-2023 UNAUDITED MANAGEMENT’S
DISCUSSION AND ANALYSIS OF THE CITY OF COMPTON
-2- City Council Agenda
6/24/2025 5:30 PM
2. PROFESSIONAL SERVICES PRESENTATION - WEAVER AND TIDWELL LLP - City Controller Sharon Rahban
PUBLIC COMMENTS ON AGENDA ITEMS AND NON-AGENDA MATTERS
CONSENT AGENDA
Consent items are routine and expected to be non-controversial. They will be acted upon by the Council at one time without discussion unless a Council Member requests an item be removed or discussed.
CITY MANAGER
3. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A PROFESSIONAL
SERVICES AGREEMENT WITH AND ESTABLISH A PURCHASE ORDER FOR
TOWNSEND PUBLIC AFFAIRS FOR GOVERNMENT RELATIONS AND
LOBBYING SERVICES FOR FISCAL YEARS 2025-2026, THROUGH 2027-2028 WITH THE OPTION OF TWO (2) ONE-YEAR RENEWAL EXTENSIONS FOR THE AMOUNT OF $96,000 ANNUALLY
4. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO ACCEPT THE PROPOSAL FROM ST.
NICK’S CHRISTMAS LIGHTING AND DECOR FOR THE INSTALLATION AND
REMOVAL OF LIGHTING AND HOLIDAY DECORATIONS AND ESTABLISH A
PURCHASE ORDER IN AN AMOUNT NOT TO EXCEED ONE HUNDRED
NINETY-NINE THOUSAND SEVEN HUNDRED NINETY DOLLARS ($199,790)
REGULAR AGENDA
REPORTS OF OFFICERS, BOARDS, COMMISSIONS AND COMMITTEES AND
CITY COUNCIL
5. APPOINTMENT(S) OF OFFICERS, COUNCIL MEMBERS, BOARDS/COMMISSIONS AND
COMMITTEES
APPOINTMENT OF MAYOR PRO TEM - COUNCILMAN ANDRE SPICER
UNFINISHED BUSINESS
6. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING THE BUDGET FOR FISCAL YEAR 2025-2026
7. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A PROFESSIONAL SERVICES AGREEMENT WITH WEAVER AND TIDWELL LLP ($164,550) FOR
PROJECT MANAGEMENT SERVICES FOR THE IMPLEMENTATIN FO THE
CITY'S ENTERPRISE RESOURCE PLANNING SOFTWARE, AND TO ISSUE A -3- City Council Agenda
6/24/2025 5:30 PM
PURCHASE ORDER IN THE AMOUNT OF ONE-HUNDRED SIXTY-FOUR
THOUSAND FIVE-HUNDRED FIFTY DOLLARS ($164,550) TO WEAVER AND TIDWELL, LLP.
NEW BUSINESS
8. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION OF THE CITY’S FISCAL YEAR 2025-2029 CONSOLIDATED PLAN AND THE FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN TO THE U.S. DEPARTMENT OF HOUSING AND
URBAN DEVELOPMENT (HUD) AND USE OF FUNDS FOR THE COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG), THE HOME INVESTMENT
PARTNERSHIP GRANT (HOME) PROGRAMS
9. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON TO
ENTER IN TO A RIGHT-OF-WAY USE AGREEMENT WITH THE GATEWAY
COUNCIL OF GOVERNMENTS FOR THE INSTALLATION, MAINTENANCE, AND
OPERATION OF THE GATEWAY CITIES REGIONAL FIBER OPTIC NETWORK WITHIN THE CITY’S BOUNDARIES, AND AUTHORIZE THE CITY MANAGER TO
EXECUTE THE RIGHT-OF-WAY AGREEMENT, AND THE CITY MANAGER OR
DESIGNEE TO ADMINISTER THE AGREEMENT, INCLUDING APPROVING
FINALIZED PLANS AND ANY OTHER ACTIONS IN CONNECTION WITH THE
AGREEMENT
10. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A THREE-YEAR
PROFESSIONAL AND INVESTIGATIVE SERVICES AGREEMENT WITH THE TITAN GROUP NOT TO EXCEED A TOTAL OF $300,000 PER YEAR AND TO APPROVE A PURCHASE ORDER NOT TO EXCEED $35,715.85 FOR THE PURPOSE OF FULFILLING FY2024-2025 OUTSTANDING INVOICES FOR THE
HUMAN RESOURCES DEPARTMENT
11. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AMENDING THE 2024-2025 FISCAL YEAR BUDGET AND AUTHORIZING THE
CITY MANAGER TO ENTER INTO AN AGREEMENT AND ESTABLISH A PURCHASE ORDER TO ANGELES CONTRACTOR, INC. FOR THE COUNCIL CHAMBERS REMODELING PROJECT ($983,337.98).
12. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO AMEND THE 2024-2025 FISCAL YEAR
BUDGET TO TRANSFER FUNDS BETWEEN ACCOUNTS AND ENTER INTO A
MULTI-YEAR AGREEMENT WITH COMMLINE, INC THROUGH THE NASPO
VALUEPOINT COOPERATIVE PURCHASING PROGRAM FOR THE
PROCUREMENT, PROGRAMMING, AND SERVICING OF SIXTY-FIVE (65) LA-
RICS-ENABLED PORTABLE UHF RADIOS TO SUPPORT AND ENHANCE
COMMUNICATION CAPABILITIES WITHIN THE COMMUNITY IMPROVEMENT SERVICES DEPARTMENT ($217,530.50)
13. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO AMEND THE GRANTS MANAGEMENT -4- City Council Agenda
6/24/2025 5:30 PM
DEPARTMENT FISCAL YEAR 2024-2025 BUDGET AND ENTER INTO A
PROFESSIONAL SERVICES AGREEMENT WITH AND ESTABLISH A
PURCHASE ORDER WITH CUERNAVACA’S GRILL AND EVERYTABLE FOR SENIOR MEALS ON WHEELS PROGRAM IN THE AMOUNT OF ($200,000)
14. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ESTABLISH A PURCHASE ORDER
WITH GATEWAY CITIES COUNCIL OF GOVERNMENTS FOR THE PURCHASE OF SERVICES OF 1% SB2-PLHA (PERMANENT LOCAL HOUSING
ALLOCATION IN AN AMOUNT NOT TO EXCEED SIX THOUSAND FIVE- HUNDRED NINETY-NINE DOLLARS ZERO CENTS ($6,599.00)
15. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON,
ORDERING CHARGES FOR SOLID WASTE DELINQUENCIES TO BE
COLLECTED ON THE LOS ANGELES COUNTY TAX ROLL FOR FISCAL YEAR 2025-2026 FOR OUTSTANDING BALANCES FOR TAX ROLL BILLING FOR FISCAL YEAR 2024-2025
16. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON TO AUTHORIZE AN AMENDMENT TO THE WATER DEPARTMENT'S FY2024-2025
BUDGET, AND TO AUTHORIZE THE CITY MANAGER TO ISSUE AN
ADDITIONAL PURCHASE ORDER OF EIGHTEEN-THOUSAND TWENTY-SEVEN DOLLARS AND SEVENTY CENTS (18,027.70) FOR ROBERT HALF
INTERNATIONAL INC.'S PAST DUE INVOICES FOR ACCOUNTING TEMP AGENCY SERVICES.
17. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AMENDED AND
RESTATED JOINT EXERCISE OF POWERS AGREEMENT FOR THE LOS
ANGELES GATEWAY REGION INTEGRATED REGIONAL WATER
MANAGEMENT AUTHORITY
18. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO EXECUTE AN INSURANCE BINDER WITH ALLIANT INSURANCE SERVICES FOR RENEWAL OF THE CITY’S INSURANCE POLICY PORTFOLIO FOR FISCAL YEAR 2025-2026 AND FINANCE AGREEMENTS FOR FISCAL YEAR 2025-2026
COUNCIL COMMENTS
ADJOURNMENT
NEXT REGULAR MEETING: 7/1/2025 5:30 PM
Visit our website at http://www.comptoncity.org
June 17, 2025
TO: HONORABLE MAYOR AND COUNCIL MEMBERS
FROM: CITY CONTROLLER
SUBJECT: A REQUEST TO RECEIVE AND FILE THE FISCAL YEAR 2022-2023 AUDITED FINANCIAL STATEMENTS, THE FISCAL YEAR 2022-2023 SINGLE AUDIT REPORT, AND THE FISCAL YEAR 2022-2023 UNAUDITED MANAGEMENT’S DISCUSSION AND ANALYSIS OF THE CITY OF COMPTON
SUMMARY
Adoption of this Resolution will formally acknowledge the receipt and filing of the Fiscal Year 2022-2023 Single Audit Report and the issuance of related financial statements.
BACKGROUND
Eadie & Payne LLP has audited the Fiscal Year 2022-2023 financial statements for the City of Compton as is required by the City to remain compliant with bond contractual requirements and granting agency requirements.
The audit consisted of the examination of the financial statements of the governmental activities, business related activities, use of each major fund, and the aggregate remaining fund information. The audit report includes the comprised related notes to the financial statements for the City of Compton as of June 30, 2023. The auditor performed tests of the City of Compton’s compliance with provisions of applicable laws, regulations, contracts, and agreements, including grant agreements. The audit additionally included services to report on supplementary information other than the Required Supplementary Information (RSI) that accompanies City of Compton’s financial statements. Services, such as comparing and reconciling accounting information and other records used to prepare the financial statements in accordance with the auditing standards generally accepted in the United States of America, were provided. Upon completion of the audit, Eadie & Payne LLP provided a written report and an opinion of the financial statements.
The objective of their audit was to provide an opinion as to whether the City’s financial statements are appropriately and accurately presented in conformity with U.S. Generally Accepted Accounting Principles (GAAP). The objective also includes reporting on the precedence of internal controls over financial reporting in accordance to the laws and regulations set by the Government Auditing Standards.
The City has prepared its Management’s Discussion and Analysis for Fiscal Year 2022- 2023 (the “MD&A”) to accompany the audited financial statements; however, the MD&A was not prepared and submitted to Eadie & Payne LLP in time to be included in its review of the City’s financial statements. The audit letter submitted by Eadie & Payne LLP states
1.1.1.1.1. Staff Report – Resolution to Receive and File the Fiscal Year 2022-2023 Audit June 17, 2025
2 that, while the missing MD&A is required by the Governmental Accounting Standards Board as an essential part of the financial reporting for placing the City’s basic financial statements in an appropriate operational, economic, or historical context, the opinion provided by Eadie & Payne LLP on the City’s basic financial statements is not affected by the missing information.
STATEMENT OF THE ISSUE
An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. As part of obtaining reasonable assurance about whether the financial statements are free of material misstatements, the auditor performed tests on the City of Compton’s compliance with provisions of applicable laws, regulations, contracts, and agreements, including grant agreements.
The Uniform Guidance requires that the auditor plan and perform the audit to obtain reasonable assurance about whether the City has complied with federal statutes, regulations, and the terms and conditions of federal awards applicable to major programs.
The purpose of these procedures was to express an opinion of the City of Compton’s compliance with requirements applicable to each of its major programs in their report on compliance issued pursuant to the Uniform Guidance.
Financial Highlights:
The assets and the deferred outflows of resources of the City exceeded its liabilities and deferred inflows of resources at the close of the Fiscal Year 2022- 2023 by approximately $79.1 million (net position), which is approximately $60.3 million higher than the previous year's net position. This is due primarily to decreases in expenses of Governmental Activities of $22.5 million, Business-Type activity expense decreases of $2.1 million, increases in property taxes of $4.7 million, increases in investment earnings of $5.3 million, and increases in utility user taxes of $2.7 million. The unrestricted portion of net position as of June 30, 2023 increased by approximately $37.0 million to ($219.0) million accumulating more resources that may be used to meet the City’s ongoing obligations to citizens and creditors.
As of the close of the current fiscal year, the City’s Governmental Funds (e.g.
General Fund, Capital Projects Funds, Special Revenue Funds, etc.) reported combined fund balances of approximately $218.7 million, an increase of approximately $28.2 million from the prior year. Of this amount, $197.7 million, or approximately 90.4%, of total fund balances are reported as either “Nonspendable” ($1.7 million), "Assigned" ($142 thousand), “Committed” ($552 thousand), or “Restricted” ($195.3 million) fund balances. The increase in the City's governmental funds combined fund balances reported was primarily driven by increases in tax revenue (by approximately $6.7 million). The City’s net capital assets (land, buildings, equipment, infrastructure, less accumulated depreciation) were at $209.9 million as of June 30, 2023, increasing Staff Report – Resolution to Receive and File the Fiscal Year 2022-2023 Audit June 17, 2025
3 by $1.4 million over the previous year due mainly to an increase in infrastructure capital assets.
The City’s net long-term liabilities increased by $10.6 million to $416.2 million, primarily as a result of the increase in the Pension liability of approximately $51.4 million, combined with a decrease in Other Post Employment Benefits Payable (OPEB) liability of $35.2 million as well as a decrease in long term Bonds and notes payable of approximately $5.5 million, for Fiscal Year 2022-2023. The City’s deferred inflow on resources decreased by $25.5 million to $64.5 million, primarily as a result of a combination of a decrease of Pension deferred inflows of approximately $46.5 million in net differences between projected and actual earnings on pension plan investments, as well as an increase in OPEB deferred inflows of $19.6 million from the difference between the expected and actual experience of the OPEB plan, as well as from changes in assumptions in the OPEB plan. Additionally, the City’s deferred outflows increased by $13.3 million, or 22.8% due to a combination of an increase of $25.9 million from Net Difference between Projected and Actual Earnings on Pension Plan Investments and pension plan changes in assumptions, with a decrease of $12.6 million from OPEB plan changes of assumptions.
During FY 2022-2023, Sales Taxes decreased by approximately $6.8 million or
19.5%. The City saw a decrease in Sales Tax due to a decrease in spending. Utility User Taxes increased by approximately $2.7 million, or 22.2%, during FY 2022-2023, as a result of increased commercial and industrial activity within the City.
Investment earnings increased by $5.6 million or 441.1% during Fiscal Year 2022- 2023, primarily due to an increase in market interest rates.
Audit Findings:
In addition to the unqualified opinion on the audited financial statements, the City received an updated list of auditor findings. Auditor findings are deficiencies found by the auditors while conducting the audit in areas of internal control, accounting errors, and non- compliance with grant, legal, or contractual requirements.
Corrective Action Plan:
The City Controller and the City Manager have provided responses as well as a corrective action plan to the auditor to address the findings. In order for the City to overcome these findings the City Controller’s Department is currently working with the City Manager’s Department to do the following:
Implement new policies and procedures,
Fiscal Sustainability Plan implementation
Fee Study implementation
Staff Report – Resolution to Receive and File the Fiscal Year 2022-2023 Audit June 17, 2025
4 Implement new financial accounting software and to program reports where needed
Provide continued training to staff
Implementing the corrective action plan provided to the auditors, as well as the steps described above will remove audit findings so that the City can operate more efficiently and effectively, obtain more opportunities for outside financing, and become a model for other cities to follow. The audit findings signify that some existing City practices allow for the opportunity for the misappropriation of City assets, as well as the possibility of losing granting opportunities.
FISCAL IMPACT
The impact of completing the Fiscal Year 2022-2023 Audit and releasing the Fiscal Year 2022-2023 Audited Financial Statements as well as the FY 2023 Single Audit Report by the City’s auditors allows the City to remain in compliance with grant and contractual requirements. Adoption will also greatly assist with removing the City from the State of California Auditor Department’s list of cities with the greatest fiscal risk in the State of California.
RECOMMENDATION
It is the recommendation of staff that the City Council receive and file the attached set of Audited Financial Statements for Fiscal Year 2022-2023, the Single Audit Report for Fiscal Year 2022-2023, and the MD&A for Fiscal Year 2022-2023.
SHARON RAHBAN NAVIZADEH
CITY CONTROLLER
APPROVED FOR FORWARDING:
Willie A. Hopkins Jr.
RESOLUTION NO. _________
A REQUEST TO RECEIVE AND FILE THE FISCAL YEAR 2022-2023 AUDITED FINANCIAL STATEMENTS, THE FISCAL YEAR 2022-2023 SINGLE AUDIT REPORT, AND THE FISCAL YEAR 2022-2023 UNAUDITED
MANAGEMENT’S DISCUSSION AND ANALYSIS OF THE CITY OF
COMPTON
WHEREAS, adoption of this Resolution will formally acknowledge the receipt and filing of the Fiscal Year 2022-2023 Single Audit Report and the issuance of related financial statements; and
WHEREAS, the audit consisted of the examination of the financial statements of the governmental activities, business related activities, use of each major fund, and the aggregate remaining fund information. The audit report includes the comprised related notes to the financial statements for the City of Compton as of June 30, 2023. The auditor performed tests of the City of Compton’s compliance with provisions of applicable laws, regulations, contracts, and agreements, including grant agreements. The audit additionally included services to report on supplementary information other than RSI that accompanies City of Compton’s financial statements. Services, such as comparing and reconciling accounting information and other records used to prepare the financial statements in accordance with the auditing standards generally accepted in the United States of America, were provided. Upon completion of the audit, Eadie & Payne LLP provided a written report and an opinion of the financial statements.
WHEREAS, the objective of the audit was to provide an opinion as to whether the City’s financial statements are appropriately and accurately presented in conformity with U.S. Generally Accepted Accounting Principles (GAAP). The objective also includes reporting on the precedence of internal controls over financial reporting in accordance to the laws and regulations set by the Government Auditing Standards.
WHEREAS, the City has prepared its Management’s Discussion and Analysis for Fiscal Year 2022-2023 (the “MD&A”) to accompany the audited financial statements; however, the MD&A was not prepared and submitted to Eadie & Payne LLP in time to be included in its review of the City’s financial statements. The audit letter submitted by Eadie & Payne LLP states that, while the missing MD&A is required by the Governmental Accounting Standards Board as an essential part of the financial reporting for placing the City’s basic financial statements in an appropriate operational, economic, or historical context, the opinion provided by Eadie & Payne LLP on the City’s basic financial statements is not affected by the missing information.
WHEREAS, an audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; therefore, their audit involved judgment about the number of transactions to be examined and the areas to be tested. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness
of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.
WHEREAS, an audit is not designed to provide assurance on internal control or to identify significant deficiencies or material weaknesses. However, during the audit, the auditor communicated to management and those charged with governance internal control related matters that are required to be communicated under AICPA professional standards, Government Auditing Standards, and the Uniform Guidance.
WHEREAS, as part of obtaining reasonable assurance about whether the financial statements are free of material misstatement, the auditor performed tests of City of Compton’s compliance with provisions of applicable laws, regulations, contracts, and agreements, including grant agreements. However, the objective of those procedures was not to provide an opinion on overall compliance and they did not express such an opinion in the City’s report on compliance issued pursuant to Government Auditing Standards.
RESOLUTION NO. _________
2 WHEREAS, the Uniform Guidance requires that the auditor also plan and perform the audit to obtain reasonable assurance about whether the City has complied with federal statutes, regulations, and the terms and conditions of federal awards applicable to major programs. Their procedures consisted of tests of transactions and other applicable procedures described in the OMB Compliance Supplement for the types of compliance requirements that could have a direct and material effect on each of City of Compton’s major programs. The purpose of these procedures was to express an opinion on City of Compton’s compliance with requirements applicable to each of its major programs in their report on compliance issued pursuant to the Uniform Guidance.
WHEREAS, the auditors provided an “unqualified” opinion on the financial statements.
WHEREAS, a qualified opinion on the prior financial statements did change to an unqualified opinion in the FY2021-2022 Audit when prior matters were rectified. The City’s Accounting Division performed the accounting research and work necessary to correct these matters.
WHEREAS, in addition to the unqualified opinion on the audited financial statements, the City received an updated list of auditor findings. Auditor findings are deficiencies found by the auditors while conducting the audit in areas of internal control, accounting errors, and non-compliance with grant or contractual requirements.
WHEREAS, the City Controller and the City Manager have provided responses as well as a corrective action plan to the auditor to address the findings. In order for the City to overcome these findings the City Controller’s Department is currently working with the City Manager’s Department to do the following:
Implement new policies and procedures,
Fiscal Sustainability Plan implementation
Fee Study implementation
Implement new financial accounting software and to program reports where needed Provide continued training to staff
WHEREAS, implementing the corrective action plan provided to the auditors, as well as the steps described above will remove audit findings so that the City can operate more efficiently and effectively, obtain more opportunities for outside financing, and become a model for other cities to follow. The audit findings signify that some existing City practices allow for the opportunity for the misappropriation of City assets, as well as the possibility of losing granting opportunities.
WHEREAS, the impact of completing the Fiscal Year 2022-2023 Audit and releasing the Fiscal Year 2022-2023 Audited Financial Statements as well as the Fiscal Year 2022- 2023 Single Audit Report by the City’s auditors allows the City to remain in compliance with grant and contractual requirements. Adoption will also greatly assist with removing the City from the State of California Auditor Department’s list of cities with the greatest fiscal risk in the State of California.
WHEREAS, it is the recommendation of staff that the City Council adopt this Resolution to receive and file the attached set of Audited Financial Statements for Fiscal Year 2022-2023, and the Single Audit Report for Fiscal Year 2022-2023.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
Section 1. Receive and File the Fiscal Year 2022-2023 Audited Financial Statements, Fiscal Year 2022-2023 Single Audit, and the unaudited MD&A.
Section 2. That a copy of this Resolution shall be filed in the offices of the City Clerk, City Attorney, City Manager, and City Controller.
RESOLUTION NO. _________
3 Section 3. That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.
ADOPTED this ____________ day of _____________, 2024.
_______________________________
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
ATTEST:
_______________________________
SATRA D. ZURITA
CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss
CITY OF COMPTON )
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on this ___________ day of ________________, 2024.
That said Resolution was adopted by the following vote, to wit:
AYES: COUNCILMEMBERS -
NOES: COUNCILMEMBERS -
ABSTAIN: COUNCILMEMBERS -
ABSENT: COUNCILMEMBERS -
___________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
1 UNAUDITED
As management of the City of Compton, California (City) we offer readers of the City’s financial statements this narrative overview and analysis of the financial activities of the City for fiscal year ended June 30, 2023.
A) FINANCIAL HIGHLIGHTS
The assets and the deferred outflows of resources of the City exceeded its liabilities and deferred inflows of resources at the close of the Fiscal Year 2022-2023 by approximately $79.1 million (net position), which is approximately $60.3 million higher than the previous year's net position. This is due primarily to decreases in expenses of Governmental Activities of $22.5 million, Business-Type activity expense decreases of $2.1 million, increases in property taxes of $4.7 million, increases in investment earnings of $5.3 million, and increases in utility user taxes of $2.7 million. The unrestricted portion of net position as of June 30, 2023 increased by approximately $37.0 million to ($219.0) million accumulating more resources that may be used to meet the City’s ongoing obligations to citizens and creditors. As of the close of the current fiscal year, the City’s Governmental Funds (e.g. General Fund, Capital Projects Funds, Special Revenue Funds, etc.) reported combined fund balances of approximately $218.7 million, an increase of approximately $28.2 million from the prior year. Of this amount, $197.7 million, or approximately
90.4%, of total fund balances are reported as either “Nonspendable” ($1.7 million), "Assigned" ($142 thousand), “Committed” ($552 thousand), or “Restricted” ($195.3 million) fund balances. The increase in the City's governmental funds combined fund balances reported was primarily driven by increases in tax revenue (by approximately $6.7 million).
The City’s net capital assets (land, buildings, equipment, infrastructure, less accumulated depreciation) were at $209.9 million as of June 30, 2023, increasing by $1.4 million over the previous year due mainly to an increase in infrastructure capital assets.
The City’s net long-term liabilities increased by $10.6 million to $416.2 million, primarily as a result of the increase in the Pension liability of approximately $51.4 million, combined with a decrease in Other Post Employment Benefits Payable (OPEB) liability of $35.2 million as well as a decrease in long term Bonds and notes payable of approximately $5.5 million, for Fiscal Year 2022-2023. The City’s deferred inflow on resources decreased by $25.5 million to $64.5 million, primarily as a result of a combination of a decrease of Pension deferred inflows of approximately $46.5 million in net differences between projected and actual earnings on pension plan investments, as well as an increase in OPEB deferred inflows of $19.6 million from the difference between the expected and actual experience of the OPEB plan, as well as from changes in assumptions in the OPEB plan. Additionally, the City’s deferred outflows increased by $13.3 million, or 22.8% due to a combination of an increase of $25.9 million from Net Difference between Projected and Actual Earnings on Pension Plan Investments and pension plan changes in assumptions, with a decrease of $12.6 million from OPEB plan changes of assumptions. During FY 2022-2023, Sales Taxes decreased by approximately $6.8 million or 19.5%. The City saw a decrease in Sales Tax due to a decrease in spending.
Utility User Taxes increased by approximately $2.7 million, or 22.2%, during FY 2022-2023, as a result of increased commercial and industrial activity within the City. Investment earnings increased by $5.6 million or 441.1% during Fiscal Year 2022-2023, primarily due to an increase in market interest rates.
B) OVERVIEW OF THE FINANCIAL STATEMENTS
This discussion and analysis is intended to serve as an introduction to the City’s basic financial statements. The City’s basic financial statements comprise three components: government-wide financial statements, fund financial statements and notes to basic financial statements. This report also contains supplementary information in addition to the basic financial statements.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
2 UNAUDITED
Government-wide Financial Statements
The government-wide financial statements are designed to provide readers with a broad overview of the City’s finances, in a manner similar to a private-sector business. The statement of net position presents information on all of the City’s assets, deferred outflows of resources, liabilities, deferred inflows of resources, with the difference between the four reported as net position. Over time, increases or decreases in net position may serve as a useful indicator of whether the financial position of the City is improving or deteriorating.
The statement of activities presents information showing how the City’s net position changed during the most recent fiscal year. All changes in net position are reported as soon as the underlying event giving rise to the change occurs, regardless of the timing of related cash flows. Thus, revenues and expenses are reported in this statement for some items that will only result in cash flows in future fiscal periods (e.g., uncollected taxes and earned but unused vacation leave). Both of the government-wide financial statements distinguish functions of the City that are principally supported by taxes and intergovernmental revenues (governmental activities) from other functions that are intended to recover all or a significant portion of their costs through user fees and charges (business-type activities). The governmental activities of the City include general government, public safety, public works, environmental and human services and debt service. The business-type activities of the City include operations of its Water, Sewer and Solid Waste utilities.
The government-wide financial statements include not only the City itself (known as the primary government), but also activities of three legally separate component units: the Successor Agency of the City of Compton, the Compton Public Finance Authority, and the Compton Housing Authority. Because the City Council acts as (or appoints) the governing board for each of these component units and because they function as part of the City government, their activities are blended with those of the primary government.
Fund Financial Statements
A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements. All of the funds of the City can be divided into two categories: governmental funds and proprietary funds.
Governmental Funds
Governmental Funds are used to account for essentially the same functions reported as governmental activities in the government-wide financial statements. However, unlike the government-wide financial statements, governmental fund financial statements focus on near-term inflows and outflows of spendable resources, as well as on balances of spendable resources available at the end of the fiscal year. Such information may be useful in evaluating the City’s near-term financial requirements.
Because the focus of governmental funds is narrower than that of the government-wide financial statements, it is useful to compare the information presented for governmental funds with similar information presented for governmental activities in the governmentwide financial statements. By doing so, readers may better understand the long-term impact of the City’s near-term financing decisions. Both the governmental fund balance sheet and the governmental fund statement of revenues, expenditures and changes in fund balances provide a reconciliation to facilitate this comparison between governmental funds and governmental activities.
The City maintains 134 individual governmental funds. Information is presented separately in the governmental fund balance sheet and in the governmental fund statement of revenues, expenditures and changes in fund balances for the General Fund, the Retirement Fund, and the Compton Housing Successor Capital Projects Fund, each of which are considered to be major funds. Data from the other 131 governmental funds are combined into a single, aggregated presentation. Individual fund data for each of these nonmajor governmental funds is provided in the form of combining statements in the Additional Financial Information section of this report.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
3 UNAUDITED
The City adopts an annual appropriated budget for its General Fund, each of its special revenue funds, its debt service fund, and its capital projects fund. A budgetary comparison statement is provided for each of the City’s major governmental funds or groups of funds to demonstrate compliance with this budget. The budgetary comparison statement for the General Fund and the Retirement Fund is located in the basic financial statements.
The basic governmental fund financial statements can be found on pages 8-11 of this report.
Proprietary Funds
The City maintains two different types of proprietary funds. Enterprise funds are used to report the same functions presented as business-type activities in the governmentwide financial statements. The City uses Enterprise Funds to account for its Water, Sewer and Solid Waste utilities. Internal Service Funds are an accounting device used to accumulate and allocate costs internally among the City’s various functions. The City uses internal service funds to account for the following activities:
Equipment Usage and Rental
Central Duplication, and
Self-Insurance
Because these services predominately benefit governmental rather than business-type functions, they have been included within governmental activities in the governmentwide financial statements. Proprietary funds provide the same type of information as the government-wide financial statements, only in more detail. The proprietary fund financial statements provide separate information for the Water, Sewer, and Solid Waste funds, each of which is considered a major fund of the City. Conversely, the internal service funds are combined into a single, aggregated presentation in the proprietary fund financial statements. Individual fund data for the internal service funds is provided in the form of combining statements in the Additional Financial Information section of this report. The basic proprietary fund financial statements can be found starting at page 12 of this report.
Notes to the Basic Financial Statements
The notes to the basic financial statements provide additional information that is essential to a full understanding of the data provided in the government-wide and fund financial statements. The notes to the basic financial statements can be found on pages 18 - 69 of this report.
Other Information
In addition to the basic financial statements and accompanying notes, this report also presents certain required supplementary information concerning the City’s progress in funding its obligation to provide pension benefits to its employees. Required supplementary information can be found on page 70 of this report. The combining statements referred to earlier in connection with nonmajor governmental funds and internal service funds, together with information on the Retirement Fund budget comparison, are presented immediately following the required supplementary information on pensions and other postemployment benefits.
C) GOVERNMENT-WIDE FINANCIAL ANALYSIS
As noted earlier, net position may serve over time as a useful indicator of the City’s financial position. In the case of the City, assets and deferred outflows exceeded liabilities and deferred inflows by $79.1 million at the close of Fiscal Year 2022-2023.
A large portion of the City’s net position, $100.8 million reflects its net investment in capital assets (e.g., land, buildings, utility and general government infrastructure, machinery and equipment, etc.), less any related debt used to acquire those assets that is still outstanding. The City uses these capital assets to provide services to citizens; consequently, these assets are not available for future spending. Although the City’s investment in its capital assets is reported net of related debt, it should be noted that the resources needed to repay this debt must be provided from other sources, since the capital assets themselves cannot be used to liquidate these liabilities.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
4 UNAUDITED
Another large portion of the City’s net position, $197.4 million is restricted and, as noted earlier, is restricted to meet the City’s ongoing obligations to creditors, grantors, and special-levy tax payers. A negative portion of the City’s net position, ($219.0 million) represents a deficit in resources that need to be set aside to cover long term liabilities. At the end of the fiscal year, due to the City’s financial position and despite the impacts of the COVID-19 pandemic on the City's revenues, the City is able to report improvements in balances in net position for both its governmental activities as well as its business activities.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
5 UNAUDITED
The City’s governmental current assets increased by $53.0 million (primarily due to an increase in property tax revenues of $4.7 million, an increase in investment earnings of $5.3 million, an increase in Charges for services of $1.3 million, and a decrease in Governmental Activities expenses of $22.5 million) to $235.7 million, while current assets for business-type activities increased by $7.4 million to $51.3 million. Net capital assets minimally increased to $209.9 million at June 30, 2023. Long-term liabilities increased by $10.6 million to $416.2 million primarily as a net result of the increase in the Pension liability of approximately $51.6 million, a decrease in OPEB liability of approximately $35.2 million, and a decrease in Bonds and Notes Payable of approximately $5.5 million, for Fiscal Year 2022-2023. Further, Deferred outflows of resources increased by $13.3 million to $71.7 million primarily because of a combination of an increase of $25.9 million from Net Difference between Projected and Actual Earnings on Pension Plan Investments and pension plan changes in assumptions, with a decrease of $12.6 million from OPEB plan changes of assumptions.
202320222023202220232022$235,753 182,711 51,342 43,952 287,095 226,663 22,823 34,738 26,208 25,729 49,031 60,467 170,367 166,236 39,542 42,262 209,909 208,498 428,943 383,685 117,092 111,943 546,035 495,628 67,204 53,627 4,497 4,772 71,701 58,399 49,090 31,823 8,779 7,773 57,869 39,596 346,301 331,840 69,932 73,779 416,233 405,619 395,391 363,663 78,711 81,552 474,102 445,215 59,080 84,916 5,456 5,074 64,536 89,990 100,757 93,453 - - 100,757 93,453 189,027 172,752 8,356 8,644 197,383 181,396 (248,108) (277,473) 29,066 21,446 (219,042) (256,027) $41,676 (11,268) 37,422 30,090 79,098 18,822 Current assetsNoncurrent AssetsBusiness-type ActivitiesTotalCity of Compton, California (000's)As of June 30, 2023 and 2022 Restricted Unrestricted Total net positionGovernmental ActivitiesLong-term liabilities, net of current portion Total liabilitiesDeferred inflows of resourcesNET POSITIONCapital assets Total assetsDeferred outflows of resourcesLIABILITIESCurrent liabilities Net investment in capital assetsASSETS
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
6 UNAUDITED
Total revenues increased from an adjusted amount of $180.9 million for Fiscal Year 2021-2022 to $187.0 million for Fiscal Year 2022-2023, an increase of $6.0 million or 3.3%. The City experienced an increase of 1.1% in tax revenues or $1.3 million. While Franchise Tax, and Special Assessment Taxes saw increases of $750 thousand (28.3% from 1$2.7 million to $3.4 million), and $38 thousand (.91% from $4.2 million to $4.23 million) respectively, certain tax revenues were less affected by the Covid-19 pandemic. Sales Taxes decreased due to a reduction in spending trends, recording a $6.8 million decrease (19.5% from $34.8 million to $28.0 million). Additionally, Property Tax increased by $4.7 million or 8.4% to $60.3 million primarily due to an increase in total assessed values (a 6.69% increase as shown in the Proposition 111 Analysis of the Office of the Assessor of Los Angeles County). Total expenses decreased by $24.6 million from $151.3 million in fiscal year 2021-2022 to $126.7 million in fiscal year 2022-2023 or 16.3%. This decrease in expenses is primarily due to a $19.2 million increase in Deferred outflows related to 202320222023202220232022Revenues Program revenues Charges for services $18,863 17,551 29,473 28,244 48,336 45,795 Op. grants & cont.9,268 9,229 - - 9,268 9,229 Cap. Grants & cont.7,317 7,534 - - 7,317 7,534 General RevenuesTaxes Property*60,300 55,643 - - 60,300 55,643 Sales28,023 34,824 - - 28,023 34,824 Utility user taxes15,263 12,541 - - 15,263 12,541 Franchise Taxes3,399 2,649 - - 3,399 2,649 Special Assessments4,227 4,188 - - 4,227 4,188 Transient occupancy taxes82 64 - - 82 64 Real property transfer taxes203 318 - - 203 318 Intergovernmental not restricted to specific programs5,904 8,673 - - 5,904 8,673 Investment earnings3,988 (1,305) 325 41 4,313 (1,264) Other Income306 707 - - 306 707 Transfer in from fiduciary fund42 (7) (42) 7 - - Total Revenues*157,185 152,609 29,756 28,292 186,941 180,901 Expenses General government23,597 27,104 - - 23,597 27,104 Public Safety46,880 43,593 - - 46,880 43,593 Public Works13,403 12,598 - - 13,403 12,598 Management Services2,574 29,131 - - 2,574 29,131 Environmental and Human Services15,234 11,656 - - 15,234 11,656 Interest on long-term debt2,554 2,682 - - 2,554 2,682 Water- - 13,306 15,794 13,306 15,794 Rubbish- - 6,826 6,350 6,826 6,350 Sewer- - 2,292 2,362 2,292 2,362 Total Expenses104,242 126,764 22,424 24,506 126,666 151,270 Prior Year Adjustment- (16,093) - 183 - (15,910) Transfers- - - - - - Change in Net Position*52,944 25,847 7,332 3,786 60,276 29,633 Net Position, July 1 (as restated)(11,268) (37,115) 30,090 26,304 18,822 (10,811) Net position, June 30* $41,676 (11,268) 37,422 30,090 79,098 18,822 Governmental ActivitiesBusiness-type ActivitiesTotalCity of Compton, Change in Net Position (000's)For the Years Ended June 30, 2023 and 2022
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
7 UNAUDITED
Pension in Governmental Activities, as well as a $1.9 million decrease Governmental Activities expenses mainly due to a decrease in the OPEB liability.
Governmental Activities
The total growth in net position for the Governmental Activities of the City was $53.0 million for the fiscal year ended June 30, 2023 compared to the amount of $9.8 million in fiscal year ended June 30, 2022, a $43.2 million increase.
This was mainly due to a decrease on Management Services expenditures by approximately $26.6 million related to a $19.2 million increase in Deferred outflows related to Pension in Governmental Activities, as well as a $1.9 million decrease Governmental Activities expenses mainly due to a decrease in the OPEB liability. Total general revenues and transfers increased $3.4 million compared to the prior year primarily due to the increases in tax revenue. The City of Compton has three major tax sources, sales, property, and utility users’ tax. While these sources generally provide for a diversified and stable tax base, which reduces reliance on any one source, this year the City did see significant increases in both utility user tax and property tax, further described below.
Property Tax
Property taxes are levied based on assessed values, which grew 6.69% (as shown in the Proposition 111 Analysis of the Office of the Assessor of Los Angeles County for new non-residential growth) this past year. This reflects a real estate market in the City of Compton that continues to gain strength resulting in a $4.7 million or 8.4% increase in property tax revenues to a total of $60.3 million from the previous amount of $55.6 million.
Sales Tax
Sales tax revenue decreased by approximately $6.8 million or 19.5% to $28.0 million in Fiscal Year 2022-2023 compared to Fiscal Year 2021-2022, primarily due to a reduction in spending. 010,000,00020,000,00030,000,00040,000,00050,000,00060,000,00070,000,00020002001200220032004200520062007200820092010*201120122013*2014*2015*2016*2017*201820192020202120222023 AMOUNT(IN MILLIONS)FISCAL YEAR(*Unaudited)PROPERTY TAX
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
8 UNAUDITED
Utility User Taxes
Utility User tax revenue also increased in Fiscal Year 2022-2023 to $15.3 million, increasing approximately $2.7 million or 21.7% from $12.5 million in the prior Fiscal Year. For commercial, industrial, retail and certain other categories of utility user tax, the utility user tax is computed on units of utility usage. As a result, there was an increase in commercial and industrial activities.
Gas Taxes
Gas tax revenues for Fiscal Year 2022-2023 increased by approximately $358 thousand or 8.4% for a total of approximately $4.6 million versus prior year actual receipts of $4.2 million. The increase in revenue is primarily driven by the increase in the cost of gas that occurred during FY2022-2023. 05,000,00010,000,00015,000,00020,000,00025,000,00030,000,00035,000,00040,000,00020002001200220032004200520062007200820092010*201120122013*2014*2015*2016*2017*201820192020202120222023 AMOUNT(IN MILLIONS)FISCAL YEAR(* Unaudited)SALES TAX REVENUE 02,000,0004,000,0006,000,0008,000,00010,000,00012,000,00014,000,00016,000,00018,000,00020002001200220032004200520062007200820092010*201120122013*2014*2015*2016*2017*201820192020202120222023 AMOUNT(IN MILLIONS)FISCAL YEAR(*Unaudited)UTILITY USER TAX REVENUE
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
9 UNAUDITED
Franchise Taxes
Franchise tax revenues for Fiscal Year 2022-2023 increased by approximately $750 thousand or 28.32% for a total of $3.4 million versus prior year actual receipts of $2.65 million. The increase in revenue is primarily driven by an increase in commercial and industrial activities.
Investment revenues
Investment revenues for Governmental Activities also increased by $5.3 million or 415.4% due to increases in market rates.
Expenses of Governmental Activities
The City continued its efforts to maintain effective cost controls during Fiscal Year 2022-2023, as it did during Fiscal Year 2021-2022. Governmental Activities expenses during Fiscal Year 2022-2023 were allocated as shown in the following chart:
0500,0001,000,0001,500,0002,000,0002,500,0003,000,0003,500,0004,000,0004,500,0005,000,00020002001200220032004200520062007200820092010*201120122013*2014*2015*2016*2017*201820192020202120222023 AMUONT(IN MILLIONS) FISCAL YEAR(*UNAUDITED)GAS TAX REVENUE
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
10 UNAUDITED
Public safety expenses
Public Safety expenses increased by $3.3 million or 7.5% to $46.9 million primarily due to increases in expenditures for salaries and in LA County Sherriff contract costs, approximately $2.1 million combined.
Public works expenses
Public works expenses increased 6.4% to $13.4 million primarily due an increase in depreciation expenses related to capital assets for Public Works activities.
Management services expenses
Management Services Expenses decreased 91.2% to $2.6 million, primarily due to a $19.2 million increase in Deferred outflows related to Pension, as well as a $1.9 million decrease in the OPEB liability General government expenses
General government expenses decreased 12.9% from $27.1 million to $23.4 million mainly due to decreases in federal grant spending by approximately $3.1 million.
Environmental and human services expenses
Environmental and human services expenses increased 30.7% from $11.7 million to $15.2 million primarily from a variety of increases in governmental activities. One such activity that saw an increase was the Compton Housing Successor which had development costs of approximately $2.3 million. Additionally there were increases in Federal, State, and County grant expenditures of approximately $613 thousand, $187 thousand, and $81 thousand, respectively.
Lastly, there were also increases in Recreation activity salary expenditures in comparison to Fiscal Year 2021-2022.
Interest on long-term debt
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
11 UNAUDITED
Interest on long-term debt for Governmental Activities decreased 4.8% to $2.6 million, with debt service payments of $2.9 million, as a result of debt-service structures.
The following chart examines the City’s governmental (i.e. non-business type) expenses over the past several years:
Governmental Expenses by Type
Business-type Activities
Business-type activities increased the City's net position by $7.3 million in Fiscal Year 2022-2023 to $37.4 million.
Key factors related to business-type activities include:
Total revenues for business-type activities were slightly changed, with an increase of approximately $1.5 million compared to the previous year.
Total operating expenses in the business-type activities decreased $2.4 million compared to the prior Fiscal Year due primarily to a decrease of $2.8 million in the Water Enterprise Fund of Pension and OPEB costs.
D) FINANCIAL ANALYSIS OF THE CITY’S FUNDS
As noted earlier, the City uses fund accounting to ensure and demonstrate compliance with finance-related legal requirements.
020406080100120140FY 11/12 FY 12/13 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23MillionsGovernmental Expenses by Type*(Shown Cumulatively)General GovernmentRedevelopmentPass-through paymentsPublic SafetyPublic WorksManagement ServicesEnvironmental and Human ServicesInterest on Long-Term Debt
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
12 UNAUDITED
Governmental Funds
The focus of the City’s governmental funds is to provide information on near-term inflows and outflows and balances of spendable resources. Such information is useful in assessing the City’s financing requirements. In particular, the unrestricted fund balance may serve as a useful measure of the City’s net resources available for spending at the end of the fiscal year.
As of the end of the 2022-2023 Fiscal Year, the City’s governmental funds report combined ending fund balances of $218.7 million, an increase of $28.2 million over the prior year, or 14.8%. Increases in tax and special assessment revenue for the current year provided a $6.6 million or 6.3% increase in revenues to $111.5 million. Additionally, Use of Money and Property revenue increased by $5.2 million to $3.9 million. Governmental funds also had a decrease in capital outlay expenditures of approximately $3.9 million, or 19.2%. Debt service payments for Governmental funds also decreased by $1.4 million to $2.9 million for Fiscal Year 2022-2023.
Fund Balance
The components of fund balance include the following line items:
a) Nonspendable fund balance - $1.7 million (inherently non-spendable) include the portion of net resources that cannot be spent because of their form, such as long-term receivables, and the portion of net resources that cannot be spent because they must be maintained intact.
b) Restricted fund balance - $195.3 million (externally enforceable limitations on use) include amounts subject to limitations imposed by creditors, grantors, contributors, or laws and regulations of other government c) Committed fund balance - $552 thousand (self-imposed limitation set in place prior to the end of the period) Limitation imposed at the highest level of decision making that requires formal action at the same level to remove. d) Assigned fund balance - $142 thousand (limitation resulting from intended use) consists of amounts that are constrained by the government's intent to be used for specific purposes, but are neither restricted nor committed. Intent should be expressed by (a) the governing body itself or (b) a body (a budget or finance committee, for example) or official to which the governing body has delegated the authority to assign amounts to be used for specific purposes.
Based on the City Charter, the City Manager is the designated official. e) Unassigned fund balance - $20.9 million, consists of fund balance in excess of the other components of fund balance.
The fund balance of the City's General Fund increased by $13.0 million during the current Fiscal Year. Revenues exceeded expenditures by approximately $16.6 million in Fiscal Year 2022-2023. Expenditures in the General Fund increased by $4.6 million. The increase in General Fund expenses were driven by increases in Capital outlay and Public Safety activities. Additionally, Transfers In were exceeded by Transfers Out (which were primarily for debt service payment funding of $3.6 million) by approximately $3.6 million.
The fund balance of the City's Housing Successor Capital Projects Fund decreased by $1.2 million, primarily due to an increase in expenditures made to the Successor Agency development purposes (approximately $2.3 million).
Perhaps the best measure of the City’s effectiveness in weathering an economic downturn and building sustained growth for the future is its ability to catch up on building fund reserves. As a rule of thumb, a city should maintain sufficient reserves to weather the worst potential emergency scenarios. In the accompanying chart, the changes in the fund balance of the City’s General Fund and the changes in total expenditures (excluding transfers out) is presented.
As this chart demonstrates, the actions taken by the City have effectively improved revenues, controlled expenditures and allowed the City to increase its reserves for future needs. As shown in the chart below, in Fiscal Year 2011-2012 the fund balance was approximately negative $38 million while total General Fund expenditures were $48 million.
By the end of Fiscal Year 2022-2023, on the other hand, the General Fund fund balance was approximately a positive $21.1 million while total expenditures were $66.9 million.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
13 UNAUDITED
Enterprise Funds
The City’s enterprise funds account for financial transactions of the City’s business-type function that primarily serve external customers. Total net position of the enterprise funds totaled $37.8 million, an increase of $7.8 million or
25.9%. The increase to total net position is the result of effective rate setting and managing available resources.
Other factors concerning the finances of these funds are as follows:
Operating revenues for the Water Enterprise decreased by approximately 4.2% to $19.1 million due to the effect of heavy rains during FY2022-2023. Residential, Commercial, Industrial, and Multi-family consumption all decreased in a comparable manner compared to the consumption of the prior year. Operating expenses decreased by $2.7 million, or 20.0% during Fiscal Year 2022-2023 primarily due to a decrease of Pension and OPEB costs of $2.7 million. After factoring in non-operating items, net position in the Water Enterprise still displays an increase of $6.3 million to $33.4 million.
(60,000,000.00) (40,000,000.00) (20,000,000.00) - 20,000,000.00 40,000,000.00 60,000,000.00 80,000,000.00FY11/12 FY12/13 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23General Fund Balance and General Fund Total Expenditures* General Fund BalanceGeneral Fund Expenditures*This data has not been presented for FY13/14 through FY17/18 due to there not being audited financial information available for this tiime period.
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
14 UNAUDITED
Operating revenues for the Sewer Enterprise decreased by approximately $112 thousand or 4.0%, also due to heavy rains during FY2022-2023. Operating expenses decreased by 11.1% or by $154 thousand primarily due to approximately $120 thousand decrease in contractual services compared to the prior year.
Operating revenues for the Solid Waste Enterprise increased $2.2 million (40.0%) from $5.5 million in prior Fiscal Year to $7.6 million in current fiscal year. This increase is due to a delay in revenue billing that occurred during Fiscal Year 2021-2022, where additional billings were issued in FY2022-2023 to recuperate the prior delayed billings.
Operating expenses increased $460 thousand to $6.8 million, or 7.3%. Overall, the net position in the Solid Waste Enterprise Fund increased $797 thousand to $(1.5 million).
Internal Service Funds
The City’s internal service funds are an accounting device used to accumulate and allocate costs internally among the City’s various functions. The City uses internal service funds to account for its Equipment Rental, Central Duplication, and Self-Insurance Services provided. Because these services predominately benefit governmental rather than business-type functions, they have been included within governmental activities in the government-wide financial statements.
Factors concerning the finances of the internal service funds have already been addressed in the discussion of the City’s governmental activities.
E) BUDGETARY HIGHLIGHTS
The City adopts annual appropriated operating budgets for its governmental funds (General Fund, special revenue funds, debt service fund, and Housing Successor capital projects fund), and reports the results of operations on a budgetary comparison basis for the General Fund and Retirement fund only. The City also uses annual financial plans as a management tool for its enterprise and internal service funds, although the City does not report the results of these funds on a budgetary comparison
basis.
When preparing its budgets, the City attempts to estimate its revenues using realistic, but conservative, methods so as to budget its expenditure appropriations and activities in a prudent manner. As a result, the City Council adopts budget adjustments during the course of the Fiscal Year to reflect both changed priorities and availability of additional revenues to allow for expansion of existing programs. During the course of the year, the City Council can amend the originally adopted budget to re-appropriate prior year approved projects and expenditures, increase legal and professional services, move up the timing of expenditures for capital projects, and provide additional funding for community support.
General Fund
The General Fund reflected a positive net budget variance of $15.4 million when comparing actual amounts to the final budget for the 2022-2023 Fiscal Year. This budget variance reflects actual revenues exceeding the final budget by $9.9 million and total actual expenditures of $5.5 million less than the final budget.
F) CAPITAL ASSET AND DEBT ADMINISTRATION
Capital Assets
The City’s investment in capital assets and CIP for its governmental and business-type activities amounts to approximately $209.9 million net of accumulated depreciation and construction in progress as of June 30, 2023, which is a net increase of $1.4 million (0.7%) over the amount of the prior year total of $208.5 million.
Capital assets, net of accumulated depreciation, for governmental activities, increased from $166.2 million at June 30, 2022 to $170.4 million at June 30, 2023; a net increase of $4.1 million or 2.5%. Capital asset net additions totaled
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
15 UNAUDITED
$10.7 million, and depreciation expense totaled $8.6 million. Significant additions include capital projects for streets and pavement ($9.3 million).
Capital assets, net of accumulated depreciation, for business-type activities, decreased from $42.3 million at June 30, 2022 to $39.5 million at June 30, 2023; a net decrease of $2.7 million or 6.4%. Depreciation expense totaled $2.7 million. Additional information on the City’s capital assets can be found in Note IIID to the basic financial statements on page 41 of this report.
Long-term Debt
At the end of the current Fiscal Year, the City had total long-term bonded debt outstanding of $113.4 million, down by $5.5 million from the prior year. The decrease is comprised of bond repayments.
Other long-term obligations include pension obligations of $157.2 million, other post-employment benefits of $125.4 million, employee-compensated absences of $4.4 million, and outstanding claims of $19.5 million.
G) PRIOR PERIOD ADJUSTMENTS
At the end of Fiscal Year 2022-2023, the City had no prior period adjustments, an increase of $15.9 million, from $(15.9 million) in prior period adjustments during Fiscal Year 2021-2022. The prior period adjustments during Fiscal 202320222023202220232022Land$88,425 88,425 162162 88,587 88,587 Buildings60,603 59,352 38363,836 64,439 63,188 Infrastructure130,711 123,487 7028570,285 200,996 193,772 Machinery and Equipment21,534 21,283 36543,654 25,188 24,937 Construction in Progress14,468 13,522 0- 14,468 13,522 Right of use assets 1,009 - 0 - 1,009 - Accumulated Depreciation(146,383) (139,834) (38,395) (35,675) (184,778) (175,509) Total capital assets, net $170,367 166,235 39,542 42,262 209,909 208,497 City of Compton's Capital Assets, Net of Accumulated Depreciation (000's)GovernmentalActivitiesBusiness-typeAs of June 30, 2023 and 2022ActivitiesTotal 202320222023202220232022Bonds Payable $ 69,611 72,744 49,133 51,285 118,744 124,029 Mortgage Loan Payable - - - - Notes Payable - - - - - - Installment Payment Agreement- 39 - - - 39 Compensated Absences3,999 4,360 419 444 4,418 4,804 Claims Payable19,497 19,970 - - 19,497 19,970 Net Pension Liability148,386 99,580 8,823 6,252 157,209 105,832 Total other postemployment benefits111,372 142,499 13,989 18,104 125,361 160,603 Total debt$352,865 339,192 72,364 76,085 425,229 415,277 City of Compton's Outstanding Long-Term Debt (000's)As of June 30, 2023 and 2022Activities TotalBusiness-typeActivitiesGovernmental
CITY OF COMPTON, CALIFORNIA
Management’s Discussion and Analysis (UNAUDITED)
June 30, 2023
16 UNAUDITED
Year 2021-2022 were primarily due to the effects of the City’s capital assets valuation that was performed with effective date during FY 2021-2022. However, during Fiscal Year 2022-2023, there were no prior period adjustments.
H) AMERICAN RESCUE PLAN ACT AWARD
The City of Compton was awarded funds from the American Rescue Plan Act (ARPA) in calendar year 2022. The first installment of the award was for $17,212,501.50 received on June 10, 2021. The second installment was received on September 26, 2022 for an amount of $17,212,501.50. As of June 30, 2023, $8.4 million was spent or obligated towards qualifying expenditures. For a description of expenditures that qualify for the use of ARPA funds, please see the file at the following link:
https://home.treasury.gov/system/files/136/SLFRF-Final-Rule.pdf
I) ECONOMIC FACTORS AND NEXT YEAR’S BUDGET AND RATES
While the adopted General Fund budget for Fiscal Year 2022-2023 reflected projected revenues plus a portion of reserves meeting operating expenditures, the overall result was an excess of revenues over expenditures of $13.0 million when factoring in interfund transfers in and out. Transfers included a $3.6 million transfer out to the Debt Service Fund to make bond repayments for the 2008 and 2016 Lease Revenue Bonds. Due to the uncertainty of the economic environment due to the COVID-19 recovery, Fiscal Year 2022-23 total revenues were forecasted conservatively and cost cutting measures were implemented during Fiscal Year 2020-2021 and such measures gradually receded during Fiscal Year 2022-2023 in order to increase service levels to the public. Despite the contraction in staffing and other cost cutting measures from prior budgets, the adopted Fiscal Year 2022-2023 budget provided for enhancement of the robust services to the community for which Compton strives to achieve annually.
This endeavor also continued throughout Fiscal Year 2023-2024.
J) REQUESTS FOR INFORMATION
This financial report is designed to provide a general overview of the City’s finances for readers of the financial statements. Questions concerning any of the information provided in this report or requests for additional financial information should be addressed to Sharon Rahban Navizadeh, City Controller, City of Compton, 205 S. Willowbrook Avenue, City Controller’s Office, Compton, California 90220. Additional information, including the prior year’s audited financial statements and prior and current year budgets are available on the City’s website at https://www.comptoncity.org/departments/city-manager/budget-information.
Audit Reports for FY 2023
Presented to the City Council
June 17, 2025
City of Compton
Presented by
Eden Casareno, Partner
Panida Kongpetch, Senior Manager
EadiePayne
Agenda
• Independent Auditor’s Reports
• Report on the Financial Statements
• Report Required by Government Auditing Standards
• Report Required by Uniform Guidance
• Schedule of Findings and Questioned Costs
• Other Required Communication with Board of Governance •Q & A
Independent Auditor’s Reports
•Report on the Financial Statements (page 1 of Financial Statements with Independent Auditor’s Report)
“In our opinion, the accompanying financial statem ents present fairly, in all material respects, the respective financial position of the government al activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Compton, as of June 30, 2023, and the respective changes in fin ancial position and, where applicable, cash flows thereof for the year then ended in accordance with accounting principles generally accepted in the United States of America.”
2 • Auditing standards
• Generally accepted in the U.S. (GAAS)
• Government Auditing Standards
• Management responsibilities
• Auditor’s responsibilities
• Required supplementary information
• Supplementary information
Financial highlights (discussed by City Controller)
•Report Required by Government Auditing Standards (page 1 of Single Audit Report)
Report on internal control over financial reporting
• We do not express an opinion on the effectiv eness of the City’s internal control. • Not designed to identify all deficiencies in internal control. • We did identify deficiencies that we consi der to be material weaknesses and significant deficiencies (Slide 6 & 7)
Report on compliance and other matters
• Compliance with certain provisions of la ws, regulations, contracts and grant agreements • Non-compliance could have a direct and mate rial effect on the financial statements • We reported instances of non-compliance (Slide 7)
3Independent Auditor’s Reports (Continued)
•Report Required by Uniform Guidance (page 3 of Single Audit Report)
“In our opinion, City of Compton complied, in all material respects, with the compliance requirements referred to above that could have a direct and material effect on each of its major federal programs for the year ended June 30, 2023.”
• Compliance audit
• Required by Single Audit Act and Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance)
• Major federal program audited: Se ction 8 Housing Choice Vouchers • Management responsibilities
• Auditor’s responsibilities
• We noted instances of non-compliance and in ternal control deficiencies (Slide 5) • Schedule of expenditures of federal aw ards (page 7 of Single Audit Report) 4Independent Auditor’s Reports (Continued)
Schedule of Findings and Questioned Costs
•Major Federal Award Programs
General
• 2023-001 Filing of Single Audit Report
• 2023-002 Procurement Policy
• 2023-003 Lack of Risk Assessment
Section 8 Housing Choice Vouchers
• 2023-004 Lack of Reporting
• 2023-005 Delayed Approval of Compensation Rates
• 2023-006 Lack of Oversight Due to Management Turnover 5 Schedule of Findings and Questioned Costs (Continued) •Financial Statements
• 2023-007 Delay and Errors in Bank Reconciliation
• 2023-008 Lack of Segregation of Duties Around Permit Revenue Process • 2023-009 Insufficient Qualified Personnel
• 2023-010 Information Technology Controls
• 2023-011 City-wide Implementation of Policies and Procedures • 2023-012 Lack of Communication Regarding Contingent Liabilities 6 •Financial Statements
• 2023-013 Delay in Recording Step Increases in Salaries • 2023-014 Uncollected Grants Receivable
• 2023-015 Record Retention
• 2023-016 Internal Audits
• 2023-017 Noncompliance with Bond Reporting Requirements • 2023-018 Noncompliance with Annual Investment Policy Requirement 7Schedule of Findings and Questioned Costs (Continued)
Other Required Communication With Board
of Governance
•Planned scope and timing
• We had to modify and extend the scope and timing of our audit •Significant risks identified
• Management override of internal controls.
• Improper revenue recognition due to fraud.
• Invalid expenditures due to fraud.
• Negative fund cash is not actively monitored and adjusted. • Understatement of payables and expenditures.
• Understatement of contingent liabilities.
8 Other Required Communication With Board
of Governance (Continued)
•New accounting pronouncements
• GASB 96, Subscription Based on IT Arrangements (SBITA) •Significant accounting estimates
• Allowance for doubtful accounts
• Pension liabilities
• OPEB liability
• Self-insurance claims
•Significant Disclosures
• Note II G, Noncompliance with debt covenants (page 51) • Note II I, Net position and fund balance (page 53)
• Note V B, City’s financial condition and management plans (page 66) 9 Other Required Communication With Board
of Governance (Continued)
•Significant Difficulties
• Incorrect audit schedules
• Supporting documentation not readily available
• Corrected Material Misstatements
• Governmental Activities: To reduce lease liability and debt service offset accounts for $104,934.
• Fiduciary: To increase land held for sale to lower of cost or market for $984,715. • Internal Service Fund: To increase accrued legal liability and legal expenses for $580,900.
10 Other Required Communication With Board
of Governance (Continued)
• Uncorrected Misstatements
• General fund: Revenue for vehicle license fee was over stated by $98,525 • Nonmajor fund:
• Revenue for highway user tax was over stated by $53,418 • Revenue for property taxes was over stated by $97,767. • No disagreements with management
• Representations requested from management
11 Eden C. Casareno, Partner
[email protected]
951-241-7805
Panida Kongpetch, Senior Manager
[email protected]
951-241-7813
THANK YOU
June 24, 2025
TO: HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY MANAGER’S OFFICE
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ENTER INTO A PROFESSIONAL
SERVICES AGREEMENT WITH AND ESTABLISH A PURCHASE ORDER
FOR TOWNSEND PUBLIC AFFAIRS FOR GOVERNMENT RELATIONS AND LOBBYING SERVICES FOR FISCAL YEARS 2025-2026, THROUGH 2027- 2028 WITH THE OPTION OF TWO (2) ONE-YEAR RENEWAL EXTENSIONS FOR THE AMOUNT OF $96,000 ANNUALLY
SUMMARY
The City Council will consider adopting a Resolution authorizing the City Manager to enter into professional services agreement with and establish a purchase order for Townsend Public Affairs for governmental relations and lobbying services for Fiscal Years 2025-2026 through 2027-2028 with the option of two (2) one-year renewal extensions for $96,000 annually.
Adoption of this Resolution will authorize the City Manager to enter into a professional services agreement with and establish a purchase order in the amount of Ninety-Six Thousand Dollars ($96,000) to Townsend Public Affairs (TPA) for the provision of government relations and lobbying services for the City of Compton.
BACKGROUND
The City’s objective is to select a professional governmental relations and lobbying services firm to represent the City of Compton before Federal, State and Local legislative bodies by developing and sponsoring sound legislation in the interest of the City, and likewise by opposing detrimental legislative proposals and identifying and preparing application for grant funding.
The selected consultant should have a complete understanding of charter cities legislation introduced and heard during Federal, State and Local legislative sessions, demonstrate experience in presenting and communicating well-studied municipality-related bills, particularly in all subject matters that influence the operational activities of the City coupled with maintaining close working relationships with related electorate.
On April 30, 2025, the City Manager’s Office advertised for governmental relations and lobbying services. An essential component of this RFP is to obtain the services of a qualified and experienced government relations and lobbying firm that can engage decision-makers on legislative and quasi-legislative actions, also serve as the conduit for communication with elected officials and other agencies.
3.3. Staff Report – Resolution Authorizing Agreement with Townsend Public Affairs Governmental Relations and Lobbying Services
June 24, 2025, Page 2 of 4
On May 22, 2025, the City received two (2) proposals that were reviewed and ranked by staff.
The firms were ranked based on their responsiveness, qualifications, costs, work experience, professional expertise and any other unique qualifications and were ranked as follows:
Rank Firm Amount Service Proposed
1 Townsend Public Affairs $96,000 Local, State & Federal 2 Joe A. Gonsalves & Son $60,000 Local, State & Federal The scope of work for Governmental Relation services described within the RFP shall include all of the following, but not limited to:
1.Strategy – Assist the City in the development and implementation of its legislative agenda.
2.Tracking and Reporting – Identify, track and report on Federal, State and Local legislation and legislative proposals that may have an impact on the City.
3.Advocacy – Support the City with a strong presence in government as the ‘eyes and ears’ of issues related to Charter Cities and serving as day-to-day contact for legislators and other lobbyists on behalf of the City.
4.Meetings – Conduct meetings to discuss background, scope, objectives, schedule, current, and past issues as necessary.
5.Relationship Building – Assist in the development of relationships with key legislators, regulatory agencies, state agencies, local governments and community organization, consistent with the annual strategic advocacy and political engagement plan.
6.Public Relations – Communicate with local business community regarding temporary construction impacts, such as traffic changes, noise, limited access and construction schedule.
Selection Process
The proposal review section committee reviewed the material in the request for proposal (RFP) submitted by the consultants and ranked the proposals. The selection of the most qualified firm for governmental relations and lobbying services was on the basis of demonstrated competence and professional qualifications.
Qualification Based Selection (“QBS”) is where selection is based on the most appropriate provider of professional services; fees are not an initial consideration nor a primary consideration for selection. The evaluation process used by the selection committee for ranking the proposals was based upon the completeness of the proposal, consultant’s demonstrated understanding of the scope of services, quality of similar work previously Staff Report – Resolution Authorizing Agreement with Townsend Public Affairs Governmental Relations and Lobbying Services
June 24, 2025, Page 3 of 4
performed by the firm, personnel assigned, resources required to perform the required services, and the proposed schedule of work.
The review selection committee determined the proposal submitted by Townsend Public Affairs was deemed the most qualified firm to provide the needed governmental relations and lobbying services for this RFP for the following reasons:
TPA key members have over 25 years of experience in governmental relations and lobbying services for public agencies
TPA will work with the City to coordinate advocacy trips to Sacramento and Washington, D.C to meet face to face with agency and department leaders, the City’s legislative delegation and legislators that serve on committees relevant to the City’s agenda
TPA will track, analyze, and report on relevant legislation, amendments, and committee activity affecting the City
TPA not only maintains strong relationships with elected and government officials, but also with associations and advocacy groups such as the League of California Cities and the California Contract Cities Association
TPA will partner with the City to proactively pursue and secure state, federal, and other competitive grant funding; and
Townsend Public Affairs is ranked as one of the top 100 federal lobbying firms and represents more California public agencies in Washington, DC than any other advocacy firm in the nation by providing the experience, resources and relationships expected from premier legislative advocacy and grant writing firm while also giving clients the unique brand of customer service they deserve: personal attention, maximum accessibility, and passion for their mission.
Furthermore, utilizing their method on behalf of their clients, TPA has shepherded over 150 client-sponsored legislative and regulatory proposals into law and secured over $3.2 billion in grants from state, federal and local government agencies as well as nonprofit foundations and private companies.
STATEMENT OF ISSUE
Authorization from the City Council is needed for the City Manager to enter into a professional services agreement with Townsend Public Affairs for a three-year term, in the amount of Ninety-Six Thousand Dollars ($96,0000). The agreement includes two optional one-year extensions.
FISCAL IMPACT
Funds in the amount of $96,000.00 will be budgeted and made available in the City Managers 2025-2026 through 2027-2028 Fiscal Year budgets in Account No. 1001-510-000-4262.
Staff Report – Resolution Authorizing Agreement with Townsend Public Affairs Governmental Relations and Lobbying Services
June 24, 2025, Page 4 of 4
RECOMMENDATION
Staff recommends the City Council adopt the attached Resolution.
WILLIE A. HOPKINS JR.
CITY MANAGER
RESOLUTION NO. ____________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON AUTHORIZING THE CITY MANAGER TO ENTER
INTO A PROFESSIONAL SERVICES AGREEMENT WITH AND
ESTABLISH A PURCHASE ORDER FOR TOWNSEND PUBLIC
AFFAIRS FOR GOVERNMENT RELATIONS AND LOBBYING
SERVICES FOR FISCAL YEARS 2025-2026, THROUGH 2027-
2028 WITH THE OPTION OF TWO (2) ONE-YEAR RENEWAL
EXTENSIONS FOR THE AMOUNT OF $96,000 ANNUALLY
WHEREAS, adoption of this resolution will authorize the City Manager to enter into a professional services agreement with and establish a purchase order in the amount of Ninety-Six Thousand ($96,000) to Townsend Public Affairs for the provision of government relations and lobbying services for the City of Compton; and
WHEREAS, the City’s objective is to select a professional governmental relations and lobbying services firm to represent the City of Compton before Federal, State and Local legislative bodies by developing and sponsoring sound legislation in the interest of the City, and likewise by opposing detrimental legislative proposals and identifying and preparing application for grant funding; and
WHEREAS, the selected consultant should have a complete understanding of charter cities legislation introduced and heard during Federal, State and Local legislative sessions, demonstrate experience in presenting and communicating well-studied municipality-related bills, particularly in all subject matters that influence the operational activities of the City coupled with maintaining close working relationships with related electorate; and WHEREAS, On April 30, 2025, the City Manager’s Office advertised for governmental relations and lobbying services. An essential component of this RFP is to obtain the services of a qualified and experienced government relations and lobbying firm that can engage decision-makers on legislative and quasi- legislative actions, also serve as the conduit for communication with elected officials and other agencies; and
WHEREAS,On May 22, 2025, the City received two (2) proposals that were reviewed and ranked by staff. The firms were ranked based on their responsiveness, qualifications, costs, work experience, professional expertise and any other unique qualifications; and
WHEREAS,the proposals were ranked as follows:
Rank Firm Amount Service Proposed
1 Townsend Public Affairs $96,000 Local, State & Federal 2 Joe A. Gonsalves & Son $60,000 Local, State & Federal WHEREAS, the scope of work for governmental relation services described within the RFP shall include all of the following, but not limited to:
1.Strategy – Assist the City in the development and implementation of its legislative agenda.
Resolution No. ________________
2.Tracking and Reporting – Identify, track and report on Federal, State and Local legislation and legislative proposals that may have an impact on the City.
3.Advocacy – Support the City with a strong presence in government as the ‘eyes and ears’ of issues related to Charter Cities and serving as day-to-day contact for legislators and other lobbyists on behalf of the City.
4.Meetings – Conduct meetings to discuss background, scope, objectives, schedule, current, and past issues as necessary.
5.Relationship Building – Assist in the development of relationships with key legislators, regulatory agencies, state agencies, local governments and community organization, consistent with the annual strategic advocacy and political engagement plan.
6.Public Relations – Communicate with local business community regarding temporary construction impacts, such as traffic changes, noise, limited access and construction schedule.
WHEREAS, the proposal review selection committee reviewed the material in the request for proposal (RFP) submitted by the consultants and ranked the proposals; and
WHEREAS, the selection of the most qualified firm for the government relations and lobbying services was on the basis of demonstrated competence and professional qualifications; and
WHEREAS, Qualification Based Selection (“QBS”) is where selection is based on the most appropriate provider of professional services; fees are not an initial consideration nor a primary consideration for selection; and WHEREAS, the evaluation process used by the selection committee for ranking the proposal was based upon the completeness of the proposal, consultant’s demonstrated understanding of the scope of services, quality of similar work previously performed by the firm, personnel assigned, resources required to perform the required services, and the proposed schedule of work; and WHEREAS, the review selection committee determined the proposal submitted by Townsend Public Affairs (TPA) was deemed the most qualified firm to provide the needed governmental relations and lobbying services for this RFP for the following reasons:
TPA key members have over 25 years of experience in governmental relations and lobbying services for public agencies
TPA will work with the City to coordinate advocacy trips to Sacramento and Washington, D.C to meet face to face with agency and department leaders, the City’s legislative delegation and legislators that serve on committees relevant to the City’s agenda
TPA will track, analyze, and report on relevant legislation, amendments, and committee activity affecting the City
TPA not only maintains strong relationships with elected and government officials, but also with associations and advocacy groups such as the League of California Cities and the California Contract Cities Association
TPA will partner with the City to proactively pursue and secure state, federal, and other competitive grant funding; and
Resolution No. ________________
WHEREAS, Townsend Public Affairs is ranked as one of the top 100 federal lobbying firms and represents more California public agencies in Washington, DC than any other advocacy firm in the nation by providing the experience, resources and relationships expected from premier legislative advocacy and grant writing firm while also giving clients the unique brand of customer service they deserve: personal attention, maximum accessibility, and passion for their mission; and WHEREAS, furthermore, utilizing their method on behalf of their clients, Townsend Public Affairs has shepherded over 150 client-sponsored legislative and regulatory proposals into law and secured over $3.2 billion in grants from state, federal and local government agencies as well as nonprofit foundations and private companies; and
WHEREAS,the City Manager request to enter into a professional services agreement with Townsend Public Affairs for Fiscal Years 2025-2026 through 2027- 2028 in the amount of Ninety-Six Thousand Dollars ($96,0000). The agreement includes two optional one-year extensions; and
WHEREAS,funds in the amount of $96,000.00 will be budgeted and made available in the City Managers budget for Fiscal Years 2025-2026 through 2027-2028 in Account No. 1001-510-000-4262.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the proposal submitted by Townsend Public Affairs (TPA) is hereby accepted.
SECTION 2. That the City Manager, upon the advice and approval of the City Council, is hereby authorized to enter into a professional services agreement with Townsend Public Affairs for the provision of government relations and lobbying services.
SECTION 3. That a purchase order in the amount of $96,000.00 is authorized to be established for Townsend Public Affairs for services performed for Government Relations and Lobbying services for the 2025-2026 through 2027-2028 Fiscal Years in the amount of $96,000.
SECTION 4. That copies of this Resolution shall be filed in the offices of the City Manager, City Controller, City Clerk, and the Legal Division.
SECTION 5.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.
ADOPTED this _________ day of _____________, 2025.
________________________________
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
Resolution No. ________________
ATTEST:
___________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA)
COUNTY OF LOS ANGELES)
CITY OF COMPTON) ss
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council, signed by the Mayor and attested to by the City Clerk, at a regular meeting thereof held on the ________ day of _________________, 2025.
That said Resolution was adopted by the following vote, to wit:
AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
___________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
June 24, 2025
TO: HONARABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY MANAGER OFFICE
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON
AUTHORIZING THE CITY MANAGER TO ACCEPT THE PROPOSAL
FROM ST. NICK’S CHRISTMAS LIGHTING AND DECOR FOR THE
INSTALLATION AND REMOVAL OF LIGHTING AND HOLIDAY
DECORATIONS AND ESTABLISH A PURCHASE ORDER IN AN
AMOUNT NOT TO EXCEED ONE HUNDRED NINETY-NINE
THOUSAND SEVEN HUNDRED NINETY DOLLARS ($199,790)
SUMMARY
The adoption of this resolution authorizes the City Manager to accept the proposal from St. Nick’s Christmas Lighting & Decor for the installation and removal of lighting and holiday decorations and establish a purchase order in an amount not to exceed One Hundred Ninety-Nine Thousand Seven Hundred Ninety Dollars ($199,790).
BACKGROUND
The City of Compton seeks to enhance community pride and stimulate local economic activity during the holiday season by installing festive lighting and decorations along the City’s main thoroughfares. We believe this will improve the visual appeal and create a welcoming, celebratory atmosphere throughout the city.
The lighting and holiday decorations are designed to uplift community spirit, foster a sense of togetherness, and bring joy to residents and visitors alike. Beyond spreading holiday cheer, these enhancements will support local businesses by attracting increased foot traffic and encouraging community engagement through seasonal events and gatherings. Together, we can illuminate Compton with the warmth and joy of the holidays.
St. Nick’s Christmas Lighting and Decor has submitted a proposal to provide professional services for the installation, maintenance, and removal of holiday lighting and decorations for the 2025 holiday season.
The City has reviewed the proposal and determined that St. Nick’s Christmas Lighting and Decor possesses the qualifications, experience, and capacity to deliver the requested services in a timely and efficient manner.
4.4.4. Staff Report – Resolution Approving Proposal and Authorizing Purchase Order Holiday Decorations – St. Nick’s Christmas Lighting & Decor June 24, 2025, page 2
STATEMENT OF ISSUE
City Council approval is required because the expenditures exceed the City Manager’s approval authority of $50,000.
FISCAL IMPACT
Funds for this expenditure in the amount of One Hundred Ninety-Nine Thousand Seven Hundred Ninety Dollars ($199,790) are allocated in the Non-Departmental Fiscal Year 2025-2026 Budget in Account No. 1004-610-000-4266.
.
RECOMMENDATION
Staff recommends that the City Council adopt the attached Resolution.
WILLIE A. HOPKINS, JR.
CITY MANAGER
RESOLUTION NO.____________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON AUTHORIZING THE CITY MANAGER TO ACCEPT THE PROPOSAL FROM ST.
NICK’S CHRISTMAS LIGHTING AND DECOR FOR THE INSTALLATION AND
REMOVAL OF LIGHTING AND HOLIDAY DECORATIONS AND ESTABLISH A
PURCHASE ORDER IN AN AMOUNT NOT TO EXCEED ONE HUNDRED NINETY- NINE THOUSAND SEVEN HUNDRED NINETY DOLLARS ($199,790)
WHEREAS, the City of Compton seeks to enhance community pride and stimulate local economic activity during the holiday season by installing festive lighting and decorations along the City’s main thoroughfares.
WHEREAS, we believe this will improve the visual appeal of the City and create a welcoming, celebratory atmosphere throughout the city; and WHEREAS, St. Nick’s Christmas Lighting and Decor has submitted a proposal to provide professional services for the installation, maintenance, and removal of holiday lighting and decorations for the 2025 holiday season; and WHEREAS, the City has reviewed the proposal and determined that St. Nick’s Christmas Lighting and Decor possesses the qualifications, experience, and capacity to deliver the requested services in a timely and efficient manner; and WHEREAS, funds for this project are available in the appropriate department budget and the cost shall not exceed One Hundred Ninety-Nine Thousand Seven Hundred Ninety Dollars ($199,790); and
WHEREAS, it is in the best interest of the City of Compton to authorize the City Manager to accept the proposal from St. Nick’s Christmas Lighting and Decor and to establish a purchase order to effectuate this work.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
Section 1. That the City Manager is hereby authorized to accept the proposal from St. Nick’s Christmas Lighting and Decor for the installation and removal of lighting and holiday decorations.
Section 2. That the City Manager is further authorized to establish a purchase order in an amount not to exceed One Hundred Ninety-Nine Thousand Seven Hundred Ninety Dollars ($199,790). Funding for this expenditure is allocated in the Non- Departmental Fiscal year 2025-2026 Budget in Account No. 1004-610-000-4266.
Section 3. That a certified copy of this resolution shall be filed in the offices of the City Manager, City Controller, and the Public Works Street Maintenance Department.
Section 4. That the Mayor shall sign and the City Clerk shall attest to the adoption of this resolution.
RESOLUTION NO. _____________
PAGE 2
ADOPTED this ________ day of _____________, 2025
___ _______ ____
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
ATTEST:
____________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss
CITY OF COMPTON )
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on this ______ day of ________________, 2025.
That said Resolution was adopted by the following vote, to wit:
AYES: COUNCILMEMBERS-
NOES: COUNCILMEMBERS-
ABSTAIN:COUNCILMEMBERS-
ABSENT: COUNCILMEMBERS-
___________ ___
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
All rendering artwork, photos, and designconcepts are property of:
CITY OF COMPTON
2025 HOLIDAY SEASON
ABOUT US
St. Nick’s is excited to submit this holiday décor proposal that is assured to brighten your property. We appreciate the opportunity to partner with you this season. Other amazing clients, such as City of West Hollywood, The Pike Outlets, the City of Carson, The Music Center in Downtown Los Angeles, and many others have trusted St. Nick’s with their special lighting projects There are many good reasons why our clients continue to utilize our services year after year, which not only includes our innovation capabilities but also our nod to professionalism. We appreciate the complexities and intricacies involved with large scale projects. We are confident that our technical abilities combined with our focused attention to detail will meet and exceed all your expectations. Our design plan includes many visual delights as you’ll see flipping through the pages of this proposal.
We appreciate the trust you will be placing in St. Nick’s should you award us the contract. Rest assured we have invested a great deal of time into planning and execution of our designs. Our team includes structural engineers, sound technicians, and our cadre of experts to ensure that our unique plans can be implemented within your budget and time frames. St. Nick’s has high standards for quality products and energy-efficient LED lighting. We strive hard to ensure that the continuing of St. Nick’s service will be as easy as possible for the staff.
In fact, we truly hope that by moving beyond just lights and decorations, we will make your jobs easier and help you continue to shine time after time.
Thank you,
WWW.ST-NICKS.COM
ANY VILELLA
ACCOUNT EXECUTIVE
COMPANY PROFILE
Founded 1998 business, dba St. Nick’s (25 years)
T&G Global, LLC (CA)
Tax ID #68-0636192
14 full-time employees, 30-45 seasonal staff
B-General Building Contractor #990427
Certified Small Business Supplier #1626660
County of Los Angles Small Business Enterprise (LSBE) Vendor #16942501
Business Address: 6861 Walker Street, La Palma, CA 90623 Telephone: (562) 438-0017
Fax: (562) 437-4242
Contact Name: Jovany Villela, Account Executive
Website: www.St-Nicks.com
Nicholas Adams
Founder and Legal Compliance
Wade Francis
Chief Financial Officer
Brenda Sheridan
Director of Operations
Daniel Christenson
Director of Sales
Stephanie Escobar
Creative Director
Carlos Vasquez
Sr. Installer & Project Manager
Alonso Salazar
Sr. Installer & Project Manager
ST-NICKS.COM
ST-NICKS.COM
DOLLARHYDE CENTER:B0W
2D BOW
30ft overhead 2D bow. LED lights. in Red with a cool White outline or Gold option.
ST-NICKS.COM
2D BOW:REAL INSTALLATION PHOTO
ST-NICKS.COM
DOLLARHYDE CENTER: INTERIOR
TREE:
18' Tree + 4' LED Topper. Fully decorated In selected ornament package Gold, Green, Red. LED Lights in Warm White.
GARLAND:
Fully decorated in selected ornament Package Gold, Green, Red. LED Lights in Warm White. Swag on rails and Stairs.
ST-NICKS.COM
DOLLARHYDE CENTER: INTERIOR
GARLAND:
Fully decorated in selected ornament Package Gold, Green, Red. LED Lights in Warm White. Placed around whole Arch. w/ 2 bows on corners.
ST-NICKS.COM
CITY HALL: INTERIOR
TREE:
9' Tree + 2' LED Topper. Fully decorated In selected ornament package Gold, Green, Red. LED Lights in Warm White. Set of Presents around tree, Mixed with caged filled with ornaments and Un lit.
CITY HALL:
ST-NICKS.COM
CITY HALL:
GARLAND:
Garland w/ LED lights, Fully
Decorated.
WREATH:
48" wreaths, Fully Decorated.
ST-NICKS.COM
CITY HALL: B0W
15FT BOW
15ft bow, Metal Frame wrapped in high shine fabric. LED lights. Available in other colors, Red, Silver & Gold.
ST-NICKS.COM
BOW OPTIONS:
15FT BOW
15ft bow, Metal Frame wrapped in high shine fabric. LED lights. Available in other colors, Red, Silver & Gold.
PALM TREE WRAP: CITY HALL WILLOWBROOK
PALM TREE:
Palm tree wrap w/ LED lights. Warm white
trunk and Green on Fronds. St Nick’s
reccomends trim so the lights can stand
out. 2024 we used 12 strands per frons and
could hardly see.
ST-NICKS.COM
COMPTON BLVD: OPTION 1
OVERHEAD LIGHTING:
C9 LED lights in alternating colors, displayed overhead along Compton Blvd from Willowbrook Ave to Long Beach Blvd. Estimated at 7,000 linear feet, with approximately 37–40 runs. St. Nick’s will conduct a site survey to confirm exact distances and number of runs.
POLEMOUNT:
5ft Polemount. LED lights.
STREET LIGHT POLE:
Wrapped with 5MM LED lights. Approx. 3 strands per pole.
TREE:
Wrapped with Warm white lights. Suggested to leave 5-6
ft from ground to prevent vandalism. Canopy swag on tree bush with Green LED lights.
ST-NICKS.COM
COMPTON BLVD:
ST-NICKS.COM
TREE WRAP EXAMPLE: WARM WHITE LIGHTS WITH GREEN CANOPY
ST-NICKS.COM
INSTALL PHOTOS:
ST-NICKS.COM
POLEMOUNTS: PROPOSED POLEMOUNTS
LIGHTED POLE DISPLAYS: More options
ST-NICKS.COM
LONG BEACH BLVD: ROSECRANS TO ALONDRA
PALM TREE:
Palm tree wrap w/ LED lights. Warm white trunk and Green on Fronds. St Nick’s reccomends trim so the lights can stand out. 2024 we used 12 strands per frons and could hardly see.
ST-NICKS.COM
PRICING:
ST-NICKS.COM
Purpose of Proposal: Rental of Commercial
Holiday Decoration
Contact: Jason Espejo
Email: [email protected]
Phone: 310-605-5500
Project Date: TBD 2026
Installation Address: 205 S Willowbrook Ave,
Compton, CA 90220
All material appearing on the St. Nick’s Christmas Lighting & DécorProposal (“content”) is protected by copyright under U.S. Copyright lawsand is the property of St. Nick’s Christmas Lighting & Décor. You may notcopy, reproduce, distribute, publish, display, perform, modify, createderivative works, transmit, or in any way exploit any such content, nor mayyou distribute any part of this content over any network, including a localarea network, sell or offer it for sale, or use such content to construct anykind of database, or to show a preferred layout for presenting creativeconcepts. You may not alter or remove any copyright or other notice fromcopies of the content on St. Nick’s Christmas Lighting & Décor Proposal.For questions or concerns please contact [email protected] This quote is valid for 30 days. To execute installation, please initial each additional option and sign below. Final agreement to follow. ________________________________________Authorized Signer ________________________________________Printed Name
____________Date
Jovany Villela,
Jovany Villela, Account Executive
Thank you,
June 24, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING THE BUDGET FOR FISCAL YEAR 2025-2026
SUMMARY
The Fiscal Year 2025/2026 Proposed Budget for the City of Compton is hereby transmitted to the City Council for review and adoption. The estimated revenues have been supplied by the City Controller. Available Special Funds Fund Balances from prior year surplus have also been provided by the City Controller and utilized to balance the Budget. The projected expenditures recommended by the City Manager are in balance with the Controller’s estimated revenue. The City Manager and City Controller, along with all the Budget Team members, have worked diligently to balance this proposed Budget.
This balanced Budget is recommended to the Mayor & City Council for approval.
BACKGROUND
The Compton City Charter, Section 1407, requires that City Manager present an Annual Budget for adoption by City Council on or before June 30, 2025. A Public Hearing (June 3, 2025) was held to discuss the proposed Fiscal Year 2025-2026 Budget. Four City Council Budget Workshop discussions were scheduled on the City Council Agenda and held on February 12, 2025, February 13, 2025, February 19, 2025 and February 20, 2025.
STATEMENT OF THE ISSUE:
The City organizes the Annual Budget by Fund and by Department. The Citywide Fiscal Year 2025-2026 Proposed Budget, which includes combined (all) Funds and Departments, totals $262,319,033. Expenditures are offset by City-wide revenues and Special Funds Fund Balances totaling $262,319,033. The City-wide Budget includes the General Fund. The General Fund, which includes the Measure “P” 1% Sales Tax, is the fund which provides for most of the typical public services which Compton citizens rely on, such as Law Enforcement, Fire Protection, Recreation, Street Repair, and General City Administration. The General Fund Budget equals: $75,127,598. Measure P General Fund Resources equal: $14,585,901. All General Fund Resources (inclusive of Measure P) equal $89,713,499.
6.6. Staff Report – Resolution Adopting FY 2025-26 Budget June 24, 2025
Quarterly Budget Review, Reporting & Compliance
Ongoing monitoring of revenue and expenditures will result in Quarterly Budget review and appropriate adjustments. The City Manager and City Controller intend to conduct a “Mid-year” Budget Review and Workshops with the City Council, updating revenue estimates and expenditures.
FINANCIAL IMPACT
RECOMMENDATION
Staff recommends that the Council accept the proposed 2025/2026 City of Compton Budget for public comments, revisions, and adoption.
WILLIE A. HOPKINS JR.
CITY MANAGER
PROPOSED BUDGET
FY 2025-2026
CITYWIDE BUDGET
TOTAL EXPENSES $262,319,033
REVENUES & Prior Year Fund Balance/Retained
Earnings
$262,319,033
TOTAL GENERAL FUND BUDGET, Inclusive of Measure P
EXPENSES $ 89,713,499
REVENUES $ 89,713,499
RESOLUTION NO. __________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING THE BUDGET FOR FISCAL YEAR 2025-2026
WHEREAS, the Compton City Charter Section 1407 requires that an annual Budget be presented and adopted by City Council on or before June 30th; and WHEREAS, The Compton City Charter, Section 1407, requires that City Manager present an Annual Budget for adoption by City Council on or before June 30, 2025. A Public Hearing (June 3, 2025) was held to discuss the proposed Fiscal Year 2025- 2026 Budget. Four City Council Budget Workshop discussions were scheduled on the City Council Agenda and held on February 12, 2025, February 13, 2025, February 19, 2025 and February 20, 2025; and
WHEREAS, the City Council has fixed the time and place for holding a public Hearings on the proposed 2025-2026 Fiscal Year Budget, has caused notice of said Hearings to be published, and the proposed 2025-2026 Fiscal Year Budget has been available for inspection at the City Clerk’s Office consistent with Compton City Charter, Section 1405; and
WHEREAS, following notice duly given, the City Council held a Public Hearing on June 3, 2025, regarding the adoption of the Budget for Fiscal Year 2025-2026 and considered all information, documents and comments presented.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the proposed Fiscal Year 2025-2026 Annual Budget of the City of Compton, as set forth in the proposed Annual Budget document, including amendments, approved by the City Council as reflected in this meeting’s minutes, is hereby adopted pursuant to Section 1407 of the Compton City Charter and made effective July 1, 2025.
SECTION 2. That the financial impact of the Fiscal Year 2025-2026 Annual Budget is as follows:
SECTION 3. That a certified copy of this Resolution, along with this meeting’s approved minutes evidencing City Council adopted amendments, if any, shall be attached to the Fiscal Year 2025-2026 Annual Budget and the same shall be filed with the City Manager, City Controller and City Treasurer and that a copy of said Resolution and Annual Budget shall be placed and shall remain on file in the office of the City Clerk.
-185-
SECTION 4. That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.
PROPOSED BUDGET
FY 2025-2026
CITYWIDE BUDGET
TOTAL EXPENSES $262,319,033
REVENUES & Prior Year Fund Balance/Retained
Earnings
$262,319,033
TOTAL GENERAL FUND BUDGET, Inclusive of Measure P
EXPENSES $ 89,713,499
REVENUES $ 89,713,499
Resolution No. ______________
ADOPTED this __________ day of ___________, 2025.
_______________________________
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
ATTEST:
___________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
CITY OF COMPTON: ss
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council, signed by the Mayor, and attested by the City Clerk at a regular meeting thereof held on the ______ day of _____________, 2025.
That said Resolution was adopted by the following vote:
AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
ABSTAINS: COUNCIL MEMBERS-
____________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
-186-
June 17, 2025
TO: MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY CONTROLLER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON TO AUTHORIZE AN AMENDMENT TO THE CITY
CONTROLLER’S FY2024-2025 BUDGET, AND TO AUTHORIZE THE CITY
MANAGER TO ENTER INTO A PROFESSIONAL SERVICES AGREEMENT WITH WEAVER AND TIDWELL, LLP ($164,550) FOR PROJECT
MANAGEMENT SERVICES FOR THE IMPLEMENTATION OF THE CITY’S
ENTERPRISE RESOURCE PLANNING AND PAYROLL SOFTWARE, AND TO
ISSUE A PURCHASE ORDER IN THE AMOUNT OF ONE HUNDRED SIXTY- FOUR THOUSAND FIVE HUNDRED FIFTY DOLLARS ($164,550) TO
WEAVER AND TIDWELL, LLP.
SUMMARY
Staff is requesting that the City Council consider adopting a Resolution authorizing the City Manager to enter into a professional services agreement with Weaver and Tidwell, LLP to provide Project Management Services for the implementation of the City’s Enterprise Resource Planning and Payroll Software ($164,550), and to issue a Purchase Order for the amount of One Hundred Sixty-Four Thousand Five Hundred Fifty Dollars ($164,550), for services to be provided.
BACKGROUND
The City currently uses the ONESolution module system, which is a software provided by CentralSquare Technologies LLC, to electronically record and maintain its financial accounting data. The City’s departments rely heavily on this finance software in their operations daily. Such operations include making payments to vendors, recording financial information, providing financial reports to governmental auditors and decision makers, responding to public requests, and many other facets of the City’s daily operations. Currently, the City’s financial software is maintained by CentralSquare Technologies, LLC. Further, the City’s Payroll software is currently provided by ADP, and earlier this year, with the adopted Resolution #26,238, Human Resources Department received approval to hire Neogov for Human Resources and Payroll software.
On July 23, 2024, Resolution #26,096, authorized the City Manager to enter into a new agreement with CentralSquare Technologies LLC for the maintenance of the City’s financial module. The maintenance process will provide upgrades to some of the current software, as well as implement new software that is more modern, which will increase communication between the Controller’s department and other City departments related to the City’s Account Receivables, Fixed Assets, and Project Ledgers. With the use of the
7.7.7.7.7. Staff Report – Resolution Authorizing Professional Agreement Weaver and Tidwell, LLP (Project Manager for Enterprise Resource Planning Software Implementation- Financial Software and Payroll Software)
June 17, 2025
Page. 2
OneSolution software, the Controller’s department oversees the City’s financial management and provides detailed reports for City staff, residents, and stakeholders.
Information generated from the OneSolution software assist the City with budgeting and forecasting by providing data for financial analysis and internal control monitoring, which provides financial information for the City’s decision makers. The City’s software has not been upgraded since 1998.
STATEMENT OF ISSUE
The City’s financial software is pivotal for the daily operations of the City Controller’s office, as well as for deliverables to other City departments. The implementation of the upgraded and newer software will help staff to be more efficient, provide timely and more detailed reports, and increase effectiveness in responding to public request. The process of implementing a financial software mainframe can be complexed and time consuming. The implementation process can take over a year. Staff is aware of the potential challenges, attention to detail, and the time needed to implement and test the financial software, and believes it is in the best interest of the City to hire a Project Manager to ensure the software implementation will meet the City’s needs and expectations. The cost of services for the project management for the implementation of the Financial software is estimated at $140,730. The estimated cost to help with the implementation of the Payroll software is $23,820, therefore the total being requested is $164,550.
The scope of work for the Project Manager will include the following:
Mitigating risks posed by the software provider by monitoring progress and managing scope changes.
Provide a team with specialized knowledge and experience that makes sure the implementation is in alignment with organizational goals and vendor promises, specific to functionality, timing, and design.
Enhance efficiency and accountability of the software vendor. This places the burden on the Project Manager and team; which allows the City to focus more on resolution and the end product.
Oversees project coordination and smooth implementation. Conducts risk management and gap analyses; taking current state and future state processes in consideration.
Ensures effective change management processes.
Offers continuous monitoring, reporting, support, and training. On-going communication with the software provider.
Be a mediator between the City and the software provider to ensure integrity and ethics are upheld.
Staff Report – Resolution Authorizing Professional Agreement Weaver and Tidwell, LLP (Project Manager for Enterprise Resource Planning Software Implementation- Financial Software and Payroll Software)
June 17, 2025
Page. 3
Due to the demand of time, knowledge, communication, and attention to detail needed to implement the City’s financial software, staff believes it will be difficult for the City staff to solely take on this burden. With the shortage of staff, the day-to-day operations are already challenging. This project requires a specific level of knowledge and dedication to properly implement, and it may be difficult to assign a particular department or person to be responsible for the implementation of the City’s financial software, while other pressing City Controller department deliverables are pending, simultaneously.
In August 2024, City staff released a Request for Proposal (RFP) for Project Management Services for Enterprise Resource Planning (ERP) Software Implementation. The RFP was published in the Compton Bulletin newspaper, the City’s website, the California Society of Municipal Finance Officers (CSMFO) RFP website, which is accessed by CSMFO’s commercial vendors actively providing financial and software services to municipalities in California, and published on PlanetBids, which is a web-enabled procurement and electronic bidding system. The City received six responses. The respondents to the Project Management ERP Software Implementation RFP were Akkodis (formerly Modis), Avero Advisors, BerryDunn, Executive Option, V2 Tech, and Weaver and Tidwell LLP.
Staff conducted an apples-to-apples comparison. The apples-to-apples comparison weighed the value of the provided service and the cost. During the interviews, the candidates were allowed to present demonstrations that elaborated on their capabilities and strategy for managing the implementation of the financial software.
(Please see Attachment “A” for comparisons)
(Please see Attachment “B” for their pricing model)
After reviewing the proposals and conducting the interviews, staff believes Weaver and Tidwell LLP provides the lowest and most responsible bid for managing the implementation of the City’s financial software. Weaver and Tidwell LLP is one of the largest independent CPA firms in the Southwest. Their knowledge of Accounting, particularly in Government Accounting, will provide a perspective of what is needed in the City’s functionality.
Optionally, Weaver and Tidwell LLP can provide Project Manager services for the implementation of software related to the functions of Human Resources and Payroll. If the City chooses to request these services, the estimated additional costs for these services are as follows:
- Human Resources (approximately $34,000, 164 hours of service estimated) - Payroll (approximately $23,820, 112 hours of service estimated) Staff is recommending that the City consider this option for Payroll software implementation Staff Report – Resolution Authorizing Professional Agreement Weaver and Tidwell, LLP (Project Manager for Enterprise Resource Planning Software Implementation- Financial Software and Payroll Software)
June 17, 2025
Page. 4
services. The City’s Payroll software needs an upgrade as well. Project management services for the implementation of Human Resource software is under consideration, but no decision has been made at this time. Currently, the City’s Payroll software is provided by ADP. Adopted Resolution #26,238, gave approval to hire Neogov for Human Resources and Payroll software.
(Please see attachment C for what the Human Resource and Payroll services will consist of and the pricing estimates)
FISCAL IMPACT
For Weaver and Tidwell LLP to provide project management services for the implementation of the City’s Financial and Payroll software, the estimated amount will be $164,550. A budget amendment to the FY2024-2025 City Controller’s Department Budget is being requested for the following:
Appropriation from:
General Fund, Fund Balance for $164,550.
To:
Increase in Expenditure appropriations:
Account Code Account Name Amount
1001-650-000-4222 General Fund, Controller’s Dept $164,550 Computer Software
Staff is requesting that City Council authorize the City Manager to amend the Controller’s Department FY2024-2025 budget, enter into a professional agreement with Weaver and Tidwell LLP for Project Management Services for Enterprise Resource Planning Software Implementation, and to issue a Purchase Order in the amount of One Hundred Sixty-Four Thousand Five Hundred Fifty Dollars ($164,550) for services to be provided by Weaver and Tidwell, LLP from the following account:
Account Code Account Name Amount
1001-650-000-4222 General Fund, Controller’s Dept $164,550 Computer Software
ALTERNATIVE
Staff Report – Resolution Authorizing Professional Agreement Weaver and Tidwell, LLP (Project Manager for Enterprise Resource Planning Software Implementation- Financial Software and Payroll Software)
June 17, 2025
Page. 5
Not hiring a Project Manager for the implementation of the City’s financial software will pass the responsibility to City staff solely. As previously mentioned, the financial software implementation process can be complexed and time demanding. For staff to perform the duties of the Project Manager, facets of the day-to-day operations may be affected, or cause delays in other City Controller department deliverables.
RECOMMENDATION
Staff recommends the City Council to adopt the attached Resolution to authorize the City amend the Controller’s Department FY2024-2025 budget, enter into a professional agreement with Weaver and Tidwell, LLP, and also authorize the City Manager to issue a Purchase Order in the amount of One Hundred Sixty-Four Thousand Five Hundred Fifty Dollars ($164,550) for Financial software and Payroll services to be provided by Weaver and Tidwell LLP.
SHARON RAHBAN NAVIZADEH
CITY CONTROLLER
APPROVED FOR FORWARDING:
WILLIE A. HOPKINS JR.
CITY MANAGER
RESOLUTION NO. __________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON AUTHORIZING THE CITY MANAGER TO ENTER INTO A
PROFESSIONAL SERVICES AGREEMENT WITH WEAVER AND TIDWELL, LLP ($164,550) FOR PROJECT MANAGEMENT SERVICES FOR THE
IMPLEMENTATION OF THE CITY’S ENTERPRISE RESOURCE PLANNING
AND PAYROLL SOFTWARE, AND TO ISSUE A PURCHASE ORDER IN THE
AMOUNT OF ONE HUNDRED SIXTY-FOUR THOUSAND FIVE HUNDRED
FIFTY DOLLARS ($164,550) TO WEAVER AND TIDWELL, LLP.
WHEREAS, the City currently uses the ONESolution module system, which is a software provided by CentralSquare Technologies LLC, to electronically record and maintain its financial accounting data. ADP is currently the provider for the City’s Payroll software ; and
WHEREAS, the City’s departments rely heavily on this finance software in their operations daily. Such operations include making payments to vendors, recording financial information, providing financial reports to governmental auditors and decision makers, responding to public requests, and many other facets of the City’s daily operations; and
WHEREAS, Resolution #25,124, authorized the City Manager to enter into an agreement with CentralSquare (Superion, LLC) for the maintenance of the City’s financial module; and
WHEREAS, on July 31, 2024, that agreement expired and on July 23, 2024, Resolution #26,096, authorized the City Manager to enter into a new agreement with CentralSquare Technologies LLC for the maintenance of the City’s financial module. The maintenance process will provide upgrades to some of the current software, as well as implement new software that is more modern, which will increase communication between the Controller’s department and other City departments related to the City’s Account Receivables, Fixed Assets, and Project Ledgers ; and
WHEREAS, with the use of the OneSolution software, the Controller’s department oversees the City’s financial management and provides detailed reports for City staff, residents, and stakeholders. Information generated from the OneSolution software assist the City with budgeting and forecasting by providing data for financial analysis and internal control monitoring, which provides financial information for the City’s decision makers.
WHEREAS, the City’s financial software is pivotal for the daily operations of the City Controller’s office, as well as for deliverables to other City departments. The implementation of the upgraded and newer software will help staff to be more efficient, provide timely and more detailed reports, and increase effectiveness in responding to public request; and
WHEREAS, the process of implementing a financial software mainframe is complexed and time consuming. The implementation process can take over a year; and
WHEREAS, staff is aware of the potential challenges, attention to detail, and the time needed to implement the financial software, and believes it is in the best Resolution No. _______
2 interest of the City to hire a Project Manager to ensure the software will have the capabilities to meet the City’s needs and expectations; and WHEREAS, due to the demand of time, knowledge, communication, and attention to detail needed to implement the City’s financial software, staff believes it will be difficult for the City staff to solely take on this burden. With the shortage of staff, the day-to-day operations are already challenging; and
WHEREAS, this project requires a specific level of knowledge and dedication to properly implement, and it may be difficult to assign a particular department or person to be responsible for the implementation of the City’s financial software; and WHEREAS, in August 2024, City staff released a Request for Proposal (RFP) for Project Management Services for Enterprise Resource Planning (ERP) Software Implementation. The RFP was published in the Compton Bulletin newspaper, the City’s website, the California Society of Municipal Finance Officers (CSMFO) RFP website, which is accessed by CSMFO’s commercial vendors actively providing financial and software services to municipalities in California, and published on PlanetBids, which is a web-enabled procurement and electronic bidding system. The City received six responses. The respondents to the Project Management ERP Software Implementation RFP were Akkodis (formerly Modis), Avero Advisors, BerryDunn, Executive Option, V2 Tech, and Weaver and Tidwell LLP; and WHEREAS, staff conducted an apples-to-apples comparison. The apples-to- apples comparison weighed the value of the provided service and the cost. During the interviews, the candidates were allowed to present demonstrations that elaborated on their capabilities and strategy for managing the implementation of the financial software; and
WHEREAS, after reviewing the proposals and conducting the interviews, staff believes Weaver and Tidwell LLP provides the lowest and most responsible bid for managing the implementation of the City’s financial software; and WHEREAS, Weaver and Tidwell LLP is one of the largest independent CPA firms in the Southwest. Their knowledge of Accounting, particularly in Government Accounting, will provide a perspective of what is needed in the City’s functionality; and WHEREAS, the estimated cost for Weaver and Tidwell LLP to provide project management services for the implementation of the City’s financial software is $140,730; and
WHEREAS, optionally, Weaver and Tidwell LLP can provide Project Manager services for the implementation of software related to the functions of Human Resources and Payroll. The optional services and costs are as follows:
- Human Resources (approximately $34,000, 164 hours of service estimated) - Payroll (approximately $23,820, 112 hours of service estimated) WHEREAS, staff is recommending that the City consider this option for project management of the City’s Payroll software implementation. With the adoption of Resolution #26,238, the Human Resources Department received approval to hire Neogov for Human Resources and Payroll software. The City’s Payroll software needs an upgrade as well, and the project management services of Weaver and Tidwell LLP will be a great attribute in facilitating the proper implementation.
Resolution No. _______
3 WHEREAS, for Weaver and Tidwell LLP to provide project management services for the implementation of the City’s Financial and Payroll software, the estimated amount will be $164,550. A budget amendment to the FY2024-2025 City Controller’s Department Budget is being requested for the following:
Appropriation from:
General Fund, Fund Balance for $164,550.
To:
Increase in Expenditure appropriations:
Account Code Account Name Amount
1001-650-000-4222 General Fund, Controller’s Dept
$164,550 Computer Software
WHEREAS, alternatively, not hiring a Project Manager for the implementation of the City’s financial software will pass the responsibility to City staff solely. As previously mentioned, the financial software implementation process can be complexed and time demanding. For staff to perform the duties of the Project Manager, facets of the day-to-day operations may be affected, or cause delays in other City Controller department deliverables; and
WHEREAS, staff recommends the City Council to adopt the attached Resolution to authorize the City amend the Controller’s Department FY2024-2025 budget, enter into a professional agreement with Weaver and Tidwell, LLP, and also authorize the City Manager to issue a Purchase Order in the amount of One Hundred Sixty-Four Thousand Five Hundred Fifty Dollars ($164,550) for Financial software and Payroll services to be provided by Weaver and Tidwell LLP; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the City Manager is hereby authorized to enter into a multi- year professional services agreement with Weaver and Tidwell, LLP to provide Project Management Services for the implementation of the City’s Enterprise Resource Planning and Payroll Software (Financial Software $140,730, Payroll Software $23,820) for an estimated total of ($164,550).
SECTION 2. That the City Manager is hereby authorized to amend the Controller’s Department FY2024-2025 budget to appropriate funds from Fund Balance ($164,550) to increase in expenditure appropriations as follows:
Account Code Account Name Amount
1001-650-000-4222 General Fund, Controller’s Dept $164,550 Computer Software
SECTION 3. That a Purchase Order is authorized to be issued in the amount of One Hundred Sixty-Four Thousand Five Hundred Fifty Dollars ($164,550) for services to be provided by Weaver and Tidwell, LLP from the following account:
Account Code Account Name Amount
1001-650-000-4222 General Fund, Controller’s Dept $164,550 Computer Software
SECTION 4. That a duly copy of the Resolution shall be filed with the offices of the City Manager, City Clerk, City Attorney, and City Controller.
Resolution No. _______
4 SECTION 5.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.
ADOPTED this ____________ day of _____________, 2025.
_______________________________
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
ATTEST:
_______________________________
SATRA. D. ZURITA
CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss
CITY OF COMPTON )
I, Satra D. Zurita, City Clerk of the City of Compton, hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on this ___________ day of ________________, 2025.
That said Resolution was adopted by the following vote, to wit:
AYES: COUNCILMEMBERS -
NOES: COUNCILMEMBERS -
ABSTAIN: COUNCILMEMBERS -
ABSENT: COUNCILMEMBERS -
___________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
Firm name Staffing Hours Services Other Fees Travel Total Fee AVERO Advisors
VP Client Success- Estimated Hours (92)- $250 per hour
Director Client Success- Estimated Hours (256)- $225 per hour Project Manager- Estimated Hours (528)- $200 per hour
Consultant-Estimated Hours (928)- $175 per hour
Project's estimated costing for Finance implementation Services Only:
Project Management- Project Planning ($23,400)
Implementation Planning- Strategic Action Plan and Implementation Kick-off ($21,800)- Change Management Support (12,450) Implementation Management- Configuration Management ($82,450)- System Testing Management ($64,050)- Training Support ($44,400)- Standard Operating Procedures ($44,400)- Go-Live Support ($46,400)- Post Go-Live Support ($29,000) *New Client Discount of .......... $18,418
No other fees listed $349,933.00
Executive Options
Project Manager- Estimated Hours (1560)- $175 per hour
Project Admin.- Estimated Hours (1040)- $85 per hour
Project Manager ($273,000)Project Administration ($88,400) Month 1: Initial Planning and Stakeholder EngagementMonth 2: Scope Definition and Feasibility StudyMonth 3: Budgeting and Resource PlanningMonth 4: Vendor Engagement and Procurement PlanningMonth 5: Detailed Cost Estimation and Financial PlanningMonth 6: Project Plan DevelopmentMonth 7-8: System Design and Customization PlanningMonth 9-10: Configuration, Integration, and Data Migration PlanningMonth 11: Testing and Training Plan DevelopmentMonth 12: Final Review and Presentation of Proposed Costs Contigency Fee ($90,350)
Finance Services Only-$67,762.50
Additional for HR and Payroll Services- $173,440
$519,512.50
Attachment A
Project Manager ERP Implementation
OptionalServices(Not included)
Project's estimated costing for HR and Payroll implementation Services Only:
Project Management- Project Planning ($11,000)
Implementation Planning- Strategic Action Plan and Implementation Kick-off ($2,700)- Change Management Support ($2,700) Implementation Management- Configuration Management ($25,900)- System Testing Management ($22,200)- Training Support ($21,700)- Standard Operating Procedures ($21,700)- Go-Live Support ($14,300)- Post Go-Live Support ($23,300) *New Client Discount of .......... $7,275
If Payroll and HR services are needed:
Additional Project Manager Hours - Estimated (1000)- $175 per hour Additional Project Admin Hours- Estimated (650)- $85 per hour ERP Technical Lead- Estimated hours (1024)- $165 per hour ERP Implementation Function/Config Lead- HR services-Estimated hours (1280)- $180 per hour ERP Implementation Function/Config Lead- Payroll services-Estimated hours (1280)- $180 per hour Change Mgt. and Training Lead- Estimated hours (400)- $160 per hour V2 Tech
Project Manager (1,600 hours @ $190 per hour)IT Support Staff (1,600 hours @ $160 per hour) Project Manager ($304,000)IT Support Staff ($256,000)
Phase 1: Planning and Requirement Gathering: (1 to 2 months) Phase 2: Vendor Selection and procurement. (As we selected already just 1 week) Phase 3: System design and Configuration (2 to 3 months) Phase 4: Testing and Quality Assurance (2 to 3 months) Phase 5: Training and Change Management (1 to 2 months) Phase 6: Go-Live and Post Implementation support (1 to 2 months) No other fees listed Estimated $30,000 $605,000.00
BerryDunn
Project's estimated costing for Finance implementation Services Only:
- Project Planning and Intergration ($250 per hour)- Project Management Finance Enterprise ($250 per hour)- Contigency Hours ($250 per hour) Project's estimated costing for Finance implementation Services Only:
- Project Planning and Integration ($37,500)- Project Management Finance Enterprise ($450,000) Contingency Hours ($60,000) Estimated 15 Trips($30,750) $578,250.00 Weaver
Project's estimated costing for Finance implementation Services Only:
- Partners (30 hours @ $410 per hour)- Managers (104 hours @ $250 per hour)- Supervisor Staff (224 hours @ $210 per hour)- Staff (224 hours @ $160 per hour) Project's estimated costing for Finance implementation Services Only:
- 12 months estimated implementation time. Additional fees will incur after 12 months.- Project Management- Security Admistration- Role Security definition- Requirement definition process- Application functionality/requirements implemeted- Post-implementation operationsl plans for security administration- Change Management- Hypercare processes- Go live approval No other fees listed Estimated 6 trips($19,850) $140,730.00 Akkodis Project Manager (2000 hours @ $149 per hour)
Project Manager ($298,000)
Program Management- Overseeing multiple projects to ensure alignment with strategic objectives and optimal resource allocation.- Planning, organizing, and controlling individual projects to achieve desired outcomes.
Skill Bundling- Combining complementary skills and expertise to deliver comprehensive solutions.
No other fees listed No Travel Cost $298,000.00No other optional services listed No other optional services listed
Should the City be interested in discussing our sercies to support the implementation of HR and Payroll system, we would welcome the opportunity ot provide separate pricing to support planning efforts. Estimated time to implement these systems would be 9-12 months.
Functional Consultant (100 hours @ $150 per hour)
Attachment C
As requested, our estimate for the human resources and payroll implementation are as follows:
Human Resources: $34,000 (164 Hours)
Payroll: $23,820 (112 Hours)
The project will consist of the three phases:
Phase 1: Requirements Gathering
Phase 2: Implementation
Phase 3: Training & Handover
Pricing Assumptions:
For the payroll implementation, the project management quote may be impacted by the:
oComplexity of payroll data (e.g., multiple pay structures, benefits, deductions).
oIntegrations with financial systems, time tracking systems, and other relevant applications.
oCustomizations or unique payroll processes that need to be accommodated.
oTypes or number of payroll reports needed and frequency of reporting. For the HR Implementation, the project management quote may be impacted by the:
oRequirements from different user groups (e.g., HR staff, managers, employees).
oIntegrations with payroll, benefits administration, and other relevant systems.
oSpecific employment laws and regulations that must be adhered to. oCustomizations or unique HR processes that need to be accommodated. oTypes or number of HR reports and analytics needed, and frequency of reporting.
The implementation is to shift from a legacy system and process to a new application; does not include process redesign.
Our pricing anticipated a three (3) month implementation timeline. If the implementation timeline exceeds three (3) months, additional fees will be incurred. This does not include out of pocket expenses.
The assumptions included in the proposal are also relevant to these implementations.
Brett Nabors
Partner, Advisory - Consulting
Weaver
O: 512-609-1947 E: [email protected]
A: 1601 South MoPac Expressway, Suite D250, Austin, TX 78746 W: weaver.com
June 24, 2025
TO: MAYOR AND COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION OF THE CITY’S
FISCAL YEAR 2025-2029 CONSOLIDATED PLAN AND THE FISCAL
YEAR 2025-2026 ANNUAL ACTION PLAN TO THE U.S. DEPARTMENT
OF HOUSING AND URBAN DEVELOPMENT (HUD) AND USE OF
FUNDS FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG), THE HOME INVESTMENT PARTNERSHIP GRANT (HOME)
PROGRAMS
SUMMARY
On June 24, 2025, the City staff conducted a public hearing to receive public input on the City of Compton’s drafted Consolidated Plan and Annual Action Plan for Fiscal Year (FY) 2025-2029 and 2025-2026. At the conclusion of the public hearing, Staff requests the City Council to adopt and authorize the City Manager to submit to the U.S. Department of Housing and Urban Development (HUD) the City’s FY 2025-2029 Consolidated Plan and FY 2025-2026 Annual Action Plan which outlines the goals for the investment of annual allocations of funds from the Community Development Block Grant (CDBG), and the HOME Investment Partnership Grant (HOME). The adoption of this Resolution will also authorize the City Manager to submit any requisite federal fund applications and execute any and all documents as required.
BACKGROUND
In order to be eligible to receive Federal funds, the U.S. Department of Housing and Urban Development (HUD) requires the City of Compton (“City”) to prepare an Annual Action Plan for each of the five (5) years covered by the City’s 5-Year Consolidated Plan (2025- 2029). The City must develop a Consolidated Plan and Annual Action Plan, which combines into a single submission to HUD the planning and application elements for the CDBG and HOME grants. The City produces the Action Plan annually before July 8 th of each fiscal year to ensure its eligibility for CDBG and HOME grant funds.
HUD’s Fiscal Year 2025-2026 federal grant allocation for the City’s Community Development Block Grant (CDBG) is $1,340,424. The City’s HOME program allocation for fiscal year 2025-2026 is $423,959.31 for programming. In accordance with HUD requirements and consistent with the City’s Consolidated 5-Year Plan, Staff prepared the draft FY 2025-2029 Consolidated Plan and Annual Action Plan. As part of the planning
8.8.8. Staff Report – Resolution To Adopt and Authorize Submission of City’s Fiscal Year 2024-2025 Consolidated Action Plan to U.S. Department of HUD
June 20, Page 2 of 3
process, a Notice of Funding Availability (NOFA) will be posted on the City’s website and published in the Compton Bulletin Newspaper. CDBG applications will be made available beginning November 2025 and ending on January 2026. The Grants Management Department conducted two (2) Technical Assistance Workshop designed to provide prospective applicants with information regarding the FY 2025 application process and eligibility requirements for the grants mentioned above programs. Staff and the Federal Grants Advisory Board (FGAB) met with four (4) of the 13 individuals representing their organizations. The City received 13 public service applications that included well over $201,063.60 funding requests from 13 distinctive organizations.
On May 21, 2025, the City released a NOFA for the drafted FY 2025-2029 HUD Funding Recommendations for CDBG & HOME funding for a 30-day review period to obtain public input and comments on the proposed Consolidated and Action Plan. The City of Compton has met all HUD requirements in the development of the Consolidated and Annual Action Plan.
CDBG Program:
The primary objective of the CDBG program is to develop viable urban communities by providing decent housing and a suitable living environment, principally for persons of low and moderate income. The proposed eligible CDBG activities for Fiscal Year 2025-2026 are as follows:
FY 2025-2026 CDBG PROGRAM / ACTIVITY AMOUNT
1 CDBG Program Administration $268,084.80
2 Fair Housing Foundation $ 10,000
3 Community Legal Aid $ 17,933.35
4 Boys & Girls Club of Metro Los Angeles $ 12,933.33
5 The Makers HUD $ 17,933.33
6 Habitat for Humanity of Greater Los Angeles $ 22,933.33 7 Coalition for Humane Immigrant Rights $17,933.33
8 Southern California Junior Cricket Academy $12,933.33 9 Housing Rehabilitation Affordable Housing Initiatives $350,000 10 Public Facility & Infrastructure Improvements $408,995.04 11 Economic Development Initiatives $185,744.16
12 Mayor & City Council CDBG Eligible Initiative $15,000 TOTAL $1,340,424
Staff Report – Resolution To Adopt and Authorize
Submission of City’s Fiscal Year 2024-2025 Consolidated Action Plan to U.S. Department of HUD
June 20, Page 3 of 3
Home Program:
The primary purpose of the HOME Program is to preserve and increase the supply of decent, safe, and sanitary affordable rental and owner-occupied housing primarily for persons of low and moderate income. The proposed eligible HOME activities for Fiscal Year 2025-2026 are as follows:
FY 2025-2026 HOME PROGRAM / ACTIVITY AMOUNT
a HOME Program Administration $42,395.93
b HOME CHDO Activity $95,000.00
c Housing Development Affordable Housing Initiative $286,563.38 TOTAL $423,959.31
STATEMENT OF ISSUE
In order for the City of Compton to receive the federal fund grant allocations from HUD in the form of CDBG and HOME grant funds, City Council authorization is required to approve and submit the Consolidated Plan and Annual Action Plan for FY 2025-2029 and FY 2025-2026 which includes CDBG and HOME grant applications and the City’s proposed use of federal funds.
FISCAL IMPACT
The General Fund will not be negatively impacted by the proposed FY 2025-2029 Consolidated Plan and Annual Action Plan.
RECOMMENDATIONS
Staff recommends that City Council adopt the proposed FY 2025-2029 Consolidated Plan and the FY 2025-2026 Annual Action Plan (“Plan”) and authorize the City Manager to submit the Plan to HUD and execute any and all necessary applications and/or agreements to implement the proposed programs pursuant to the funding allocations in the City’s Plan.
TURMEL WOODS
GRANTS COMPLIANCE MANAGER
APPROVED FOR FORWARDING:
WILLIE A. HOPKINS JR.
CITY MANAGER
RESOLUTION NO. ____________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON ADOPTING AND AUTHORIZING THE SUBMISSION
OF THE CITY’S FISCAL YEAR 2025-2029 CONSOLIDATED PLAN
AND THE FISCAL YEAR 2025-2026 ANNUAL ACTION PLAN TO
THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT (HUD) AND USE OF FUNDS FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG), THE
HOME INVESTMENT PARTNERSHIP GRANT (HOME)
PROGRAMS
WHEREAS, In order to be eligible to receive federal funds, the U.S.
Department of Housing and Urban Development (HUD) requires the City of Compton (“City”) to prepare an Annual Action Plan for each of the five (5) years covered by the City’s Consolidated 5-Year Plan (2015-2029); and WHEREAS, the City must develop a Consolidated Plan and Annual Action Plan which combines into a single submission to HUD the planning and application elements for the CDBG and HOME grants. The City produces the Action Plan annually, which is due before July 8th of each fiscal year, to ensure its eligibility for CDBG and HOME grant funds; and
WHEREAS, HUD’s Fiscal Year 2025-2026 federal grant allocation for the City’s Community Development Block Grant (CDBG) is $1,340,424. The City’s HOME program allocation for fiscal year 2025-2026 is $423,959.31 for programming; and
WHEREAS, in accordance with HUD requirements and consistent with the City’s Consolidated 5-Year Plan, Staff prepared the draft FY 2025-2029 Consolidated Plan and Annual Action Plan which outlines the City’s planned use of CDBG and HOME grant funds; and
WHEREAS, as part of the planning process, a Notice of Funding Availability (NOFA) was posted on the City’s website and published in the Compton Bulletin Newspaper. Applications were available November 2024 and ending on January 2025; and
WHEREAS, the Grants Management Department hosted two CDBG applicant technical assistance workshop in December 5, 2024 and January 9, 2025. The workshop was for applicants that wanted to learn more about the requirements to apply for City’s CDBG funding. In addition, on January 28 and 30, 2025, the Grants Management Department hosted a stakeholders meeting and general public meeting to receive input on housing and community development needs and upcoming priorities for Fiscal Year 2025-2026 from the public; and WHEREAS, On May 21, 2025, the City released a NOFA for the drafted FY 2025-2029 Consolidated Plan and FY 2025-2026 Annual Action Plan for a 30-day review period to obtain public input and comments on the proposed Action Plan.
The City of Compton has met all HUD requirements in the development of the Annual Action Plan; and
WHEREAS, the primary objective of the CDBG program is to develop viable urban communities by providing decent housing and a suitable living environment, principally for persons of low and moderate income; and RESOLUTION NO. __________
PAGE 2
WHEREAS, the primary purpose of the HOME Program is to preserve and increase the supply of decent, safe, and sanitary affordable rental and owner-occupied housing primarily for persons of low and moderate income; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1: That the City Council shall adopt the funding recommendations of the draft FY 2025-2026 Consolidated Annual Action Plan as follows:
FY 2025-2026 CDBG PROGRAM / ACTIVITY AMOUNT
1 CDBG Program Administration $268,084.80
2 Fair Housing Foundation $ 10,000
3 Community Legal Aid $ 17,933.35
4 Boys & Girls Club of Metro Los Angeles $ 12,933.33
5 The Makers HUD $ 17,933.33
6 Habitat for Humanity of Greater Los Angeles $ 22,933.33 7 Coalition for Humane Immigrant Rights $17,933.33
8 Southern California Junior Cricket Academy $12,933.33 9 Housing Rehabilitation Affordable Housing
Initiatives
$350,000
10 Public Facility & Infrastructure Improvements $408,995.04 11 Economic Development Initiatives $185,744.16
12 Mayor & City Council CDBG Eligible Initiative $15,000 TOTAL $1,340,424
FY 2025-2026 HOME PROGRAM / ACTIVITY AMOUNT
a HOME Program Administration $42,395.93
b HOME CHDO Activity $95,000.00
c Housing Development Affordable Housing
Initiative
$286,563.38
TOTAL
$423,959.31
SECTION 2.That the City Manager is authorized to submit the Fiscal Year 2025-2029 Consolidated Annual Action Plan to the Department of Housing and Urban Development (HUD).
SECTION 3.That the City Manager is authorized to execute all necessary documents and implement all programs included in the FY 2025-2029 Consolidated Annual Action Plan.
SECTION 4.That a certified copy of this Resolution shall be filed in the offices of the City Manager, City Attorney, City Controller, City Clerk, and the Grants Management Department.
RESOLUTION NO. __________
PAGE 3
SECTION 5.That the Mayor shall sign and the City Clerk shall attest to the adoption of this Resolution.
ADOPTED this _______ day of _____________________, 2025. ________________________________
EMMA SHARIF
MAYOR OF THE CITY OF COMPTON
ATTEST:
____________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
STATE OF CALIFORNIA)
COUNTY OF LOS ANGELES) ss
CITY OF COMPTON)
I, Satra D. Zurita, City Clerk of the City of Compton, do hereby certify that the foregoing Resolution was adopted by the City Council of the City of Compton, signed by the Mayor and attested by the City Clerk at a regular meeting thereof held on the _______ day of ________________, 2025.
That said Resolution was adopted by the following vote, to wit:
AYES: COUNCIL MEMBERS-
NOES: COUNCIL MEMBERS-
ABSENT: COUNCIL MEMBERS-
ABSTAIN: COUNCIL MEMBERS-
_____________________________________
SATRA D. ZURITA
CITY CLERK OF THE CITY OF COMPTON
Consolidated Plan COMPTON 1
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Table of 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).....................................16 Needs Assessment..................................................................................................................................19 NA-05 Overview...................................................................................................................................19 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c).......................................................20 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2).............................30 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)...............33 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2).....................37 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)...........................................39 NA-35 Public Housing – 91.205(b)....................................................................................................41 NA-40 Homeless Needs Assessment – 91.205(c)..........................................................................46 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)...............................................51 NA-50 Non-Housing Community Development Needs – 91.215 (f).............................................54 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).....................................................62 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)...........................................65 MA-25 Public and Assisted Housing – 91.210(b)............................................................................68 MA-30 Homeless Facilities and Services – 91.210(c)....................................................................72 MA-35 Special Needs Facilities and Services – 91.210(d)............................................................77 MA-40 Barriers to Affordable Housing – 91.210(e).........................................................................81 MA-45 Non-Housing Community Development Assets – 91.215 (f)............................................83 Consolidated Plan COMPTON 2
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MA-50 Needs and Market Analysis Discussion...............................................................................90 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2)..................................................................................................................95 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)...................................................................97 Strategic Plan...........................................................................................................................................99 SP-05 Overview...................................................................................................................................99 SP-10 Geographic Priorities – 91.215 (a)(1).................................................................................100 SP-25 Priority Needs - 91.215(a)(2)................................................................................................102 SP-30 Influence of Market Conditions – 91.215 (b)......................................................................104 SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)......................................................105 SP-40 Institutional Delivery Structure – 91.215(k)........................................................................107 SP-45 Goals Summary – 91.215(a)(4)...........................................................................................114 SP-50 Public Housing Accessibility and Involvement – 91.215(c).............................................117 SP-55 Barriers to affordable housing – 91.215(h)........................................................................118 SP-60 Homelessness Strategy – 91.215(d)...................................................................................119 SP-65 Lead based paint Hazards – 91.215(i)...............................................................................121 SP-70 Anti-Poverty Strategy – 91.215(j)........................................................................................123 SP-80 Monitoring – 91.230...............................................................................................................124 Expected Resources.............................................................................................................................125 AP-15 Expected Resources – 91.220(c)(1,2)................................................................................125 Annual Goals and Objectives...............................................................................................................128 Projects................................................................................................................................................131 AP-35 Projects – 91.220(d)..............................................................................................................131 AP-38 Project Summary...................................................................................................................132 AP-50 Geographic Distribution – 91.220(f)....................................................................................136 Affordable Housing................................................................................................................................137 AP-55 Affordable Housing – 91.220(g)...........................................................................................137 AP-60 Public Housing – 91.220(h)..................................................................................................138 Consolidated Plan COMPTON 3
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)..............................................140 AP-75 Barriers to affordable housing – 91.220(j)..........................................................................144 AP-85 Other Actions – 91.220(k).....................................................................................................146 Program Specific Requirements..........................................................................................................148 Consolidated Plan COMPTON 4
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Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Every five years, the U.S. Department of Housing and Urban Development (HUD) requires the City of Compton to develop a Consolidated Plan to assess community needs and engage in a citywide dialogue regarding affordable housing and community development priorities for the use of federal funding. The 2025-2029 Consolidated Plan will guide the allocation of resources and serve as the application for the following federal entitlement programs that support low-income individuals and families:
Community Development Block Grant (CDBG)
HOME Investment Partnerships Act Program (HOME)
The City of Compton’s Five-Year Consolidated Plan identifies the city's affordable housing, community development, and homelessness needs and establishes a strategic, coordinated approach to addressing them. This document includes required narrative responses that ensure compliance with HUD’s Consolidated Planning Regulations.
All federal funds must exclusively serve individuals and families with low to moderate income (LMI) levels. Grant funding must focus on at least one of the following HUD objectives:
Increase the availability, accessibility, affordability, and sustainability of decent housing.
Create suitable living environments.
Expand economic opportunities.
Through this plan, Compton aims to maximize federal resources to enhance housing affordability, promote economic development, and improve the quality of life for its most vulnerable residents.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The City of Compton has developed key priorities and goals to address community needs over the next five years. The Consolidated Plan outlines housing and community development needs in Compton and serves as a strategic framework for the use of federal funding.
This plan is informed by U.S. Census data, the 2016-2020 5-Year American Community Survey (ACS), and the Comprehensive Housing Affordability Strategy (CHAS) data, which estimate the number of households facing housing challenges. Additional local data Consolidated Plan COMPTON 5
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on homelessness and assisted housing is incorporated from regional homeless services providers, the local Housing Authority, and community stakeholders. Public input gathered through interviews, focus groups, meetings, and community surveys has been analyzed alongside data to identify priority needs in affordable housing, homelessness services, assisted housing, community development, and economic development.
FY2025-2029 Consolidated Plan Priorities
Access to Affordable Housing
Improved Access to Public Facilities
Affirmatively Furthering Fair Housing
Access to Public Services
Economic Development and Job Creation
Planning and Administration
By prioritizing these key areas, Compton aims to enhance housing stability, expand public services, and promote fair housing while ensuring the efficient administration of federal funds to benefit low- and moderate-income residents.
3. Evaluation of past performance
The City continues to make strides with CDBG and HOME funds by implementing programs that enhance the lives of Compton residents through public infrastructure and facility improvements, and public service activities designed to enrich residents' lives. The City has also consistently promoted fair housing in the administration of program funds by supporting activities that enhance fair housing education. Specific data on each program is provided in the annual CAPER which covers affordable housing outcomes, homelessness and special needs activities, and other City actions in support of the Annual Action Plan Goals and Objectives. The Compton Grants Management Department is responsible for facilitating the development and execution of the actions contained in this report.
4. Summary of citizen participation process and consultation process The City of Compton conducted extensive consultation and public engagement to inform the development of the 2025-2029 Consolidated Plan. Collaboration with residents, municipal officials, nonprofit agencies, public housing agencies, private developers, governmental agencies, and the local Continuum of Care helped assess community needs and funding priorities. The City prioritized inclusive engagement to ensure that federal resources are allocated effectively to address affordable housing, homelessness, public services, and community development challenges.
As part of this effort, the City held two in-person public meetings to gather input from community members and stakeholders before drafting the plan. These meetings provided an opportunity for residents and organizations to voice concerns and priorities regarding the most pressing issues affecting low- and moderate-income households. Public Consolidated Plan COMPTON 6
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meetings were held on January 28, 2025, and January 30, 2025, at City Council Chambers. Community members attended these meetings, representing a diverse cross- section of the city to providing insights from the housing, social services, and economic development sectors.
To supplement the in-person engagement, the City conducted a community needs survey to gather additional feedback from residents and stakeholders. The survey informed respondents about the City's efforts to update the Consolidated Plan and sought input on key community priorities, such as affordable housing, economic development, public services, and infrastructure improvements. The survey was available in both hard copy and electronic formats via SurveyMonkey, ensuring accessibility across various devices, including smartphones, tablets, and web browsers. Additionally, Spanish translations were available to reach a broader audience. The feedback has been included in the Appendix of this document.
To further encourage public participation and transparency, the draft 2025-2029 Consolidated Plan will be available for a 30-day public review period. During this time, community members will have the opportunity to review the plan and provide feedback.
The plan will also be presented at a Compton City Council meeting on June 24 2025, where a public hearing will be held to receive formal comments on proposed priorities, goals, and activities. By actively engaging residents, stakeholders, and service providers, the City of Compton ensures that the 2025-2029 Consolidated Plan reflects the community’s most pressing housing and development needs, guiding the effective use of federal resources to improve the quality of life for its residents.
5. Summary of public comments
A summary of public comments will be included in this document at the end of the public comment period.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted.
7. Summary
The Proposed Consolidated Plan 2025-2029 establishes strategic priorities based on extensive consultation with community stakeholders, combined with data from the U.S.
Census and other sources, to identify housing and community development needs in the City of Compton. These priorities will guide the allocation of Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds, leveraging additional public and private investments to maximize community impact.
The City of Compton has identified the following CDBG and HOME-funded strategic priorities to address key community needs:
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Access to Affordable Housing
Improved Access to Public Facilities
Affirmatively Furthering Fair Housing
Access to Public Services
Economic Development and Job Creation
Planning and Administration
Over the next five years, Compton will remain focused on expanding affordable housing options, enhancing community services, and addressing the basic needs of families and individuals to promote sustainable and inclusive growth throughout the city.
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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 the administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator Compton Grants Management Department HOME Administrator Compton Grants Management Department Table 1 – Responsible Agencies
Narrative
The City of Compton administers the Community Development Block Grant (CDBG) Program and the HOME Investment Partnerships Program (HOME) within its city limits.
Through its administration, the City ensures that federal funds are effectively allocated to support affordable housing, public services, economic development, and community revitalization efforts.
The City of Compton’s Grants Management Department is responsible for developing, administering, and reviewing the 5-Year Consolidated Plan and Annual Action Plan. The department oversees program compliance, financial management, and internal controls to ensure efficient use of federal funds while adhering to HUD regulations.
To develop a comprehensive strategy for addressing Compton’s housing and community development needs, City staff and consultants conducted research, data analysis, and extensive stakeholder engagement. The resulting plan establishes clear funding priorities for CDBG and HOME programs, guiding local efforts to expand affordable housing, enhance public services, and foster community development over the next five years.
Consolidated Plan Public Contact Information
Mr. Turmel Woods, Grants Compliance Manager
City of Compton
205 S. Willowbrook Ave.
Compton, CA 90220
Tel: (310) 605-5580
Email: [email protected]
Website: www.comptoncity.org
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
1. Introduction
Consultation was conducted through interviews and group forums with residents, municipal officials, non-profit agencies, public housing agencies, private developers, governmental agencies, and the Continuum of Care in preparing this plan. Two in-person public meetings were held before the development of the plan to solicit feedback from stakeholders and the general public. These meetings are summarized in the sections below.
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)).
The City of Compton recognizes the importance of strategic coordination among service providers to maximize the impact of housing and community development programs.
During the development of the Consolidated Plan, the City engaged in extensive consultation with organizations providing assisted housing, health services, and other community-based programs. Outreach efforts included targeted surveys, invitations to community meetings, and follow-up in-person interviews to ensure a comprehensive, collaborative approach to addressing community needs.
To enhance coordination between public and assisted housing providers, health agencies, mental health services, and other government entities, the City undertook the following initiatives:
Collaboration with Housing Agencies: The City partnered with the Los Angeles County Development Authority (LACDA) and the Compton Housing Authority to obtain input on public and assisted housing programs, with a focus on Section 8 Housing Choice Vouchers and Self-Sufficiency Programs that expand affordable rental housing opportunities.
Homelessness Services: The City worked with the Los Angeles Homeless Services Authority (LAHSA) to assess homelessness needs, available programs, and ongoing challenges, ensuring alignment with regional efforts to reduce homelessness.
Mental Health Services: Coordination with the Los Angeles County Department of Mental Health (DMH) allowed the City to integrate data on mental health needs and service gaps into its planning efforts.
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Foster Care and Youth Services: The City collaborated with the Los Angeles County Department of Children and Family Services (DCFS) to assess foster care needs and ensure appropriate housing and support services for youth transitioning out of foster care.
Private Sector Housing Development: The City continued to engage with private housing developers to incorporate affordable housing units into multi-family developments and worked with nonprofit housing organizations to expand housing opportunities and services.
Recognizing the importance of ongoing collaboration, the City of Compton is committed to strengthening existing partnerships while fostering new relationships with organizations that share its mission of expanding affordable housing, improving public services, and enhancing community development efforts. Through this coordinated approach, the City aims to build a more inclusive, sustainable, and supportive housing system for its residents.
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 homelessness
The City of Compton coordinates closely with the Los Angeles Continuum of Care (CoC), led by the Los Angeles Homeless Services Authority (LAHSA), to address the complex needs of individuals and families experiencing or at risk of homelessness. This regional partnership ensures that Compton’s local efforts are integrated with broader countywide strategies aimed at preventing and reducing homelessness. Through collaboration with LAHSA and key service providers like the Homeless Outreach Program Integrated Care System (HOPICS), Compton works to deliver a comprehensive system of care that includes outreach, emergency shelter, transitional housing, permanent supportive housing, and supportive services tailored to vulnerable populations—particularly chronically homeless individuals and families, families with children, veterans, unaccompanied youth, and those at risk of homelessness.
In January 2024, Compton participated in the County’s “Pathway Home” initiative, which transitioned 33 individuals from street encampments into interim housing with wraparound services. This initiative reflects Compton’s commitment to evidence-based practices that promote housing stability and reduce the length of time individuals experience homelessness. Additionally, HOPICS serves as the lead agency for Service Planning Area 6 (SPA 6), which includes Compton. HOPICS delivers a continuum of care that integrates housing assistance with behavioral health, substance use, employment, and Consolidated Plan COMPTON 11
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reentry support—focusing on vulnerable populations including justice-involved individuals and those with co-occurring conditions.
Compton actively contributes to LAHSA’s annual Greater Los Angeles Homeless Count, which provides vital data used to guide funding decisions and service strategies.
According to the 2022 count, there were approximately 644 individuals experiencing homelessness in Compton, with the majority being unsheltered. These data points highlight the urgency of local efforts and underscore the need for targeted interventions.
To better support these individuals, the City continues to advocate for expanded access to supportive and affordable housing options, particularly for residents who face systemic barriers to stable housing.
Equity remains a central principle in Compton’s approach. The City acknowledges the disproportionate impact of homelessness on specific communities, especially Black/African American residents, and prioritizes culturally responsive and equitable access to resources and services. Stakeholder engagement, inter-agency coordination, and data-driven planning are key components of Compton’s strategy to ensure that the needs of all homeless and at-risk populations are addressed comprehensively and with dignity.
Through continued partnership with LAHSA, HOPICS, and local nonprofits, Compton remains committed to strengthening its homeless services infrastructure. The City supports the development of additional housing resources, improved access to services, and coordinated systems for data management, including the Homeless Management Information System (HMIS). These collaborative efforts help ensure that limited resources are targeted efficiently and that outcomes are regularly evaluated for effectiveness, with the goal of reducing homelessness and increasing housing stability across the community.
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 HMIS
The City of Compton does not receive ESG funds.
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
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Agency/Group/Organization Agency/Group/
Organization 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?
The City of Compton Government
Housing Needs
Non-Homeless
Needs
Homeless Needs
Economic
Development Needs
The City requested input from internal departments
regarding services provided, statistical data and/or specific actions currently underway or being implemented as it
pertains to the Consolidated Plan.
Federal Communications
Commission
Federal
Government Market Analysis
The City requested specific data pertaining to Compton
from this organization regarding services provided,
statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan. The FCC provides data on internet coverage and
access allowing the City to adequately plan digital
initiatives.
Office of Emergency
Management
Local
Government Market Analysis
The City requested input from this department regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan.
Community Legal Aid Nonprofit Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Boys & Girls Clubs of Metro Los
Angeles
Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
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The Makers Hub Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Habitat for Humanity of Greater
Los Angeles (Habitat LA)
Nonprofit Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Coalition for Human Immigrant
Rights (CHIRLA)
Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Southern California Junior
Cricket Academy
Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
The Children’s Clinic, Serving
Children and their Families
Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Fair Housing Foundation Nonprofit Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
United Hands Multi-Purpose Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Licensed Adult Residential Care
Association
Nonprofit Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
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Restoration Diversion Services,
Inc.
Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Los Angeles Continuum of Care
(CoC)
Continuum of
Care Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan.
Compton Housing Authority
Public Housing
Agency Housing Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan.
The WIN Project Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Children Striving Together Nonprofit Non-Homeless
Needs
The City requested input from this organization regarding services provided, statistical data and/or specific actions currently underway or being implemented as it pertains to the Consolidated Plan through the RFP process.
Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting There were not agencies excluded from consultation.
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Other local/regional/state/federal planning efforts 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?
Continuum of Care Los Angeles Continuum of Care
(CoC)
The goals of Compton’s Strategic Plan align with the
Continuum of Care by supporting homelessness strategies— from outreach and emergency shelter to rapid re-housing, prevention, and permanent supportive housing. Collaboration ensures coordinated, long-term solutions.
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)) As the City of Compton implements its 2025–2029 Consolidated Plan, it will continue to collaborate with a broad network of local, regional, and state partners to advance housing and community development goals. These partnerships are critical to the City’s efforts to expand access to affordable housing, reduce and prevent homelessness, improve public services, and foster inclusive economic development.
Key partners include public and private entities such as the Los Angeles Homeless Services Authority (LAHSA), the Los Angeles County Development Authority (LACDA), the Housing Authority of the County of Los Angeles, nonprofit service providers, housing developers, faith-based organizations, regional planning bodies, and educational institutions that support workforce development and community engagement. The City also works closely with the State of California through agencies such as the California Department of Housing and Community Development (HCD) and the California Housing Finance Agency (CalHFA) to align funding opportunities and policy initiatives.
Through these ongoing collaborations, the City of Compton seeks to leverage resources, coordinate service delivery, and implement strategies that respond effectively to the needs of its residents. These partnerships help the City address persistent challenges in housing, infrastructure, and economic mobility, while promoting equitable development and long- term stability for low- and moderate-income households and historically underserved neighborhoods.
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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 Compton has developed its 2025–2029 Consolidated Plan and 2025 Annual Action Plan in accordance with its approved Citizen Participation Plan (CPP), ensuring meaningful community engagement and input throughout the planning process. The CPP is structured to promote inclusive participation from all segments of the community, with a particular emphasis on involving low- and moderate-income residents, individuals with special needs, and racial and ethnic minorities whose voices are critical to shaping local housing and community development priorities.
The Citizen Participation Plan outlines specific procedures for public engagement, including public notices, opportunities for comment, and targeted outreach to underserved populations. It also requires consultation with public housing authorities and the residents they serve, ensuring that the perspectives and needs of those living in subsidized housing are integrated into the City’s planning framework.
To inform the development of the 2025–2029 Consolidated Plan and 2025 Annual Action Plan, the City conducted a wide range of outreach activities. These included initial public hearings to gather early input, one-on-one stakeholder interviews with local service providers and community leaders, electronic community surveys translated into Spanish, and the distribution of informational flyers in key locations throughout the city. Through these efforts, the City aimed to ensure broad participation and to identify the most pressing housing, infrastructure, and public service needs affecting Compton residents.
The feedback gathered during this process played a central role in shaping the City’s strategic goals and funding priorities for the five-year planning period, ensuring that federal resources are directed toward initiatives that reflect the community’s voice and support equitable development across all neighborhoods.
Citizen Participation Outreach
1 Field Description
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Mode of Outreach Public Meeting
Target of Outreach Non-targeted/broad community
Summary of Response
Two public meetings were held to receive community input from residents on community development, housing, and homeless needs. There were two general meetings that focused on community stakeholders, nonprofits, and city departments. There was a total of 6 participants including nonprofit stakeholders in attendance for the meetings. The meetings were held on January 28, 2025, and January 30, 2025, at City Hall Council Chambers Summary of Comments
Received
Public Facility improvements to parks and community centers Infrastructure improvements to streets and sidewalks
Business Façade improvements
Small Business Assistance
Workforce Training
Homelessness Support for unsheltered homeless and victims of sex-trafficking Housing rehabilitation for low-income, seniors, and disabled included additional focus on minor repairs such as grab bar installation for elderly and disabled. Landlord and tenant education
Transitional housing is limited; hotels and office buildings could be repurposed. Affordable housing is limited; long waitlists and voucher acceptance issues persist. Seniors and fixed-income residents struggle to find affordable units. Expand services for human trafficking and domestic violence survivors. Deeper collaboration and expanded housing/services are critical to meet growing demand.
Summary of Comments Not
Accepted and Reasons All comments were accepted.
URL if Applicable Not Applicable
Mode of Outreach Surveys
Target of Outreach Non-targeted/broad community
Summary of Response The survey received 1 response.
Summary of Comments
Received The survey was used to capture comments. The survey analysis is attached. 2 Summary of Comments Not
Accepted and Reasons All comments were accepted.
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URL if Applicable https://www.surveymonkey.com/r/ComptonNeeds Mode of Outreach Public Hearing
Target of Outreach Non-targeted/broad community
Summary of Response To be included following the close of the comment period.
Summary of Comments
Received To be included following the close of the comment period.
Summary of Comments Not
Accepted and Reasons All comments were accepted.
3 URL if Applicable
Mode of Outreach
Target of Outreach Non-targeted/broad community
Summary of Response To be included following the close of the comment period.
Summary of Comments
Received No comments received.
Summary of Comments Not
Accepted and Reasons All comments were accepted
4 URL if Applicable Not Applicable
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The City of Compton's Grants Management Department is dedicated to fostering the development and preservation of quality housing and appropriate living conditions for individuals with low to moderate incomes through the Consolidated Planning process.
The Needs Assessment is conducted through an analysis of housing challenges faced by both renters and homeowners in Compton.
Data from the Comprehensive Housing Affordability Strategy (CHAS) highlights the number of households requiring housing assistance. This CHAS dataset is a specialized compilation of the 2016-2020 American Community Survey (ACS) data provided by the Census Bureau. It offers counts of households experiencing various housing issues that align with specific HUD-defined criteria, including income limits (primarily at 30%, 50%, and 80% of Area Median Income) and household types that are particularly relevant to planners and policymakers. Due to the need for the Census Bureau to perform additional calculations for micro-level housing problems, CHAS data may not reflect the most current ACS data.
Understanding the distinct housing needs of Compton is essential for developing an effective and responsive affordable housing strategy. Consequently, an evaluation of affordable rental and single-family housing was carried out, utilizing available demographic, economic, and housing information. This assessment employed HUD’s eCon Planning Suite within the Integrated Disbursement and Information System (IDIS), which automatically incorporates the latest housing and economic data to aid jurisdictions in determining funding priorities for the Consolidated Plan and Annual Action Plan.
The data presented outlines the number and percentage of renters and homeowners potentially facing housing challenges, categorized by income level. The Needs Assessment concludes with an examination of broader community development needs beyond housing, including the necessity for public facilities.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The following information presents an analysis of housing challenges within the City of Compton, based on HUD’s Comprehensive Housing Affordability Strategy (CHAS) data.
The CHAS data highlights four primary housing issues:
• Lack of complete kitchen facilities
• Lack of complete plumbing facilities
• Overcrowding - More than one person per room
• Cost burden - Monthly housing expenses (including utilities) exceeding 30% of monthly income
In more severe instances, a household is classified as facing a severe housing problem if it encounters one or more of the following issues:
• Severe overcrowding – More than 1.5 persons per room
• Severe cost burden – Monthly housing expenses (including utilities) exceeding 50% of monthly income.
In 2009, Compton's population was recorded at 97,955, with 23,550 households and a median income of $43,507 per year. However, data from the American Community Survey (ACS) covering the years 2016 to 2020 indicates a 2% decline in population, bringing the total to 95,805 residents by 2020. During the same period, the median annual household income saw a significant increase of 35%, rising to $58,703.
Demographics Base Year: 2009 Most Recent Year: 2020 % Change
Population 97,955 95,805 -2%
Households 23,550 23,915 2%
Median Income $43,507.00 $58,703.00 35%
Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Consolidated Plan COMPTON 21
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Number of Households Table
The table below categorizes households into three distinct groups (0-30% HAMFI, >30- 50% HAMFI, and >50-80% HAMFI). Despite these classifications, many of these families encounter comparable housing challenges, including overcrowding and financial strain.
In alignment with this plan and HUD’s emphasis on low-income communities, our focus will be on families earning less than 80% AMFI. Furthermore, this plan will classify families with more than five members as large families.
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 6,790 4,160 6,720 2,250 4,000
Small Family Households 2,780 1,695 3,280 1,205 2,280
Large Family Households 1,540 1,495 2,020 635 690
Household contains at least one
person 62-74 years of age 1,375 1,030 1,625 500 955
Household contains at least one-
person age 75 or older 990 440 560 155 470
Households with one or more
children 6 years old or younger 1,880 1,200 1,575 585 320 Table 6 - Total Households Table
Data
Source:
2016-2020 CHAS
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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 30 40 0 25 95 0 4 90 0 94 Severely Overcrowded - With >1.51 people
per room (and complete kitchen and plumbing) 570 165 210 55 1,000 80 85 230 70 465 Overcrowded - With 1.01-1.5 people per room
(and none of the above problems) 745 510 520 170 1,945 160 310 655 245 1,370 Housing cost burden greater than 50% of
income (and none of the above problems) 1,995 545 80 0 2,620 1,300 495 330 40 2,165 Housing cost burden greater than 30% of
income (and none of the above problems) 715 665 370 0 1,750 190 440 1,330 220 2,180 Zero/negative Income (and none of the above
problems) 200 0 0 0 200 120 0 0 0 120
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
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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 3,345 1,260 810 245 5,660 1,540 900 1,305 355 4,100 Having none of four housing
problems 1,235 965 1,460 410 4,070 670 1,035 3,140 1,240 6,085 Household has negative income, but
none of the other housing problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
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 1,720 690 215 2,625 610 490 1,060 2,160
Large Related 1,095 495 150 1,740 295 520 369 1,184
Elderly 565 259 15 839 710 120 410 1,240
Other 585 150 130 865 75 45 145 265
Total need by income 3,965 1,594 510 6,069 1,690 1,175 1,984 4,849 Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
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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 0 0 220 220 535 280 0 815
Large Related 0 0 140 140 225 200 4 429
Elderly 455 230 0 685 640 50 140 830
Other 0 390 30 420 30 0 0 30
Total need by income 455 620 390 1,465 1,430 530 144 2,104 Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
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5. Crowding (More than one person per room)
The Department of Housing and Urban Development (HUD) characterizes overcrowding as situations where there is more than one individual per room. Furthermore, severe overcrowding is identified when there are over 1.5 individuals per room.
A cost burden arises when housing expenses, including utilities, exceed 30% of a household's monthly income, while a severe cost burden is defined as housing costs surpassing 50% of monthly income.
Data indicates that single-family households, encompassing both renters and owners, constitute the largest demographic requiring housing assistance. The demand among renters is particularly pronounced within the lower to moderate income ranges, whereas the needs of homeowners are more evenly spread across various income levels. In contrast, multiple unrelated family households and non-family households show significantly lower housing needs, indicating they encounter fewer challenges. The pronounced need among lower-income renters and the diverse needs of homeowners suggest that housing support initiatives should focus on single-family households, especially those with lower incomes for renters and across all income levels for homeowners.
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 1,110 505 555 185 2,355 155 170 430 130 885 Multiple, unrelated family households 190 175 160 40 565 75 225 455 185 940 Other, non-family households 15 0 10 25 50 0 0 15 0 15
Total need by income 1,315 680 725 250 2,970 230 395 900 315 1,840 Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
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 2,200 1,475 760 4,435 1,410 1,410 1,485 4,305 Table 12 – Crowding Information – 2/2
Describe the number and type of single- person households in need of housing assistance.
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The existing CHAS data does not specify the exact number of single-person households requiring housing assistance.
However, it is likely that single-person households with occupants aged 65 and older will need support, particularly if they are both cost-burdened and disabled. The aging population often includes seniors who live alone, often due to widowhood or having outlived their family members. Many of these seniors may require affordable housing solutions that address their unique needs, such as accessibility features and proximity to healthcare services. These services can encompass housing repairs, modifications for accessibility, and tenant-based rental assistance. Additionally, there is a pressing need for transitional housing programs aimed at homeless individuals. Homelessness significantly impacts many single individuals, with contributing factors including job loss, mental health challenges, substance abuse, or personal crises. Housing assistance programs frequently focus on supporting homeless individuals to help them achieve stable living conditions and access to necessary support services. To effectively address the needs of home less individuals, it is essential to enhance the level of services available for single individuals, providing more comprehensive case management that fosters individual development.
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.
Determining the precise number of families in Compton, California, that need housing assistance as a result of disabilities or experiences related to domestic violence, dating violence, sexual assault, and stalking is difficult due to the scarcity of publicly accessible data at the municipal level. There is a pressing need for more affordable and accessible housing options for individuals and families affected by disabilities or domestic violence. Those with disabilities often require housing that accommodates their unique needs, such as wheelchair access or proximity to essential support services, and such housing must adhere to established accessibility standards. Domestic violence encompasses any criminal act that leads to physical harm or death inflicted by one family or household member upon another, including offenses like assault, battery, sexual assault, stalking, kidnapping, and false imprisonment. Survivors of domestic violence are in urgent need of safe and secure housing alternatives to escape their abusive circumstances. This population may require both temporary shelters and long- term housing solutions that emphasize safety and confidentiality. It is evident that many families in Compton require housing assistance due to disabilities or experiences of violence, although exact statistics are not available. To effectively address this issue, it is essential to gather comprehensive data and implement targeted support services that guarantee safe and suitable housing for all community members.
What are the most common housing problems?
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Compton, California, is confronted with various housing challenges that affect its community. One major concern is the urgent need to renovate the current housing inventory. Numerous residences in the region are in poor condition and demand extensive repairs to comply with safety standards. This predicament exacerbates overcrowding, as the existing housing options are inadequate for the population's needs. Furthermore, there is an immediate requirement to construct new housing to ease this overcrowding and ensure sufficient living accommodation for all residents.
Are any populations/household types more affected than others by these problems? Yes, certain demographics and household types in Compton, California, face significant challenges related to housing issues stemming from disabilities, domestic violence, dating violence, sexual assault, and stalking. Low-income families often struggle to find stable housing due to financial limitations, resulting in overcrowded living situations, inadequate conditions, and dependence on substandard housing alternatives. Women are particularly vulnerable, experiencing elevated rates of intimate partner violence and domestic abuse. Single-parent households with restricted financial means frequently confront tough choices, such as remaining in unsafe or overcrowded environments because they lack the resources for better housing options. Immigrant communities, especially those who are undocumented, may hesitate to report domestic violence or seek housing support due to fears of deportation or legal consequences, which further intensifies their housing instability and susceptibility to abuse. Additionally, elderly individuals, particularly those with chronic health issues or mobility limitations, may find themselves in unsafe or inadequate living conditions. Older adults are also at risk of elderly abuse, including financial exploitation and various forms of physical and emotional mistreatment, which can contribute to housing instability. Furthermore, LGBTQ+ individuals, especially those experiencing homelessness or residing in abusive situations, face a heightened risk of sexual assault and other violent acts.
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)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance The Department of Housing and Urban Development (HUD) categorizes very low income as 50% of the area median income (AMI) and extremely low income as 30% AMI. The issue of homelessness is closely tied to the insufficient availability of housing for individuals and families with very low and extremely low incomes. In Compton, the combination of high housing costs and low wages significantly impacts low- and moderate-income families. There is a pressing need for enhanced financial support, affordable childcare, transitional housing, and various other supportive services, particularly during the first six months to a year after individuals exit a shelter. Currently, the City of Compton does not receive Rapid Rehousing Consolidated Plan COMPTON 28
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funds directly; however, these funds are crucial for individuals nearing the end of their housing assistance. The primary requirement for these individuals, as well as for all those with very low to extremely low incomes, is an increased availability of affordable housing, with location being a critical factor.
Additional obstacles to securing housing include:
• Poor credit history
• Recent criminal records
• Unsatisfactory rental history, including past evictions and outstanding debts to landlords • Ongoing substance use disorders
• Limited availability of subsidized housing
• Rising costs of existing housing stock
• Rental prices increase at a rate that outpaces income growth To effectively tackle these barriers, a comprehensive strategy is necessary, integrating housing assistance with supportive services that address the specific challenges faced by low-income families and individuals at risk of or transitioning from homelessness. It is vital for government agencies, non-profit organizations, and community stakeholders to collaborate to provide holistic support and foster stability for at-risk populations.
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:
Households are deemed cost-burdened when their housing expenses surpass 30% of their gross income, while those spending over 50% are classified as severely cost-burdened. A significant number of households within the Consortium are currently dedicating half of their gross monthly income to housing costs. Rising expenses due to inflation in areas such as food, transportation, healthcare, and utilities may further expose these households to the risk of eviction and homelessness.
As a result, unexpected life events—such as illness, job loss, or unforeseen expenses—can exacerbate their vulnerability.
Limited or unstable income is closely tied to the risk of homelessness. Factors related to housing that have been associated with instability and an increased risk of homelessness include:
• Inflation
• Housing Costs
• Quality of Housing Stock
• Overcrowding
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The shortage of affordable housing options for individuals with very low and extremely low incomes is associated with a heightened risk of homelessness. A significant predictor of this risk is the severe cost burden, which affects those who allocate more than 50% of their income to housing expenses or whose incomes fall at or below 50% of the Area Median Income (AMI). In Compton, approximately 14,487 households (according to the 2016-2020 CHAS data) are classified as cost-burdened or severely cost-burdened. Contributing factors to housing instability and the increased likelihood of homelessness in these regions include the ongoing recovery of the local housing market post-COVID-19 and the insufficient financial assistance and community services available to families and individuals experiencing homelessness.
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Factors related to housing that have been associated with instability and an increased risk of homelessness include inflation, rising housing costs, the quality of the housing stock, and overcrowding. The shortage of affordable housing options for individuals with very low and extremely low incomes is closely associated with a heightened risk of homelessness. A significant factor contributing to this risk is the severe cost burden, which is defined as households spending more than 50% of their income on housing or having incomes at or below 50% of the Area Median Income (AMI). In the Los Angeles-Long Beach-Santa Ana, CA Metropolitan Statistical Area, approximately 21,010 households were identified as either cost- burdened or severely cost-burdened between 2016 and 2020, according to the Comprehensive Housing Affordability Strategy (CHAS). Additional factors exacerbating the risk of homelessness in these regions include the ongoing recovery of the local housing market following the COVID-19 pandemic and the insufficient financial assistance and community services available to families and individuals experiencing homelessness.
Discussion
Households are classified as cost-burdened when their housing expenses surpass 30% of their gross income, while those spending over 50% are deemed severely cost-burdened. A significant number of households within Compton allocate half of their gross monthly income to housing costs. Rising expenses due to inflation in areas such as food, transportation, healthcare, and utilities further increase the vulnerability of these households to eviction and homelessness. Additionally, unforeseen life events, such as illness or job loss, can lead to a sudden decrease in income or unexpected expenses, heightening the risk of instability and homelessness. The interplay of limited income and unexpected financial challenges is a critical factor in this context.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
The data tables from the Comprehensive Housing Affordability Strategy (CHAS) for the years 2016 to 2020 provide a summary of the percentage of various racial and ethnic groups facing housing challenges, categorized by HUD Adjusted Median Income (AMI) levels. These tables are divided into four income brackets: 0% - 30% of Area Median Income, 30% - 50% of Area Median Income, 50% - 80% of Area Median Income, and 80% - 100% of Area Median Income.
Housing requirements are fundamentally influenced by the state of current residences and the capacity of inhabitants to maintain and repair their homes, alongside their financial ability to cover rental or mortgage expenses. The U.S. Department of Housing and Urban Development (HUD) characterizes disproportionately greater need as the situation where individuals from racial or ethnic minority groups encounter housing challenges at a rate that exceeds 10% of the overall income group.
For the purposes of this analysis, HUD's definition of disproportionately greater need will be utilized. The four identified housing issues include: the absence of complete kitchen facilities, the lack of complete plumbing facilities, overcrowding (defined as more than one person per room), and a cost burden exceeding 30% of income. 0%-30% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has no/negative income,
but none of the other housing
problems
Jurisdiction as a whole 5,790 1,000 0
White 55 20 0
Black / African American 2,090 515 0
Asian 0 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 15 0 0
Hispanic 3,500 450 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
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1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has no/negative income, but
none of the other housing problems
Jurisdiction as a whole 3,265 895 0
White 10 15 0
Black / African American 765 420 0
Asian 8 0 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 2,435 460 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems
Has one or more of
four housing
problems
Has none of the four
housing problems
Household has no/negative income,
but none of the other housing
problems
Jurisdiction as a whole 3,820 2,900 0
White 15 19 0
Black / African American 1,005 825 0
Asian 29 40 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 2,720 2,000 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2016-2020 CHAS
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*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more of
four housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 825 1,425 0
White 10 4 0
Black / African American 230 635 0
Asian 4 70 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 20 0
Hispanic 580 685 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data Source: 2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
The data reveals that a significant and disproportionate demand for assistance is primarily found within the lower income brackets, specifically those earning between 0% and 50% of the Area Median Income (AMI). This need is particularly pronounced among Black and Hispanic households. In the income range of 50% to 80% AMI, Black households continue to experience a disproportionate level of need, while other minority groups are situated near the income threshold.
Conversely, within the 80% to 100% AMI range, no racial or ethnic groups encounter significant housing challenges, suggesting that housing issues diminish as income levels rise. In summary, the most at-risk populations regarding disproportionate need are Black and Hispanic households within the lower income brackets, highlighting the necessity for focused housing assistance and policy measures.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
The data in the tables below is based on special tabulations of the Comprehensive Housing Affordability Strategy (CHAS), provided by HUD, and shows that more households with low-income levels are facing housing problems. HUD CHAS data points to the fact that housing problems related to overcrowding, severe cost burden, lack of kitchen facilities and lack of complete plumbing are borne by those who are poor and working poor. A disproportionately greater need exists when the percentage of persons in a category of need who are members of a racial or ethnic group is at least 10 percentage points higher than the percentage of persons in the category.
In Compton, California, the population is predominantly African American and Latino, with a significant portion of the community facing systemic challenges related to race and ethnicity. To assess the needs of any racial or ethnic group in Compton, we must look at factors such as economic disparities, access to healthcare, education, housing, and safety.
Within these categories, distinct disparities exist, with certain racial or ethnic groups encountering more significant challenges than their counterparts. These inequalities are frequently exacerbated by historical and structural influences.
Severe housing problems include:
• More than 1.5 persons per room
• Cost Burden over 50%
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of
four housing problems
Has none of the four
housing problems
Household has no/negative income,
but none of the other housing
problems
Jurisdiction as a whole 4,885 1,905 0
White 40 40 0
Black / African American 1,740 860 0
Asian 0 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 15 0
Hispanic 2,990 955 0
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Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more of
four housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 2,160 2,000 0
White 0 25 0
Black / African American 395 785 0
Asian 4 4 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,715 1,175 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of
four housing problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the other
housing problems
Jurisdiction as a whole 2,115 4,600 0
White 0 39 0
Black / African American 395 1,440 0
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Asian 4 65 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 1,715 3,005 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more of
four housing problems
Has none of the four
housing problems
Household has
no/negative income,
but none of the other
housing problems
Jurisdiction as a whole 600 1,650 0
White 10 4 0
Black / African American 85 780 0
Asian 0 75 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 20 0
Hispanic 510 760 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
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The African American and Latino populations in Compton encounter distinct yet interconnected difficulties that influence their overall quality of life. Although both communities suffer from unequal effects across multiple domains, Latino individuals, particularly those who are undocumented, often confront more severe obstacles regarding access to healthcare, legal rights, and educational opportunities, largely due to their immigration status and language difficulties. Conversely, African American residents frequently grapple with intensified challenges stemming from systemic racism, especially in relation to law enforcement, economic prospects, and educational achievements.
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NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
According to HUD definitions, a "disproportionate need" arises when a specific group faces a housing requirement that exceeds the overall jurisdiction by 10% or more. An analysis of the available data indicates that individuals with lower incomes (at or below 30% of the Median Family Income) encounter significant challenges due to housing cost burdens.
This burden disproportionately affects more White and Hispanic households, as they experience a higher percentage of their income allocated to housing costs. Regular income is crucial in determining the financial resources a household can allocate for housing-related expenses, including mortgage or rent payments and utilities, while also ensuring they can sustain their standard of living. Furthermore, consistent income serves as a key metric for mortgage lenders and landlords when assessing the ability of potential buyers or tenants to afford their future homes. Although budgeting priorities can vary among households, a commonly accepted benchmark is that 30% of household income should be dedicated to housing costs, a standard that has its roots in the rent limits established by the United States National Housing Act of 1937.
Subsequent adjustments were made with the Brooke Amendment in 1969, which revised rent limits for low-income subsidized households.
Housing Cost Burden
The information presented in Table 21 outlines the demographic characteristics of households that allocate 30% or less of their income towards housing expenses, comparing this group with those experiencing higher housing cost burdens exceeding 30% of their income. Numerous households encountered challenges related to unemployment and were unable to occupy available job positions, primarily due to insufficient education, mismatched skill sets, or transportation issues. In nearly all income brackets, the racial and ethnic group that exhibits significantly greater needs concerning severe housing issues is identified as Black and Hispanics.
Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed)
Jurisdiction as a whole 12,035 5,445 6,045 375
White 110 50 45 20
Black / African American 4,590 1,785 2,250 155
Asian 175 50 4 0
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American Indian, Alaska Native 19 0 0 0
Pacific Islander 20 15 0 0
Hispanic 6,940 3,495 3,590 190
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2016-2020 CHAS
Discussion:
A comprehensive evaluation reveals that housing cost burdens affect all racial and ethnic groups across different income brackets. Based on the 2016-2020 CHAS data, it is estimated that in Compton, there are approximately 12,035 households that spend 30% or less of their income on housing-related expenses. According to Table 21, an estimated 110 White households (0.91%), 4,590 Black/African American households (38.14%), 175 Asian households (1.45%), 39 American Indian/Alaskan Native and Pacific Islander households (0.32%), and 6,940 Hispanic households (57.67%) are believed to face housing cost burdens of 30% or more. Implementing targeted programs aimed at enhancing access to healthcare, education, employment opportunities, and housing for these affected groups will significantly improve their situations.
Additionally, fostering community engagement is essential to ensure that interventions are culturally appropriate and effectively address the specific needs identified by these communities.
The analysis conducted in conjunction with previous CHAS data indicates that the most economically disadvantaged populations are also at a heightened risk of vulnerability. Residents with low income are particularly prone to experiencing housing cost burdens, making it challenging for them to afford homes in areas with greater economic opportunities or to pay rents that exceed fair market value. Consequently, these individuals allocate a significant portion of their income towards housing expenses. While the city as a whole experience’s poverty, these groups are disproportionately impacted by job scarcity, underemployment, and income inequality.
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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?
Yes, there are indeed income categories where certain racial or ethnic groups may face disproportionately higher needs relative to others within the same income bracket. In the context of housing, it is primarily low-income, very low-income, and extremely low-income households that are most likely to encounter at least one of the four major housing issues. These housing challenges are closely linked to specific ethnic and racial groups, with distinct groups experiencing varying types of problems, including cost burden, overcrowding, and severe housing deficiencies. Historical and systemic factors, such as discrimination, inadequate access to quality education, limited employment opportunities, and unequal healthcare access, contribute to the more significant obstacles faced by certain racial or ethnic groups. Consequently, these disparities lead to elevated poverty rates, poorer health outcomes, and lower educational achievements compared to other groups within the same income levels.
The cost burden experienced at specific income tiers across different demographics highlights the most pressing needs.
Households earning less than 30 percent of the Area Median Income (AMI) are disproportionately affected when compared to those in higher income categories above 30 percent AMI. Data indicates that Black and Hispanic households and older adults are particularly overrepresented in these statistics. Generally, within the City of Compton, high housing cost burdens correlate with lower economic income, a higher incidence of housing issues, and a concentration of specific ethnic, racial, and senior populations in particular areas of the city.
If they have needs not identified above, what are those needs? Households that encounter significantly higher demand for resources often grapple with additional challenges, including the necessity for affordable rental options in desirable locations, such as those near public transportation, as well as the availability of further supportive services. The disparity in income is also evident in various aspects. Moreover, housing issues and severe housing crises can have a profound impact on individuals with disabilities. This demographic encompasses those with mental health conditions, as well as individuals with physical, intellectual, and developmental disabilities. These individuals frequently experience some of the lowest income levels and face the most critical housing needs.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? Consolidated Plan COMPTON 40
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Yes, in Compton, California, the demographic composition of racial and ethnic groups is often concentrated in specific neighborhoods and regions within the city. The city boasts a rich diversity, with significant populations of both African American and Latino residents. However, certain areas may exhibit a stronger presence of one community over the other, reflecting the varied social and cultural landscape of Compton. Central and South Compton are predominantly inhabited by African American residents, featuring a blend of single-family homes, apartment buildings, and public housing. In contrast, North and East Compton have a higher concentration of Latino residents, with these neighborhoods showcasing a diverse mix of working-class families and newer immigrants. The African American community is particularly prominent in the central and southern regions of the city, while Latino populations are more prevalent in the northern and eastern areas.
Nonetheless, there is considerable overlap, as certain neighborhoods accommodate both communities, highlighting the city's rich diversity and interconnected demographics. These residential patterns are shaped by historical migration trends, economic conditions, and ongoing immigration dynamics.
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NA-35 Public Housing – 91.205(b)
Introduction
The Compton Housing Authority (CHA) serves as the public entity tasked with the administration and oversight of affordable housing initiatives and services in Compton, California. Its primary objective is to ensure that low-income residents have access to safe, decent, and affordable housing, while also working to enhance the overall living conditions within the community. In line with the functions of other public housing authorities (PHAs), the CHA manages federal programs, including the Housing Choice Voucher Program (Section 8) in addition to pursuing various housing projects aimed at meeting the specific needs of the local population. A significant initiative under the CHA is the Housing Choice Voucher Program (Section 8), a federal program designed to assist low-income families, seniors, and disabled individuals in securing rental housing within the private market. Additionally, the CHA is committed to the development of new affordable housing options and the preservation of existing units in Compton, often collaborating with developers and nonprofit organizations to construct or renovate affordable rental properties for low- and moderate-income households.
The Compton Housing Authority actively engages in projects aimed at forming partnerships with private developers to enhance the supply of affordable housing in the region. It is CHA’s duty to ensure that housing opportunities are accessible to all community members while adhering to federal fair housing regulations. The organization is dedicated to combating discrimination based on race, color, national origin, religion, sex, familial status, or disability, thereby promoting equitable housing access for all residents.
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Totals in Use
Program Type
Vouchers
Special Purpose Voucher
Certificat
e
Mod-
Rehab
Public
Housing Total Project
-based
Tenant
-based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 0 926 0 918 6 0 0
Table 22 - 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)
Characteristics of Residents
Program Type
Vouchers
Special Purpose VoucherCertificat
e
Mod-
Rehab
Public
Housin
g Total Project
-based
Tenant
-based
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 15,720 0 15,750 9,810 0
Average length of stay 0 0 0 9 0 9 0 0
Average Household size 0 0 0 2 0 2 1 0
# Homeless at admission 0 0 0 0 0 0 0 0
# of Elderly Program Participants (>62) 0 0 0 117 0 115 2 0 # of Disabled Families 0 0 0 204 0 202 2 0
# of Families requesting accessibility
features 0 0 0 926 0 918 6 0
# 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 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Vouchers
Special Purpose Voucher
Race Certificate Mod-
Rehab
Public
Housing Total Project
-based
Tenant
-based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 60 0 60 0 0 0
Black/African American 0 0 0 863 0 855 6 0 0
Asian 0 0 0 2 0 2 0 0 0
American Indian/Alaska Native 0 0 0 0 0 0 0 0 0
Pacific Islander 0 0 0 1 0 1 0 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 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Vouchers
Special Purpose Voucher
Ethnicity Certificate Mod-
Rehab
Public
Housing Total Project
-based
Tenant
-based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 55 0 55 0 0 0
Not Hispanic 0 0 0 871 0 863 6 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Consolidated Plan COMPTON 44
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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:
Public housing tenants and those on the waiting list for accessible units encounter diverse needs, especially concerning mobility, disability accommodation, and access to vital services. The demand for accessible housing significantly surpasses the available supply, resulting in extended waiting periods for individuals and families who need specific housing modifications, including wheelchair ramps, wider doorways, lower countertops, or modified bathroom facilities.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The most immediate needs of individuals residing in Public Housing and those utilizing Housing Choice vouchers can be grouped into several key areas: financial support, housing standards, access to essential services, and community amenities. A major issue is the availability of suitable affordable housing options. Generally, these individuals operate on extremely low incomes. Residents of Public Housing and participants in the Housing Choice Voucher Programs have expressed urgent needs for affordable grocery stores, retail shops, and department stores. Meeting these fundamental needs is vital, as they greatly impact on daily living and are essential for maintaining stable housing.
How do these needs compare to the housing needs of the population at large The housing requirements of individuals residing in Public Housing and those holding Housing Choice Vouchers (HCV) differ significantly from those of the general population in Compton. While both groups face challenges related to affordability due to rising housing costs, those in subsidized housing experience greater economic vulnerability, encounter more frequent maintenance issues, and demonstrate a stronger dependence on public assistance. Recipients of public housing and HCV are much more likely to be classified as severely rent-burdened, meaning they spend over 50% of their income on housing, in comparison to middle-income families.
Residents of public housing often have limited options to improve their substandard living situations, whereas private market renters typically have more options to move to better- maintained homes. Moreover, individuals in public housing and HCV programs tend to rely more on government-funded services, unlike middle-income households that can often access private resources or employer-sponsored benefits. Additionally, those in public housing and HCV programs face a significantly narrower range of housing choices and endure longer waiting times to find suitable accommodation, while middle-income Consolidated Plan COMPTON 45
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households enjoy greater mobility based on their financial means and personal preferences.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Homelessness is a complex issue with root causes ranging from economic hardship and lack of affordable housing to mental health issues and systemic inequalities. Each person without a stable home has a unique story and set of circumstances that shape their experience. By conducting a needs assessment, the city seeks to understand these circumstances and identify practical solutions to address homelessness.
The City of Compton is serviced by the Los Angeles County Homeless Service Authority which is the local Continuum of Care. The data below was extracted from HUD’s 2023 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations report. This report is based on point-in-time information provided to HUD by Continuum of Care (CoCs) as part of their CoC Program application process, per the Notice of Funding Availability (NOFA) for the Fiscal Year 2023 Continuum of Care Program Competition. CoCs are required to provide an unduplicated count of homeless people according to HUD standards (explained in HUD’s annual HIC and PIT count notice and HUD’s Point-in-Time Count Methodology Guide). HUD has conducted a limited data quality review but has not independently verified all the information submitted by each CoC. Additionally, a shift in the methodology a CoC uses to count people who are homeless may cause a change in homeless counts between reporting periods.
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 homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
The following section provides a general assessment of the City's homeless population and its needs. The U.S. Department of Housing and Urban Development (HUD) uses the following categories to define homelessness:
•Literally Homeless:
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oSheltered Homeless: lives in emergency shelter, transitional housing for the homeless or a hotel or motel with the stay being paid for by an organization.
oUnsheltered Homeless: lives in a car, park, abandoned building, encampment, dilapidated building, on the sidewalk, or similar location.
•Imminently Homeless: is facing loss of housing within two weeks, has no subsequent residence identified, and lacks the resources or support networks needed to obtain other permanent housing. •Other Homeless: in jail, a hospital, or a detox program, but would otherwise have been homeless. •Fleeing/Attempting to Flee Domestic Violence: Is fleeing, or is attempting to flee, domestic violence; has no other residence; and lacks the resources or support networks to obtain other permanent housing. •Unaccompanied Youth: A youth under the age of 24 who is not in the physical custody of a parent or guardian and is currently paying for their own living expenses, which includes paying for fixed, regular, and adequate housing.
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Nature and Extent of Homelessness: (Optional)
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
Based on available data and regional trends, the City of Compton has a significant need for housing assistance among families with children and veteran households.
Families with Children
Compton's population includes a substantial number of families with children. According to the 2010 U.S. Census, 58% of households had children under the age of 18 living in them. The average household size was 4.15, and the average family size was 4.41, indicating a prevalence of larger families in the city. These families often face challenges such as overcrowded living conditions and housing cost burdens. The city's Housing Element identifies the need to rehabilitate existing housing stock and develop new housing to relieve overcrowding and maintain affordable housing for low-income households.
Veteran Households
While specific data on veteran households in Compton is limited, regional programs indicate a need for housing assistance among this group. The Supportive Services for Veteran Families (SSVF) program, established by the U.S. Department of Veterans Affairs, aims to rapidly re-house homeless veteran families and prevent homelessness for very low-income veterans at imminent risk due to a housing crisis. Additionally, the Compton Service Center houses programs designed to address challenges faced by veterans, families, and individuals coming out of the criminal justice system.
In summary, both families with children and veteran households in Compton experience significant housing needs. Efforts to address these needs include rehabilitating existing housing, developing new affordable housing, and providing targeted support services.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
In the City of Compton, the nature and extent of homelessness varies significantly across racial and ethnic groups, reflecting broader disparities observed throughout Los Angeles County. Black or African American residents are disproportionately affected by homelessness. While they represent roughly 25% of Compton’s population, they account for a much larger share of the homeless population in the region. This overrepresentation Consolidated Plan COMPTON 49
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is linked to systemic issues such as historic housing discrimination, generational poverty, and limited access to economic and educational opportunities.
Hispanic or Latino individuals, who comprise over 70% of Compton’s population, also face high rates of housing instability and homelessness. Many live in overcrowded or cost-burdened households, and low wages coupled with rising rents place them at greater risk of becoming homeless. Although not as significantly overrepresented as Black residents, Latino families are often underserved due to language barriers, immigration status concerns, or limited access to culturally responsive services.
White residents, while making up a smaller percentage of Compton’s population, also experience homelessness—often driven by economic insecurity, unemployment, or untreated mental health and substance use disorders. Smaller racial and ethnic groups, including Asian and Native American individuals, also face housing instability, although they represent a smaller share of the homeless population. These groups may encounter unique barriers such as cultural stigma, limited outreach, or gaps in available services.
Addressing homelessness in Compton requires a racially and culturally informed approach that acknowledges these disparities. Solutions must include expanding access to affordable housing, eliminating discriminatory barriers, providing culturally competent support services, and targeting resources to populations that are historically marginalized and disproportionately impacted by housing instability.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
As of the most recent available data, the City of Compton experiences a significant challenge with homelessness, characterized by a high proportion of unsheltered individuals. In 2022, the Los Angeles Homeless Services Authority (LAHSA) reported that 644 individuals were experiencing homelessness in Compton. While specific breakdowns between unsheltered and sheltered populations for Compton are not detailed in the available data, regional trends indicate that a substantial majority of individuals experiencing homelessness in Los Angeles County are unsheltered. For instance, in 2019, approximately 75% of the homeless population in the county were unsheltered, residing in places not meant for human habitation such as streets, vehicles, or abandoned buildings.
Efforts to address homelessness in Compton have included initiatives like the Los Angeles County's Pathway Home program. In January 2024, this program successfully transitioned 33 individuals from street encampments in Compton into interim housing, providing them with supportive services aimed at facilitating their move into permanent housing.
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Despite these efforts, the persistent high rate of unsheltered homelessness underscores the need for continued and enhanced strategies. This includes increasing the availability of affordable housing, expanding shelter capacity, and providing comprehensive support services to address the complex needs of individuals experiencing homelessness in Compton.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
Describe the characteristics of special needs populations in your community:
Understanding the unique characteristics and needs of special populations is critical for effectively planning and allocating federal funds. These groups face distinct challenges that impact their housing stability, access to services, and overall well-being.
Elderly and Frail Elderly
The senior population in Compton is growing, and many elderly and frail elderly individuals struggle to maintain their homes or afford rising rental costs. Many seniors live in over-sized homes they cannot maintain on a fixed income, and aging in place often requires costly medical and daily living assistance. Additionally, the rise in poverty rates among older adults increases the demand for affordable housing and supportive services.
The needs assessment also highlighted a trend of seniors raising grandchildren in multigenerational households, adding financial and caregiving burdens.
Persons Experiencing Domestic Violence
Survivors of domestic violence, particularly sex trafficking require emergency shelter, transitional housing, financial assistance, mental health counseling, legal aid, childcare, and job training to rebuild their lives. Sex trafficking also emerged as a growing concern in Compton, particularly affecting vulnerable individuals facing economic hardship, unstable housing, or substance abuse issues.
Unaccompanied Youth
Youth experiencing homelessness or unstable housing are at risk of substance abuse, trafficking, and domestic violence. Those transitioning from foster care often face barriers to education, employment, and stable housing. While local schools support minors experiencing homelessness, data on young adults (18-24) not accessing formal assistance remains limited.
Persons with Disabilities
Compton has a significant population of individuals with developmental, cognitive, physical, and sensory disabilities who require accessible housing, in-home support, and specialized care. According to ACS data, 14.5% of residents have a disability, and over 65% of them are seniors. Many individuals with disabilities face barriers to independent living, highlighting the need for supportive housing, residential facilities, and caregiver services.
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Populations with Limited English Proficiency (LEP)
The Spanish-speaking community represents the majority of LEP individuals in Compton, with language barriers affecting healthcare, education, employment, and access to services. Cultural differences and immigration concerns can further limit engagement with available programs. Addressing LEP needs requires language assistance, culturally competent services, and targeted outreach to ensure equitable access to resources.
Persons with Substance Use Disorders
Individuals struggling with substance use disorders (SUD) face health risks, homelessness, legal issues, and economic instability. While some treatment services are available, long-term rehabilitation options remain limited. Many children of individuals with substance use disorders are at risk of neglect and abuse, increasing the burden on grandparents and extended family caregivers. Expanding prevention, treatment, and recovery services is essential to addressing this growing issue across all income levels.
By identifying these vulnerable populations and their needs, the City of Compton can strategically plan housing, support services, and economic development programs that improve quality of life and housing stability for its residents.
What are the housing and supportive service needs of these populations and how are these needs determined?
The primary housing and supportive needs of vulnerable populations in Compton include affordable, safe housing in areas with access to transportation, social services, and education on fair housing rights. Ensuring that individuals are aware of their housing rights and available resources is critical in preventing discrimination and promoting housing stability.
Persons with disabilities often require accessible housing units, including ground-floor apartments, wheelchair-accessible features, and modified living spaces. Individuals with cognitive disabilities may need additional support services, such as case management, independent living assistance, and specialized care programs.
Other critical supportive services include senior programs, congregate meal services, food assistance, and public service programs that help low-income households maintain housing stability. Many of these services are available through local nonprofit organizations, but gaps remain in service accessibility and funding.
These housing and supportive needs were identified through stakeholder interviews, public meetings, and community needs assessments, ensuring that federal funds are aligned with the most pressing challenges facing Compton’s vulnerable populations.
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Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
HIV (Human Immunodeficiency Virus) weakens the immune system, making individuals more vulnerable to infections and illnesses. Without treatment, HIV can progress to AIDS (Acquired Immunodeficiency Syndrome), severely compromising the body's ability to fight disease.
In Compton, access to healthcare, stable housing, and supportive services is crucial for individuals living with HIV/AIDS. Many affected individuals face barriers to medical care, stigma, housing instability, and financial hardship, increasing their risk of homelessness and poor health outcomes. The need for safe, affordable housing, medical treatment, mental health support, and case management services remains critical.
According to the Los Angeles HIV Surveillance Annual Report, 2022, there were 964 persons living with HIV in Compton and 47 of those were newly diagnosed. HIV continues to affect low- income communities and communities of color disproportionately. Strengthening coordinated care, expanding outreach, and increasing access to medical and housing support are key strategies to improving outcomes for individuals living with HIV/AIDS in Compton.
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 benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii))
The City of Compton will not establish a preference for HOME TBRA.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
The City of Compton faces significant challenges regarding its public facilities, which are essential for the well-being and quality of life of its residents. A 2021 report by the California State Auditor highlighted that half of Compton's streets are in poor condition, and the city's aging water infrastructure threatens the reliability of its water supply.
Additionally, the city has not completed necessary sewer infrastructure projects, despite numerous sewage overflows that have posed health risks to the public.
The city's General Plan outlines goals to revitalize infrastructure and enhance public facilities. These include improving parks and recreational facilities, expanding access to high-quality medical and emergency care, and ensuring public safety through efficient fire protection services. The plan also emphasizes the need for a safe physical environment that encourages bicycling and walking, as well as the importance of maintaining and promoting multi-modal transit centers.
Efforts to address these issues are ongoing, with the city's Public Works Department responsible for planning, designing, constructing, and maintaining public streets, parks, and open spaces. However, the city has struggled with financial mismanagement and a lack of leadership, which have hampered its ability to effectively address infrastructure needs.
To improve public facilities, Compton must prioritize updating its capital improvement plan, ensure transparent budgeting practices, and secure adequate funding for infrastructure projects. By addressing these challenges, the city can work towards providing safe, reliable, and accessible public facilities for all residents.
How were these needs determined?
The public facility needs in the City of Compton were determined through a combination of community engagement, infrastructure assessments, and external evaluations by state agencies.
The City utilized input from residents gathered through its Citizen Participation Plan (CPP), which included public hearings, community surveys, stakeholder meetings, and consultations with service providers. These activities highlighted recurring concerns such as deteriorating streets, outdated water and sewer systems, inadequate recreational spaces, and limited access to quality health and emergency services.
In addition to local engagement, formal evaluations such as the 2021 audit by the California State Auditor provided a critical assessment of the City’s infrastructure challenges. This audit identified specific deficiencies, including failing road conditions, unresolved sewer overflows, and neglected water system maintenance—issues that pose significant risks to public health and safety. The City’s General Plan and Capital Improvement Plan also played a role in identifying and prioritizing Consolidated Plan COMPTON 55
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public facility needs based on projected growth, existing asset conditions, and strategic development goals.
Together, these sources offered a comprehensive understanding of the gaps in Compton’s public infrastructure and informed the priorities included in the Consolidated Plan. By integrating community feedback with technical analysis and regulatory oversight, the City ensured that its assessment of public facility needs was both data-driven and rooted in lived experience.
Describe the jurisdiction’s need for Public Improvements:
The City of Compton faces significant challenges regarding its public improvements, particularly in the areas of transportation infrastructure, water systems, and sewer networks.
Transportation Infrastructure: A 2021 report by the California State Auditor highlighted that half of Compton's streets are in poor condition, requiring major maintenance such as complete reconstruction. This deterioration poses safety risks for motorists and pedestrians and hampers economic development. Efforts to address these issues include plans to utilize state funding from the Road Maintenance and Rehabilitation Account (RMRA) for street repair and maintenance.
Water Systems: The city's aging water infrastructure threatens the reliability of its water supply. Decaying water wells and related infrastructure have led to concerns about water quality and availability. The Municipal Utilities Department has outlined capital improvement projects aimed at upgrading the water system to ensure a safe and reliable supply for residents.
Sewer Networks: Compton has not completed necessary sewer infrastructure projects, despite numerous sewage overflows that have posed health risks to the public. The lack of progress in updating the sewer system underscores the need for comprehensive planning and investment in this critical area.
Addressing these public improvement needs requires a coordinated approach that includes updating the city's capital improvement plan, securing adequate funding, and ensuring transparent budgeting practices. By prioritizing these infrastructure projects, Compton can work towards providing safe, reliable, and accessible public services for all residents
How were these needs determined?
The City of Compton’s need for public improvements was determined through a combination of infrastructure assessments, external audits, and community input. A critical evaluation came from the 2021 California State Auditor’s report, which identified severe deficiencies in Compton’s infrastructure, including poor street conditions, unresolved sewer overflows, and decaying water Consolidated Plan COMPTON 56
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systems. This report was based on documented maintenance backlogs, field inspections, and performance data provided by city departments.
In addition, the City’s Capital Improvement Plan (CIP) and General Plan provided structured evaluations of infrastructure needs based on the age and condition of existing assets, service demand, and population growth projections. These plans helped prioritize improvements in areas such as street resurfacing, stormwater drainage, water reliability, and sewer upgrades.
Community engagement also played a key role in identifying needs. Through public meetings, surveys, and consultations held as part of the Consolidated Planning process, residents voiced concerns about deteriorating roads, flooding, inadequate lighting, and unsafe pedestrian infrastructure. Feedback from these engagement efforts helped the City align public investment priorities with the lived experiences and needs of Compton’s neighborhoods.
Combined, these technical assessments and community-driven insights provided a comprehensive picture of the City’s most urgent public improvement needs, enabling data- informed planning and targeted use of federal, state, and local resources.
Describe the jurisdiction’s need for Public Services:
The City of Compton faces significant challenges in providing essential public services to its residents, particularly in the areas of healthcare, mental health, youth development, and support for vulnerable populations.
Healthcare and Mental Health Services: Compton has a high demand for accessible healthcare and mental health services. Facilities like the ROADS Community Clinic and Compton Family Mental Health Services offer critical support, but capacity constraints and limited resources hinder their ability to meet the community's needs. The city's population, which includes a significant number of low-income and uninsured individuals, often faces barriers to accessing comprehensive healthcare.
Youth Development Programs: Youth in Compton benefit from programs such as Compton YouthBuild and initiatives by the Compton Alumnae Chapter of Delta Sigma Theta Sorority, Inc., which focus on education, vocational training, and personal development. However, the demand for such programs exceeds current availability, indicating a need for expanded services to support the city's young population effectively.
Support for Vulnerable Populations: Organizations like Compton Adult Day Health Care provide services for seniors and individuals with disabilities, offering medical care and social support. Despite these efforts, there remains a gap in services for other vulnerable groups, including the homeless and those with chronic health conditions, necessitating a broader range of supportive programs.
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organizations and healthcare providers. By enhancing existing services and developing new initiatives, Compton can work towards ensuring that all residents have access to the essential support they need.
How were these needs determined?
The City of Compton’s public service needs were identified through a combination of community outreach, demographic analysis, and input from local service providers during the development of the Consolidated Plan. Public hearings, stakeholder meetings, and community surveys conducted as part of the Citizen Participation Plan revealed recurring concerns about limited access to healthcare, youth programming, mental health services, and support for vulnerable populations such as seniors, persons with disabilities, and the homeless.
Local data sources, including census and American Community Survey (ACS) data, highlighted high poverty rates, a large youth population, and a significant number of households lacking access to essential services. These findings were further validated by consultations with nonprofit organizations, clinics, and educational institutions operating in Compton, many of which reported unmet demand and under-resourced programs.
In addition, evaluations of service utilization rates, wait times, and capacity constraints at facilities such as community clinics, youth centers, and adult day health programs helped quantify the service gaps. Through this multi-source approach—combining quantitative data with lived experience and provider feedback—the City gained a comprehensive understanding of the public service priorities that should be addressed to support the well- being of its residents.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
A comprehensive analysis of the housing market entails evaluating essential data and trends that influence the real estate sector within a particular area. This includes examining price fluctuations, the interplay between demand and supply, the impact of local economic factors, and the effects of these trends on different demographic groups.
The housing market in Compton is influenced by both positive and negative factors:
increasing demand, rising home prices, and an influx of new development, contrasted with affordability issues and concerns around displacement. The housing market in Compton is experiencing notable price increases; however, there are emerging indicators of shifting dynamics, including a rise in the average duration that properties are listed for sale and a movement towards a buyer's market. It is crucial for prospective buyers and sellers to stay informed about these evolving trends to ensure they can make well- informed and strategic decisions.
The Market Analysis, in conjunction with the Needs Assessment, will form the cornerstone of the Strategic Plan and its related programs and initiatives. This Housing Market Analysis will provide critical insights, including the primary attributes of Compton's housing market such as supply, demand, housing conditions, and pricing trends. It will also evaluate the availability of housing options for individuals with disabilities and other special needs, assess the state and requirements of public and assisted housing, and compile a succinct inventory of facilities, housing, and services aimed at supporting homeless individuals. Furthermore, the analysis will identify regulatory barriers that hinder the development of affordable housing and outline key features of the local economic environment.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The housing stock in Compton, California, consists of a diverse array of single-family residences, multi-family dwellings such as apartments, and a few mixed-use developments. The quantity of housing units available in a city like Compton significantly influences the housing market by impacting factors such as supply and demand, affordability, and the demographic makeup of the community. This section provides an analysis of the housing supply in Compton. The accompanying tables and narrative detail the local housing market, focusing on aspects such as unit count, type, tenure, and size.
According to data from the 2016-2020 American Community Survey, as shown in Table 31, single-family detached homes represent the majority of the housing stock. The remaining inventory includes a variety of multi-family options, ranging from buildings with 2 to 4 units to those with 20 or more units. Regarding size, the majority of owner-occupied homes in the city are quite spacious, typically featuring three or more bedrooms. Likewise, rental properties are generally large, with nearly 28% providing two or three or more bedrooms.
All residential properties by number of units
Property Type Number %
1-unit detached structure 16,050 65%
1-unit, attached structure 1,965 8%
2-4 units 2,885 12%
5-19 units 1,865 8%
20 or more units 1,140 5%
Mobile Home, boat, RV, van, etc. 920 4%
Total 24,825 100%
Table 26 – Residential Properties by Unit Number
Data
Source:
2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 95 1% 500 5%
1 bedroom 175 1% 2,440 23%
2 bedrooms 4,185 31% 4,625 44%
3 or more bedrooms 8,925 67% 2,965 28%
Total 13,380 100% 10,530 100%
Table 27 – Unit Size by Tenure
Data
Source:
2016-2020 ACS
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Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
In Compton, a collaborative effort among federal, state, and local programs aims to provide affordable housing options that address the diverse needs of different income levels and family configurations. The Grants Management Department of the City of Compton implements various programs focused on supporting families with low to moderate incomes. One such initiative, the HOME Downpayment Assistance Program, provides financial assistance for down payments and closing costs to first-time homebuyers who qualify under HUD income criteria. Participants must also complete a HUD-approved homebuyer education course and contribute at least 1% of the closing costs in cash. Additionally, the Housing Rehabilitation Program aims to help eligible homeowners improve substandard living conditions, ensuring that they have safe and livable homes. These programs are designed to benefit a diverse range of residents, including low- to moderate-income families, seniors, and individuals with disabilities, by facilitating access to affordable and secure housing options.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
Compton does not expect to lose any affordable housing units from the inventory during this Consolidated Plan period. While specific information regarding the number of units in Compton that may be at risk due to expiring Section 8 contracts is not easily accessible, proactive actions by housing authorities and city officials can help reduce potential losses.
Does the availability of housing units meet the needs of the population? The availability of housing units in Compton, California, falls short of adequately serving its population, as evidenced by significant challenges such as affordability, insufficient supply, and overcrowding. Although the city offers a variety of housing options, including single-family homes, multi-family residences, and rental properties, various factors indicate that Compton is facing difficulties in fulfilling the housing demand effectively. Key challenges encompass several critical issues such as escalating housing costs that restrict opportunities for homeownership and contribute to increased rental prices.
Additionally, there is a scarcity of affordable housing options, particularly affecting low- income families and renters. The threat of displacement looms large as gentrification and rising rents continue to impact vulnerable communities.
Describe the need for specific types of housing:
The need for additional housing units, particularly in the affordable sector, remains significant; however, the rate of new construction has failed to match this demand. This imbalance between supply and demand intensifies housing expenses, resulting in Consolidated Plan COMPTON 61
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increased rental rates and elevated home prices. As the population ages, there is an increasing need for housing solutions that are suitable for seniors, including assisted living facilities and communities designed for older adults. Furthermore, it is essential to ensure that housing options are accessible for individuals with disabilities, thereby meeting the diverse requirements of the community.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The following section features pre-filled tables that outline the housing costs and affordability for both homeowners and renters within the City of Compton, utilizing data from the American Community Survey (ACS) spanning 2016 to 2020. It begins with an analysis of the trends in housing costs, compares Fair Market Rents to prevailing market rents, and highlights the primary needs identified through a gaps analysis, resident feedback, and consultations with stakeholders. The scarcity of affordable housing options poses significant challenges for low- and moderate-income households seeking homeownership or rental opportunities. The sharp increase in home sale prices and the consistent rise in rental costs are critical issues that hinder residents' access to affordable housing, particularly impacting those with lower income levels. While the surge in home sale prices may benefit current homeowners looking to sell, it simultaneously creates barriers for low- and moderate-income buyers attempting to enter the market.
It is essential to recognize that recent years have seen a notable rise in housing prices that is not reflected in the data provided, which is crucial for evaluating housing costs during this Consolidated Plan period. Compton has traditionally been more affordable compared to other parts of Los Angeles County, but prices are rising due to demand from buyers and renters seeking more affordable options than those in neighboring areas like Inglewood, South Los Angeles, and Long Beach.
Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value $243,500 $383,500 57%
Median Contract Rent $994 $1,131 14%
Table 28 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 1,025 9.7%
$500-999 3,050 29.0%
$1,000-1,499 4,145 39.3%
$1,500-1,999 1,795 17.0%
$2,000 or more 525 5.0%
Total 10,540 100.0%
Table 29 - Rent Paid
Data
Source:
2016-2020 ACS
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Housing Affordability
Number of Units affordable to
Households earning Renter Owner
30% HAMFI 975 No Data
50% HAMFI 3,835 525
80% HAMFI 8,835 2,580
100% HAMFI No Data 5,719
Total 13,645 8,824
Table 30 – Housing Affordability
Data
Source:
2016-2020 CHAS
Monthly Rent
Monthly Rent ($)
Efficiency
(no
bedroom)
1 Bedroom
2 Bedroom
3 Bedroom
4 Bedroom
Fair Market Rent $1,534 $1,747 $2,222 $2,888 $3,170
High HOME Rent $1,158 $1,253 $1,506 $1,730 $1,911
Low HOME Rent $913 $979 $1,175 $1,357 $1,515
Table 31 – Monthly Rent
Data
Source:
HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? No, there is not sufficient housing for households at all income levels in Compton, California. While the city has a diverse housing stock, there are significant gaps in housing availability for low-income and moderate-income households, particularly as housing costs continue to rise and supply remains limited. Compton has prioritized initiatives aimed at enhancing the availability of affordable housing and ensuring that rental costs are more compatible with the financial means of low-income residents.
How is affordability of housing likely to change considering changes to home values and/or rents?
Low-income families, especially those renting their homes, are significantly affected by the increasing costs of housing. Many residents in Compton with limited financial resources are finding it challenging to secure housing that aligns with their income levels.
The demand for affordable housing options greatly surpasses the available supply, leading to extensive waiting lists for government-subsidized programs such as Section 8.
For households with moderate incomes, the prospect of homeownership remains out of reach in Compton, primarily due to rising property rates. While the median home price in Compton is still comparatively lower than in other areas of Los Angeles County, the disparity is narrowing, and property values are rising at a pace that outstrips wage growth.
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How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? In Compton, California, the HOME rents and the Fair Market Rent (FMR) are generally structured to align with affordable housing standards. In contrast, the Area Median Rent (AMR) indicates the median rental cost for all housing units within the region, irrespective of any assistance programs that may be in place. Fair Market Rent (FMR) is established each year by the HUD and reflects the rental prices for private market housing units.
FMRs play a crucial role in assessing eligibility for Section 8 Housing Choice Vouchers and various other housing assistance initiatives. The HOME Rent limits are a component of a federal initiative aimed at ensuring that low-income families have access to affordable rental housing. These rent limits are generally set below the Fair Market Rents (FMRs) and are determined by the area median income (AMI), with adjustments made according to the number of bedrooms in a rental unit. The primary objective is to maintain affordability for households whose income is at or below 60% of the area median income.
In Compton, the approach to creating or maintaining affordable housing has a focus on closing the affordability gap faced by low- and moderate-income families, while also safeguarding these communities from displacement caused by increasing market rents.
Enhancing the development of new affordable housing aimed at low-income families is essential. By offering financial incentives to developers for the construction of below- market-rate units, we can address the affordability crisis more effectively. Additionally, the introduction or expansion of rent control policies for existing properties can help maintain affordable rents for current residents. Providing incentives to landlords to retain affordability in their units or to limit rent increases can deliver immediate support to those most at risk of displacement.
Discussion
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
This section delves into the state of housing and the responsibilities of HUD concerning the assessment of risks posed by natural disasters, followed by an investigation into the challenges faced by residents regarding their housing conditions. It concludes with an analysis of the dangers linked to lead-based paint. Understanding the age and condition of housing units in Compton is essential for grasping the overall dynamics of the local housing market. This analysis will utilize data to pinpoint key factors that affect the city's housing inventory.
In the subsequent tables, we will compare and contrast the conditions of homes occupied by both homeowners and renters in Compton, evaluate the age differences between these two categories of occupied units, and examine the ratio of vacant properties to those that may be at risk of containing lead-based paint.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
Compton defines a housing unit as being in "standard condition" when it is well- maintained and offers a safe, clean, and appropriate long-term living space. In contrast, a housing unit is deemed to be in "substandard condition" if it is poorly maintained and can be feasibly rehabilitated both structurally and financially. For the purposes of this study, properties located in low-income neighborhoods that are more than 30 years old are categorized as “older housing stock.”
Condition of Units
Owner-Occupied Renter-OccupiedCondition of Units
Number % Number %
With one selected Condition 5,940 44% 5,770 55%
With two selected Conditions 825 6% 1,750 17%
With three selected Conditions 0 0% 10 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 6,610 49% 3,005 29%
Total 13,375 99% 10,535 101%
Table 32 - Condition of Units
Data
Source:
2016-2020 ACS
Year Unit Built
Owner-Occupied Renter-OccupiedYear Unit Built
Number % Number %
2000 or later 605 5% 475 5%
1980-1999 1,320 10% 1,735 16%
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1950-1979 5,745 43% 5,570 53%
Before 1950 5,705 43% 2,750 26%
Total 13,375 101% 10,530 100%
Table 33 – Year Unit Built
Data
Source:
2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Owner-
Occupied
Renter-
Occupied
Risk of Lead-Based Paint Hazard
Number % Number %
Total Number of Units Built Before 1980 11,450 86% 8,320 79% Housing Units build before 1980 with children present 840 6% 230 2% Table 34 – Risk of Lead-Based Paint
Data
Source:
2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation Total
Vacant Units 875 586 1,461
Abandoned Vacant Units 210 140 350
REO Properties 280 120 400
Abandoned REO Properties 100 100 200
Table 35 - Vacant Units
Need for Owner and Rental Rehabilitation
Owner and rental rehabilitation play a vital role in the housing strategy of Compton where the availability of affordable housing is constrained, and numerous homes and rental properties are either aging or require substantial repairs. Compton is prioritizing both owner-occupied residences and rental units to maintain their current housing stock, improve overall livability, and tackle problems related to inadequate housing conditions and affordability issues. The housing inventory in Compton is predominantly aged, with a significant number of residences and rental properties built several decades ago, often predating the 1980s. As these structures continue to age, they necessitate more frequent maintenance and renovations to align with contemporary living standards and adhere to current health and safety regulations. Particularly in economically disadvantaged neighborhoods, many of these homes may be in substandard condition, suffering from neglected upkeep and facing various issues such as plumbing failures, electrical risks, mold growth, foundation instability, and roof leaks. If these properties are not rehabilitated, the existing problems are likely to escalate over time, leading to further decline, potential displacement of residents, reduced property values, and an overall decrease in the quality of life for the community.
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Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
Lead was prohibited in residential paint in 1978, having previously been a common component in most oil-based paints used for both interior and exterior applications.
Consequently, homes constructed before this ban may pose a lead hazard if any paint layers contain lead. Accurately determining the number of housing units at risk due to lead-based paint is challenging. Typically, households earning between 0 to 50% of the Median Family Income (MFI) struggle to afford well-maintained housing, placing them at a heightened risk for lead poisoning. The health risks associated with residing in homes built prior to 1978, particularly concerning lead-based paint exposure, are especially detrimental to children.
According to the 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) data, there are approximately 19,770 housing units that may be impacted by lead-based paint hazards. Lead is an extremely toxic metal that can lead to various health issues, particularly in children. The primary source of lead exposure is lead-contaminated dust found in deteriorating homes and buildings. Regulations from the Department of Housing and Urban Development (HUD) concerning lead-based paint are applicable to all federally assisted housing. Exposure to lead-based paint remains one of the most significant environmental risks associated with housing.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The Compton Housing Authority (CHA) serves as the public entity tasked with the administration and oversight of affordable housing initiatives and services in Compton, California. Its primary objective is to ensure that low-income residents have access to safe, decent, and affordable housing, while also working to enhance the overall living conditions within the community. In line with the functions of other public housing authorities (PHAs), the CHA manages federal programs, including the Housing Choice Voucher Program (Section 8) in addition to pursuing various housing projects aimed at meeting the specific needs of the local population. A significant initiative under the CHA is the Housing Choice Voucher Program (Section 8), a federal program designed to assist low-income families, seniors, and disabled individuals in securing rental housing within the private market. Additionally, the CHA is committed to the development of new affordable housing options and the preservation of existing units in Compton, often collaborating with developers and nonprofit organizations to construct or renovate affordable rental properties for low- and moderate-income households.
The Compton Housing Authority actively engages in projects aimed at forming partnerships with private developers to enhance the supply of affordable housing in the region. It is CHA’s duty to ensure that housing opportunities are accessible to all community members while adhering to federal fair housing regulations. The organization is dedicated to combating discrimination based on race, color, national origin, religion, sex, familial status, or disability, thereby promoting equitable housing access for all residents.
Totals Number of Units
Program Type
Vouchers
Special Purpose Voucher
Certificate Mod-
Rehab
Public
Housing Total Project -
based
Tenant -
based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers available 0 0 0 803 0 0 0 0 0
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# of accessible units 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 36 – Total Number of Units by Program Type
Data
Source:
PIC (PIH Information Center)
Describe the supply of public housing developments:
The Compton Housing Authority (CHA) oversees 803 Housing Choice Vouchers in Compton, aimed at supporting low- income families, senior citizens, and individuals with disabilities. These vouchers are distributed across different neighborhoods within the city. The total number of available public housing units fluctuates as the Los Angeles County Development Authority engages in renovation, demolition, or the construction of new properties. Nonetheless, overall availability remains constrained due to challenges such as the aging of existing buildings, maintenance expenses, and financial limitations. The current housing options are either apartment complexes or scattered-site developments.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
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OMB Control No: 2506-0117 (exp. 09/30/2021)
The Los Angeles County Development Authority (LACDA) oversees a total of 53 public housing family units distributed across five distinct locations in Compton. El Segundo I, established in 1972, accommodates families with 30 units. The property at 4212 Addington & Waldorf, constructed in 1984, consists of 3 units. El Segundo II, which includes addresses 2140 and 2141 and was built in 1985, features a total of 18 units, comprising 5 and 13 units respectively. Additionally, Linsley, built in 2008, offers 2 units for residents.
Consolidated Plan COMPTON 71
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Housing Condition
The City of Compton Housing Authority does not own any public housing.
Public Housing Development Average Inspection Score
N/A N/A
Table 37 - Public Housing Condition
The
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
The public housing units in the City of Compton are owned and operated by the Los Angeles County Development Authority (LACDA). Most properties are experiencing natural wear and tear, including issues with plumbing, electrical systems, and HVAC (heating, ventilation, and air conditioning) systems. Many of the units still contain outdated kitchen appliances, bathroom fixtures, and lighting systems, which are inefficient and prone to breakdowns. The restoration and revitalization of public housing units in Compton is a complex and multifaceted challenge, requiring significant investment, careful planning, and strategic partnerships. The City of Compton will work with LACDA to address the aging infrastructure, improve energy efficiency, and enhance safety and accessibility to ensure the long-term affordability of these units. This strategy is key to preserving public housing as a critical resource for low-income families.
Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing:
The public housing units in the City of Compton are owned and operated by the Los Angeles County Development Authority (LACDA). The LACDA strategy for improving the living environment of low- and moderate-income families residing in public housing focuses on comprehensive revitalization, resident empowerment, enhanced safety, and sustainability. The objective is to enhance the living standards of residents, assisting them in achieving higher levels of self-sufficiency and economic advancement, while promoting secure and dynamic communities. These initiatives will guarantee that public housing continues to serve as a vital support system for low-income families in Compton.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The Homeless Facilities and Services section evaluates the availability of emergency shelters, transitional housing, permanent supportive housing, and supportive services for individuals and families experiencing homelessness in Compton.
The City works closely with the Los Angeles Homeless Services Authority (LAHSA), which leads the region’s Continuum of Care (CoC), to coordinate with government agencies, nonprofit organizations, and service providers. These partnerships support the delivery of housing interventions and wraparound services aimed at reducing homelessness, addressing chronic homelessness, and promoting long-term housing stability for vulnerable individuals and families throughout Compton. Data is the table below shows availability of beds in Los Angeles County. There are no shelter, transitional, or permanent supportive housing beds in the City of Compton.
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)
8402 388 938 5890 0
Households with Only Adults 8402 388 2049 20531 0
Chronically Homeless
Households
8402 388 2988 20531 0
Veterans 256 0 653 6242 4138
Unaccompanied Youth 533 0 867 407 0
Table 38 - Facilities and Housing Targeted to Homeless Households Consolidated Plan COMPTON 73
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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 the City of Compton, mainstream services such as health, mental health, and employment programs are critical components of the broader strategy to support individuals and families experiencing homelessness. These services complement targeted homeless assistance programs by addressing the root causes of housing instability—such as untreated health conditions, mental illness, substance use disorders, and unemployment—thereby promoting long-term stability and self-sufficiency.
Health and Mental Health Services: Compton residents experiencing homelessness often rely on county-administered services provided through the Los Angeles County Department of Health Services (DHS) and the Department of Mental Health (DMH).
Programs like the Housing for Health initiative integrate healthcare with housing placement efforts, while clinics such as the ROADS Community Clinic and Compton Family Mental Health Services deliver accessible care regardless of housing status.
These services provide medical treatment, psychiatric care, and case management support that are essential for individuals with chronic illnesses or behavioral health needs.
Substance Use and Recovery Services: Los Angeles County's Substance Abuse Prevention and Control (SAPC) division offers detox, outpatient, and residential treatment services that are available to individuals referred from homelessness outreach programs.
These services are often coordinated with housing providers to support recovery and prevent relapse.
Employment and Workforce Development: Mainstream employment services are delivered in partnership with programs such as the Los Angeles County America’s Job Centers of California (AJCC) and local nonprofits. These programs offer job training, resume assistance, GED preparation, and job placement. Many homeless service providers in Compton collaborate with these workforce partners to connect individuals to employment opportunities, often as part of a rapid re-housing or transitional housing plan.
Public Assistance and Benefits Enrollment: Mainstream systems like CalWORKs, CalFresh (SNAP), and General Relief offer financial and food assistance that help stabilize individuals while they transition into permanent housing. Service providers often assist clients in accessing these benefits during intake and case management processes.
Overall, Compton’s homelessness response efforts are strengthened by the integration of these mainstream systems, allowing for a more holistic approach to housing stability.
Coordination between homeless service providers and mainstream health, mental health, Consolidated Plan COMPTON 74
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and employment systems is essential to addressing the complex and overlapping challenges faced by people experiencing homelessness 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.
In the City of Compton, services and facilities that support individuals and families experiencing homelessness—especially chronically homeless persons, families with children, veterans, and unaccompanied youth—are primarily delivered through partnerships with the Los Angeles Homeless Services Authority (LAHSA), regional service providers, and local nonprofit organizations. These services and facilities are often reflected in the Consolidated Plan’s SP-40 Institutional Delivery Structure and MA- 35 Special Needs Facilities and Services screens, which outline coordination efforts and available resources.
1. Homeless Outreach and Engagement
HOPICS (Homeless Outreach Program Integrated Care System): As the lead agency for Service Planning Area 6 (SPA 6), which includes Compton, HOPICS offers street outreach, housing navigation, and case management targeted to chronically homeless individuals, veterans, and families. These services help clients connect to emergency shelter, health care, and long-term housing. LAHSA Coordinated Entry System (CES): CES is used to assess needs and prioritize individuals for housing placements across subpopulations—adults, families, youth, and veterans—based on vulnerability and length of homelessness.
2. Emergency Shelter
Compton Homeless Shelters (partner-operated): While Compton does not operate its own large-scale emergency shelters, regional facilities and temporary shelter beds are accessed through LAHSA referrals and programs like Winter Shelter and Safe Parking for individuals living in vehicles.
Pathway Home Program (2024): A recent LA County initiative that relocated unsheltered individuals in Compton encampments into interim housing with wraparound support.
3. Transitional and Supportive Housing
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Volunteers of America – Compton Service Center: Offers transitional housing for veterans and individuals re-entering society from the justice system, including supportive services like job readiness and substance abuse recovery. Saber House and Others (SPA 6): Provide transitional housing for families with children and single women, with services including childcare referrals, counseling, and life skills training.
Permanent Supportive Housing (PSH): For chronically homeless individuals, especially those with disabilities or mental illness. PSH combines affordable housing with supportive services and is facilitated through LAHSA and LACDA funding.
4. Youth-Focused Services
Jovenes, Inc. and Covenant House California: Serve unaccompanied youth (ages 18–24) through transitional housing, drop-in centers, education support, and mental health services. These agencies are accessible to Compton youth through regional coordination.
Compton YouthBuild: While not solely a homeless service, this program helps vulnerable youth with job training, education, and stability services, often serving those experiencing or at risk of homelessness.
5. Veteran Services
U.S. VETS and SSVF (Supportive Services for Veteran Families): Provide rapid rehousing and homelessness prevention for veterans and their families. These programs ensure that veterans have access to healthcare, housing placement, and benefits advocacy.
Compton Veterans Center (via regional providers): Offers outreach and support for veteran families, especially those dealing with housing insecurity and reintegration challenges.
6. Special Needs Services (MA-35 Context)
Services listed in MA-35 Special Needs Facilities and Services include behavioral health treatment, substance use recovery, and disability support through LA County Department of Mental Health (DMH) and Department of Public Health (DPH). These programs are especially critical for chronically homeless persons with co-occurring disorders.
SP-40 identifies the roles of institutional partners like LAHSA, HOPICS, and VOALA in delivering services, reflecting collaboration and system-wide coordination.
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MA-35 highlights supportive services tailored to persons with disabilities, behavioral health challenges, and youth—all of which are critical to addressing chronic homelessness and the unique barriers faced by these populations.
Together, these services and facilities form a multi-layered support system designed to move homeless individuals and families toward stable, long-term housing with the necessary wraparound services.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
This section evaluates the availability and accessibility of housing, supportive services, and facilities for individuals with special needs in the City of Compton. This population includes elderly individuals, persons with physical, mental, or developmental disabilities, individuals with substance use disorders, persons living with HIV/AIDS, victims of domestic violence, and other at-risk groups who require specialized housing and support to maintain stability and independence.
Compton relies on a network of service providers, nonprofit organizations, and partnerships with Los Angeles County agencies to deliver supportive housing and services for these populations. Key programs serving residents include Permanent Supportive Housing (PSH), the Section 811 Supportive Housing for Persons with Disabilities program, and regional initiatives like HOPWA (Housing Opportunities for Persons with HIV/AIDS), which are administered by the Los Angeles Housing Department and LAHSA (Los Angeles Homeless Services Authority). Local organizations such as HOPICS and Volunteers of America provide case management, behavioral health services, substance use treatment, and housing navigation support.
Despite these resources, gaps persist—particularly in the availability of affordable and accessible housing units, mental health care, substance abuse treatment, and transitional housing for survivors of domestic violence. The supply of deeply affordable housing and units equipped with accessibility features remains limited, creating long waitlists for individuals with special needs.
To address these ongoing challenges, the City of Compton collaborates with the Los Angeles County Continuum of Care, the Department of Public Health, and community- based organizations to expand housing options, increase rental assistance, and enhance wraparound services. The City also supports efforts to secure additional funding and promote integrated housing models that combine affordability with long-term supportive services, helping residents achieve housing stability and self-sufficiency.
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 may specify, and describe their supportive housing needs In Compton, several populations have distinct supportive housing needs due to physical, mental, or social vulnerabilities that impact their ability to live independently without assistance. These populations include elderly and frail elderly individuals, persons with disabilities (mental, physical, and developmental), individuals with substance use disorders, persons living with HIV/AIDS and their families, public housing residents, survivors of domestic violence, and youth aging out of foster care. Each group requires tailored housing solutions combined with services that promote stability, self-sufficiency, and quality of life.
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Elderly and Frail Elderly:
Many elderly residents in Compton live on fixed incomes and require affordable, accessible housing. The frail elderly often need additional in-home support services such as healthcare, medication management, transportation, meal delivery, and personal care assistance. As functional needs increase, access to assisted living or skilled nursing facilities becomes critical. Aging in place is a preferred option, but it is only viable when paired with coordinated supportive services.
Persons with Disabilities (Mental, Physical, Developmental):
Individuals with physical disabilities need housing that is fully accessible—featuring ramps, grab bars, roll-in showers, and other modifications. Those with developmental or mental health disabilities may require more intensive support, such as permanent supportive housing with case management, medication support, counseling, and daily living assistance. Coordination with behavioral health providers and access to integrated health services are essential components of supportive housing for this population.
Persons with Alcohol or Other Drug Addictions:
People experiencing substance use disorders benefit from structured transitional housing or permanent supportive housing with embedded recovery-oriented services.
These include detox support, outpatient or residential treatment, peer support groups, relapse prevention programs, and employment readiness services. Housing environments that offer a stable, substance-free setting are essential to long-term recovery and reduced recidivism.
Persons with HIV/AIDS and Their Families:
Individuals and families affected by HIV/AIDS often face financial instability and complex health needs. Supportive housing for this population requires access to consistent medical care, case management, mental health support, and nutritional assistance. Programs like HOPWA are crucial in providing rental subsidies and ensuring housing stability for those living with HIV/AIDS.
Public Housing Residents:
Public housing residents in Compton, many of whom are low-income families or individuals with special needs, require a range of supportive services to improve housing stability and self-sufficiency. These services include job training, youth enrichment programs, childcare, financial literacy education, healthcare access, and community safety initiatives. Residents may also benefit from on-site service coordination or resource navigators.
Survivors of Domestic Violence:
Survivors of domestic violence need immediate access to safe emergency shelters and transitional housing with trauma-informed services. Supportive housing for this population should also include legal advocacy, safety planning, mental health services, and economic empowerment programs to help individuals rebuild stable, independent lives.
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Youth Aging Out of Foster Care:
Transition-age youth often face homelessness or housing instability once they leave the child welfare system. Their supportive housing needs include affordable transitional housing, life skills training, mentorship, education support, job placement services, and access to mental health care. Providing stability during this critical life stage can significantly reduce long-term risks of chronic homelessness.
Compton's special needs populations face a range of challenges that require a combination of affordable housing and individualized supportive services. Addressing these needs through integrated housing models, increased funding, and cross-agency collaboration is vital to improving outcomes for these vulnerable groups and promoting long-term stability and independence.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing In Compton, individuals returning from mental and physical health institutions are supported through a network of regional programs that provide access to appropriate supportive housing and services. While the City does not directly operate these programs, it collaborates with Los Angeles County agencies and nonprofit partners to ensure residents receive assistance tailored to their needs. Key among these efforts is the Los Angeles County Department of Health Services’ Housing for Health program, which offers permanent supportive housing and intensive case management for individuals exiting hospitals or psychiatric facilities who are experiencing or at risk of homelessness. The Enriched Residential Care Program (ERCP), administered by the Department of Mental Health, provides supervised residential placements with mental health services and daily support for those transitioning out of institutional care. Additionally, individuals may be referred to interim housing or recuperative care programs through the Los Angeles Homeless Services Authority (LAHSA), where they receive temporary housing, medical supervision, and help accessing long-term housing options. Many participants are connected to services through the Coordinated Entry System (CES), which helps prioritize high-need individuals for supportive housing placements. Case management services play a critical role in supporting these residents as they navigate the transition to community living, helping with benefit enrollment, medical appointments, and daily life skills. These coordinated programs are vital in reducing recidivism, promoting stability, and ensuring that formerly institutionalized individuals have the support necessary to maintain their health and housing.
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. Link to one-year goals. 91.315(e)
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OMB Control No: 2506-0117 (exp. 09/30/2021)
During the next program year, the City of Compton will implement several activities to address the housing and supportive service needs of non-homeless individuals with special needs, including elderly and frail elderly residents, persons with disabilities, individuals with substance use disorders, persons living with HIV/AIDS and their families, and public housing residents. To support aging in place and improve housing conditions, the City will continue its Owner-Occupied Housing Rehabilitation Program, which provides financial assistance for critical repairs and accessibility modifications. The City will also coordinate with regional partners to connect persons with disabilities to Section 811 Supportive Housing and other rental assistance programs that offer case management and supportive services. While Compton does not directly administer the HOPWA program, it will work with the Los Angeles Housing Department and LAHSA to refer individuals with HIV/AIDS to housing and healthcare services that support long-term stability. In addition, CDBG funds will support infrastructure improvements that enhance ADA accessibility in public spaces and residential areas. The City will continue to collaborate with Los Angeles County agencies and local nonprofits to expand access to in-home care, mental health and substance use services, and workforce programs for at- risk residents. Public housing residents will benefit from supportive services such as youth programs, financial counseling, and job readiness initiatives designed to promote economic mobility and housing retention. These activities align with the City’s one-year goals to preserve and improve affordable housing, enhance access to services, and promote independence and quality of life for special needs populations.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
In the City of Compton, several public policies and systemic challenges have contributed to negative impacts on affordable housing development and residential investment.
These issues stem from a combination of regulatory barriers, aging infrastructure, administrative inefficiencies, and historical disinvestment—factors that collectively limit the city's ability to support stable, affordable housing.
1. Zoning and Land Use Regulations
Outdated zoning codes and land use restrictions have limited the development of higher- density and multifamily housing. Much of Compton is zoned for single-family residences, which restricts the supply of land available for affordable housing projects. These limitations raise development costs and discourage investment in cost-effective housing solutions.
2. Permitting Delays and Regulatory Complexity
Lengthy and inconsistent permitting processes can increase development timelines and costs, making Compton less competitive compared to surrounding cities with more streamlined procedures. Developers may avoid projects in the city due to regulatory uncertainty and the lack of a clearly defined housing approval framework.
3. Aging Infrastructure
The city’s aging infrastructure—including roads, water, sewer, and drainage systems— presents a barrier to new residential development. Without reliable basic services, potential developers are often discouraged from investing in new or rehabilitated housing.
Infrastructure challenges are particularly prevalent in areas with the greatest need for housing reinvestment.
4. Limited Housing Development Incentives
Compton has not consistently provided incentives such as development fee waivers, expedited review, or land-use flexibility to encourage affordable housing development. In the absence of local support tools, developers rely primarily on competitive state and federal programs, which can be insufficient to meet demand.
5. Historical Disinvestment
Past public policies, including disinvestment in certain neighborhoods, have contributed to a persistent lack of private market activity and limited access to financing. While no Consolidated Plan COMPTON 82
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longer in effect, the impact of these earlier patterns continues to shape investor confidence and housing market outcomes.
6. Lack of Coordinated Housing Strategy
Compton has historically lacked a cohesive, long-term strategy for addressing housing needs and aligning development priorities. Without coordination across city departments, housing agencies, and external partners, opportunities for redevelopment and targeted investment are often underutilized.
Conclusion
These factors have collectively slowed affordable housing production, limited rehabilitation of existing units, and discouraged new investment in residential areas.
Addressing these challenges will require updated zoning, improved permitting procedures, infrastructure investment, and the implementation of clear, supportive housing policies that foster residential growth and reinvestment.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
The City of Compton’s economic development and community infrastructure are pivotal in fostering business growth, enhancing workforce development, and improving residents' quality of life. Situated within Los Angeles County, Compton leverages its strategic location, diverse industry base, and evolving transportation networks to drive economic progress. This overview examines key aspects such as employment sectors, workforce characteristics, commuting patterns, and educational resources that shape Compton's economic landscape.
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 299 56 1 0 -1
Arts, Entertainment, Accommodations 4,266 1,915 12 7 -6 Construction 1,811 382 5 1 -4
Education and Health Care Services 6,321 3,549 18 12 -6 Finance, Insurance, and Real Estate 1,339 352 4 1 -3
Information 560 104 2 0 -1
Manufacturing 4,399 4,202 13 14 2
Other Services 1,229 425 4 1 -2
Professional, Scientific, Management
Services 1,865 1,275 5 4 -1
Public Administration 0 0 0 0 0
Retail Trade 3,949 2,829 11 10 -2
Transportation and Warehousing 2,819 4,205 8 14 6
Wholesale Trade 1,963 1,962 6 7 1
Total 30,820 21,256 -- -- --
Table 39 - Business Activity
Data
Source:
2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Labor Force
Total Population in the Civilian Labor Force 43,990
Civilian Employed Population 16 years and over 40,000
Unemployment Rate 9.10
Unemployment Rate for Ages 16-24 25.85
Unemployment Rate for Ages 25-65 4.81
Table 40 - Labor Force
Data
Source:
2016-2020 ACS
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Occupations by Sector Number of People
Management, business and financial 4,040
Farming, fisheries and forestry occupations 1,930
Service 4,490
Sales and office 9,340
Construction, extraction, maintenance and repair 4,765
Production, transportation and material moving 4,125
Table 41 – Occupations by Sector
Data
Source:
2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 17,533 46%
30-59 Minutes 16,044 42%
60 or More Minutes 4,410 12%
Total 37,987 100%
Table 42 - Travel Time
Data
Source:
2016-2020 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older) In Labor ForceEducational Attainment
Civilian
Employed
Unemployed Not in Labor
Force
Less than high school graduate 11,215 650 5,895
High school graduate (includes
equivalency) 9,775 720 3,415
Some college or Associate's degree 8,765 875 2,620
Bachelor's degree or higher 3,750 75 770
Table 43 - Educational Attainment by Employment Status
Data
Source:
2016-2020 ACS
Educational Attainment by Age
Age
18–24
yrs
25–34
yrs
35–44
yrs
45–65
yrs
65+ yrs
Less than 9th grade 115 845 2,510 7,170 3,055
9th to 12th grade, no diploma 1,260 1,615 1,910 3,705 1,070 Consolidated Plan COMPTON 85
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Age
18–24
yrs
25–34
yrs
35–44
yrs
45–65
yrs
65+ yrs
High school graduate, GED, or
alternative 4,175 5,055 4,325 4,560 2,265
Some college, no degree 3,615 3,490 2,245 4,095 1,480
Associate's degree 500 815 540 1,085 540
Bachelor's degree 570 1,430 690 1,280 520
Graduate or professional
degree 15 410 245 540 250
Table 44 - Educational Attainment by Age
Data
Source:
2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 26,719
High school graduate (includes equivalency) 30,240
Some college or Associate's degree 34,778
Bachelor's degree 50,203
Graduate or professional degree 72,023
Table 45 – Median Earnings in the Past 12 Months
Data
Source:
2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Compton's economy is anchored by several key industries. As of 2023, the most prevalent sectors include health care and social assistance (14.5% of civilian employees), transportation and warehousing (13.7%), and manufacturing (10.9%). The city's labor force participation rate stands at 61.8%, with an unemployment rate of 7.9%, which is higher than the state average. Notably, 75.9% of employed individuals work for private companies, indicating a strong presence of private enterprise.
Describe the workforce and infrastructure needs of the business community:
The business community in Compton faces several workforce and infrastructure challenges that impact economic growth and competitiveness.
Workforce Needs
Compton's workforce development is hindered by low educational attainment and limited access to vocational training. Only 58.9% of residents have earned a high school diploma or higher, significantly below the California average of 82.2%. Furthermore, just 9.6% hold Consolidated Plan COMPTON 86
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a bachelor's degree or higher, compared to 32.7% in the Los Angeles-Long Beach- Anaheim Metro Area. These statistics underscore the need for robust educational and vocational programs to equip residents with skills aligned with market demands.
To address these gaps, Compton College offers career education and workforce development programs, collaborating with the Los Angeles Regional Consortium to expand work-based learning opportunities and improve student employment outcomes.
Infrastructure Needs
Compton's infrastructure deficiencies pose significant challenges for businesses. A 2021 report by the California State Auditor highlighted that half of Compton's streets are in poor condition, and the city's aging water infrastructure threatens the reliability of its water supply. Additionally, the city has not completed necessary sewer infrastructure projects, despite numerous sewage overflows that have posed health risks to the public.
These infrastructure issues not only affect public health and safety but also deter potential investors and hinder the operations of existing businesses. Improving transportation networks, upgrading utilities, and ensuring reliable public services are critical for supporting business activities and attracting new enterprises to the area.
Strategic Initiatives
The City of Compton's Community Development Department focuses on business attraction, retention, and expansion. Key initiatives include site selection assistance, workforce development, and recruitment support. Additionally, the Compton Chamber of Commerce supports job creation and infrastructure development to bolster economic growth.
Addressing these workforce and infrastructure needs through targeted investments and strategic planning is essential for fostering a thriving business environment in Compton.
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 any needs for workforce development, business support or infrastructure these changes may create.
During the 2025–2029 Consolidated Plan period, the City of Compton is positioned to undergo several local and regional changes that could significantly influence job creation and business growth. These include public infrastructure upgrades, ongoing redevelopment efforts, and increased investment in transportation and educational facilities. Each of these initiatives presents both opportunities and challenges that will shape the city’s workforce and economic landscape.
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One of the most impactful changes involves planned improvements to the city’s deteriorating infrastructure, including road repairs, water system upgrades, and sewer system rehabilitation. These capital improvements, partially funded through state allocations like the Road Maintenance and Rehabilitation Account (RMRA), are essential to support business operations, attract new investment, and improve commuter safety.
However, they also highlight a pressing need for coordinated project management, long- term funding, and infrastructure planning to avoid disruptions to local businesses during construction.
In addition, regional development in nearby industrial corridors and logistics hubs is expected to increase demand for workers in transportation, warehousing, and advanced manufacturing—sectors already significant in Compton’s economy. To capitalize on these trends, the city must address workforce development needs, particularly in the form of vocational training, certification programs, and soft-skills development. With a relatively low percentage of adults holding post-secondary credentials, expanded workforce education through institutions like Compton College and partnerships with the Los Angeles Regional Consortium will be essential.
The construction of new facilities such as the redevelopment of the Compton High School campus and improvements to Compton College is another major shift. These projects will temporarily create construction-related jobs and, over the long term, strengthen educational infrastructure that supports workforce pipeline development. Additionally, these investments will increase demand for youth development programs and career readiness initiatives.
Furthermore, private sector interest in revitalizing Compton’s commercial corridors—such as Downtown Compton and areas along Alameda Street and Compton Boulevard— suggests potential for new small business growth. These changes will require enhanced business support services, including access to capital, permit streamlining, technical assistance, and mentorship programs for local entrepreneurs, especially in underserved communities.
In summary, while these major changes present important opportunities for economic advancement, they also create clear needs: targeted workforce development to align with growth industries, expanded infrastructure investment to support commercial activity, and sustained business support to help local entrepreneurs participate in and benefit from economic revitalization. Proactive planning and coordination among public, private, and nonprofit stakeholders will be key to ensuring inclusive and sustainable economic outcomes for the Compton community.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
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In Compton, the skills and education of the current workforce are gradually aligning with local employment opportunities through targeted training and support programs.
Compton College offers hands-on career education in fields like healthcare, IT, and skilled trades, helping residents gain practical skills for in-demand jobs. Workforce services provided by the Rancho Dominguez America’s Job Center and programs like LA County’s INVEST support job readiness, especially for justice-involved individuals, through training, internships, and career counseling. While gaps remain, ongoing collaboration between education, workforce agencies, and employers is helping to better match local talent with job market needs.
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.
Compton is actively engaged in workforce training initiatives that align with its Consolidated Plan goals of enhancing economic opportunity, reducing poverty, and promoting equitable access to employment. These efforts are spearheaded by collaborations among community colleges, workforce investment boards, and nonprofit organizations, focusing on equipping residents with skills for in-demand industries.
Compton College offers 17 Career Education programs providing hands-on training in sectors such as healthcare, welding, automotive technology, and business management.
These programs are designed to prepare students for immediate employment or further education, contributing to workforce readiness and economic mobility.
The Rancho Dominguez America's Job Center of California (AJCC) provides no-cost job training, career counseling, and placement services. Their programs, including Youth@Work, offer work experience and career exploration for individuals aged 14–24, supporting youth employment and skill development.
Compton Youth Career Pathways (CYCP) is a nonprofit initiative targeting youth aged 13–24, offering job shadowing, internships, and digital literacy training. Participants engage in career workshops and community service, fostering professional growth and civic engagement. These initiatives collectively support Compton's Consolidated Plan by addressing workforce development, enhancing access to quality employment, and fostering economic resilience among residents.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
the City of Compton participates in a Comprehensive Economic Development Strategy (CEDS) through its involvement with the Gateway Cities Council of Governments (GCCOG), a coalition of 27 cities in Southeast Los Angeles County. The GCCOG Consolidated Plan COMPTON 89
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developed a CEDS in 2015, facilitated by the USC Center for Economic Development, to guide regional economic development efforts. This strategy aims to stabilize, expand, and diversify the local economy, with a focus on equitable growth and addressing the needs of economically distressed areas. The CEDS outlines goals such as enhancing workforce development, improving infrastructure, and fostering public-private partnerships to stimulate economic activity. By participating in this regional initiative, Compton aligns its economic development activities with broader strategies to attract investment, create jobs, and improve the quality of life for its residents.
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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") A concentration refers to a geographically clustered or densely occurring condition where a high percentage of households experience multiple housing burdens in a specific area.
In this case, housing problems are not evenly distributed but rather grouped in certain neighborhoods, making them more prominent and impactful in those locations.
In the context of the map below, concentration of housing problems means:
1. A high percentage of households (above 36-45%) in a specific area face multiple housing burdens, such as:
•Cost burden (spending more than 30% of income on housing). •Overcrowding (more than one person per room).
•Incomplete kitchen or plumbing facilities.
•Structural deficiencies in housing.
2. These areas often overlap with racially and ethnically concentrated areas of poverty (R/ECAPs), shown in purple outlines on the map.
Are there any areas in the jurisdiction where racial or ethnic minorities or low- income families are concentrated? (include a definition of "concentration") Compton has a long-standing demographic profile that reflects high concentrations of racial and ethnic minorities, particularly Black or African American and Hispanic/Latino populations. According to recent American Community Survey (ACS) data:
Over 68% of Compton’s population identifies as Hispanic or Latino. Approximately 27% of residents identify as Black or African American.
Several neighborhoods—particularly those in central, eastern, and southern Compton— show a concentration of these groups above city averages, with some areas exceeding 80–90% Hispanic/Latino or 40%+ Black residents. These areas often align with historically segregated neighborhoods shaped by redlining and other discriminatory housing practices.
In addition to racial/ethnic clustering, many of these same neighborhoods are also characterized by concentrations of low-income families, particularly households earning below 50% of the Area Median Income (AMI). These areas tend to have higher rates of:
Cost-burdened renters
Overcrowded households
Publicly assisted or subsidized housing
Limited access to amenities such as parks, grocery stores, and quality schools Consolidated Plan COMPTON 91
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The overlap between racial/ethnic and income concentration suggests spatial patterns of disadvantage, where residents face compounded barriers related to housing, economic opportunity, and environmental quality.
Understanding these concentrations is critical for advancing fair housing strategies, prioritizing community investments, and addressing the root causes of housing and neighborhood disparities in Compton.
What are the characteristics of the market in these areas/neighborhoods? The areas in Compton where racial or ethnic minorities and low-income families are concentrated tend to exhibit several distinct market characteristics that reflect underlying economic, structural, and housing system challenges. These characteristics contribute to persistent housing insecurity and limited access to opportunity.
Many of the concentrated neighborhoods consist of aging single-family homes and small multifamily properties, often built before 1970. Due to years of disinvestment, much of this housing stock suffers from deferred maintenance, inadequate insulation, outdated systems, and, in some cases, code violations. This limits quality options for low-income renters and owners.
These neighborhoods typically have higher rental rates compared to other parts of the city, with a large share of households paying more than 30–50% of their income toward rent (cost-burdened or severely cost-burdened). Demand for affordable rental units outpaces supply, leading to overcrowding and increased pressure on the lowest-cost housing units.
Due to lower property values, higher risk perception, and narrow profit margins, there is limited private residential investment in these areas. This includes a lack of market-rate multifamily development or reinvestment in existing housing, which contributes to stagnant property conditions and constrained housing choice.
While many areas have housing shortages, some tracts—particularly those with properties in poor condition—experience higher vacancy rates or frequent turnover.
These patterns often reflect instability in ownership, foreclosure histories, or investor ownership with little commitment to long-term housing quality.
Many concentrated neighborhoods are located near freeways, industrial zones, or rail lines, exposing residents to elevated levels of air pollution, noise, and traffic hazards.
They may also lack well-maintained infrastructure (e.g., sidewalks, street lighting, stormwater systems) and have fewer public amenities, such as parks or quality grocery stores.
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Home values in these areas tend to be significantly lower than the regional average, limiting wealth-building opportunities for homeowners. Even as housing costs rise, longstanding disparities in lending, appraisal, and insurance markets often undervalue properties in minority and low-income neighborhoods, further reducing reinvestment.
These neighborhoods often include public housing developments, voucher-assisted households, or affordable housing projects funded through LIHTC or HUD programs.
While this increases the affordable housing stock, it can also reflect spatial concentration of subsidized housing without broader integration into mixed-income areas.
The housing market in Compton’s low-income and minority-concentrated neighborhoods is shaped by older housing, high-cost burdens, limited investment, and environmental stressors. These characteristics point to a need for targeted housing rehabilitation, infrastructure upgrades, equitable reinvestment, and strategies to diversify housing options and improve neighborhood conditions.
Are there any community assets in these areas/neighborhoods? Yes, neighborhoods in Compton with concentrations of low-income households and racial or ethnic minorities also contain several important community assets that contribute to the social, cultural, and economic vitality of the area. These assets provide a strong foundation for neighborhood stability and offer opportunities for equitable development and investment. Educational institutions, such as Compton College, serve as key anchors by offering higher education, job training, and adult learning programs that help residents pursue economic mobility. Public schools throughout the city also provide family support services and extracurricular programs for youth.
The presence of community-based organizations, faith-based institutions, and cultural centers plays a significant role in delivering social services, food assistance, housing support, and mental health resources. These organizations are often trusted entities within the community and serve as critical links to public resources. Health and wellness services are supported by nearby facilities like Martin Luther King Jr. Community Hospital and several community clinics that offer low-cost healthcare and behavioral health support.
Compton’s neighborhoods also benefit from access to public transit, particularly through the Metro Blue (A) Line, which connects residents to major employment centers in Los Angeles and Long Beach. Local parks such as Gonzales Park, Burrell-MacDonald Park, and Compton Creek Natural Park provide valuable green space for recreation, youth activities, and community gatherings. Additionally, small businesses—many of them Consolidated Plan COMPTON 93
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minority- or locally-owned—operate along commercial corridors like Compton Boulevard and Rosecrans Avenue, contributing to the city’s economic resilience and cultural identity.
Lastly, civic engagement is a key asset in these neighborhoods. Residents are actively involved through neighborhood councils, advocacy groups, and community planning efforts focused on housing, public safety, and environmental justice. Together, these community assets strengthen the social fabric of Compton and offer a pathway for inclusive growth and revitalization in historically underserved areas.
Are there other strategic opportunities in any of these areas? Strategic opportunities exist in Compton’s low-income and minority-concentrated neighborhoods that can support equitable development, improve housing outcomes, and enhance overall quality of life for residents. These opportunities build on existing community assets, local momentum, and regional planning priorities.
One key opportunity lies in transit-oriented development (TOD). With multiple Metro A (Blue) Line stations in Compton, there is strong potential to promote mixed-use and affordable housing near transit hubs. These areas can be leveraged to increase density, attract investment, and create walkable neighborhoods that improve access to jobs, education, and services without displacing current residents.
Another opportunity is the adaptive reuse of underutilized properties, such as vacant commercial buildings, motels, or publicly owned land. Programs like Project Homekey and other state housing initiatives can help convert these spaces into supportive or affordable housing developments, especially for seniors, veterans, and people experiencing homelessness.
Compton also has the potential to expand its green infrastructure and environmental justice initiatives, particularly in neighborhoods near freeways, industrial areas, or flood- prone zones. Investments in urban greening, stormwater management, and air quality improvements not only enhance public health but can also create jobs and promote climate resilience.
In addition, there is strong potential for local economic development and workforce training that aligns with housing strategies. By investing in small business support, job readiness programs, and community-owned enterprises—particularly in retail corridors and opportunity zones—the City can create pathways for economic mobility and reinvestment in historically underserved areas.
Finally, ongoing planning efforts and community engagement create a strategic window for policy reform, including zoning updates, tenant protections, and development incentives. These reforms can reduce barriers to affordable housing development and ensure new investment is inclusive and community driven.
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Together, these strategic opportunities offer a framework for revitalizing Compton’s most impacted neighborhoods in ways that are sustainable, equitable, and rooted in the needs and strengths of existing residents.
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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.
In the City of Compton, there is a clear and growing need for reliable broadband internet access, particularly among low- and moderate-income households and neighborhoods.
Broadband connectivity has become a critical utility—essential for accessing education, employment opportunities, healthcare services, and public resources. However, disparities in internet access persist across the city, with underserved communities often lacking the infrastructure or financial means to obtain high-speed, reliable service.
Many low-income households in Compton rely on mobile data plans or limited broadband subscriptions, which can be inadequate for remote learning, telehealth, or remote work.
These challenges became especially evident during the COVID-19 pandemic, when residents reported difficulties participating in virtual schooling, job training programs, and accessing critical services online.
Neighborhoods with older housing stock may lack updated wiring or the infrastructure needed to support modern broadband speeds. In addition, some multifamily rental properties have limited access to fiber-optic or cable networks, further compounding digital access gaps for renters and families in affordable housing.
To address these needs, investments are required to expand broadband infrastructure, improve in-home connectivity, and reduce the cost burden for low- and moderate-income residents. This may include public-private partnerships, citywide digital equity initiatives, and leveraging federal and state programs that support broadband expansion in underserved areas.
Improving broadband access is not only a matter of convenience but a necessity for economic mobility, educational success, and access to essential services. Ensuring equitable broadband coverage will play a key role in strengthening community resilience and opportunity across Compton.
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
The City of Compton faces a need for increased competition among broadband internet service providers to improve service quality, affordability, and access—especially in low- and moderate-income neighborhoods. Currently, many areas within the city are served Consolidated Plan COMPTON 96
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by only one or two major providers, limiting consumer choice and reducing the incentive for providers to offer competitive pricing or upgrade infrastructure.
This lack of competition can result in higher monthly costs, slower internet speeds, and inconsistent service—conditions that disproportionately affect households with limited financial resources. In neighborhoods where infrastructure investment has lagged, residents often rely on older cable systems or mobile hotspots, which may not support high-bandwidth activities such as remote work, online education, telemedicine, or small business operations.
Introducing additional internet service providers (ISPs) could help drive improvements by encouraging upgrades to broadband infrastructure, expanding fiber-optic networks, and offering more affordable plans tailored to low-income users. Greater provider competition can also foster innovation and better customer service, ultimately benefiting residents and small businesses across the jurisdiction.
Encouraging broadband competition may require policy action, such as streamlining permitting for new providers, investing in shared infrastructure, or pursuing public-private partnerships. Addressing this need is critical to ensuring equitable digital access, reducing the digital divide, and supporting long-term economic and educational opportunities in Compton.
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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.
The City of Compton faces increasing natural hazard risks associated with climate change, as identified in its Local Hazard Mitigation Plan (LHMP) and aligned with the California State Hazard Mitigation Plan (SHMP). These risks include extreme heat, drought, flooding, and air quality degradation, all of which pose significant threats to the community's health, infrastructure, and economy.
Extreme Heat: Compton is experiencing more frequent and intense heatwaves, leading to increased energy demand, health risks, and strain on infrastructure. The SHMP emphasizes the need for heat mitigation strategies, such as expanding urban tree canopies and developing cooling centers, to protect vulnerable populations.
Drought: Prolonged drought conditions have stressed local water supplies, impacting both residential use and public services. The LHMP highlights the importance of water conservation measures and infrastructure improvements to enhance water resilience.
Flooding: Despite drought conditions, Compton remains susceptible to flooding from intense rainfall events. Aging stormwater systems and impervious surfaces exacerbate this risk. The city's mitigation plan calls for upgrading drainage infrastructure and implementing green infrastructure solutions to manage stormwater effectively.
Air Quality Degradation: Climate change contributes to worsening air quality through increased ground-level ozone and particulate matter from wildfires. These pollutants pose health risks, particularly for children, the elderly, and those with pre-existing conditions.
The SHMP recommends enhancing air quality monitoring and promoting clean energy initiatives to mitigate these effects.
Compton's Office of Emergency Management is actively working to update the LHMP, incorporating strategies to address these climate-related hazards. This includes community outreach, infrastructure assessments, and collaboration with regional agencies to develop comprehensive mitigation actions. By aligning local efforts with state- level plans, Compton aims to build a more resilient community capable of withstanding the challenges posed by climate change.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
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Housing occupied by low- and moderate-income (LMI) households in the City of Compton is particularly vulnerable to natural hazard risks intensified by climate change, including extreme heat, flooding, drought-related infrastructure stress, and poor air quality. This vulnerability is compounded by the age, condition, and location of housing stock, as well as socioeconomic challenges that limit residents’ capacity to prepare for, respond to, and recover from disasters.
Analysis of Compton’s housing stock and demographic data shows that:
A significant portion of LMI households live in older housing units, many of which lack modern insulation, energy-efficient cooling systems, or structural resilience against severe weather events.
According to the U.S. Census and HUD CHAS data, many LMI households are cost-burdened, meaning they spend more than 30% of their income on housing.
This limits their ability to invest in hazard mitigation measures such as home improvements, air filtration systems, or emergency preparedness resources. Mapping of flood-prone areas and stormwater infrastructure reveals that lower- income neighborhoods are disproportionately located in zones with inadequate drainage or higher flood risk, increasing exposure to property damage and displacement during heavy rainfall.
High temperatures and poor air quality are especially harmful to vulnerable residents in substandard housing that lacks proper ventilation or air conditioning.
This creates elevated health risks during heatwaves or air quality alerts— conditions expected to worsen with climate change.
The assessment of housing vulnerability was based on:
Overlay analysis of HUD CHAS data with FEMA flood maps, CalEnviroScreen environmental indicators, and Compton’s Local Hazard Mitigation Plan. Review of the city's General Plan and Capital Improvement Plan to identify infrastructure gaps in low-income neighborhoods.
Public engagement findings, including community surveys and stakeholder meetings, which identified recurring concerns about heat exposure, drainage issues, and emergency response access in LMI areas.
LMI households in Compton are at heightened risk due to a convergence of physical, economic, and environmental vulnerabilities. These households often reside in aging structures located in high-risk zones with limited access to mitigation resources. To reduce this vulnerability, the city will need to prioritize targeted investments in resilient infrastructure, home repair and retrofit programs, and emergency preparedness outreach tailored to its most at-risk communities.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan serves as a five-year roadmap for allocating federal resources, setting investment priorities, and addressing obstacles faced by underserved populations in Compton. It outlines key priorities, anticipated outcomes, and the influence of market conditions on affordable housing and community development efforts.
Priority Needs
The City of Compton has identified two critical focus areas for the FY2025-2029 period:
Affordable Housing – Expanding access to affordable housing for low- and moderate-income households remains a top priority. This includes increasing affordable rental units, promoting homeownership opportunities, and supporting housing rehabilitation programs.
Support for Homeless and Special Needs Populations – The City aims to address the needs of individuals experiencing homelessness, survivors of domestic violence, unaccompanied youth, and other vulnerable groups. Resources will be allocated to emergency housing, youth services, domestic violence assistance, and medical, dental, and mental health support programs.
Influence of Market Conditions
Market conditions in Compton significantly impact strategic priorities. Housing cost burden—where households spend more than 30% of their income on housing—remains a dominant challenge for low- and moderate-income residents. Rising housing costs, limited rental inventory, and economic disparities continue to contribute to housing instability.
Anticipated Resources
The Strategic Plan provides a framework for distributing CDBG and HOME funds, ensuring alignment with the City’s affordable housing, homelessness prevention, and community development priorities. By strategically allocating federal resources, Compton aims to enhance housing stability, expand supportive services, and improve the overall quality of life for its most vulnerable residents.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Area Name: CDBG Eligible Area
Area Type: Citywide
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod: 51%
Revital Type: N/A
Other Revital Description: N/A
Identify the neighborhood boundaries for
this target area.
Citywide
Include specific housing and commercial
characteristics of this target area.
N/A
How did your consultation and citizen
participation process help you to identify
this neighborhood as a target area?
N/A
Identify the needs in this target area. Affordable Housing, Homeless Services, Public Infrastructure
Improvements & Economic
Development
What are the opportunities for improvement
in this target area?
N/A
Table 46 - Geographic Priority Areas
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General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The Community Development Block Grant (CDBG) program provides federal funding to support low- and moderate-income (LMI) households, ensuring access to decent housing, a suitable living environment, and expanded economic opportunities. Eligible activities include community facilities and infrastructure improvements, housing rehabilitation and preservation, affordable housing development, public services, economic development, and program administration.
Project Selection Criteria
The City of Compton prioritizes projects based on the following key criteria:
Compliance with CDBG statutory requirements
Direct benefit to LMI residents and neighborhoods
Coordination and leveraging of additional resources
Responsiveness to community needs and expressed priorities Focus on sustainability and long-term impact
Ability to demonstrate measurable progress and success Allocation of Funds
CDBG funds are used in LMI areas for code enforcement and citywide for all other eligible activities.
HOME Investment Partnerships Program (HOME) funds support affordable housing development and are distributed among participating jurisdictions based on a formula share. The City of Compton, as the lead entity, ensures that funds are allocated effectively to meet housing needs.
By aligning CDBG and HOME funding with community needs, the City of Compton seeks to expand affordable housing, enhance public services, and support economic development initiatives that improve the quality of life for its most vulnerable residents.
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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
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Access to
Affordable
Housing
High
Extremely Low-
Income
Households
Low-Income
Households
Moderate-
Income
Households
Citywide
Affordable Housing
Development
Rental Assistance for
LMI residents
Housing Rehabilitation
for Homeowners
Homebuyer Assistance
Code Enforcement
Support the
provision of
affordable housing
initiatives with
CDBG and HOME
Program funds.
Priority based on
feedback through
community meetings
and agency interviews
as well review of
demographic
information resulted in
this activity having the
highest priority need.
Improved Access
to Public Facilities High
Low-Income
Households Citywide
Public Infrastructure
Improvement
Public Facility
Improvement or
Acquisition
Enhance public
facilities and
infrastructure
improvements in
underserved
neighborhoods.
Priority based on
feedback through
community meetings
and agency interviews
as well review of
demographic
information resulted in
this activity having the
highest priority need.
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Affirmatively
Furthering Fair
Housing
Low
Low-Income
Households
Homeless
Citywide Affirmatively Furthering
Fair Housing Activities
Support the
provision of Fair
Housing
initiatives.
Priority based on feedback
through community
meetings and agency
interviews as well review
of demographic
information resulted in this
activity having the highest
priority need.
Access to Public
Services High Low-Income
Households Citywide Public Services
Support the
provision of
organizations
providing
services for LMI
persons.
Priority based on feedback
through community
meetings and agency
interviews as well review
of demographic
information resulted in this
activity having the highest
priority need.
Economic
Development and
Job Creation
Low Low-Income
Households Citywide Economic Development
Support
incentive
programs to
attract new
businesses,
workforce
training, and
encourage
economic
development.
Priority based on feedback
through community
meetings and agency
interviews as well review
of demographic
information resulted in this
activity having the highest
priority need.
Planning and
Administration High Other Citywide Program Administration Provide
Program
Administration
Priority based on feedback
through community
meetings and agency
interviews as well review
of demographic
information resulted in this
activity having the highest
priority need.
Table 47 – Priority Needs Summary
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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)
The cost of housing is increasing at a faster rate than income, which contributes to unaffordable rent for people with low-income. Also, the demand for rental housing across all income levels limits the availability of housing at levels that is affordable for low-income families. TBRA is an important tool for families to maintain affordable housing. Severe cost burden is the greatest predictor of homelessness risk, with populations paying more than 50% of their income towards housing costs or having incomes at or below 50% AMI at greatest risk of becoming homeless.
TBRA for Non-
Homeless Special
Needs
Lack of units with supportive services influences this program. Based upon consultations with homeless housing and social service agencies, a need for supportive housing has been identified as a priority. The special needs households include those with disabilities as well as dysfunctional households facing a variety of issues. Market characteristics impacting this priority relate to the shortage of privately-owned housing units which are available to provide supportive housing programs. This problem is intensified by the lack of public funds.
New Unit Production
The increasing demand for affordable housing, coupled with the increasing demand for market rate housing, places pressure on property owners to sell to purchasers that will develop higher end (through demolition/rehabilitation) rather than affordable units. This continues to put pressure on the two primary problems affecting the housing market, cost burden and overcrowding. Rents will not Financially Support the Cost of New Unit Production. A shortage of affordable, decent housing units is an identified need. The market characteristics influencing this priority include the age and condition of the existing housing stock without the rent levels to support rehabilitation. New construction faces the same market conditions.
Rehabilitation
There is high demand in the rental market, which further drives up the cost burden for housing. The aging housing stock in the City make the rehabilitation of existing housing stock a priority. Rents will not financially support the cost of major rehabilitation projects similar to the new unit production priority discussed above, the achievable rents and income levels in the City often result in rehabilitation in the private marketplace to be financially infeasible.
Acquisition, including
preservation
There may be a high demand in the rental market due to an improved economy, low percentage of vacant units, and the establishment of the Destination Medical Center driving up the cost burden for affordable housing.
The increasing demand continues to put pressure on the two primary problems affecting the housing market, cost burden and availability.
Table 48 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The City of Compton anticipates receiving Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding for FY2025, assuming level funding from 2024 allocations. These funds will be used to support affordable housing, public services, economic development, and infrastructure improvements that benefit low- and moderate-income (LMI) residents. Th City expects to receive $1,302,913 in CDBG funds and $446,806 in HOME funds.
By strategically leveraging these resources, the City of Compton aims to maximize the impact of federal funding, ensuring that critical housing and community development needs are met while promoting sustainable and equitable growth throughout the city.
Anticipated Resources
Expected Amount Available Year 1
Program
Source
of
Funds
Uses of Funds Annual
Allocation:
Program
Income:
Prior Year
Resources:
Total:
Expected
Amount
Available
Remainder
of ConPlan
Narrative Description
CDBG Public -
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing Public
Improvements
Public Services
$1,302,913 $0.00 $0.00 $1,302,913 $5,211,652
The primary objective of the
CDBG program is to provide
decent housing, a suitable living
environment, and expanded
economic opportunities principally
for low- and moderate-income
persons and neighborhoods. All
prior year funds are currently
committed to active projects.
HOME Public -
Federal
Acquisition,
Homebuyer
assistance,
Tenant Based
Rental
Assistance
$446,806 $0.00 $0.00 $446,806 $1,787,465
The City plans to use HOME
funds for Acquisition, Homebuyer
Assistance, Tenant Based Rental
Assistance
Table 49 - 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.
The City of Compton and its partners will use a combination of public and private funding to implement the activities outlined in the 2025-2029 Consolidated Plan. Throughout this period, the City will explore opportunities to apply for additional funding sources that align with its housing and community development goals. Compton will also continue to leverage state and local funds, while actively seeking other funding sources that support affordable housing, public services, and economic development initiatives.
Collaboration with community partners, nonprofit organizations, and private sector stakeholders will be a key strategy to maximize financial resources and strengthen capacity building efforts. The City will work closely with these organizations to enhance coordination, expand program reach, and optimize resource allocation.
For HOME program matching requirements, the City will utilize a combination of local government contributions, private sector investment, and volunteer services to meet federal compliance standards. These contributions will be documented and tracked to ensure accountability. Additionally, partnerships with philanthropic organizations and local businesses will be pursued to secure supplementary funding, in-kind services, and community support, ensuring that federal dollars are used efficiently and effectively to achieve long-term community development goals.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City of Compton has not identified any publicly owned land or property to address needs of this plan.
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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.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Compton Government Grantee City of Compton
Los Angeles
Continuum of Care
Continuum of Care Lead Agency Los Angeles County
Compton Housing
Authority
Public Housing PHA City of Compton
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City of Compton relies on a network of public agencies, private sector partners, and nonprofit organizations to implement its 2025-2029 Strategic Plan. Over the next five years, the City aims to strengthen its institutional structure by building capacity for nonprofit organizations, improving program monitoring, and fostering collaboration among service providers to enhance the effectiveness of housing and community development programs.
The City of Compton’s Grants Management Department works closely with local government agencies, housing providers, social service organizations, and advocacy groups to coordinate the delivery of essential services to residents. Through consultations with housing, social services, elderly, and disability agencies, the City has identified key strengths and gaps within its institutional delivery system. These findings will help guide funding priorities, resource allocation, and policy improvements to ensure equitable access to housing, economic opportunities, and supportive services for Compton’s low- and moderate-income communities.
Strengths in the Institutional Delivery System
Strong Partnerships and Collaboration – The City maintains well-established partnerships with local, state, and federal agencies, as well as nonprofit organizations and private developers. These collaborations help maximize funding and expand service delivery.
Access to Federal and State Resources – Compton leverages CDBG, HOME, and other federal/state programs to support affordable housing, public services, and economic development.
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Community-Based Organizations – A network of local nonprofits and service providers offers housing assistance, workforce development, mental health services, and emergency shelter, addressing critical community needs. Dedicated Housing and Community Development Programs – The City has targeted programs that support affordable housing development, homebuyer assistance, and rehabilitation efforts to improve housing quality and accessibility. Focus on Equity and Fair Housing – The City promotes fair housing education and advocacy, working to eliminate discrimination and ensure equal access to housing opportunities.
Gaps and Challenges in the Institutional Delivery System Limited Affordable Housing Supply – The demand for affordable rental and homeownership opportunities exceeds available resources, creating long waiting lists for housing assistance programs.
Insufficient Funding for Supportive Services – Many social service programs, including mental health, homelessness prevention, and youth services, are underfunded and struggle to meet growing demand.
Fragmented Service Coordination – While there are many agencies providing services, better coordination is needed to ensure streamlined referrals and reduce duplication of efforts.
Lack of Capacity Among Nonprofits – Some community-based organizations lack the staffing, technical expertise, or funding to expand services or fully participate in federally funded programs.
Barriers to Economic Opportunity – Limited access to job training, small business support, and workforce development programs hinders long-term economic mobility for residents.
Transportation and Accessibility Issues – Many residents, particularly seniors and individuals with disabilities, face challenges accessing social services, healthcare, and employment opportunities due to limited transportation options.
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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 X -
Mortgage Assistance - - -
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement - - -
Mobile Clinics - - -
Other Street Outreach Services X X -
Supportive Services
Alcohol & Drug Abuse - X -
Child Care - - -
Education X - -
Employment and Employment Training X - -
Healthcare X X X
HIV/AIDS - - X
Life Skills X - -
Mental Health Counseling X X X
Transportation X - -
Other
Other X X
Table 51 - 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)
Compton’s Continuum of Care planning efforts, led in coordination with the Los Angeles Homeless Services Authority (LAHSA), are focused on addressing homelessness through a comprehensive range of services tailored to the diverse needs of individuals and families experiencing homelessness. Central to this approach is the Coordinated Entry System (CES), which serves as a critical access point for housing and supportive services.
The CES is designed to ensure that individuals are connected to the most appropriate interventions based on their unique circumstances. It prioritizes vulnerable populations such as chronically homeless individuals, families with children, veterans, and Consolidated Plan COMPTON 112
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unaccompanied youth. In Compton, local service providers—including HOPICS and Volunteers of America—utilize CES to conduct standardized assessments, triage clients, and facilitate timely referrals to shelter, transitional housing, rapid rehousing, or permanent supportive housing options.
This system is supported by real-time data from the Homeless Management Information System (HMIS) and the annual Point-in-Time (PIT) Count, both of which help identify trends, monitor service delivery outcomes, and inform policy decisions. These tools enable providers in Compton to allocate resources strategically and respond effectively to emerging needs.
By leveraging CES and data-driven strategies, Compton’s homelessness response is more coordinated, equitable, and responsive to individual needs—moving beyond a one- size-fits-all model and instead delivering targeted support that addresses the root causes and specific challenges of homelessness in the community.
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
Strengths of the Service Delivery System
1.Coordinated Entry System (CES):
Operated by the Los Angeles Homeless Services Authority (LAHSA), CES provides a standardized intake and referral process that connects individuals to appropriate housing and support services. This system helps prioritize the most vulnerable populations and streamlines access to limited resources.
2.Experienced Service Providers:
Organizations like HOPICS, Volunteers of America, and others serve Compton residents through outreach, case management, housing placement, and behavioral health support. These agencies are well-integrated into the regional Continuum of Care and have demonstrated capacity to assist individuals with complex needs.
3.Data-Driven Planning Tools:
Use of the Homeless Management Information System (HMIS) and the Point-in- Time (PIT) Count allows for informed decision-making. These tools enable the City and its partners to monitor trends, identify service gaps, and evaluate program effectiveness.
4.Specialized Subpopulation Services:
The delivery system includes dedicated programs for veterans (e.g., Supportive Services for Veteran Families), youth (e.g., Jovenes, Covenant House), and Consolidated Plan COMPTON 113
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those with mental health or substance use needs, ensuring tailored responses for specific demographics.
5.Institutional and Educational Support:
Institutions like Compton College support low-income and special needs populations through workforce development, reentry support, and housing referrals, contributing to long-term stability for at-risk individuals.
Gaps in the Service Delivery System
1.Limited Shelter and Housing Stock in Compton:
Compton lacks permanent emergency shelter facilities and has limited transitional or supportive housing options within city boundaries. This forces residents to seek placements in other parts of Los Angeles County, creating logistical and emotional barriers to service access.
2.Capacity Constraints:
Demand for services far exceeds available resources, especially for mental health, substance use recovery, and long-term case management. Waitlists and delays in service delivery are common, particularly for chronically homeless individuals and families in crisis.
3.Fragmented Local Coordination:
While regional systems are robust, localized coordination in Compton is less structured. Service providers sometimes operate in silos due to limited city staffing, absence of a centralized referral system at the municipal level, and inconsistent communication between stakeholders.
4.Transportation and Accessibility Issues:
Many low-income and special needs residents face barriers traveling to services, particularly when referrals take them outside Compton. Lack of reliable transportation, coupled with limited digital access, creates obstacles for appointment scheduling and service follow-up.
5.Insufficient Prevention and Early Intervention:
More investment is needed in homelessness prevention programs such as rental assistance, eviction defense, and wraparound services for individuals at imminent risk. The current system often reacts to homelessness rather than proactively preventing it.
6.Cultural and Language Barriers:
Compton’s service delivery system sometimes lacks sufficient bilingual staff or culturally relevant programming, particularly for its large Latino population and for residents with limited English proficiency.
The service delivery system in Compton benefits from strong regional partnerships and proven program models, but local gaps in housing availability, capacity, and Consolidated Plan COMPTON 114
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coordination hinder its full effectiveness. Addressing these deficiencies—especially by expanding housing options, improving local infrastructure, and investing in prevention— will be essential to building a more responsive, comprehensive support network for special needs populations and those experiencing or at risk of homelessness.
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
The City of Compton will address gaps in its institutional structure and service delivery system through a coordinated, capacity-building strategy that strengthens partnerships, streamlines processes, and expands local resources. This approach is designed to improve the City’s ability to effectively carry out programs that meet priority needs, particularly in affordable housing, homelessness services, and support for special needs populations.
Key elements of the strategy include:
Enhanced Coordination and Collaboration
The City will increase coordination with regional partners—especially LAHSA, HOPICS, LACDA, and local nonprofits—to ensure that resources are aligned, services are not duplicated, and clients experience seamless referrals and support across agencies.
Capacity Building and Technical Support
Compton will invest in internal staffing and training to strengthen grant administration, compliance, and program oversight. The City will also support local nonprofit partners through technical assistance and capacity-building efforts to improve their ability to deliver HUD-funded programs.
Expanded Housing and Service Resources
The City will actively seek opportunities to leverage additional funding from state, federal, and private sources to increase the availability of affordable housing, shelter beds, and supportive services. This includes working with developers and service providers to expand housing options within Compton.
Data Integration and Performance Monitoring
Compton will improve the use of data systems such as the Homeless Management Information System (HMIS) to track outcomes, identify service gaps, and guide resource allocation. Shared performance metrics and outcome tracking will support continuous improvement.
Improved Access and Outreach
The City will work with community-based organizations to enhance outreach and service access for hard-to-reach populations, including those with limited English proficiency, disabilities, or Consolidated Plan COMPTON 115
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transportation barriers. Strategies will include mobile outreach, language access services, and local resource hubs.
Through these coordinated efforts, Compton aims to build a more effective, inclusive, and resilient service delivery system that is capable of addressing the complex needs of its residents and advancing long-term community development goals.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Consolidated Plan COMPTON 117
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Affordable
Housing
Development 2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$242,969.48
CHDO
$63,595.90
HOME
Homeowner Housing Added
5 Households
2 Rental
Assistance for
LMI residents
2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$75,000
Tenant Based Rental
Assistance
40 Households
3 Housing
Rehabilitation
for
Homeowners
2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
CDBG
$250,000
CDBG
Homeowner Housing
Rehabilitated
35 Households Assisted
4 Homebuyer
Assistance 2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$0
Direct Financial Assistance
to Homebuyers
5 Households Assisted
Homeowner Housing
Rehabilitated
1 Household Assisted
5 Affirmatively
Furthering Fair
Housing
Activities
2025 2029
Non-Housing
Community
Development
Citywide
Affirmatively
Furthering
Fair
Housing
CDBG
$20,000
Other
100 Persons Assisted
Consolidated Plan COMPTON 118
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Consolidated Plan COMPTON 119
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Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
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Table 52 – Goals Summary
Goal Descriptions
6 Public Services 2025 2029
Non-Housing
Community
Development
Citywide
Access to
Public
Services
CDBG
$201,063.60
Public Services other
than housing benefit
300 Persons Assisted
7 Public
Infrastructure
Improvement
2025 2029
Non-Housing
Community
Development
Citywide
Improved
Public
Infrastructure
CDBG
$0
Public facility or
infrastructure activities
other than low-/moderate-
income housing benefit:
900 Persons Assisted
8 Public Facility
Improvement
or Acquisition
2025 2029
Non-Housing
Community
Development
Citywide
Improved
Access to
Public
Facilities
CDBG
$551,275.60
Public facility or
infrastructure activities
other than low-/moderate-
income housing benefit:
900 Persons Assisted
9 Code
Enforcement 2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
CDBG
$50,000
Housing Code
Enforcement
50 Households Assisted
10 Program
Administration 2025 2029 Planning &
Administration Citywide Planning &
Administration
CDBG
$268,084.80
HOME
$42,395.93
Other: CDBG
Other: HOME
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Sort
Order Goal Name Goal Description
1 Affordable Housing
Development
Provide financial assistance for developers (nonprofit and for-profit) to construct or rehabilitate housing.
2 Rental Assistance for LMI
residents Provide rental subsidies for LMI residents.
3 Home Repair for
Homeowners
Provide financial assistance for LMI homeowners with critical home repairs to stabilize homeowners within their primary unit of residence.
4 Homeownership Assistance Provide financial assistance for down payment and closing costs for first-time homebuyers. 5 Affirmatively Furthering Fair
Housing
Provide financial assistance for program management activities related to affirmatively furthering fair housing.
6 Public Services Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI persons.
7 Public Infrastructure
Improvement
Provide financial assistance for CDBG eligible public infrastructure projects, including but not limited to parks, bus shelters, sidewalks, street paving, and/or storm water sewer drainage projects. 8 Public Facility Improvement
or Acquisition
Provide financial assistance to acquire or rehabilitate public facilities to benefit LMI clientele 9 Code Enforcement To ensure that all properties within our community comply with local housing, building, and zoning regulations.
10 Program Administration Provide program management and oversight for the CDBG and HOME Program.
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) Throughout the 2025-2029 Consolidated Plan period, the City of Compton anticipates that CDBG and HOME will provide affordable housing and housing subsidy assistance annually as follows:
•CDBG: 35 affordable housing opportunities
• HOME: 35 persons served annually with housing subsidies Consolidated Plan COMPTON 122
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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)
The City of Compton Housing Authority does not own or manage public housing therefore they are not required to increase the number of accessible units by a Section 504 Voluntary Compliance Agreement.
Activities to Increase Resident Involvements
Is the public housing agency designated as troubled under 24 CFR part 902? No, Compton Housing Authority is designated as troubled under 24 CFR part 902.
Plan to remove the ‘troubled’ designation
Not Applicable
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Barriers to affordable housing refer to challenges that hinder individuals and families from obtaining or retaining housing that is not only affordable but also safe and suitable. These challenges can be intricate and varied, affecting different facets of the housing market and the unique situations of individuals. This segment of the plan addresses how housing costs or the incentives for developing, maintaining, or improving affordable housing may be influenced by policies related to land use, zoning regulations, building codes, growth restrictions, and other factors that impact the profitability of residential investments. These topics are discussed based on programmatic insights, prior analyses, and were examined as part of the Analysis of Impediments to Fair Housing Choice.
The latest Analysis of Impediments conducted by the City of Compton did not reveal any institutional obstacles to affordable housing. However, there is a growing demand for additional affordable housing units. Compton is dedicated to upholding and enhancing policies that promote equal housing opportunities for families and minority groups.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing Tackling the challenges associated with affordable housing in Compton necessitates a comprehensive strategy. It is essential to boost the availability of affordable housing, maintain current affordable units, revise zoning and land-use regulations, and enhance access to housing financing. These strategies are vital for ensuring that families with low to moderate incomes can secure safe and affordable living conditions. Additionally, Compton will focus on addressing discrimination, broadening homelessness initiatives, and collaborating with community stakeholders to foster a more inclusive and supportive housing landscape.
As noted in the Analysis of Impediments to Fair Housing Choice, the City of Compton is committed to the following goals to remove or ameliorate barriers to affordable housing to ensure that more individuals and families have access to safe, affordable, and quality housing:
• Increasing Housing Supply
• Enhance Housing Affordability
• Improve Housing Quality
• Review and Address Zoning and Land Use Barriers
• Support Economic Stability
• Foster Community Engagement
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Compton has a comprehensive strategy aimed at connecting with homeless individuals, especially those without shelter. Attention will be directed towards local organizations seeking public service funding through the Community Development Block Grant (CDBG) to enhance their outreach initiatives for the homeless and unsheltered population. Agencies that present a well-organized method for engagement, evaluation, and assistance with a program that supports individuals and families at risk of homelessness, such as rent subsidies and eviction prevention services are given preference to ensure the city is actively addressing the homelessness crisis in Compton.
Addressing the emergency and transitional housing needs of homeless persons The City of Compton does not receive Emergency Solution Grant (ESG) funds. However, it actively partners with local organizations and programs that offer social services to chronically homeless individuals and families within the city, thereby supporting nonprofit agencies dedicated to homelessness prevention initiatives.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
The City, while not a direct recipient of ESG funds, is an active member of the CoC and fully supports and collaborates with local agencies that offer social services to chronically homeless individuals and families in Compton. Households at risk, particularly those with a history of housing instability, are provided with case management aimed at overcoming barriers and connecting them to essential resources such as SNAP, TANF, SSI, and various rental assistance programs. CoC recipients work with participants to cultivate independent living skills, enhance their income, and access services that help prevent homelessness. For those currently experiencing homelessness who struggle to maintain housing independently, connections are made to Permanent Supportive Housing, subsidized housing options, or to family and friends who can provide shelter. Additionally, homelessness prevention assistance, which includes financial support and case management, is available for individuals at risk of falling back into homelessness.
Participants facing multiple service needs and significant housing instability engage in an Consolidated Plan COMPTON 125
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intensive integrated team approach, which brings together the individual and service providers to identify and address necessary supports.
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 assistance from public and private agencies that address housing, health, social services, employment, education or youth needs Local nonprofits work in collaboration with hospitals, courts, and various institutions to effectively manage the discharge process for those facing homelessness. The primary objective is to connect individuals with available housing options promptly while assisting them in obtaining subsidies and enhancing their income to ensure long-term housing stability. The City of Compton also partners with numerous organizations that provide essential services, including primary care, behavioral health support, and career assistance for individuals experiencing homelessness.
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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
In Compton, addressing lead-based paint hazards and improving access to LBP-free housing requires a multifaceted approach that includes regulatory measures, community engagement, and supportive initiatives. Lead poisoning continues to be the most significant environmental threat to children, resulting in severe and often irreversible health complications. It is essential to tackle these hazards and enhance the availability of housing that is free from LBP risks to promote public health and ensure safe living conditions. The City of Compton is committed to educating residents about the dangers of lead poisoning, the adverse health impacts of lead exposure, and the necessity of lead- safe housing. Additionally, regular inspections for lead hazards in rental properties and housing rehabilitation projects that receive funding from CDBG or HOME programs are required.
How are the actions listed above related to the extent of lead poisoning and hazards?
Raising awareness about the dangers of lead poisoning is essential for helping residents comprehend how lead exposure occurs and the importance of residing in lead-safe environments. Individuals who are well-informed are more inclined to adopt preventive strategies and seek assistance if they suspect lead contamination in their surroundings.
Adequate training for property owners and contractors is crucial, as it equips them with the knowledge of lead-safe work practices, thereby minimizing the risk of lead dust dispersion and facilitating the effective remediation of existing lead hazards. It is crucial to incorporate lead hazard inspections and remediation into the development, rehabilitation, and preservation of affordable housing to safeguard the health of residents.
By embedding lead-safe practices within affordable housing initiatives, including funding for remediation, zoning reforms, and tenant protections, Compton can mitigate the dangers of lead exposure while enhancing the supply of safe and affordable housing for at-risk communities.
How are the actions listed above integrated into housing policies and procedures?
The City of Compton provides lead-safe informational pamphlets related to housing initiatives to maintain community awareness regarding lead hazards and the prevention of lead poisoning. All affordable housing initiatives incorporate lead-safe standards and emphasize the creation and upkeep of housing units that are free from lead.
Additionally, lead hazard control strategies are embedded within housing assistance programs, such as rental support and rehabilitation efforts, fostering a holistic approach Consolidated Plan COMPTON 127
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to managing lead-based paint risks. This ensures that both preventive actions and supportive frameworks are established to safeguard residents and encourage the availability of lead-safe housing.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty- Level Families
The City of Compton’s goal to reduce the number of poverty-level families is to help families achieve financial stability, access quality education, secure affordable housing, and improve overall well-being. Enhancing workforce development, job training, and educational initiatives to boost employment rates, especially in sectors that provide sustainable wages by collaborating with local community colleges, vocational institutions, and businesses to create job training programs tailored to in-demand skills, such as those in healthcare, construction, and technology is a top priority this plan period. Additionally, supporting local entrepreneurs through business incubation initiatives, microloans, and financial literacy training will foster self-employment opportunities and promote economic advancement. The City is also working to expand rent control policies to mitigate rent increases that disproportionately impact low-income families. Furthermore, investing in after-school programs and summer enrichment activities that provide tutoring, mentorship, and essential life skills will enhance academic outcomes and decrease dropout rates among youth from low-income backgrounds. Finally, prioritizing community- based violence reduction strategies that tackle the underlying issues of crime, including poverty, educational deficits, and unemployment, is crucial for fostering safer communities.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City of Compton is dedicated to achieving its poverty alleviation objectives by supporting and promoting initiatives that enhance opportunities and ensure housing stability for individuals and families. A variety of programs and policies are in place to aid those facing economic hardship. The provision of affordable housing plays a crucial role in poverty reduction, as it enables low-income families to alleviate their financial strain and tackle issues such as overcrowding. Over the next five years, the City of Compton will intensify its commitment to implementing strategies aimed at combating poverty among its residents. The City aims to bolster its support for homeowners and households through housing rehabilitation efforts and the creation of more affordable housing options, thereby increasing the housing supply and lessening the financial pressures on low-to- moderate-income residents.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements To guarantee that all recipients of CDBG and HOME funds adhere to relevant federal laws and regulations, the City of Compton has established a comprehensive monitoring strategy. This strategy involves a thorough examination of the activities of subrecipients and offers substantial technical support to mitigate any potential compliance challenges.
Each subrecipient organization will undergo monitoring to assess the appropriate use of the funds allocated to them. This monitoring process encompasses on-site visits, evaluations, and reviews of financial records. Monitoring subrecipients and developers can be conducted through various methods, including informal desk reviews of activities by examining different reports and draw requests, as well as remote and on-site evaluations. Desk monitoring is an ongoing process throughout the duration of an agreement, while remote or on-site assessments are typically performed at the beginning of the contract and at least once every three years for frequently funded grantees.
Additionally, site visits may be arranged whenever the analysis of required reports suggests that they are necessary. Community Housing Development Organizations (CHDOs), subrecipients, and HOME projects that are subject to a period of affordability will be monitored in accordance with the HOME Monitoring Plan or as specified in the HOME Agreement. The contractor or subrecipient is permitted to submit payment requests in accordance with the stipulations outlined in the contract agreement. Prior to the approval of any payments under the contract, invoices and necessary reports will undergo a thorough review and approval process. The final payment will be retained until all satisfactory final reports have been submitted. Staff engage in informal communication with subrecipients and offer technical assistance as required through various means such as telephone, email, and site visits.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The City of Compton anticipates receiving Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding for FY2025, assuming level funding from 2024 allocations. These funds will be used to support affordable housing, public services, economic development, and infrastructure improvements that benefit low- and moderate-income (LMI) residents. Th City expects to receive $1,302,913 in CDBG funds and $446,806 in HOME funds.
By strategically leveraging these resources, the City of Compton aims to maximize the impact of federal funding, ensuring that critical housing and community development needs are met while promoting sustainable and equitable growth throughout the city.
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Anticipated Resources
Expected Amount Available Year 1
Program
Source
of
Funds
Uses of
Funds Annual
Allocation:
Program
Income:
Prior Year
Resources:
Total:
Expected
Amount
Available
Remainder of
ConPlan
Narrative Description
CDBG Public -
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing Public
Improvements
Public
Services
$1,340,424 $0.00 $0.00 $1,340,424 $5,361,696
The primary objective of the
CDBG program is to provide
decent housing, a suitable
living environment, and
expanded economic
opportunities principally for
low- and moderate-income
persons and neighborhoods.
All prior year funds are
currently committed to active
projects.
HOME Public -
Federal
Acquisition,
Homebuyer
assistance,
Tenant Based
Rental
Assistance
$423,959.31 $0.00 $0.00 $423,959.31 $1,695,837.24
The City plans to use HOME
funds for Acquisition,
Homebuyer Assistance,
Tenant Based Rental
Assistance
Table 53 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Compton and its partners will use a combination of public and private funding to implement the activities outlined in the 2025-2029 Consolidated Plan. Throughout this period, the City will explore opportunities to apply for additional funding sources that align with its housing and community development goals. Compton will also continue to leverage state and local funds, while actively seeking other funding sources that support affordable housing, public services, and economic development initiatives.
Collaboration with community partners, nonprofit organizations, and private sector stakeholders will be a key strategy to maximize financial resources and strengthen capacity building efforts. The City will work closely with these organizations to Consolidated Plan COMPTON 132
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enhance coordination, expand program reach, and optimize resource allocation.
For HOME program matching requirements, the City will utilize a combination of local government contributions, private sector investment, and volunteer services to meet federal compliance standards. These contributions will be documented and tracked to ensure accountability. Additionally, partnerships with philanthropic organizations and local businesses will be pursued to secure supplementary funding, in-kind services, and community support, ensuring that federal dollars are used efficiently and effectively to achieve long-term community development goals.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City of Compton has not identified any publicly owned land or property to address needs of this plan.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed Funding Goal Outcome Indicator
1 Affordable
Housing
Development 2025 2026 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$242,969.48
CHDO
$63,595.90
HOME
Homeowner Housing Added
5 Households
2 Rental
Assistance for
LMI residents
2025 2026 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$75,000
Tenant Based Rental
Assistance
40 Households
3 Housing
Rehabilitation
for
Homeowners
2025 2026 Affordable
Housing Citywide
Access to
Affordable
Housing
CDBG
$250,000
CDBG
Homeowner Housing
Rehabilitated
35 Households Assisted
4 Homebuyer
Assistance 2025 2026 Affordable
Housing Citywide
Access to
Affordable
Housing
HOME
$0
Direct Financial Assistance to
Homebuyers
5 Households Assisted
Homeowner Housing
Rehabilitated
1 Household Assisted
5 Affirmatively
Furthering Fair
Housing
Activities
2025 2026
Non-Housing
Community
Development
Citywide
Affirmatively
Furthering
Fair Housing
CDBG
$20,000
Other
100 Persons Assisted
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Table 54 – Goals Summary
Goal Descriptions
6 Improved
Access Public
Services
2025 2029
Non-Housing
Community
Development
Citywide
Access to
Public
Services
CDBG
$201,063.60
Public Services other than
housing benefit
300 Persons Assisted
7 Public
Infrastructure
Improvement
2025 2029
Non-Housing
Community
Development
Citywide
Improved
Public
Infrastructure
CDBG
$0
Public facility or infrastructure
activities other than low-
/moderate-income housing
benefit:
900 Persons Assisted
8 Public Facility
Improvement or
Acquisition
2025 2029
Non-Housing
Community
Development
Citywide
Improved
Access to
Public
Facilities
CDBG
$551,275.60
Public facility or infrastructure
activities other than low-
/moderate-income housing
benefit:
900 Persons Assisted
9 Code
Enforcement 2025 2029 Affordable
Housing Citywide
Access to
Affordable
Housing
CDBG
$50,000
Housing Code Enforcement
50 Households Assisted
10 CDBG &
HOME
Administration
2025 2029 Planning &
Administration Citywide Planning &
Administration
CDBG
$268,084.80
HOME
$42,395.93
Other: CDBG
Other: HOME
Consolidated Plan COMPTON 135
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Sort
Order Goal Name Goal Description
1 Affordable Housing
Development
Provide financial assistance for developers (nonprofit and for-profit) to construct or rehabilitate housing.
2 Rental Assistance for LMI
residents Provide rental subsidies for LMI residents.
3 Home Repair for
Homeowners
Provide financial assistance for LMI homeowners with critical home repairs to stabilize homeowners within their primary unit of residence.
4 Homeownership Assistance Provide financial assistance for down payment and closing costs for first-time homebuyers. 5 Affirmatively Furthering Fair
Housing
Provide financial assistance for program management activities related to affirmatively furthering fair housing.
6 Public Services Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI persons.
7 Public Infrastructure
Improvement
Provide financial assistance for CDBG eligible public infrastructure projects, including but not limited to parks, bus shelters, sidewalks, street paving, and/or storm water sewer drainage projects. 8 Public Facility Improvement
or Acquisition
Provide financial assistance to acquire or rehabilitate public facilities to benefit LMI clientele 9 Code Enforcement To ensure that all properties within our community comply with local housing, building, and zoning regulations.
10 Program Administration Provide program management and oversight for the CDBG and HOME Program.
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Projects
AP-35 Projects – 91.220(d)
Introduction
Projects planned for the upcoming year are identified in the table below. Additional details are provided in Section AP-38.
Projects
# Project Name
CDBG
1 Administration & Planning
2 Public Services Initiatives
3 Housing Development Affordable Housing Initiatives
4 Rental Affordable Housing Initiatives
5 CHDO Affordable Housing Initiatives
6 Housing Rehabilitation Affordable Housing Initiatives 7 Public Facility Improvements in Low Mod Areas
8 Affirmatively Furthering Fair Housing Initiatives
9 Code Enforcement in Low Income Areas
Total Grant Allocation
* Projected Program Income
Table 55 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Priorities were established based on input gathered from roundtable discussions, public hearings, and previous experience. The City does not anticipate any obstacles in addressing the identified underserved needs.
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AP-38 Project Summary
Project Name Administration & Planning
Target Area Citywide
Goals Supported CDBG & HOME Administration & Planning
Needs Addressed Planning & Administration
Funding CDBG - $268,084.80 HOME - $42,395.93
Description Funding for CDBG, HOME, and HOPWA indirect costs and program management activities to ensure compliance.
Target Date 06/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
1-Other
Location Description Citywide
1 Planned Activities The City will use CDBG and HOME funding for indirect costs and program management activities to ensure compliance.
Project Name Public Services Initiatives
Target Area Citywide
Goals Supported Public Services
Needs Addressed Improved Access to Public Services
Funding $201,063.60
Description Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI persons.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
300 LMI beneficiaries.
Location Description Citywide
2 Planned Activities The City will make funding available for public service activities to benefit LMI persons carried out by nonprofit and/or government agency subrecipients.
Project Name Housing Development Affordable Housing Initiatives Target Area Citywide
Goals Supported Affordable Housing Development
Needs Addressed Access to Affordable Housing
3 Funding $242,969.48
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Description Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI homebuyers or renters.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Approximately 5 low-moderate income homebuyers.
Location Description City-wide
Planned Activities The City will make funding available for to support the provision of affordable housing initiatives with HOME Program funds through housing development.
Project Name Rental Affordable Housing Initiatives
Target Area Citywide
Goals Supported Rental Assistance for LMI Residents
Needs Addressed Access to Affordable Housing
Funding $75,000
Description Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI renters.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Approximately 40 low-moderate income renters.
Location Description City-wide
4 Planned Activities The City will make funding available for to support the provision of affordable housing initiatives with HOME Program funds through rent subsidy programs.
Project Name CHDO Affordable Housing Initiatives
Target Area Citywide
Goals Supported Affordable Housing Development
Needs Addressed Access to Affordable Housing
Funding $63,595
Description Provide financial assistance to nonprofit organizations and/or government agencies to carry out activities to benefit LMI homebuyers or renters.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Approximately 5 low-moderate income homebuyers.
5 Location Description City-wide
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Planned Activities The City will make funding available for to support the provision of affordable housing initiatives with HOME Program funds through rent subsidy programs and housing development.
Project Name Housing Rehabilitation Affordable Housing Initiatives Target Area Citywide
Goals Supported Housing Rehabilitation for Homeowners
Needs Addressed Access to Affordable Housing
Funding $250,000
Description Provide financial assistance for LMI homeowners to make housing repairs.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Approximately 35 low-moderate income homebuyers.
Location Description City-wide
6 Planned Activities The City will make funding available for to support the provision of affordable housing initiatives with HOME Program funds through rent subsidy programs and housing development.
Project Name Public Facility Improvements in Low Mod Areas Target Area Citywide
Goals Supported Infrastructure Improvements
Needs Addressed Non-Housing Community Development
Funding $551,275
Description Funds to provide improvements to public facilities in income-eligible areas.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
900
Location Description Citywide
7 Planned Activities The City will use CDBG funding for eligible public infrastructure projects, including but not limited to parks, community facilities, health facilities, recreation facilities, and bus shelter projects.
Project Name Affirmatively Furthering Fair Housing Activities Target Area Citywide8
Goals Supported Affirmatively Furthering Fair Housing
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Needs Addressed Affirmatively Furthering Fair Housing
Funding $20,000
Description Funds to provide fair housing activities for low-income families.
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
100
Location Description Citywide
Planned Activities The City will use CDBG funding for eligible fair housing projects.
Project Name Code Enforcement in Low Income Areas
Target Area Citywide
Goals Supported Code Enforcement
Needs Addressed Access to Affordable Housing
Funding $50,000
Description Funds to provide economic development activities for low-income families.
Target Date 9/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
50 Location Description Citywide
9 Planned Activities The City will use CDBG funding for eligible economic development projects.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low- income and minority concentration) where assistance will be directed Federal CDBG funds are intended to provide households with low and moderate income (LMI) levels with viable communities, including decent housing, a suitable living environment and expanded economic opportunities. Eligible activities include community facilities and improvements, housing rehabilitation and preservation, affordable housing development activities, public services, economic development, planning, and administration. The system for establishing the priority for the selection of these projects is predicated upon the following criteria:
Meeting the statutory requirements of the CDBG program Meeting the needs of LMI residents
Focusing on LMI areas or neighborhoods
Coordination and leveraging of resources
Response to expressed needs
Sustainability and/or long-term impact
The ability to demonstrate measurable progress and success Geographic Distribution
Target Area Percentage of Funds
Citywide 80%
Table 62 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Activities requiring low mod area benefit are allocated accordingly.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 85
Special-Needs 0
Total 55
Table 56 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 40
The Production of New Units 5
Rehab of Existing Units 35
Acquisition of Existing Units 0
Total 75
Table 57 - One Year Goals for Affordable Housing by Support Type Consolidated Plan COMPTON 143
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AP-60 Public Housing – 91.220(h)
Introduction
Public housing serves as a crucial component of the social safety net, providing affordable living solutions for individuals and families who may struggle to secure stable and adequate housing. Its significance lies in its ability to address housing insecurity, reduce poverty levels, and promote stability within communities. The Compton Housing Authority (CHA) serves as the public entity tasked with the administration and oversight of affordable housing initiatives and services in Compton, California. Its primary objective is to ensure that low-income residents have access to safe, decent, and affordable housing, while also working to enhance the overall living conditions within the community. In line with the functions of other public housing authorities (PHAs), the CHA manages federal programs, including the Housing Choice Voucher Program (Section 8) in addition to pursuing various housing projects aimed at meeting the specific needs of the local population. A significant initiative under the CHA is the Housing Choice Voucher Program (Section 8), a federal program designed to assist low-income families, seniors, and disabled individuals in securing rental housing within the private market. Additionally, the CHA is committed to the development of new affordable housing options and the preservation of existing units in Compton, often collaborating with developers and nonprofit organizations to construct or renovate affordable rental properties for low- and moderate-income households.
Actions planned during the next year to address the needs to public housing The Compton Housing Authority does not own or operate public housing units. The City of Compton will continue to work with and support the efforts of the Los Angeles County Development Authority to address the public housing needs of the residents of Compton.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City of Compton will continue to support and promote homeownership by providing resources to residents on homeownership counseling and education classes which can help residents understand the steps and responsibilities involved in purchasing a home.
The city also collaborates with local nonprofits and provides financial assistance through the HOME program that supports residents in transitioning from renters to homeowners.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable; neither the Compton Housing Authority nor the Los Angeles County Development Authority are designated as troubled.
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Discussion
Not Applicable
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The AP-65 Homeless and Other Special Needs Activities section of Compton’s Annual Action Plan outlines strategies to address homelessness and support individuals with special needs through coordinated efforts with the Los Angeles Homeless Services Authority (LAHSA), which leads the regional Continuum of Care. While the City of Compton does not directly receive Emergency Solutions Grant (ESG) funds, it collaborates with LAHSA and local service providers to ensure residents have access to essential homelessness services funded at the county level.
The City prioritizes outreach and assessment programs—delivered through partners like HOPICS and Volunteers of America—to engage unsheltered individuals, conduct needs assessments, and connect them to appropriate services through the Coordinated Entry System (CES). These outreach efforts are designed to identify individuals and families experiencing homelessness and facilitate rapid access to shelter, housing, and supportive services.
Compton continues to support the expansion of interim housing and emergency shelter options for residents in need of safe, immediate accommodations. Although shelter capacity within the city is limited, residents benefit from regional placements and services coordinated through LAHSA. Additionally, the City supports efforts to increase the availability of permanent supportive housing for chronically homeless individuals and families, including those with co-occurring mental health or substance use conditions.
To promote long-term housing stability and self-sufficiency, the City encourages the integration of wraparound services, such as mental health care, substance use treatment, legal aid, and employment readiness. These services are critical for addressing the complex needs of homeless and special needs populations and are typically delivered by regional partners funded through LAHSA and other state and federal sources.
Compton's strategy is rooted in collaboration, data-informed planning, and advocacy to ensure that residents facing housing instability are included in broader efforts to reduce homelessness across Los Angeles County.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City of Compton’s one-year goals for reducing and ending homelessness prioritize proactive outreach and comprehensive needs assessment for individuals experiencing homelessness, particularly those who are unsheltered. In collaboration with the Los Angeles Homeless Services Authority (LAHSA) and local service providers such as Consolidated Plan COMPTON 146
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HOPICS and Volunteers of America, the City aims to connect individuals living on the streets, in encampments, or in vehicles to supportive services and housing resources through the Coordinated Entry System (CES).
Outreach teams will continue conducting direct engagement throughout high-need areas of the city, using standardized assessments to evaluate housing status, health conditions, and other critical needs. These assessments help prioritize individuals for housing placements based on vulnerability, chronicity of homelessness, and other risk factors.
Special focus is placed on identifying and engaging chronically homeless individuals, families with children, unaccompanied youth, and persons with disabilities.
In the upcoming year, the City will also support outreach events and collaboration with regional partners to improve identification of individuals who may not access traditional service sites. Outreach efforts will include the distribution of hygiene kits, resource guides, and direct referrals to shelters, mental health care, and substance use services. These actions aim to build trust with unsheltered individuals, reduce barriers to services, and ensure timely, equitable access to housing and support across the community.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City of Compton’s one-year goals for reducing and ending homelessness include addressing the urgent need for emergency shelter and transitional housing for individuals and families experiencing homelessness. Although Compton does not operate its own emergency shelters, the City collaborates closely with the Los Angeles Homeless Services Authority (LAHSA) and regional partners to ensure residents have access to available shelter beds and services within the broader Los Angeles County Continuum of Care.
In the upcoming program year, Compton will support efforts to expand access to interim housing solutions by working with local organizations such as HOPICS and Volunteers of America to connect homeless individuals to shelters, safe parking programs, and transitional housing placements. These services are accessed through the Coordinated Entry System (CES), which prioritizes individuals based on need and vulnerability.
The City also supports long-term strategies such as Project Homekey, which transforms underutilized motels and properties into supportive housing. A notable example is the Willow Tree project in Compton, which provides permanent supportive housing units with on-site services for formerly homeless residents. While focused on permanent solutions, these developments alleviate pressure on emergency and transitional housing systems by creating more exit opportunities from short-term shelter.
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To ensure effective service delivery, the City will continue partnering with LAHSA to improve data sharing, monitor shelter utilization, and advocate for additional funding to support shelter operations, staffing, and supportive services that help individuals transition from temporary accommodations to stable, long-term housing.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City of Compton’s one-year goals for helping homeless individuals and families transition to permanent housing and independent living focus on reducing the duration of homelessness, improving access to affordable housing, and implementing strategies to prevent returns to homelessness. These efforts are coordinated through the Los Angeles Continuum of Care and local service providers, including HOPICS, Volunteers of America, and the Los Angeles Homeless Services Authority (LAHSA).
To shorten the time individuals and families remain homeless, the City supports the use of the Coordinated Entry System (CES), which matches individuals—especially those who are chronically homeless, families with children, veterans, and unaccompanied youth—with appropriate housing interventions based on need and availability. Housing navigation, case management, and documentation assistance are provided to accelerate placement into housing.
The City also promotes access to affordable housing through partnerships with housing developers, the Compton Housing Authority, and permanent supportive housing projects such as Willow Tree in Compton. These programs offer long-term housing stability for residents with high service needs by combining rental subsidies with wraparound support, including mental health care, substance use counseling, life skills training, and employment services.
To prevent individuals and families from returning to homelessness, Compton supports ongoing case management, legal aid, landlord mediation, and referrals to workforce development and benefit programs. Additionally, housing retention services help newly housed individuals maintain stability, with targeted follow-up for those at risk of housing loss due to income disruption or other crises.
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Through these coordinated efforts, the City aims to support long-term housing success for formerly homeless residents and build a more effective local response to homelessness.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are:
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); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City of Compton’s one-year goals for preventing homelessness focus on helping low- income and extremely low-income individuals and families maintain stable housing— especially those at highest risk of housing loss, including individuals being discharged from publicly funded institutions and systems of care. The City works in collaboration with the Los Angeles Homeless Services Authority (LAHSA), county departments, and local service providers to implement early intervention strategies that reduce the inflow into homelessness.
Key actions include supporting programs that offer short-term rental assistance, utility payment support, and eviction prevention services, particularly for households experiencing a temporary financial crisis. These services are prioritized for extremely low- income residents and those exiting institutions such as hospitals, behavioral health facilities, foster care, or the justice system. Through partnerships with organizations like HOPICS and Volunteers of America, individuals discharged from these systems are connected to housing navigation, case management, and benefit enrollment to help stabilize their living situations.
In addition, Compton supports referral systems and case coordination with agencies that provide services in health care, mental health, youth development, education, and workforce training. By collaborating with providers already serving at-risk populations, the City helps identify individuals facing housing instability early and ensures they are linked to available resources.
The City also supports community-based outreach, legal aid, and financial literacy programs that empower vulnerable households to remain housed. These efforts aim to break the cycle of homelessness by addressing root causes and strengthening support networks before a housing crisis escalates.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
Actions it planned 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 Barriers to affordable housing in Compton refer to structural, regulatory, and economic challenges that limit the ability of low- and moderate-income households to access or retain safe, affordable, and quality housing. These barriers include restrictive land use policies, outdated zoning ordinances, building codes, development fees, and market conditions that reduce the financial feasibility of constructing or maintaining affordable housing. While the City’s most recent Analysis of Impediments to Fair Housing Choice did not identify institutional policies that explicitly obstruct housing development, it highlighted an ongoing need for more affordable housing and improvements to ensure equitable access.
Planned Actions to Remove or Ameliorate Barriers
Compton is committed to addressing these challenges through a coordinated, multi- pronged strategy that supports both housing production and access:
Increasing Housing Supply
The City will support the development of new affordable housing units by partnering with non-profit and private developers, identifying underutilized sites, and pursuing state and federal funding opportunities. Efforts will focus on both rental and homeownership options for low- and moderate-income households.
Enhancing Housing Affordability
Compton will work to reduce the financial burden on cost-burdened renters and homeowners by promoting down payment assistance, rental subsidies, and housing counseling programs. The City will also explore development incentives and fee reductions for affordable housing projects.
Improving Housing Quality
Preserving and rehabilitating existing affordable housing is a priority. The City plans to expand programs that assist low-income homeowners with repairs and code compliance, while also enforcing health and safety standards to maintain housing stock.
Reviewing and Addressing Zoning and Land Use Barriers
The City will review its zoning and land use policies to identify outdated or restrictive regulations that may limit the development of multifamily or mixed-income housing.
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Updates may include increasing allowable densities, streamlining approval processes, and supporting infill development.
Supporting Economic Stability
Recognizing the link between housing stability and economic opportunity, Compton will invest in programs that support job training, small business development, and access to financial resources. These efforts help families build income security and reduce their risk of housing instability.
Fostering Community Engagement
The City will continue to engage with residents, developers, advocates, and local organizations to ensure that housing strategies reflect community needs and promote inclusive development. Outreach will focus on increasing public awareness of fair housing rights and available resources.
By implementing these strategies, Compton aims to expand access to affordable housing, eliminate unnecessary regulatory barriers, and foster a housing market that is responsive to the needs of its diverse and growing population. These actions support the City’s broader goals of equity, sustainability, and community resilience.
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AP-85 Other Actions – 91.220(k)
Introduction:
This section describes the City’s planned actions to carry out the following strategies outlined in the Strategic Plan: 1) address obstacles to meeting underserved needs, 2) foster and maintain affordable housing, 3) reduce lead-based paint hazards, 4) reduce the number of poverty level families, 5) develop institutional structure, and 6) enhance coordination.
Actions planned to address obstacles to meeting underserved needs Overcoming the primary challenge of meeting underserved needs relies on securing adequate resources, encompassing both financial support and sufficient staffing. The City remains steadfast in its commitment to collaborate closely with human and social service agencies, as well as the Continuum of Care, to identify and guide potential resources for addressing the diverse service needs of city residents. Lack of financial resources hinders the implementation of essential programs and services that are critical for supporting vulnerable populations and addressing systemic inequalities, ultimately delaying progress and exacerbating hardships in these communities.
Actions planned to foster and maintain affordable housing During the upcoming Consolidated Plan period the City will continue to allocate resources to support housing opportunity initiatives which is directly managed by the grants Management Department.
The City adheres to HUD regulations on lead-based paint, ensuring that applicants are informed about lead requirements, conducting lead screenings, mandating certified workers for abatement, and performing clearance testing on HUD-funded housing projects. During project application reviews, lead-based paint hazards are assessed, and if identified in selected projects, sponsors must follow federal regulations to mitigate these hazards effectively.
Actions planned to reduce the number of poverty-level families The City is committed to combating poverty by directing federal resources toward local organizations focused on homelessness assistance and prevention, aiming to effectively meet the needs of families living at or below the poverty line. This strategic support will enhance existing programs, foster collaborative efforts, and ultimately help lift families out of poverty while promoting long-term stability and self-sufficiency.
Actions planned to develop institutional structure
To effectively address the challenges faced by underserved populations, the City is Consolidated Plan COMPTON 152
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committed to fostering collaborative partnerships that leverage resources and expertise, despite financial constraints. By engaging with local organizations and stakeholders, the City aims to enhance support for low-income individuals, the homeless, and those with special needs, working towards innovative solutions that maximize impact even in the face of reduced funding.
Actions planned to enhance coordination between public and private housing and social service agencies.
The City is committed to ongoing coordination and collaboration with social service providers and the Compton Housing Authority to enhance housing options, promote economic development, and support community development initiatives, ensuring comprehensive services that address the needs of residents.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
Description Amount
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
$0
3. The amount of surplus funds from urban renewal settlements $0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. $0
5. The amount of income from float-funded activities $0 Total Program Income
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Appendix - Alternate/Local Data Sources
Data Source Name
HACoLA Data
List the name of the organization or individual who originated the data set.
Housing Authority of the County of Los Angeles
Provide a brief summary of the data set.
Public Housing Data supplied for the City of Compton
What was the purpose for developing this data set?
More specific data for the City vs. County area
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Concentrated data for the City of Compton
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2019-2020
1 What is the status of the data set (complete, in progress, or planned)? Complete
Data Source Name
Homeless Point-In-Time Count & Survey Report
List the name of the organization or individual who originated the data set.
Los Angeles Homeless Services Authority (LAHSA)
Provide a brief summary of the data set.
The data provides the sheltered and unsheltered count of homeless people in Los Angeles County by Service Provision Area (SPA).
What was the purpose for developing this data set?
The data originated from the Homeless Point-In-Time Count, a congressionally-mandated action for all communities that receive U.S. Department of Housing and Urban Development (HUD) funding for homeless programs.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Countywide.
2 What time period (provide the year, and optionally month, or month and day) is covered by this data set?
January 2019.
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What is the status of the data set (complete, in progress, or planned)? Complete.
Data Source Name
Vacant Unit Registration Compton Building Dept.
List the name of the organization or individual who originated the data set.
City of Compton Building and Safety Department
Provide a brief summary of the data set.
Excel Spreadsheet of registered vacant or abandoned properties What was the purpose for developing this data set?
Address City Needs and the Housing Market Analysis of the Consolidated Plan How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Limited data may be more vacant units that are not registered What time period (provide the year, and optionally month, or month and day) is covered by this data set?
05/23/2018-03/26/2020
3 What is the status of the data set (complete, in progress, or planned)? Complete for last 3 years, but collected on an ongoing basis Data Source Name
USC Price Center for Social Innovation
List the name of the organization or individual who originated the data set. <div>USC Price Center for Social
Innovation</div><div></div><div>https://ladata.myneighborhooddata.org</div> Provide a brief summary of the data set.
Analyzed United States Postal Data of mail that is not being picked up at locations appearing to be vacant
What was the purpose for developing this data set?
To determine the number of vacant and/or abandoned units in the City How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Does not account for vacancies where mail is being collected by the owner 4 What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2018 most current on the website
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What is the status of the data set (complete, in progress, or planned)? Complete
June 24, 2025
TO: MAYOR AND CITY COUNCIL MEMBERS
FROM: CITY MANAGER
SUBJECT: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON TO ENTER IN TO A RIGHT-OF-WAY USE AGREEMENT
WITH THE GATEWAY COUNCIL OF GOVERNMENTS FOR THE
INSTALLATION, MAINTENANCE, AND OPERATION OF THE
GATEWAY CITIES REGIONAL FIBER OPTIC NETWORK WITHIN
THE CITY’S BOUNDARIES, AND AUTHORIZE THE CITY MANAGER
TO EXECUTE THE RIGHT-OF-WAY AGREEMENT, AND THE CITY
MANAGER OR DESIGNEE TO ADMINISTER THE AGREEMENT,
INCLUDING APPROVING FINALIZED PLANS AND ANY OTHER
ACTIONS IN CONNECTION WITH THE AGREEMENT
SUMMARY
The Gateway Cities Council of Governments (GCCOG) has pursued a $46.1 million grant from the California Public Utilities Commission (CPUC) and entered into a Joint Build Agreement with the California Department of Technology (CDT) to design and construct the Gateway Cities Regional Fiber Optic Network (Network) for a total of $103 million, for the purpose of furthering digital equity and expanding connectivity, competition, affordability, and access in the Gateway region. The Gateway Cities Regional Fiber Network will connect 24 Gateway City Halls with very high-speed fiber optic cable from two directions for redundancy at no cost to Cities. Compton is the first city to begin the installation.
BACKGROUND
Private companies have traditionally been responsible for deploying the infrastructure required to provide Internet access to communities; however, they have not consistently invested in the infrastructure to deliver high-speed broadband via a fiber network. In an effort to satisfy this unserved need, local governments have actively analyzed the benefit of investing in fiber network infrastructures to facilitate broadband service.
One of the benefits of investing in a broadband infrastructure is closing the digital divide and enhanced economic development by supplying high-speed Internet access to residents and businesses. Additionally, businesses that require extensive bandwidths for conducting business are able to capitalize on the community’s infrastructure investment.
As a part of its membership in the GCCOG, the City has engaged in the development of the Network, which is being designed to deliver high-speed broadband to the city halls of participating cities and create an opportunity for greater broadband connectivity for residents and businesses in those cities.
9.9.9. City Benefits Include:
• Free fiber optic connection from City Hall to State Middle Mile Network. • Two fiber optic strands provided for City use; option to connect additional facilities or buildings (municipal/public, industrial, commercial, and/or residential). • Networked with 23 other Gateway Cities for Smart City collaboration and IT cost sharing.
• New Internet Service Provider to operate and maintain this network in the region can increase competition and drive down costs for residents and businesses.
DISCUSSION
The Network is being designed to establish 885,444 feet of new fiber optic backbone cable throughout the Gateway region and interconnect with sections of the Statewide Middle Mile Backbone Network (MMBN). Additionally, the Network is being designed to deliver quality scalable broadband to 4,254 unserved locations as determined by CPUC standards.
The current design includes 489,046 feet of underground fiber and 184,402 feet of aerial fiber, upsizing of existing fiber plant. It will also utilize existing partner fiber network. The underground routes for the fiber will be placed within existing rights-of-way while all aerial routes will be attached to pre-existing poles. The fiber routes will ensure redundancy and future capacity with construction of new and existing conduit within previously disturbed rights-of-way within a 288 strand of fiber cable.
The attached Right-of-Way Use Agreement between the City and the GCCOG will allow the City to utilize the Network by granting the GCCOG access to and encroachment of the City’s rights-of-way in perpetuity for the purpose of installing, operating, and maintaining the Network. Exhibit A to the Agreement shows the current network design within the boundary of the City, and Exhibit B shows the current entire Network design.
The Agreement will grant the City the right to use two (2) strands of dark fiber for municipal purposes (City Strands). The CGCOG will maintain the City Strands for the useful life of the asset. However, the City will be responsible for any required electronics, connections, improvements and equipment required to utilize the City Strands. The City will not have the right to transfer or assign the use of the City Strands.
The Network design as depicted in Exhibits A and B of the Agreement may change due to factors unforeseen before and even during construction, which is common for a project of this magnitude. The GCCOG will work with City staff throughout the construction of the Network within the City’s boundaries and will provide to the City as-built maps within sixty (60) days of completion of construction and final inspections.
CEQA Analysis
The GCCOG as the lead agency for the project has determined that the project is categorically exempt from CEQA pursuant to Public Resources Code § 21080.51 and CEQA Guidelines Sections 15301, 15302, 15303, and 15304 because the project consists of linear broadband deployment in a right-of-way by a public entity and meets the requirements of subsection (a) of Public Resources Code § 20180.51. Construction of the project will occur within existing trenches and/or previously disturbed areas and require minor trenching and backfilling. Installation will take place within city rights-of-way which are currently occupied with existing utilities, including fiber network lines with no expected expansion of physical footprint. The Network consists of underground and aerial fiber infrastructure and any small structures will be buried underground. Any above- ground fibers will be placed on existing utility poles.
RECOMMENDATION
Staff recommends that the City Council:
(1) Approve the Right-of-Way (ROW) Use Agreement between the City and the Gateway Cities Council of Governments for the installation, maintenance, and operation of the Gateway Cities Regional Fiber Optic Network on the City’s rights- of-way; and
(2) Authorize the City Manager to execute the Right-of-Way (ROW) Use Agreement and the City Manager or designee to administer the Agreement, including approving finalized plans and any other actions in connection with the Agreement.
FISCAL IMPACT
The Gateway Cities Regional Fiber Network will connect 24 Gateway City Halls with very high-speed fiber optic cable from two directions for redundancy at no cost to Cities. No rent or license fee shall be payable to GCCOG from City for City’s use of the City Strands. GCCOG, at no cost to City, shall maintain the City Strands for the useful life of the asset, and City shall provide at City’s cost, all electronics, connections, and other improvements and equipment needed to utilize the City Strands.
ATTACHMENT
ROW Use Agreement with Exhibits A (City Route Design) and B (GCRFON Design) APPROVED FOR FORWARDING:
WILLIE A. HOPKINS, JR.
CITY MANAGER
RESOLUTION NO. __________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
COMPTON TO ENTER IN TO A RIGHT-OF-WAY USE AGREEMENT WITH THE
GATEWAY COUNCIL OF GOVERNMENTS FOR THE INSTALLATION,
MAINTENANCE, AND OPERATION OF THE GATEWAY CITIES REGIONAL FIBER OPTIC NETWORK WITHIN THE CITY’S BOUNDARIES, AND AUTHORIZE THE
CITY MANAGER TO EXECUTE THE RIGHT-OF-WAY AGREEMENT, AND THE
CITY MANAGER OR DESIGNEE TO ADMINISTER THE AGREEMENT, INCLUDING
APPROVING FINALIZED PLANS AND ANY OTHER ACTIONS IN CONNECTION
WITH THE AGREEMENT
WHEREAS, GCCOG has entered into a Joint Build Agreement with the California Department of Technology (“CDT”) and has been awarded a grant by the California Public Utilities Commission (“CPUC”) to design and construct the Gateway Cities Regional Fiber Optic Network (“GCRFON”), for the purpose of furthering digital equity and expanding connectivity, competition, affordability, and access for its participating member cities; and
WHEREAS, City desires to participate in the GCRFON project and grant GCCOG the right to use certain portions of its public rights-of-way (“ROW”) for the purpose of installing, maintaining, and operating the GCRFON, as more fully set forth herein; and
WHEREAS, the City Council determines that participating in the GCRFON project serves the public interest, is beneficial for the broadband connectivity of City facilities, and creates an opportunity for greater broadband connectivity for its residents and businesses; and
WHEREAS, the City Council desires to approve the ROW use Agreement between the City and Gateway Cities Council of Governments for the installation, maintenance, and operation of the Gateway Cities Regional Fiber Optic Network on the City’s rights-of way; and
WHEREAS, the Agreement will grant the City the right to use two (2) strands of dark fiber for municipal purposed (City Strands). The CGCOG will maintain the City Stands for the useful life of the asset. However, the City will be responsible for any required electronics, connections, improvements and equipment required to utilize the City Strands.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COMPTON DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the City Manager is hereby authorized to execute the ROW Use Agreement and the City Manager, or his designee, to administer the Agreement, including approving finalized plans and any other actions in connection with the Agreement.
SECTION 2. The Gateway Cities Regional Fiber Network will connect 24 Gateway City Halls with very high-speed fiber optic cable from two directions for redundancy at no cost to Cities.
Resolution No. __________