Cudahy City Council
March 18, 2025

AGENDA

A REGULAR MEETING

OF THE CUDAHY CITY COUNCIL
and JOINT MEETING of the
CITY OF CUDAHY AS SUCCESSOR AGENCY and HOUSING SUCCESSOR AGENCY

TO THE CUDAHY DEVELOPMENT COMMISSION
Tuesday, March 18, 2025 – 6:30 P.M.

Written materials distributed to the City Council within 72 hours of the City Council meeting shall be available for public inspection at www.cityofcudahy.com In compliance with the Americans with Disabilities Act (ADA) if you need special assistance to participate in this meeting, you should contact the City Clerk’s Office at (323) 773-5143 at least 72 hours in advance of the meeting.

Rules of Decorum
Under the Government Code, the City Council may regulate disruptive behavior that impedes the City Council Meeting.

Disruptive conduct may include, but is not limited to:
• Screaming or yelling during another audience member’s public comments period; • Profane language directed at individuals in the meeting room; • Throwing objects at other individuals in the meeting room; • Verbal altercations with other individuals in the meeting room; and • Going beyond the allotted three-minute public comment period granted.

When a person’s or group’s conduct disrupts the meeting, the Mayor or presiding officer will request that the person or group stop the disruptive behavior and WARN the person or group that they will be asked to leave the meeting room if the behavior continues.

If the person or group refuses to stop the disruptive behavior, the Mayor or presiding officer may order the person or group to leave the meeting room and may request that those persons be escorted from the meeting room. Any person who, without authority of law, willfully disturbs or breaks up a City Council meeting is guilty of a misdemeanor. (Pen. Code, § 403.)
Elizabeth Alcantar Loza, Mayor
Cynthia Gonzalez, Vice Mayor
Martin U. Fuentes, Council Member
Amanda Gomez, Council Member
Daisy Lomelí, Council Member
This meeting will be conducted in person,
telephonically, and electronically.

Council Chambers/Bedwell Hall
5240 Santa Ana Street
Cudahy, CA 90201
Teleconference Phone Number:
1 (669) 900-6833
Meeting ID: 832 8323 7210
https://us06web.zoom.us/j/83283237210

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

1. CALL TO ORDER

2. ROLL CALL
Council / Agency Member Fuentes
Council / Agency Member Gomez
Council / Agency Member Lomelí
Vice Mayor / Vice Chair Gonzalez
Mayor / Chair Alcantar Loza

3. APPROVAL OF AGENDA

4. PLEDGE OF ALLEGIANCE

5. LAND ACKNOWLEDGMENT
We would like to acknowledge that the land we inhabit today was once known as Tovangaar, the home of the Gabrieleño-Tongva people. We show our respects to the Gabrieleño-Tongva people, as well as all Indigenous people, past, present, and future, and honor their labor as original caretakers of this land. We commit to uplifting the Gabrieleño-Tongva people, invite you to acknowledge the history, and join us in caring for this land.

6. PRESENTATIONS
A. Recognition to Angel Lugo for participating in the 2024 Planning Division Youth Program B. Girls Build from MaCES Presentation and Proclamation on Mental Health Matters Month C. 2025 Communications Plan Annual Update

7. PUBLIC COMMENTS
(Each member of the public may provide a public comment in person, telephonically or electronically.

In person participants must submit one comment card if they wish to address the City Council. Only speakers that submit a comment card within the first 20 minutes of the meeting will be permitted to speak. Remote participants may provide public comment by clicking the hand icon on Zoom or pressing star (*) nine (9) on the telephone, if they wish to address the City Council. Members of the public are permitted to speak for three (3) minutes concerning items under the City Council’s jurisdiction, including items on the council agenda.)
(Any person who, without authority of law, willfully disturbs or breaks up a City Council meeting is guilty of a misdemeanor. (Pen. Code, § 403).)

8. CITY COUNCIL COMMENTS / REQUESTS FOR AGENDA ITEMS (Each Council Member is limited to three minutes.)

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

(This is the time for the City Council / Agency to comment on any topics related to “City Business,” including announcements, reflections on city / regional events, response to public comments, suggested discussion topics for future council meetings, general concerns about particular city matters, questions to the staff, and directives to the staff (subject to approval / consent of the City Council majority members present, regarding staff directives). Each Council / Agency Member will be allowed to speak for a period not to exceed three (3) minutes. Notwithstanding the foregoing, the City Council Members shall not use this comment period for serial discussions or debate between members on City business matters not properly agendized. The City Attorney shall be responsible for regulating this aspect of the proceeding.)

9. CITY MANAGER REPORT (information only)

10. REPORTS REGARDING AD HOC, ADVISORY, STANDING, OR OTHER COMMITTEE

MEETINGS

11. WAIVER OF FULL READING OF RESOLUTIONS AND ORDINANCES (Consideration to waive full text reading of all Resolutions and Ordinances by single motion made at the start of each meeting, subject to the ability of the City Council / Agency to read the full text of selected resolutions and ordinances when the item is addressed by subsequent motion.) (COUNCIL / AGENCY)
Recommendation: Approve the Waiver of Full Reading of Resolutions and Ordinances.

12. CONSENT CALENDAR
(Items under the Consent Calendar are considered routine and will be enacted by one motion, prior to the vote to approve the Consent Calendar, each Council Member shall have a maximum of three (3) minutes to comment on the Consent Calendar as a whole. There will be no separate discussion of these items unless a Council / Agency Member so requests specific item(s) be removed from the Consent Calendar for separate action. Items may only be considered as a separate action if either (1) a Council Member must recuse themselves due to a conflict of interest or (2) a Council Member has specific questions for City Staff. Items called for separate discussion will be heard as the next order of business.) A. Consideration to Review and Approve the Draft Minutes of March 4, 2025, for the Regular Meeting and the Draft Minutes of March 11, 2025, for the Special Meeting of the City Council and the Joint Meeting of the City of Cudahy as Successor Agency and Housing Successor Agency to the Cudahy Development Commission (page 9)
Presented by the City Clerk
Recommendation: The City Council is requested to review and approve the City Council / Successor Agency Draft Minutes for March 4, 2025, and March 11, 2025.

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

B. Approval of the Local Agency Investment Fund (LAIF) for the Month of February 2025 (page 21) Presented by the Finance Director
Recommendation: The City Council is requested to approve the Local Agency Investment Fund (LAIF) Report for the month of February 2025 in the amount of $11,289,418.46.

C. Approval of the City Demands and Payroll Including Statement of Investment for the Month of February 2025 (page 25)
Presented by the Finance Director
Recommendation: The City Council is requested to approve the Demands and Payroll in the amount of $1,447,014.74 including the Statement of Investments for the month of February 2025.

D. Approval of the First Amendment to the Contract Services Agreement for Crossing Guard Services with All City Management Services (page 37)
Presented by the Community Services Director
Recommendation: The City Council is requested to approve an amendment to the Contract Services Agreement for Crossing Guard Services with All City Management Services approved on September 3, 2024.

13. PUBLIC HEARING
A. Adopt Resolution No. 25-10 to adopt Cudahy Together: A Strategic Plan for a Thriving Community (“Cudahy Together”) (page 85)
Presented by the Associate Planner
Recommendation: Staff recommends that the City Council of the City of Cudahy (the “City”):

1. Open the public hearing, receive testimony and presentation of the proposed plan; and

2. Adopt Resolution No. 25-10 approving Cudahy Together: A Strategic Plan for a Thriving Community.

B. Introduction and Adoption by First Reading of Ordinance No. 759 Repealing Ordinance No. 697, Terminating Development Agreement No. 18-011C between the City of Cudahy and Aqua Tergere, LLC (page 187)

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

Presented by the Senior Planner
Recommendation: The City Council is requested to:

1. Open the public hearing and receive public comment and testimony; and

2. Make a determination that Aqua Tergere, LLC (“Operator”) is not in compliance with the terms and conditions of Development Agreement (“DA”) No. 18-011C with the City of Cudahy (“City”) and find the Operator is in default of contractual obligations set forth in the DA; and

3. Introduce and adopt by first reading Ordinance No. 759 (Attachment A) repealing Ordinance No. 697 terminating DA No. 18-011C between the City and Aqua Tergere, LLC; and

4. Schedule the second reading of Ordinance No. 759 at the next regularly scheduled meeting on April 1, 2025; and

5. Determine that these actions are exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines Section 15321 (Enforcement Actions by Regulatory Agencies).

14. BUSINESS SESSION
A. Consideration to Approve The 2024 General Plan Annual Progress Report and 2024 Housing Element Annual Progress Report Required by The State of California, Reporting Period January 1, 2024- December 31, 2024 (page 2185)
Presented by the Assistant Planner
Recommendation: The City Council is requested to take the following action(s):

1. Adopt Resolution No. 25-11 approving the 2024 General Plan Annual Progress Report (APR); and

2. Authorize staff to file the 2024 Annual Progress Report with the Governor’s Office of Planning and Research (OPR) and the California Department of Housing and Community Development (HCD).

B. Request to submit a joint application to HCD Homekey+ program (page 2269) Presented by the Community Development Director / Assistant City Manager

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

Recommendation: The City Council is requested to adopt Resolution No. 25-12 to submit a joint application in partnership with Prima Development; National Community Renaissance of California; Prima CS GP LLC; NCRC CS CP LLC; and Cudahy Senior Apartments LP (collectively “Co-Applicants”) to the California Department of Housing and Community Development (“HCD”) Homekey+ program, for the 140-unit Cudahy Seniors project located at 5610 Santa Ana Street (“Project Site”); and authorize the City Manager to execute all necessary applications and documents.

C. Approval of Amended and Restated License Agreement for Wireless Facilities Between T-Mobile West LLC and the City of Cudahy (page 2361)
Presented by the Assistant to the City Manager
Recommendation: The City Council is requested to approve the Amended and Restated License Agreement for Wireless Facilities between T-Mobile West LLC (Licensee) and the City of Cudahy (City) for the continued operation of a mobile/wireless communication facility located at Clara Park (4835 Clara St., Cudahy, CA 90201).

D. Adoption of Resolution Authorizing Los Angeles County Development Authority to Issue Bonds or Notes to Finance the Development of a Multifamily Senior Housing Project in the City of Cudahy (page 2427)
Presented by the Community Development Director / Assistant City Manager Recommendation: The City Council is requested to adopt Resolution No. 25-13 authorizing the Los Angeles County Development Authority (“LACDA”) to issue bonds or notes to help finance the development of Cudahy Seniors, the mixed-use 140-unit housing project, located at 4610 Santa Ana Street, and authorize the City Manager to execute all necessary applications and documents.

E. Adoption of Resolution Authorizing the City Manager to Execute a General Services Agreement Between the County of Los Angeles and the City of Cudahy for Municipal Services (page 2435) Presented by the Assistant to the City Manager
Recommendation: The City Council is requested to adopt Resolution No. 25-14 authorizing the City Manager to execute a General Services Agreement between the County of Los Angeles and the City of Cudahy for Municipal Services.

F. Local Hazard Mitigation Plan (LHMP) Process Briefing (page 2467) Presented by the Assistant to the City Manager

City of Cudahy
City Council and Successor Agency
Regular Meeting Agenda
March 18, 2025, at 6:30 P.M.

Recommendation: The City Council is requested to receive and file the briefing on the 2025 Local Hazard Mitigation Plan (LHMP).

G. Discussion and Direction Regarding the Update of the City’s Strategic Plan for 2026-2030 (page 2471)
Presented by the Assistant to the City Manager
Recommendation: The City Council is requested to provide direction regarding the update of the City of Cudahy’s Strategic Plan for 2026-2030, including whether to engage Management Partners, the firm used for the current Strategic Plan, issue a Request for Proposals (RFP) for consultant services, and determine the level of community and business input desired for the process.

15. COUNCIL DISCUSSION - NONE

16. CLOSED SESSION
A. Closed Session Pursuant to Government Code 54956.9(d)(2) – Conference with Legal Counsel - Anticipated Litigation – Two (2) Matters
B. Closed Session Pursuant to Government Code Section 54957.6(a) – Conference with Labor Negotiator Regarding Represented Employees
City’s Designated Representative(s) for Negotiations: City Manager Alfonso Noyola Employee Organization: Cudahy Miscellaneous Employees Association (CMEA)

17. CLOSED SESSION ANNOUNCEMENT

18. ADJOURNMENT
I, Richard Iglesias, hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted on the City’s Website, City Hall, Clara Park, and Lugo Park not less than 72 hours prior to the meeting. A copy of said Agenda is on file in the City Clerk’s Office.

Dated this 13th day of March 2025
Richard Iglesias
City Clerk

Blank Page

“Serving the People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 1 of 2

STAFF REPORT
Date: March 18, 2025
To: Honorable Mayor/Chair and City Council/Agency Members From: Alfonso Noyola, City Manager/Executive Director
By: Richard Iglesias, City Clerk
Subject: Consideration to Review and Approve the Draft Minutes of March 4, 2025, for the Regular Meeting and the Draft Minutes of March 11, 2025, for the Special Meeting of the City Council and the Joint Meeting of the City of Cudahy as Successor Agency and Housing Successor Agency to the Cudahy Development Commission

RECOMMENDATION
The City Council is requested to review and approve the City Council / Successor Agency Draft Minutes for March 4, 2025, and March 11, 2025.

BACKGROUND / ANALYSIS
On December 12, 2016, the City Council of the City of Cudahy adopted Resolution No. 16-38, approving the use of summary action minutes, meant to allow the City Clerk's Office to write the minutes in brief, assuring a record of Council's actions, due to having a recording of the full Council Meeting on the City’s website.

Historically
The Municipal Clerk is one of the oldest professions in government, dating back to 1272 A.D., originating in England. The record keeper then was called Remembrancer, an English official whose job was to remind the Lord Treasurer and Barons of Court, of business pending.

Years later, in the 1600s, when early colonists came to America, the office of the Clerk was one of the first offices to be established. Over the years, the City Clerk’s office has become the core for local government, and the liaison to the residents of the Community. The Municipal Clerk (City Clerk) is the record keeper of a City’s recorded history.

Item Number
12A

“Serving the People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 2 of 2
William Bennett Munro, a Canadian historian, and political scientist, who taught at Harvard University and the California Institute of Technology, stated in one of his first textbooks written: “No other office in municipal service has so many contacts. It serves the Mayor, the City Council, the City Manager (when there is one), and all administrative departments, without exception. All of them call upon it, almost daily, for some service or information. Its work is not spectacular, but it demands versatility, alertness, accuracy, and no end of patience.

The public does not realize how many loose ends of city administration this office pulls together.”
Moving forward to the present time, the City Clerk’s office today is generally responsible for keeping a record of City Council meetings; agreements; recordings of official documents; legal advertisements; municipal elections; commissions and committees current files; claims against the city; and other legal or official documents.

City Clerks are required to keep record of the proceedings (minutes) of Council meetings (Government Code Sections 36814 and 40801). Minutes are the official record of a meeting which provides a history of the Council’s decisions and actions.

CONCLUSION
The City Council is requested to approve the attached City Council / Agency Draft Minutes of the proceedings of March 4, 2025, and March 11, 2025.

STRATEGIC PLAN CORRELATION
No correlation to the strategic plan.

FINANCIAL IMPACT
No Financial Impact.

ATTACHMENT
A. March 4, 2025, Draft Minutes
B. March 11, 2025, Draft Minutes
C. Resolution No. 16-38, approving the City Clerk’s use of Summary Action Minutes as the Official Record of the City Council proceedings.

City Council/Successor Agency Minutes of 03/04/2025 Page 1 of 6

MINUTES
CUDAHY CITY COUNCIL REGULAR MEETING and
CITY OF CUDAHY AS SUCCESSOR AGENCY and

HOUSING SUCCESSOR AGENCY TO THE CUDAHY

DEVELOPMENT COMMISSION JOINT MEETING
March 4, 2025, 6:30 P.M.

1. CALL TO ORDER
Mayor / Chair Alcantar Loza called the meeting to order at 6:35 p.m.

2. ROLL CALL
PRESENT: Council / Agency Member Martin Fuentes
Council / Agency Member Amanda Gomez
Council / Agency Member Daisy Lomelí
Vice Mayor / Vice Chair Cynthia Gonzalez
Mayor / Chair Elizabeth Alcantar Loza
ABSENT: None
ALSO PRESENT: Assistant City Manager/Community Development Director, Juan Arauz, City Attorney, Stephanie Arechiga, City Clerk, Richard Iglesias, Assistant City Clerk, Estefania Zamora, Finance Director, Joshua Calhoun, Community Services Director, Brenda Rodriguez, Public Works Director, Raul Diaz, Assistant to the City Manager, John Peraza, Executive Assistant to the City Manager, Janet Andrade, and Administrative Analyst, Daniela Trujillo.

3. APPROVAL OF AGENDA
Motion: Vice Mayor Gonzalez motioned to approve the agenda as is, seconded by Council Member Fuentes. Motion passed 5-0 by the following roll call vote:

AYES: Fuentes, Gomez, Lomelí, Gonzalez, and Alcantar Loza NOES: None
ABSENT: None
ABSTAIN: None

4. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Council Member Fuentes.

Attachment APage 11 of 2485
City Council/Successor Agency Minutes of 03/04/2025 Page 2 of 6

5. LAND ACKNOWLEDGEMENT
The Land Acknowledgment was led by Council Member Lomelí.

We would like to acknowledge that the land we inhabit today was once known as Tovangaar, the home of the Gabrieleño-Tongva people. We show our respects to the Gabrieleño-Tongva people, as well as all Indigenous people, past, present, and future, and honor their labor as original caretakers of this land. We commit to uplifting the Gabrieleño-Tongva people, invite you to acknowledge the history, and join us in caring for this land.

6. PRESENTATIONS
A. Recognition for Collaborating in the March 1st, 2025, Cudahy Book Fair.

B. Update from California Polytechnic University on the City's Climate Action Plan C. Proclamation - Women's History Month
D. City Clerk’s Office Annual Update

7. PUBLIC COMMENTS
Nancy Manzo requested street bumps on Clara Street due to various collision occurring, shared concern about the lack of lighting, homeless issues, restroom had to be locked and solution was for kids to cross the street to go to the restrooms and children were left without those services at Clara Park.

Carlos Angulo requested City Council for patrols on Atlantic and Cecilia.

Diana Maya shared unsafe encounters with unhoused individuals at Cudahy Park, and requested a secured park with clean restrooms, mentioned that the restroom across the street are closed at times, and are told they can’t use them.

Adrian Torres spoke on behalf of the soccer team at Cudahy Park, urged City Council for help, shared hard copies of images representing what is occurring at the restrooms, and shared an incident involving unhoused individuals, mentioned that the youth are afraid of using the restrooms.

Susie de Santiago thanked the City Council for the recognition, mentioned that the Cudahy Youth Foundation was happy to provide ice cream for the Cudahy Book Fair, expressed support for item 14A., spoke on item 14B and shared that she participated in stormwater sessions and discussions on how to improve the quality, shared this plan can bring better stormwater drains and education to the community.

Paty Osorio thanked Raul for taking the time to communicate with her on an issue, spoke on the street sweeper schedule and requested a more flexible schedule to ensure there is enough parking.

City Council/Successor Agency Minutes of 03/04/2025 Page 3 of 6 Edwin Gonzalez (via Zoom) shared gratitude for the book fair and mentioned that it wasn’t a book fair for adults, but for youth, expressed that the current leadership in Cudahy has great ideas but doubts the skills, noted that the community is far behind in educating itself, mentioned that only a tiny percentage of the population goes to college and that there are too many liquor stores in the city with schools exposing children.

8. CITY COUNCIL COMMENTS / REQUESTS FOR AGENDA ITEMS
Council Member Fuentes acknowledged and thanked residents for sharing their concerns, shared he was unable to attend the Book Fair, acknowledged the pictures provided by the public comment speaker and expressed that the condition of the restroom at the park is unacceptable.

Council Member Gomez thanked staff for putting together the Book Fair and collaborating with the library, addressed Edwin’s public comment and agreed that it is a great idea to hold events inclusive of all age groups, thanked the residents for speaking and directed staff to address their concerns.

Council Member Lomelí asked staff to look into the issues raised during the meeting and expressed her appreciation for the Book Fair and thanked the Library for attending, shared the Cudahy’s Library new Instagram account (@CudahyLibrary) and encouraged the public to follow it, suggested exploring events for the 0-5 age group, praised the Nixle text messaging and encouraged the continued use of text messages for communication.

Vice Mayor Gonzalez highlighted her visit to Sacramento with elected officials, ScholarMarch met with counselor at ELC to schedule their first informational session to fill 200 scholarships, shared her work with Intercity Vision and Board member to get a letter of support for a grant for gang prevention intervention, emphasized the importance of transparency and accountability, especially given the issues happening in surrounding cities, expressed her disappointment over the restroom images shared by the public comment speaker, calling the condition unacceptable.

Mayor Alcantar Loza echoed her colleagues comments, mentioned celebrating new restrooms about a year ago, including the diaper changing stations, urged the need to be addressed immediately, shared information about the ELC career fair on March 14th, will be participating, also participating in the LA Rapid response network, announced to reach out to if interested in pushing back against raids in the community, had a meeting with Empowered Gateway group to bring a program to take advantage of grants and tax credits, attended Lugo Park groundbreaking, shared her visit to Sacramento and requested legislative support, also mentioned a Know Your Rights workshop with ELC.

9. CITY MANAGER REPORT (information only)

10. REPORTS REGARDING AD HOC, ADVISORY, STANDING OR OTHER COMMITTEE MEETINGS – NONE

City Council/Successor Agency Minutes of 03/04/2025 Page 4 of 6

11. WAIVER OF FULL READING OF RESOLUTIONS AND ORDINANCES Motion: Vice Mayor Gonzalez motioned to waive full reading of resolutions and ordinances, seconded by Council Member Fuentes. Motion passed 5-0 by the following roll call vote:

AYES: Fuentes, Gomez, Lomelí, Gonzalez, and Alcantar Loza NOES: None
ABSENT: None
ABSTAIN: None

12. CONSENT CALENDAR
A. Consideration to Review and Approve the Draft Minutes of February 18, 2025, for the Regular Meeting and the Draft Minutes of February 24, 2025, for the Special Meeting of the City Council and the Joint Meeting of the City of Cudahy as Successor Agency and Housing Successor Agency to the Cudahy Development Commission Presented by the City Clerk
Recommendation: The City Council is requested to review and approve the City Council / Successor Agency Draft Minutes for February 18, 2025, and February 24, 2025.

Motion: Vice Mayor Gonzalez motioned to approve Consent Calendar items 12A, seconded by Council Member Fuentes. Motion passed 5-0 by the following roll call vote:

AYES: Fuentes, Gomez, Lomelí, Gonzalez, and Alcantar Loza NOES: None
ABSENT: None
ABSTAIN: None

13. PUBLIC HEARING
*The Public Hearing scheduled to Introduce Ordinance No. 759 by first reading to consider and possibly take action on the following matters: 1) Repeal of Ordinance No. 697; and 2) Termination of related DA No. 18-011C has been re-noticed and will be rescheduled to March 18, 2025.

14. BUSINESS SESSION
A. Authorization for the Mayor to Sign Letter on Due Process Protections for Undocumented Immigrants
Presented by the Assistant to the City Manager
Recommendation: The City Council is requested to authorize the Mayor to sign the attached letter and transmit it to Congressman Robert Garcia and California State Attorney General Rob Bonta, advocating for due process protections for undocumented immigrants.

City Council/Successor Agency Minutes of 03/04/2025 Page 5 of 6 Motion: Vice Mayor Gonzalez motioned to authorize the Mayor to sign the attached letter, include all City Council on the signature line and transmit it to Congressman Robert Garcia, California State Attorney General Rob Bonta, and the Congressional Delegation, advocating for due process protections for undocumented immigrants, seconded by Council Member Lomelí. Motion passed 5-0 by the following roll call vote:

AYES: Fuentes, Gomez, Lomelí, Gonzalez, and Alcantar Loza NOES: None
ABSENT: None
ABSTAIN: None
B. General NPDES Compliance Services and Los Angeles River – Upper Reach 2 Watershed Management Group Representation
Presented by the Administrative Analyst
Recommendation: The City Council is requested to approve a Professional Services Agreement (PSA) with Willdan Engineering for General National Pollutant Discharge Elimination System (NPDES) Compliance Services and Los Angeles River – Upper Reach 2 Watershed Management Group Representation in an amount not-to-exceed $35,000.

Motion: Council Member Lomelí motioned to approve a Professional Services Agreement (PSA) with Willdan Engineering for General National Pollutant Discharge Elimination System (NPDES) Compliance Services and Los Angeles River – Upper Reach 2 Watershed Management Group Representation in an amount not-to-exceed $35,000, seconded by Council Member Gomez. Motion passed 5-0 by the following roll call vote:

AYES: Fuentes, Gomez, Lomelí, Gonzalez, and Alcantar Loza NOES: None
ABSENT: None
ABSTAIN: None

15. COUNCIL DISCUSSION – NONE
At 8:23 p.m., City Attorney, Stephanie Arechiga recessed to closed session.

16. CLOSED SESSION
A. Closed Session Pursuant to Government Code Section 54956.9(e)(1) – Conference with Legal Counsel to Discuss Matter Involving Potential Litigation – One Matter At 8:55 p.m., Mayor Alcantar Loza reconvened to open session.

City Council/Successor Agency Minutes of 03/04/2025 Page 6 of 6

17. CLOSED SESSION ANNOUNCEMENT
City Attorney Stephanie Arechiga announced that five council members were present, and no further reportable action at this time.

18. ADJOURNMENT
The City Council / Agency meeting adjourned at 8:55 p.m.

Elizabeth Alcantar Loza
Mayor
ATTEST:

Richard Iglesias
City Clerk

City Council/Successor Agency Minutes of 3/11//2025 Page 1 of 2

MINUTES
CUDAHY CITY COUNCIL SPECIAL MEETING and
CITY OF CUDAHY AS SUCCESSOR AGENCY and

HOUSING SUCCESSOR AGENCY TO THE CUDAHY

DEVELOPMENT COMMISSION JOINT MEETING
March 11, 2025 6:00 P.M.

1. CALL TO ORDER
Mayor / Chair Alcantar Loza called the meeting to order at 6:04 p.m.

2. ROLL CALL
PRESENT: Council / Agency Member Martin Fuentes (arrived at 6:06 p.m.) Council / Agency Member Amanda Gomez
Council / Agency Member Daisy Lomelí
Vice Mayor / Vice Chair Cynthia Gonzalez (left at 8:19 p.m.) Mayor / Chair Elizabeth Alcantar Loza
ABSENT: None
ALSO PRESENT: Assistant City Manager/Community Development Director, Juan Arauz, City Attorney, Stephanie Arechiga, City Clerk, Richard Iglesias, Assistant City Clerk, Estefania Zamora, and Administrative Services Director, Brenda Rodriguez.

3. PUBLIC COMMENTS – NONE

4. BUSINESS SESSION
A. Education and awareness on drug-related overdose deaths and medical intervention
Presented by the Community Services Director
Recommendation: The City Council is requested to receive information on drug-related overdose deaths, medical intervention, and awareness.

NO MOTION - RECEIVE AND FILE ONLY
At 6:43 p.m., Mayor Alcantar Loza called for a recess.

At 6:54 p.m. Mayor Alcantar Loza reconvened the meeting.

Attachment B Page 17 of 2485
City Council/Successor Agency Minutes of 3/11//2025 Page 2 of 2 B. Sexual Harassment Prevention Training and Education
Presented by the City Clerk
Recommendation: The City Council is requested to receive sexual harassment prevention training and education pursuant to California Assembly Bill 1661 (AB 1661).

NO MOTION - RECEIVE AND FILE ONLY

6. ADJOURNMENT
The City Council / Agency meeting adjourned at 8:34 p.m.

Elizabeth Alcantar Loza
Mayor
ATTEST:

Richard Iglesias
City Clerk

Attachment
C

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 1 of 2

STAFF REPORT
Date: March 18, 2025
To: Honorable Mayor/Chair and City Council/Agency Members From: Alfonso Noyola, City Manager/Executive Director
By: Joshua Calhoun, Finance Director
Subject: Approval of the Local Agency Investment Fund (LAIF) for the Month of February 2025

RECOMMENDATION
The City Council is requested to approve the Local Agency Investment Fund (LAIF) Report for the month of February 2025 in the amount of $11,289,418.46.

BACKGROUND

1. In 1955, the Pooled Money Investment Account (PMIA) started. LAIF became part of the PMIA. The oversight is provided by the Pooled Money Investment Board (PMIB) and an inhouse Investment Committee. The PMIB members consist of the State Treasurer, Director of Finance, and State Controller.

2. In 1977, LAIF was created as a voluntary program by Section 16429.1 et seq. of the California Government Code. The program was intended to be used as an investment alternative for California's local governments and special districts. The LAIF continues today under State Treasurer, Fiona Ma's administration.

3. On February 1, 2025, the balance in LAIF was $11,289,418.46 (See Attachment).

4. On February 28, 2025, the balance in LAIF was $11,289,418.46 (See Attachment).

ANALYSIS
The voluntary program offers local agencies the opportunity to participate in a major portfolio, which invests hundreds of millions of dollars, using the investment expertise of the State Item Number
12B

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 2 of 2
Treasurer’s Office investment staff at no additional cost to the taxpayer.

All securities are purchased under the authority of Government Code Section 16430 and 16480.4. The State Treasurer's Office takes delivery of all securities purchased on a delivery versus payment basis using a third-party custodian.

Cudahy Municipal Code Section 3.04.080 indicates, "Except as otherwise provided, no warrant shall be drawn or evidence of indebtedness issued unless there shall be at the time sufficient money in the treasury legally applicable to the payment of the same."

CONCLUSION
Once the City Council approves the current LAIF, this balance may be relied upon when determining if the City has sufficient funds available to pay demands and payroll as required by Cudahy Municipal Code Section 3.04.080.

STRATEGIC PLAN CORRELATION
Strategy #2. Provide regular updates to the City Council and community about the city’s finances.

FINANCIAL IMPACT
None

ATTACHMENT
A. Local Agency Investment Fund (LAIF) Balance.

LOCAL AGENCY INVESTMENT FUND
General Account - City #98-19-225
Beginning Balance as of February 01, 2025 $11,289,418.46 LAIF Interest earned 0
Transfer from City operating account 0
Transfer to City operating account 0
Ending Balance as of February 28, 2025 $11,289,418.46
Attachment A Page 23 of 2485
Blank Page

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18//2025 Page 1 of 2

STAFF REPORT
Date: March 18, 2025
To: Honorable Mayor/Chair and City Council/Agency Members From: Alfonso Noyola, City Manager/Executive Director
By: Joshua Calhoun, Finance Director
Subject: Approval of the City Demands and Payroll Including Statement of Investment for the Month of February 2025

RECOMMENDATION
The City Council is requested to approve the Demands and Payroll in the amount of $1,447,014.74 including the Statement of Investments for the month of February 2025.

BACKGROUND

1. On December 13, 1993, Ordinance 476 was adopted and codified as Cudahy Municipal Code Section 3.04.080 indicating, "Except as otherwise provided, no warrant shall be drawn, or evidence of indebtedness issued unless there shall be at the time sufficient money in the treasury legally applicable to the payment of the same."

2. During the month, the Finance Department completed the following demands and payroll:

A/P Demands $979,536.86
Payroll $467,477.88
Total: $1,447,014.74
Attachment A
Attachment B
Item Number
12C

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18//2025 Page 2 of 2

ANALYSIS
The Check Register Report (Attachment A), Payroll Warrants including payroll taxes and insurance premiums (Attachment B), Statement of Investment (Attachment C) indicate that the cash and investment balance was sufficient for disbursements for the month, a summary of cash received and disbursed by month during Fiscal Year (FY) 2024-25 (Attachment D), and a summary of cash received and disbursed by month during FY 2023-24 (Attachment E).

Cudahy Municipal Code Section 3.04.070 indicates, "Budgeted demands paid by warrant prior to audit by the council shall be presented to the council for ratification and approval..."

CONCLUSION
The Finance Director certifies the accuracy and availability of funds for payment. A Demand/Warrant Register has been submitted to the City Council for approval in accordance with Cudahy Municipal Code Section 3.04.070.

STRATEGIC PLAN CORRELATION
Goal (Financial Stability and Transparency)
• Provide regular updates to the City Council and Community about the City’s finances.

FINANCIAL IMPACT
The Statement of Investments Report (Attachment C) indicates that there are sufficient funds within the City’s holdings to meet the City’s cash flow requirements.

ATTACHMENTS
A. Accounts Payable Check Register Report.

B. Payroll Warrants including payroll taxes and insurance premiums.

C. Statement of Investments
D. Summary of Cash Receipt / Disbursement by Month FY 2024-25 E. Summary of Cash Receipt / Disbursement by Month FY 2023-24 F. Credit Card Payment Detail

3/3/2025 9:49:05 AM Page 1 of 4
Check Report
City of Cudahy By Check Number
Date Range: 02/01/2025 - 02/28/2025
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Bank Code: WF Checking-WF Checking
2378-3 8330 ATLANTIC AVE INC 02/12/2025 Regular 0.00 1,339.03 56474 11036 ACC Business 02/12/2025 Regular 0.00 440.33 56475 10896 Anaheim Lawnmower Shop 02/12/2025 Regular 0.00 8,402.45 56476 10595 ARAMSCO INC 02/12/2025 Regular 0.00 1,707.81 56477 0057-4 AT & T 02/12/2025 Regular 0.00 373.86 56478
8021 AT & T MOBILITY 02/12/2025 Regular 0.00 2,373.26 56479 10398 CALIFORNIA BUILDING STANDARDS COMMISSION02/12/2025 Regular 0.00 45.00 56480 10417 CALIFORNIA CHAMBER OF COMMERCE 02/12/2025 Regular 0.00 412.77 56481 10871 California Department of Conservation 02/12/2025 Regular 0.00 55.85 56482 4546 CENTRAL BASIN MUNICIPAL WATER 02/12/2025 Regular 0.00 816.11 56483 10065-2 CHIARA GIGLIOTTI 02/12/2025 Regular 0.00 4,965.00 56484 10918 Christopher Gonzalez 02/12/2025 Regular 0.00 12,300.00 56485 10906 City Fabrick 02/12/2025 Regular 0.00 9,000.00 56486 10711 CLEARNETWORK, INC. 02/12/2025 Regular 0.00 395.84 56487 10939 Clifford Sasada 02/12/2025 Regular 0.00 170.00 56488 0186 COUNTY OF LOS ANGELES DEPT OF ANIMAL CARE & CONTROL 02/12/2025 Regular 0.00 28,897.11 56489 1206 COUNTY OF LOS ANGELES IND WAST DEPT OF PUBLIC WORKS 02/12/2025 Regular 0.00 4,641.42 56490 11134 Cudahy Chamber of Commerce 02/12/2025 Regular 0.00 1,025.00 56491 10692 DS TECHNICIAN, INC. 02/12/2025 Regular 0.00 1,199.84 56492 11133 Elisa Vargas 02/12/2025 Regular 0.00 25.00 56493
11073 Emilia DiPiazza 02/12/2025 Regular 0.00 3,243.00 56494 10485 ENTERPRISE FM TRUST 02/12/2025 Regular 0.00 5,019.43 56495 11132 Erick Hirata 02/12/2025 Regular 0.00 170.00 56496 6087 FIRST AMERICAN DATA TREE 02/12/2025 Regular 0.00 99.00 56497 11131 Gateway Cities Affordable Housing Trust 02/12/2025 Regular 0.00 7,500.00 56498 8179 GENERAL CODE, LLC 02/12/2025 Regular 0.00 830.00 56499 2139-2 HDL COREN & CONE 02/12/2025 Regular 0.00 1,677.89 56500 10976 Juan Sotelo 02/12/2025 Regular 0.00 100.00 56501
11130 Katia Lopez 02/12/2025 Regular 0.00 500.00 56502
0197 LA COUNTY SHERIFF'S DEPARTMENT 02/12/2025 Regular 0.00 395,442.61 56503 10868 Language Network, Inc. 02/12/2025 Regular 0.00 1,770.00 56504 10598 LEAF 02/12/2025 Regular 0.00 879.35 56505
10721 LOOMIS 02/12/2025 Regular 0.00 385.90 56506
11129 Lorena Serrano 02/12/2025 Regular 0.00 57.50 56507 5702 LOS ANGELES COUNTY REGISTRAR RECORDER COUNTY CLERK 02/12/2025 Regular 0.00 54.00 56508 11108 Los Angeles Regional Ineroperable Communication System Authority 02/12/2025 Regular 0.00 80.00 56509 10583 LUCERO'S IRON WORK 02/12/2025 Regular 0.00 3,575.00 56510 10655 LUIS AGUILAR 02/12/2025 Regular 0.00 1,200.00 56511 10720 MISSION SQUARE RETIREMENT 02/12/2025 Regular 0.00 250.00 56512 11128 MTGL, Inc. 02/12/2025 Regular 0.00 8,290.00 56513 10941 Norio Fujii 02/12/2025 Regular 0.00 140.00 56514
10201-1 OLIVAREZ MADRUGA LAW ORGANIZATION, LLP 02/12/2025 Regular 0.00 65,628.08 56515 10826 Omar Barragan 02/12/2025 Regular 0.00 47.75 56516 10436 ONTARIO REFRIGERATION 02/12/2025 Regular 0.00 2,713.00 56517 10765 Patrick Ibarra 02/12/2025 Regular 0.00 16,668.39 56518 9717 PCAM, LLC 02/12/2025 Regular 0.00 39,438.15 56519
5537 PSI PRINTING SYSTEM INC. 02/12/2025 Regular 0.00 349.31 56520 9737 REGIONAL TAP SERVICE CENTER 02/12/2025 Regular 0.00 14.40 56521 10430 RIGHT OF WAY, INC. 02/12/2025 Regular 0.00 615.94 56522 10945 Sam Woo 02/12/2025 Regular 0.00 140.00 56523
8394 SANDLER BROTHERS 02/12/2025 Regular 0.00 407.79 56524 10961 Steve Napolitano 02/12/2025 Regular 0.00 1,350.00 56525 10853 SWA Group, Inc. 02/12/2025 Regular 0.00 300.00 56526 10827 Teslarian, Inc. 02/12/2025 Regular 0.00 3,200.00 56527 Attachment A Page 27 of 2485
Check Report Date Range: 02/01/2025 - 02/28/2025
3/3/2025 9:49:05 AM Page 2 of 4
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 10869 The Pun Group, LLP. 02/12/2025 Regular 0.00 4,635.00 56528 10745 TRAVELERS 02/12/2025 Regular 0.00 814.00 56529
8066 TYLER TECHNOLOGIES INC. 02/12/2025 Regular 0.00 8,845.00 56530 2859 UNDERGROUND SERVICE ALERT-SC SOUTHERN CALIFORNIA 02/12/2025 Regular 0.00 161.35 56531 10944 Wade Ohashi 02/12/2025 Regular 0.00 170.00 56532
9951 WILLDAN 02/12/2025 Regular 0.00 31,996.74 56533
10954 William D. Agopian 02/12/2025 Regular 0.00 170.00 56534 11066 XYZ Security Corp 153 02/12/2025 Regular 0.00 4,985.00 56535 10735 YUNEX, LLC. 02/12/2025 Regular 0.00 4,807.50 56536 10583 LUCERO'S IRON WORK 02/13/2025 Regular 0.00 3,575.00 56537 2378-3 8330 ATLANTIC AVE INC 02/26/2025 Regular 0.00 749.46 56538 11036 ACC Business 02/26/2025 Regular 0.00 440.33 56539 11136 Adijared Huerta 02/26/2025 Regular 0.00 1,000.00 56540 10658 ALFONSO NOYOLA 02/26/2025 Regular 0.00 295.00 56541 1778 ALL CITY MANAGEMENT INC 02/26/2025 Regular 0.00 7,973.83 56542 7995 AMERICAN CITY PEST & TERMITE 02/26/2025 Regular 0.00 457.00 56543 10896 Anaheim Lawnmower Shop 02/26/2025 Regular 0.00 15,948.82 56544 10951 Angel Zavala 02/26/2025 Regular 0.00 110.00 56545 9966 AT & T LONG DISTANCE SERVICE 02/26/2025 Regular 0.00 49.52 56546 10716 CARLOS J CONDE 02/26/2025 Regular 0.00 150.00 56547 10520 CASTRO DISCOUNT TIRES INC 02/26/2025 Regular 0.00 25.00 56548 10065-2 CHIARA GIGLIOTTI 02/26/2025 Regular 0.00 1,929.00 56549 2289 CONSOLIDATED DISPOSAL INC. 02/26/2025 Regular 0.00 36,082.37 56550 5552 CUDAHY AUTO CENTER INC 02/26/2025 Regular 0.00 143.79 56551 10726 DOMAIN LISTINGS 02/26/2025 Regular 0.00 225.00 56552 11073 Emilia DiPiazza 02/26/2025 Regular 0.00 1,700.00 56553 11135 Eric Fitzpatrick Sr. 02/26/2025 Regular 0.00 120.00 56554 11132 Erick Hirata 02/26/2025 Regular 0.00 240.00 56555 10018 ESTRADA HILDA 02/26/2025 Regular 0.00 22,800.00 56556 6086 EWING INC 02/26/2025 Regular 0.00 2,985.64 56557
10581 FIESTA TAXI COOPERATIVE INC. 02/26/2025 Regular 0.00 22,278.85 56558 10946 John R. Fierro 02/26/2025 Regular 0.00 230.00 56559 11077 Jose de Santiago 02/26/2025 Regular 0.00 579.96 56560 10893 Katie Helen Hume 02/26/2025 Regular 0.00 1,900.00 56561 10598 LEAF 02/26/2025 Regular 0.00 500.04 56562
10721 LOOMIS 02/26/2025 Regular 0.00 435.35 56563
11108 Los Angeles Regional Ineroperable Communication System Authority 02/26/2025 Regular 0.00 80.00 56564 11119 MG Express 02/26/2025 Regular 0.00 1,100.00 56565 11128 MTGL, Inc. 02/26/2025 Regular 0.00 3,915.00 56566 7014 NATIONWIDE ENVIRONMENTAL SERVICES INC 02/26/2025 Regular 0.00 10,584.65 56567 10941 Norio Fujii 02/26/2025 Regular 0.00 100.00 56568
10430 RIGHT OF WAY, INC. 02/26/2025 Regular 0.00 427.71 56569 10945 Sam Woo 02/26/2025 Regular 0.00 100.00 56570
0501 SCMAF SO CA MUNI ATHLETIC FEDERATION 02/26/2025 Regular 0.00 425.00 56571 10827 Teslarian, Inc. 02/26/2025 Regular 0.00 231.49 56572 10901 The Original Goodie's Uniforms 02/26/2025 Regular 0.00 733.44 56573 9991 TRANSTECH ENGINEERING, INC. 02/26/2025 Regular 0.00 60,253.15 56574 **Void** 02/26/2025 Regular 0.00 0.00 56575
10735 YUNEX, LLC. 02/26/2025 Regular 0.00 1,512.93 56576 10729 WELLSONE COMMERCIAL CARD 02/05/2025 Bank Draft 0.00 45,503.06 DFT0000814 10603 ADVANCED IMAGING SOLUTIONS 02/12/2025 Bank Draft 0.00 404.24 DFT0000815 10640 AMAZON CAPITAL SERVICES, INC. 02/12/2025 Bank Draft 0.00 1,399.55 DFT0000816 10490 CHARTER COMMUNICATIONS 02/12/2025 Bank Draft 0.00 975.00 DFT0000817 0126-1 GOLDEN STATE WATER COMPANY 02/12/2025 Bank Draft 0.00 1,949.51 DFT0000818 10053 HAULAWAY STORAGE CONTAINERS 02/12/2025 Bank Draft 0.00 89.04 DFT0000819 10081-2 QUADIENT FINANCE USA, INC. 02/12/2025 Bank Draft 0.00 46.40 DFT0000820 2802 SAM'S CLUB 02/12/2025 Bank Draft 0.00 2,848.84 DFT0000821 0071-1 SO CAL GAS 02/12/2025 Bank Draft 0.00 600.98 DFT0000822 0070 SOUTHERN CALIFORNIA EDISON 02/12/2025 Bank Draft 0.00 20.47 DFT0000823 0070 SOUTHERN CALIFORNIA EDISON 02/12/2025 Bank Draft 0.00 1,358.55 DFT0000824 0070 SOUTHERN CALIFORNIA EDISON 02/12/2025 Bank Draft 0.00 113.44 DFT0000825

Check Report Date Range: 02/01/2025 - 02/28/2025
3/3/2025 9:49:05 AM Page 3 of 4
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 0070 SOUTHERN CALIFORNIA EDISON 02/12/2025 Bank Draft 0.00 37.78 DFT0000826 0070 SOUTHERN CALIFORNIA EDISON 02/12/2025 Bank Draft 0.00 985.67 DFT0000827 10603 ADVANCED IMAGING SOLUTIONS 02/26/2025 Bank Draft 0.00 141.30 DFT0000834 10490 CHARTER COMMUNICATIONS 02/26/2025 Bank Draft 0.00 229.98 DFT0000835 10490 CHARTER COMMUNICATIONS 02/26/2025 Bank Draft 0.00 229.98 DFT0000836 10490 CHARTER COMMUNICATIONS 02/26/2025 Bank Draft 0.00 319.98 DFT0000837 10081-2 QUADIENT FINANCE USA, INC. 02/26/2025 Bank Draft 0.00 693.76 DFT0000838 2802 SAM'S CLUB 02/26/2025 Bank Draft 0.00 1,585.07 DFT0000839 0071-1 SO CAL GAS 02/26/2025 Bank Draft 0.00 -600.98 DFT0000840 0071-1 SO CAL GAS 02/26/2025 Bank Draft 0.00 600.98 DFT0000840 0071-1 SO CAL GAS 02/26/2025 Bank Draft 0.00 30.89 DFT0000841 0071-1 SO CAL GAS 02/26/2025 Bank Draft 0.00 1,014.49 DFT0000842 0070 SOUTHERN CALIFORNIA EDISON 02/26/2025 Bank Draft 0.00 1,925.79 DFT0000843 0070 SOUTHERN CALIFORNIA EDISON 02/26/2025 Bank Draft 0.00 850.46 DFT0000844 10643 STATE COMPENSATION INS FUND 02/26/2025 Bank Draft 0.00 16,488.54 DFT0000845 Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code WF Checking Summary
Bank Drafts
EFT's
102
0 1
27 0

0.00 0.00

0.00 0.00

0.00 130 0.00
Payment
899,694.09

0.00 0.00
79,842.77

0.00 979,536.86
Payable
Count
152
0 0
27 0
179

Check Report Date Range: 02/01/2025 - 02/28/2025
3/3/2025 9:49:05 AM Page 4 of 4
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
102
0 1
27 0

0.00 0.00

0.00 0.00

0.00 130 0.00
899,694.09

0.00 0.00
79,842.77

0.00 979,536.86
152
0 0
27 0
179
Fund Name Period Amount
Fund Summary
998 Pooled Cash 2/2025 979,536.86
979,536.86

01/09/25 01/23/25 Total
Payroll Check Issued 99.20 - 99.20
(a) Direct Deposits 125,830.78 133,124.24 258,955.02
(b) ICMA & Union Dues 2,705.00 2,915.00 5,620.00
(c) CalPERS Ret & 457 Plan 28,249.92 27,979.43 56,229.35 (d) Payroll taxes 28,866.74 29,882.99 58,749.73
(e) CalPERS Medical 77,433.89 - 77,433.89
(f) Medical 5,134.53 5,256.16 10,390.69
Total Amount 268,320.06 199,157.82 467,477.88
(a) Employees / Council Members / Commissioners
(b) ICMA & Union Dues
(c) CalPERS Retirement & 457 Plan
(d) Federal / State payroll taxes and unemployment
(e) CalPERS Medical (active and retired)
(f) Medical Insurance - Active and Retired employees

CITY OF CUDAHY
Payroll - including payroll taxes and insurance premiums:

Attachment B Page 31 of 2485
Type Issuer Amount % of Total
Deposit - 4588 Wells Fargo 4,845,039.18 23.05%
Successor Agency - 0688 Wells Fargo 4,154,572.03 19.76% Checking - 7128 Wells Fargo 423,045.67 2.01%
Payroll - 4570 Wells Fargo 296,701.63 1.41%
Money Market Account Bank of New York (BNY) (a) 12,274.07 0.06% Pooled Savings State Local Agency 11,289,418.46 53.71%
Investment Fund (LAIF)
Total 21,021,051.04 100.00%
Pursuant to California Government Code Section 53646(b), I hereby certify that all investments held by the Authority are in compliance with state law and the agency's Statement of Investment Policy, and that there are sufficient funds within the agency's investment holdings to meet the Authority's cash flow requirements for the next six (6) months.

Respectfully submitted,
Joshua Calhoun
Joshua Calhoun
Finance Director

CITY OF CUDAHY
Statement of Investments
February 28, 2025
Attachment C Page 32 of 2485
Month
Receipts Disbursement
July 2024 $ 1,537,864.08 $ 3,641,311.49 (a)
August 2024 995,697.04 1,290,369.09
September 2024 913,424.92 3,023,210.74 (b)
October 2024 1,231,618.97 2,197,219.69 (c)
November 2024 210,291.23 842,168.80
December 2024 808,306.87 1,601,849.17
January 2025 3,780,451.34 (d) 1,721,266.39
February 2025 880,961.79 1,447,014.74
March 2025
April 2025
May 2025
June 2025
Total: $ 10,358,616.24 15,764,410.11
Note (a) - City liab. & workers comp insurance, and PERS unfunded pension liab.

Note (b) - Includes $1.7M Debt Service payment
Note (c) - Includes Aug & Sep Sherrif invoice payments
Note (d) - Includes $1.888M in Motor Vehicle In-Lieu taxes Month
Cash Receipts Disbursement
July 2024 $ 963,942.68 $ 2,896,825.05 (1)
August 2024 678,458.46 1,051,901.91
September 2024 545,421.73 998,247.07
October 2024 765,107.19 1,845,289.62 (2)
November 2024 133,653.35 647,782.87
December 2024 571,683.73 1,210,748.09
January 2025 3,218,974.09 1,364,627.64
February 2025 557,476.33 1,172,987.78
March 2025
April 2025
May 2025
June 2025
Total: $ 7,434,717.56 $ 11,188,410.03
Note (1) - City liab. & workers comp insurance, and PERS unfunded pension liab.

Note (2) - Includes Aug & Sep Sherrif invoice payments
Note (3) - Includes $1.888M in Motor Vehicle In-lieu taxes All Funds
General Fund
City of Cudahy
Summary of Cash Receipt/Disbursement by Month - FY 2024-2025 Attachment D Page 33 of 2485
Month
Receipts Disbursement
July 2023 $ 1,698,263.55 $ 2,043,188.80 (a)
August 2023 1,570,904.87 3,148,357.16 (b)
September 2023 1,125,855.21 1,693,834.27
October 2023 1,259,614.45 848,009.43
November 2023 1,061,252.71 1,514,985.44
December 2023 770,294.89 1,120,942.42
January 2024 3,400,198.28 (c) 2,880,738.20 (d)
February 2024 1,189,496.91 1,382,500.65
March 2024 846,479.31 1,818,213.76 (e)
April 2024 1,764,923.25 1,399,214.40
May 2024 2,994,309.17 (f) 1,090,538.63
June 2024 1,114,305.30 1,906,535.54
Total: $ 18,795,897.90 20,847,058.70
Note (a) - City liab. & workers comp insurance, and PERS unfunded pension liab.

Note (b) - Includes $1,893,444 to Siemens Industries
Note (c) - Includes $1,786,952 in Motor Vehicle In-lieu fees Note (d) - Includes $1,141,928 paid to LA County Sheriff - 3 invoices Note (e) - Includes $158,445 paid to National Auto Fleet - vehicle Note (f) - Includes $1,786,952 in Motor Vehicle In-lieu receipt Month
Cash Receipts Disbursement
July 2023 $ 913,951.26 $ 1,604,912.00 (1)
August 2023 1,069,666.17 2,784,467.93 (2)
September 2023 797,120.38 1,543,754.51
October 2023 759,320.17 710,945.37
November 2023 632,862.51 1,244,543.67
December 2023 526,471.62 679,307.44
January 2024 2,671,465.70 (3) 2,421,667.28 (4)
February 2024 740,080.40 1,107,319.93
March 2024 563,376.03 1,261,506.18
April 2024 1,187,411.21 1,169,015.14
May 2024 2,640,204.13 (5) 567,429.42
June 2024 872,580.09 1,373,988.45
Total: $ 13,374,509.67 $ 16,468,857.32
Note (1) - City liab. & workers comp insurance, and PERS unfunded pension liab.

Note (2) - Includes $1,893,444 to Siemens Industries
Note (3) - Includes $1,786,952 in Motor Vehicle In-lieu fees Note (4) - Includes $158,445 paid to National Auto Fleet - vehicle Note (4) - Includes $1,786,952 in Motor Vehicle In-lieu receipt.

All Funds
General Fund
City of Cudahy
Summary of Cash Receipt/Disbursement by Month - FY 2023-2024 Attachment E Page 34 of 2485
Supplier - Name Transaction - Line Amount Transaction - Business Purpose Ringcentral Inc. 18,656.45 RingCentral Annual Subscription for City Phone Lines Thelaempire.Com 6,542.58 Jerseys for youth basketball league.

Prodryers.Com 3,210.00 Replacement hand dryers for interior restrooms at clara park.

Regents Uni Of Cal San 2,239.94 CEQA Course Registration - Assistant Planner Feverup* Astra Lumina 1,531.43 Community Excursion to Astra Lumina - February 15, 2025 Southwes 1,393.81 flight to and from reimagined conference Apa 785.00 APA annual conference.

League Of California Cit 775.00 League of CA Cities Registration: City Manaager Kc Refrigeration 682.25 Repair for freezer at Leo P. Turner Hall kitchen.

Adobe *adobe 671.72 Adobe Acrobat Monthly Subscription
Msft * E0300v2zou 644.80 Microsoft 365 Monthly Subscription American Society For P 579.00 ASPA Registration: CM
Fsp*cindys Jumpers, Llc 544.36 Rental of jumpers and generators. includes delivery, pick up and set-up.

Embassy Suites Downey 523.50 conference room for management and executive team Vivint Inc/Us 522.85 Alarm company
Javier Cruzphotography 480.00 Plaques and Badges
Axs.Comla Galaxy Dhsp 466.72 Vehicle Maintenance
Icma Online 429.00 Training and Education
Ferguson Ent 1456 355.29 Advertising
Gih*globalindustrialeq 350.47 Uniforms
Hotelcom72060605087714 338.00 Advertising
Idrive.Com* Overuse Ch 332.24 Office Supplies
Agua Caliente Casino R 326.43 Subscription
Msft * E0300v2xus 313.50 Subscription
Capio - Ca Association Of 300.00 Travel and meetings
Nacced 275.00 Subscription
La Barca Restaurantes 272.22 Plaques and Badges
Municipal Management Asso 250.00 Subscription
American Council Of Engin 246.23 Employee Recognition
Oreilly 2959 245.50 Travel and meetings
Dmi* Dell Sales & Servic 231.49 Vehicle Maintenance
Elpolloloco 221.13 Special Event
American Air 193.18 Employee Recognition
Vistaprint 192.52 Food Distribution
Grainger 188.89 Professional Membership
Tst* Bar Louie - Downey 185.83 Special Event
The Ups Store 5391 158.00 Employee Physical
Business.Apple.Com 143.52 Subscription
Fedex Offic10200010249 120.99 Advertising
Canva* I04393-52463933 119.99 Travel and meetings
Sq *agua Y Salud 112.00 Office Supplies
Cprs 100.00 Office Supplies
Puntip Cuisine Llc 89.99 Employee Recognition
Cudahy 89.94 Vehicle Maintenance
Smart And Final 319 85.02 Travel and meetings
Nna Services Llc 81.00 Subscription
Sergios Tacos Inc 72.49 Special Event
U-Haul At Atlantic Ave 72.26 Food Distribution
2cocom*systools Softwa 69.00 Subscription
Paddle.Net* Imazing 65.00 Special Projects
Lucero Bakery 62.50 Subscription
Royal Truck Body 50.14 Office Supplies
La Princessa Bakery Cafe 47.58 Special Event
Starbucks 800-782-7282 44.00 Office Supplies
Panera Bread #606087 O 42.98 Training and Education
Glorias Cocina Mexicana 42.00 Uniforms
Cudahy Sinclair 40.33 Vehicle Maintenance
Zoom.Com 888-799-9666 40.00 Office Supplies
Norms - Downey 38.94 Travel and meetings
Dennys #6903 36.07 Vehicle Maintenance
Full Source, Llc 35.26 Uniforms
Msft * E0300v30k0 32.00 Subscription

CITY OF CUDAHY
Credit Card Payment Detail
Jan 01, 2025 to Jan 31, 2025 paid on Feb 10, 2025

Attachment F Page 35 of 2485
Supplier - Name Transaction - Line Amount Transaction - Business Purpose Linde Gas & Equipment Inc 27.49 Subscription
Starbucks Store 67663 22.00 Training and Education
Msft * E0300v2xut 16.00 Subscription
Autozone #5371 12.12 Vehicle Maintenance
Hp *instant Ink 5.50 Office Supplies
Paypal (625.00) Special Event
Feverup* Litebrite Wor (1,342.38) Advertising
45,503.06

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 1 of 2
Item Number
12D

STAFF REPORT
Date: March 18, 2025
To: Honorable Mayor/Chair and City Council/Agency Members From: Brenda Rodriguez, Community Services Director
Subject: Approval of the First Amendment to the Contract Services Agreement for Crossing Guard Services with All City Management Services

RECOMMENDATION
The City Council is requested to approve an amendment to the Contract Services Agreement for Crossing Guard Services with All City Management Services approved on September 3, 2024.

BACKGROUND AND ANALYSIS
On September 3, 2024, city council approved Contract Services Agreement for Crossing Guard Services with All City Management Services for years 2024-2027. After approval of the Contract Services Agreement All City Management Services (contractor) approached the city with a request to change language in the agreement. After reviewing these changes, staff has confirmed that they do not alter the financial terms or obligations outlined in the original agreement. The requested changes primarily involve adjustmentsin language, such asreplacing references to “losses” with “liability.” ,

CONCLUSION
The City Council is requested to approve an amendment to the Contract Services Agreement for Crossing Guard Services with All City Management Services approved on September 3, 2024.

FINANCIAL IMPACT
No Financial impact

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 2 of 2

STRATEGIC PLAN CORRELATION
None.

ATTACHMENTS
A. First Amendment - Redlined Contract Services Agreement for Crossing Guard Services with All City Management Services
B. Master Contract Services Agreement for Crossing Guard Services with All City Management Services

1 2024 - 2027
CONTRACT SERVICES AGREEMENT- First Amendment
(Contractor: All City Management Services Inc. and City of Cudahy) (Nature of Engagement: School Pedestrian Crossing Guard Services) THIS CONTRACT SERVICES AGREEMENT (hereinafter, “Agreement”) is made and entered into this 3RD day of September 2024 by and between the CITY OF CUDAHY, a municipal corporation (hereinafter, “CITY”) and All City Management Services Inc., (hereinafter, “CONTRACTOR”). For the purposes of this Agreement, CITY and CONTRACTOR may be referred to collectively by the capitalized term “Parties.” The capitalized term “Party” may refer to CITY or CONTRACTOR interchangeably.

RECITALS
WHEREAS, CITY is a municipal corporation organized under the laws of the State of California, with power to contract for services necessary to achieve its purpose; and WHEREAS, CITY requires School Pedestrian Crossing Guard Services; and WHEREAS, CITY staff has determined that CONTRACTOR possesses the skills, experience and expertise required to competently provide the services and tasks contemplated under this Agreement; and
WHEREAS, the execution of this Agreement was approved by the Cudahy City Council at its Regular Meeting of September 3, 2024 under Agenda Item No. 14A.

NOW, THEREFORE, for and in consideration of the mutual covenants and conditions herein contained, CITY and CONTRACTOR agree as follows:

Section 1. Scope of Services.

A. Subject to the terms and conditions of this Agreement, CONTRACTOR agrees to provide crossing guard services for three sites as determined by the City, , hereinafter “Scope of Services” . CONTRACTOR further agrees to furnish to CITY all labor, materials, tools, supplies, equipment, services, tasks, and incidental and customary work necessary to competently perform and timely complete the services and tasks set forth in the Scope of Services. For the purposes of this Agreement the various services and tasks identified as the Scope of Services may be referred to generally by the capitalized term “Services”.

B. CONTRACTOR shall provide all labor, materials, tools, supplies, equipment, services, tasks, and incidental and customary work necessary to competently perform and timely complete the Services. CONTRACTOR shall perform the Services in accordance with the terms and conditions of this Agreement and in accordance with such other written or verbal directives as may be issued by CITY.

Attachment A Page 39 of 2485
2 C. CONTRACTOR warrants that CONTRACTOR: (i) has thoroughly investigated and considered the nature of the Services to be performed under this Agreement; and (ii) has carefully considered how the Services should be performed. CONTRACTOR will inspect any location where the Services are to be performed and acquaint itself with the conditions of the location before commencing any of the Services requested by CITY.

Should the CONTRACTOR discover any latent or unknown condition(s) which will materially affect the performance of the Services, CONTRACTOR shall immediately inform the CITY of such discovery and shall not proceed, except at CONTRACTOR’s risk until written instructions are received from the City Representative as defined herein.

D. In the event CONTRACTOR ceases to perform the Services agreed to under this Agreement or otherwise abandons any undertaking contemplated herein prior to completion and/or acceptance of the Services performed by CITY, CONTRACTOR shall deliver to CITY immediately and without delay, all materials, records, and other work product prepared or obtained by CONTRACTOR in the performance of this Agreement.

Furthermore, CONTRACTOR shall only be compensated for the reasonable value of the services, tasks and other work performed up to the time of cessation or abandonment, less a deduction for any damages, costs, or additional expenses which CITY may incur as a result of CONTRACTOR’s cessation or abandonment.

Section 2. Term.

A. This Agreement shall have a term of three years (hereinafter, the “Term”) commencing as of the date the Agreement is executed by all the Parties.

B. Nothing in this Section shall operate to prohibit or otherwise restrict the CITY’s ability to terminate this Agreement at any time for convenience or for cause.

Section 3. Performance of Services.

A. CONTRACTOR shall perform the Services continuously and with due diligence.

CONTRACTOR shall cooperate with CITY and in no manner interfere with the Services of CITY, its employees or other consultants, contractors, or agents.

B. CONTRACTOR shall not claim or be entitled to receive any compensation or damage because of the failure of CONTRACTOR, or its subcontractors, to have related services or tasks completed in a timely manner.

C. CONTRACTOR shall at all times enforce strict discipline and good order among CONTRACTOR’s employees.

D. CONTRACTOR, at its sole expense, shall pay all sales, consumer, use or other similar taxes required by law.

E. CITY shall select what site it requires CONTRACTOR’s Services on and will notify CONTRACTOR, fifteen (15) days before any change in site is required.

3 Section 4. Compensation.

4 A. CONTRACTOR shall perform all Services in accordance with the schedule of rates and charges set forth in the attached “Client Work Sheets 2024-2027”, (hereinafter the “Approved Rate Schedule”) which is attached and incorporated hereto as Exhibit “A”. The foregoing notwithstanding, CONTRACTOR’s total compensation may not exceed the sum of $84,612.60 (EIGHTY-FOUR THOUSAND SIX HUNDRED TWELVE AND SIXTY CENTS) for fiscal year 2024-2025, $89,982.90 (EIGHTY-NINE THOUSAND NINE HUNDRED EIGHTY TWO AND NINETY CENTS) for fiscal year 2025-2026, and $94,478.40 (NINETY-FOUR THOUSAND FOUR HUNDRED SEVENTY EIGHT AND FORTY CENTS) for fiscal year 2026-2027,the total compensation for each fiscal year shall be known as the Not-to-Exceed Sum for each fiscal year.

CONTRACTOR further agrees that the Not-to-Exceed Sum for each fiscal year, is inclusive of compensation for all labor, materials, tools, supplies, equipment, services, tasks, and incidental and customary work necessary to competently perform and timely complete the Services requested by CITY.

B. Following the conclusion of each calendar month, CONTRACTOR will submit to CITY an itemized invoice indicating the Services performed and completed during the recently concluded calendar month, including and the reimbursable out-of- pocket expenses incurred. If the amount of CONTRACTOR’s monthly compensation is a function of hours worked by CONTRACTOR’s personnel, the invoice should identify the request or work order under which the Services were provided; the number of hours worked in the recently concluded calendar month; the personnel responsible for performing the Services performed; the rate of compensation at which such Services were performed, the subtotal for each Service performed and a grand total for all Services performed. Within thirty (30) calendar days of receipt of each invoice, CITY will notify CONTRACTOR in writing of any disputed amounts included in the invoice. Within forty-five (45) calendar days of receipt of each invoice, CITY will pay all undisputed amounts included on the invoice.

CITY will not withhold applicable taxes or other authorized deductions from payments made to CONTRACTOR.

Section 5. Standard of Care.

A. CONTRACTOR agrees as follows:

1. CONTRACTOR will perform all Services using the degree of care and skill ordinarily exercised by members of the same profession currently practicing at the same time and in the same or similar locality;

2. CONTRACTOR represents all personnel assigned to perform the Services for CITY under this Agreement shall possess the skill, training, and experience necessary to competently perform the Services and shall at all times possess and maintain all licenses, certifications and/or qualifications necessary to perform the Services;

3. CONTRACTOR shall perform and complete all Services in a manner that is reasonably satisfactory to CITY;

4. CONTRACTOR shall comply with all applicable federal, State, and local laws and

5 regulations, including all applicable Cal/OSHA regulations in the performance of this Agreement;

6 5. CONTRACTOR understands the nature and scope of the Services to be performed underthis Agreement as well as any and all applicable schedules of performance; and

6. In the performance of this Agreement, CONTRACTOR shall supply and deploy personnel, equipment, tools, and materials necessary, in the reasonable opinion of CITY, to perform all Services in compliance with the standard of care set forth in this Section and to time complete all Services as specified by the Scope of Services or other written order.

7. CONTRACTOR shall perform, at CONTRACTOR’s sole cost and expense, any tasks necessary to correct any errors or omissions caused by CONTRACTOR’s failure to comply with the standard of care set forth in this Section or by any like failure on the part of CONTRACTOR’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONTRACTOR to correct any errors or omissions shall be commenced immediately upon their discovery by either Party and shall be completed within seven (7) calendars days from the date of discovery or such other extended period of time authorized by the City Representative in writing in the City Representative’s sole and absolute discretion.

B. CONTRACTOR acknowledges and agrees that CITY’s acceptance of any Services performed by CONTRACTOR or on CONTRACTOR’s behalf shall not constitute a release of any deficiency or delay in performance. CONTRACTOR further acknowledges, understands, and agrees that CITY has relied upon the representations of CONTRACTOR under paragraph A of this Section, above, and that such representations were a material inducement to CITY entering into this Agreement with CONTRACTOR.

Section 6. Representatives.

A. City Representative. For the purposes of this Agreement, the contract administrator and CITY’s representative shall be Brenda Rodriguez, Community Services Director (hereinafter, the “City Representative”). It shall be CONTRACTOR’s responsibility to keep the City Representative informed of the progress of all Services provided.

CONTRACTOR shall refer any decisions which must be made by CITY to the City Representative. Unless otherwise specified herein, any approval of CITY required hereunder shall mean the approval of the City Representative. Except as otherwise provided under this Agreement, written notice to City Representatives shall constitute notice to the CITY.

B. Contractor Representative. For the purposes of this Agreement, Baron Farwell, President is hereby designated as the primary representative of CONTRACTOR authorized to act on its behalf with respect to CONTRACTOR’s performance under this Agreement and to make all decisions in connection therewith (hereinafter, the “Contractor Representative”). Notice to the Contractor Representative whether written or verbal shall constitute notice to CONTRACTOR. The Contractor’s Representative shall supervise and direct the performance of all Services, using his/her best skill and attention. The Contractor Representative shall be

7 responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

Section 7. Contractor’s Personnel.

A. CONTRACTOR represents that it has, or will secure at its own expense, all personnel required to perform the Services and all other related tasks contemplated under this Agreement.

B. CONTRACTOR shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the Services.

C. CONTRACTOR shall be solely responsive for the payment of any fees, assessments and taxes, plus applicable penalties, and interest, which may be imposed by law and arise from or are necessary for the CONTRACTOR’s performance of the Services.

D. CONTRACTOR shall be solely responsible for the satisfactory performance of all personnel working on CONTRACTOR’s behalf in the performance of this Agreement.

E. If at any time during the term of this Agreement, CITY requests the removal of any of CONTRACTOR’s employees or subcontractors assigned by CONTRACTOR to perform on CONTRACTOR’s behalf under this Agreement, CONTRACTOR shall remove such employees or subcontractors immediately upon receiving notice from CITY.

F. CONTRACTOR shall be solely responsible for the payment of all wages and benefits owed to CONTRACTOR’s employees and shall comply with all requirements pertaining to employer’s liability, workers’ compensation, unemployment insurance, and Social Security. CONTRACTOR shall also be solely responsive for the payment of all subcontractors acting on its behalf in the performance of this Agreement.

Section 9. Conflicts of Interest.

A. CONTRACTOR may serve other clients, but none whose activities within the corporate limits of CITY or whose business, regardless of location, would place CONTRACTOR in a “conflict of interest,” as that term is defined in the Political Reform Act, codified at California Government Code Section 81000 et seq.

B. CONTRACTOR shall not employ any official or employee of the CITY during the Term of this Agreement or any extension term. No officer or employee of CITY shall have any financial interest in this Agreement that would violate Government Code Sections 1090 et seq. CONTRACTOR warrants and represents that no owner, principal, partner, officer, or employee of CONTRACTOR is or has been an official, officer, employee, agent, or appointee of the CITY within the twelve-month period of time immediately preceding the Effective Date. If an owner, principal, partner, officer, employee, agent, or appointee of CONTRACTOR was an official, officer, employee, agent, or appointee of the CITY within the twelve-month period immediately preceding the Effective Date, CONTRACTOR warrants that any such individuals did not participate in any manner in the forming of this Agreement. CONTRACTOR understands that, if this Agreement is made in violation of

8 Government Code §1090 et seq., the entire Agreement is void and CONTRACTOR will not be entitled to any compensation for services performed pursuant to this Agreement, including reimbursement of expenses, and CONTRACTOR will be required to reimburse the CITY for any sums paid to CONTRACTOR. CONTRACTOR understands that, in addition to the foregoing, it may be subject to criminal prosecution for a violation of Government Code §1090.

C. CONTRACTOR warrants, represents, and maintains that it has not employed nor retained any company or person, other than a bona fide employee working solely

9 for CONTRACTOR, to solicit or secure this Agreement. Further, CONTRACTOR warrants and represents that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for CONTRACTOR, any fee, commission, percentage, brokerage fee, gift, or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, CITY shall have the absolute and unfettered right to rescind this Agreement without liability or penalty.

Section 10. Independent Contractor. CONTRACTOR shall at all times in the performance of this Agreement be an independent contractor and shall not be an employee of CITY or engaged in any joint venture relationship with the CITY. CONTRACTOR shall determine the method, details, and means of performing all of the Services to be performed by CONTRACTOR under this Agreement. CONTRACTOR shall be responsible to CITY only for the requirements and results specified in this Agreement and, except as expressly provided in this Agreement, shall not be subjected to CITY's control with respect to the physical action or activities of the CONTRACTOR in fulfillment of this Agreement. CONTRACTOR is permitted to provide services to others during the same period as it provides services to CITY under this Agreement. Notwithstanding any other CITY, state, or federal policy, rule, regulation, law, or ordinance to the contrary, CONTRACTOR and any of its employees, agents, and subcontractors performing the Services under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any and all claims to, any compensation, benefit, or any incident of employment by CITY, including but not limited to eligibility to enroll in the California Public Employees Retirement System (PERS) as an employee of CITY and entitlement to any contribution to be paid by CITY for employer contributions and/or employee contributions for PERS benefits.

Section 11. Non-Discrimination.

A. CONTRACTOR shall not discriminate, on the basis of a person’s race, religion, color, national origin, age, physical or mental disability, medical condition, marital status, sex, or sexual orientation, against any employee, applicant for employment, subcontractor, bidder for a subcontract, or participant in, recipient of, or applicant for any Services provided by CONTRACTOR under this Agreement. CONTRACTOR shall comply with all applicable federal, state, and local laws, policies, rules, and requirements related to equal opportunity and nondiscrimination in employment, contracting, and the provision of any Services that are the subject of this Agreement, including but not limited to the satisfaction of any positive obligations required of CONTRACTOR thereby.

B. CONTRACTOR and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code, Section 12990 et seq.) and the applicable regulations promulgated hereunder (California Code of Regulations, Title 2, Section 7285.0 et seq.). The applicable regulations of the Fair Employment and Housing Commission implementing Government Code, Section 12990, set forth in Chapter 5 of Division 4 of Title 2 of the California Code of Regulations are incorporated into this Contract by reference and made a part hereof as if set forth in full. CONTRACTOR and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement.

CONTRACTOR shall include the

10 nondiscrimination and compliance provisions of this Section in all subcontracts to provide the Services under this Agreement.

Section 12. Indemnification.

A. To the fullest extent permitted by law, CONTRACTOR hereby agrees, at its sole cost and expense, to defend, protect, indemnify, and hold harmless CITY and CITY’s elected and appointed officials, officers, attorneys, agents, employees, volunteers, successors, and assigns (collectively "Indemnitees") from and against any and all damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, expenses, judgments, penalties, liens, and losses liabilities of any nature whatsoever, including fees of accountants, attorneys, or other professionals and all costs associated therewith (collectively "Liabilities"), arising or claimed to arise, directly or indirectly, out of, in connection with, resulting from, or related to any act, failure to act, error, or omission of CONTRACTOR or any of CONTRACTOR’s officers, agents, servants, employees, subcontractors, materialmen, suppliers or their officers, agents, servants, or employees, arising or claimed to arise, directly or indirectly, out of, in connection with, resulting from, or related to this Agreement and the performance or failure to perform any term, provision, covenant, or condition of the Agreement, including this indemnity provision. This indemnity provision is effective regardless of any prior, concurrent, or subsequent active or passive negligence by CONTRACTOR and shall operate to fully indemnify the Indemnitees against any such negligence. The foregoing notwithstanding, nothing in this Section shall be construed to encompass (i) Indemnitees' sole negligence or willful misconduct to the extent that the Agreement is subject to Civil Code §2782(a), or (ii) CITY’s active negligence to the extent that the underlying Agreement is subject to Civil Code §2782(b). Notwithstanding the foregoing, however, in the event that a court or jury determines that liability with respect to any 'Liabilities' was caused or contributed to by the negligent act, error, omission, or willful misconduct of the City, liability will be apportioned between Consultant on the one hand and the City on the other hand with regard to such 'Liabilities' based upon the parties’ respective degrees of culpability, as determined by the court or jury, and Consultant’s duty to indemnify the City and its officials, officers, employees, volunteers, and agents will be limited accordingly."
A.

B. Attorneys and other professionals employed by Indemnitor to defend Indemnitees shall be selected by Indemnitees. CONTRACTOR, on behalf of itself and all parties claiming under or through it, hereby waives all rights of subrogation and contribution against the Indemnitees, while acting within the scope of their duties, from all claims, losses liabilities and liabilities arising out of or incident to activities or operations performed by or on behalf of the Indemnitor regardless of any prior, concurrent, or subsequent active or passive negligence by the Indemnitees. CITY shall have the right to offset against the amount of any fees due to CONTRACTOR under this Agreement any amount due to CITY from CONTRACTOR because of CONTRACTOR’s failure to promptly pay to CITY any reimbursement or indemnification arising under this Section.

C. CONTRACTOR agrees to obtain executed indemnity agreements with provisions identical to those in this Section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of CONTRACTOR in the performance of this Agreement. In the event CONTRACTOR fails to obtain such indemnity obligations for the benefit of CITY, CONTRACTOR agrees to be fully responsible and indemnify, hold Formatted: Font color: Red, Strikethrough
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11 harmless and defend CITY, its officers, agents, employees and volunteers from and against any and all claims and losses liabilities, costs or expenses for any damage due to death or injury to any person and injury to any property resulting from any alleged, intentional, reckless, negligent or otherwise wrongful acts, errors or omissions of CONTRACTOR or any of its officers,
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12 employees, servants, agents, subcontractors, volunteers or any other person or entity involved by, for, with or on behalf of CONTRACTOR in the performance of this Agreement. Such costs and expenses shall include reasonable attorneys’ fees incurred by counsel of CITY’s choice.

D. CITY does not and shall not; waive any rights that it may possess against CONTRACTOR because of the acceptance by CITY, or the deposit with CITY, of any insurance policy or certificate required pursuant to this Agreement.

E. The indemnification duty established under this Section is effective without reference to the existence or applicability of any insurance coverage(s) which may have been required under the Agreement or any additional insured endorsements which may extend to Indemnitees. The hold harmless and indemnification provisions of this Section shall apply regardless of whether or not any insurance policies are determined to be applicable to the claim, demand, damage, liability, loss, cost, or expense.

F. Payment is not required as a condition precedent to an Indemnitee's right to recover under the indemnification provisions of this Section, and an entry of judgment against any one or more of the Indemnitees shall be conclusive in favor of the Indemnitees’ right to recover under such indemnification provisions. CONTRACTOR shall pay Indemnitees for any attorney’s fees and costs incurred in enforcing this indemnification provision.

G. CONTRACTOR’s obligations under this Section or any other provision of this Agreement will not be limited by the provisions of any workers compensation act or similar act.

CONTRACTOR expressly waives its statutory immunity under such statutes or laws as to the Indemnities. CONTRACTOR shall fully comply with the workers’ compensation laws regarding CONTRACTOR and CONTRACTOR’s employees. CONTRACTOR further agrees to indemnify and hold CITY harmless from any failure of CONTRACTOR to comply with applicable workers’ compensation laws.

H. The provisions of this Section shall survive the termination of this Agreement and the completion of all Services contemplated under this Agreement and is in addition to any other rights or remedies which Indemnitees may have under the law or elsewhere under this Agreement.

Section 13. Insurance.

A. CONTRACTOR shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, insurance as follows:

1. Commercial General Liability Insurance with minimum limits of One Million Dollars ($1,000,000) for each occurrence and in the aggregate for any personal injury, death, loss liability loss, or damage.

2. Automobile Liability Insurance for any owned, non-owned or hired vehicle used in connection with the performance of this Agreement with minimum limits of One Million Dollars ($1,000,000) per accident for bodily injury and property Formatted: Font color: Red, Strikethrough

13 damage.

3. Worker’s Compensation insurance as required by the State of California.

B. CONTRACTOR shall require each of its sub-consultants or sub-contractors to maintain insurance coverage that meets all of the requirements of this Agreement.

C. The policies required by this Agreement shall be issued by an insurer admitted in the State ofCalifornia andwith a rating of at leastA:VIIin the latest edition ofBest’s Insurance Guide.

D. CONTRACTOR agrees that if it does not keep the insurance required in this Agreement in full force and effect, CITY may either immediately terminate this Agreement or, if insurance is available at a reasonable cost, CITY may take out the necessary insurance and pay, at CONTRACTOR’S expense, the premium thereon.

E. Prior to commencement of any Services under this Agreement, CONTRACTOR shall file with CITY’s Risk Manager a certificate or certificates of insurance showing that the insurance policies are in effect and satisfy the required amounts and specifications required pursuant to this Agreement.

F. CONTRACTOR shall provide proof that policies of insurance expiring during the Term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two weeks prior to the expiration of the coverages.

G. The general liability and automobile policies of insurance shall contain an endorsement naming CITY, its elected officials, officers, agents, employees, attorneys, servants, volunteers, successors and assigns as additional insureds. All of the policies shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty (30) days’ prior written notice to CITY. CONTRACTOR agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.

H. All policies of Commercial General Liability and Automobile Liability insurance shall be primary and any other insurance, deductible, or self-insurance maintained by the CITY, its officials, officers, employees, agents, or volunteers shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.

I. All insurance coverage provided pursuant to this Agreement shall not prohibit CONTRACTOR, and CONTRACTOR’s employees, agents, subcontractors, or volunteers from waiving the right of subrogation prior to a loss liability loss. CONTRACTOR hereby waives all rights of subrogation against CITY, its officials, officers, employees, agents, and volunteers.

14 J. Any deductibles or self-insured retentions must be approved by CITY. At the option of CITY, CONTRACTOR shall either reduce or eliminate the deductibles or self-insured retentions with respect to CITY, or CONTRACTOR shall procure a bond guaranteeing payment of losses liabilities losses and expenses.

K. If CONTRACTOR is a Limited Liability Company, general liability coverage must be amended so that the Limited Liability Company and its managers, affiliates, employees, agents, and other persons necessary or incidental to its operation are insureds.

L. Procurement of insurance by CONTRACTOR shall not be construed as a limitation of CONTRACTOR’s liability or as full performance of CONTRACTOR’s duties to indemnify, hold harmless and defend under Section 15 of this Agreement.

M. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced immediately so as to avoid a lapse in the required coverage, CITY has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by CITY will be promptly reimbursed by CONTRACTOR or CITY will withhold amounts sufficient to pay premium from CONTRACTOR payments. In the alternative, CITY may cancel this Agreement effective upon notice.

N. CITY reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. Any amendment to the insurance requirements of this Article shall be memorialized and approved in the form of a written amendment to this Agreement, signed by the Parties. The requirement for written amendments, modifications or supplements cannot be waived and any attempted waiver will be void or invalid.

Section 14. Records and Inspection. CONTRACTOR shall keep, and require subcontractors to keep, such books and records as shall be necessary to document the performance of the Services and enable the CITY to evaluate the performance of the Services. The Contract Officer shall have full and free access to such books and records at all times during normal business hours of CITY, including the right to inspect, copy, audit, and make records and transcripts from such records.

Such records shall be maintained for a period of four (4) years following completion of the services hereunder, and the CITY shall have access to such records in the event any audit is required.

Section 15. Termination.

A. Termination for Convenience. CITY may immediately terminate this Agreement for convenience, without cause and without penalty or liability at any time upon the issuance of written notice to CONTRACTOR specifying the effective date of such termination. Such termination for convenience shall be made in writing signed by either the City Representative or the City Manager. CONTRACTOR may only terminate this Agreement for cause.

B. Termination for Cause. In the event either Party fails to perform any duty, obligation, service, or task set forth under this Agreement (or fails to timely perform

15 or properly perform any such duty, obligation, service, or task set forth under this Agreement), an event of default (hereinafter, “Event of Default”) shall occur. For all Events of Default, the Party alleging an Event of Default shall give written notice to the defaulting Party (hereinafter referred to as a “Default Notice”) which shall specify: (i) the nature of the Event of Default; (ii) the action required to cure the Event of Default; (iii) a date by which the Event of Default shall be cured, which shall not be less than the applicable cure period set forth in this Section or if a cure is not reasonably possible within the applicable cure period, to begin such cure and diligently prosecute such cure to completion.

The Event of Default shall constitute a breach of this Agreement if the defaulting Party fails to cure the Event of Default within the applicable cure period or any extended cure period allowed under this Agreement. An Event of Default shall include, but shall not be limited to the following: (i) CONTRACTOR’s failure to fulfill or perform its obligations under this Agreement within the specified time or if no time is specified, within a reasonable time; (ii) CONTRACTOR’s and/or its employees’ disregard or violation of any federal, state, local law, rule, procedure or regulation; (iii) the initiation of proceedings under any bankruptcy, insolvency, receivership, reorganization, or similar legislation as relates to CONTRACTOR, whether voluntary of involuntary;
(iv) CONTRACTOR’s refusal or failure to perform or observe any covenant, condition, obligation or provision of this Agreement; and/or (v) CITY’s discovery that a statement representation or warranty by CONTRACTOR relating to this Agreement is false or erroneous in any material respect, including any statement, representation or warranty set forth in the Equipment Specifications.

1. CONTRACTOR shall cure the following Event of Default within the following time periods:
i. Within three (3) business days of CITY’s issuance of a Default Notice for any failure of CONTRACTOR to timely provide CITY or CITY’s employees or agents with any information and/or written reports, documentation, or work product which CONTRACTOR is obligated to provide to CITY or CITY’s employees or agents under this Agreement. Prior to the expiration of the 3-day cure period, CONTRACTOR may submit a written request for additional time to cure the Event of Default upon a showing that CONTRACTOR has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 3-day cure period. The foregoing notwithstanding, CITY shall be under no obligation to grant additional time for the cure of an Event of Default under this subsection that exceeds seven (7) calendar days from the end of the initial 3-day cure period; or ii. Within thirty (30) calendar days of CITY’s issuance of a Default Notice for any other Event of Default under this Agreement. Prior to the expiration of the 30- day cure period, CONTRACTOR may submit a written request for additional time to cure the Event of Default upon a showing that CONTRACTOR has commenced efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 30-day cure period. The foregoing notwithstanding, CITY shall be under no obligation to grant additional time for the cure of an Event of Default under this subsection that exceeds thirty (30) calendar

16 days from the end of the initial 30-day cure period.

2. Except as otherwise specified in this Agreement, CITY shall cure any Event of Default asserted by CONTRACTOR within thirty (30) calendar days of CONTRACTOR’s issuance of a Default Notice, unless the Event of Default cannot reasonably be cured within the 30-day cure period. Prior to the expiration of the 30-day cure period, CITY may submit a written request for additional time to cure the Event of Default upon a showing that CITY has commenced its efforts to cure the Event of Default and that the Event of Default cannot be reasonably cured within the 30-day cure period. The foregoing notwithstanding, an Event of Default dealing with CITY’s failure to timely pay any undisputed sums to CONTRACTOR shall be cured by CITY within five (5) calendar days from the date of CONTRACTOR’s Default Notice to CITY.

3. CITY, in its sole and absolute discretion, may also immediately suspend CONTRACTOR’s performance under this Agreement (or the performance of any specific task or function performed by CONTRACTOR under this Agreement) pending CONTRACTOR’s cure of any Event of Default by giving CONTRACTOR written notice of CITY’s intent to suspend CONTRACTOR’s performance (hereinafter, a “Suspension Notice”). CITY may issue the Suspension Notice at any time upon the occurrence of an Event of Default. Upon such suspension, CONTRACTOR shall be compensated only for those services and tasks which have been rendered by CONTRACTOR to the reasonable satisfaction of CITY up to the effective date of the suspension. No actual or asserted breach of this Agreement on the part of CITY shall operate to prohibit or otherwise restrict CITY’s ability to suspend this Agreement as provided herein.

4. No waiver of any Event of Default or breach under this Agreement shall constitute a waiver of any other or subsequent Event of Default or breach. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

5. The duties and obligations imposed under this Agreement and the rights and remedies available hereunder shall be in addition to and not a limitation of any duties, obligations, rights, and remedies otherwise imposed or available by law. In addition to any other remedies available to CITY at law or under this Agreement in the event of any breach of this Agreement, CITY, in its sole and absolute discretion, may also pursue any one or more of the following remedies:
i. Upon written notice to CONTRACTOR, the CITY may immediately terminate this Agreement in whole or in part;
ii. Upon written notice to CONTRACTOR, the CITY may extend the time of performance;
iii. The CITY may proceed by appropriate court action to enforce the terms

17 of the Agreement to recover damages for CONTRACTOR’s breach of the Agreement or to terminate the Agreement; or
iv. The CITY may exercise any other available and lawful right or remedy.

CONTRACTOR shall be liable for all legal fees plus other costs and expenses that CITY incurs upon a breach of this Agreement or in the CITY’s exercise of its remedies under this Agreement.

6. In the event CITY is in breach of this Agreement, CONTRACTOR’s sole remedy shall be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to CONTRACTOR under this Agreement for completed services and tasks. In no event shall CONTRACTOR be entitled to receive more than the amount that would be paid to CONTRACTOR for the full performance of the services required by this Agreement.

7. No waiver of any default or breach under this Agreement shall constitute a waiver of any other default or breach, whether of the same or other covenant, warranty, agreement, term, condition, duty, or requirement contained in this Agreement. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

Section 16. Notices. Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on: (a) the day of delivery if delivered by hand or overnight courier service during CONTRACTOR’s and CITY’s regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore below, or to such other addresses as the parties may, from time to time, designate in writing.

If to CITY: If to CONTRACTOR:

City of Cudahy
Community Services Department
Attn: Brenda Rodriguez,
Community Services Director
Cudahy City Hall
5220 Santa Ana St.,
Cudahy, CA 90201
Phone: 323.773.5143
All City Management Services Inc.,
Attn: Baron Farwell, President
10440 Pioneer Blvd., Suite 5
Santa Fe Springs, CA 90670
Phone: (800) 540-9290
Section 18. Prohibition. CONTRACTOR shall not delegate, transfer, subcontract or assign its duties or rights hereunder, either in whole or in part, without CITY’s prior written consent, and any attempt to do so shall be void and of no effect. CITY shall not be obligated or liable under this Agreement to any party other than CONTRACTOR.

18 Section 19. Attorneys’ Fees. In the event that CITY or CONTRACTOR commences any legal action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party shall be entitled to recover its costs of suit, including reasonable attorneys’ fees.

Section 20. Entire Agreement. All documents referenced as exhibits in this Agreement are hereby incorporated in this Agreement. Except as expressly provided in this Agreement or its Exhibits, in the event of any conflict or inconsistency between the express provisions of this Agreement and provisions of any document incorporated by reference, the provisions of this Agreement shall prevail and control. This instrument contains the entire Agreement between CITY and CONTRACTOR with respect to the subject matter herein. No other prior oral or written agreements are binding on the parties. Any modification of this Agreement will be effective only if it is in writing and executed by both CITY and CONTRACTOR.

Section 21. Governing Law; Jurisdiction. This Agreement shall be interpreted and governed according to the laws of the State of California. In the event of litigation between the Parties, venue, without exception, shall be in the Los Angeles County Superior Court of the State of California. If, and only if, applicable law requires that all or part of any such litigation be tried exclusively in federal court, venue, without exception, shall be in the Central District of California located in the City of Los Angeles, California.

Section 22. Severability. Wherever possible, each provision of this Agreement shall be interpreted in such a manner as to be valid under applicable law. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force and effect.

Section 23. Captions. The captions used in this Agreement are solely for reference and the convenience of the Parties. The captions are not a part of the Agreement, in no way bind, limit, or describe the scope or intent of any provision, and shall have no effect upon the construction or interpretation of any provision herein.

Section 24. Execution. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which when taken together shall constitute one and the same instrument.
[SIGNATURES ON FOLLOWING PAGE]

19 IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed the day and year first appearing in this Agreement, above.

CITY OF CUDAHY:

By:

Alfonso Noyola, ICMA-CM
City Manager
Date:

All City Management Services Inc.

By:

Name:

Title:

Date:

APPROVED AS TO FORM:

By:

City Attorney
Date:

20 EXHIBIT “A”
Client Work Sheets 2024-2027

All City Management ServicesInc.

Client Worksheet 2024 - 2025
Department: 1000501
Billing Rate for 2024 - 2025: $ 34.82
KEY:

Traditional Calendar:

For sites with no regularly scheduled early release days, use 180 regular days Sites with traditional calendar:

7.5 180 $34.82 = $47,007.00
2 Sites at 3.75 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate 6 180 $34.82 = $37,605.60
2 Sites at 3.00 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate

AVERAGE HOURS

TOTAL NUMBER OF

SITES TOTAL

PROJECTED HOURS

3.38 4.00
2,430.00 TOTAL ANNUAL

PROJECTED COST
$84,612.60
City of Cudahy
5220 Santa Ana Street
Cudahy, CA 90201

Department: 1000501
All City Management ServicesInc.

Client Worksheet 2025 - 2026
Billing Rate for 2025 - 2026: $ 37.03
KEY:

Traditional Calendar:

For sites with no regularly scheduled early release days, use 180 regular days Sites with traditional calendar:

7.5 180 $37.03 = $49,990.50
2 Sites at 3.75 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate 6 180 $37.03 = $39,992.40
2 Sites at 3.00 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate

AVERAGE HOURS

TOTAL NUMBER OF

SITES TOTAL

PROJECTED HOURS

3.38 4.00
2,430.00 TOTAL ANNUAL

PROJECTED COST
$89,982.90
City of Cudahy
5220 Santa Ana Street
Cudahy, CA 90201

Department: 1000501
All City Management Services Inc.

Client Worksheet 2026 - 2027
Billing Rate for 2026 - 2027: $ 38.88
KEY:

Traditional Calendar:

For sites with no regularly scheduled early release days, use 180 regular days Sites with traditional calendar:

7.5 180 $38.88 = $52,488.00
2 Sites at 3.75 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate 6 180 $38.88 = $41,990.40
2 Sites at 3.00 hrs per day Total Hrs/day X days/yr X Hourly Billing Rate

AVERAGE HOURS

TOTAL NUMBER OF

SITES TOTAL

PROJECTED HOURS

3.38 4.00
2,430.00 TOTAL ANNUAL

PROJECTED COST
$94,478.40
City of Cudahy
5220 Santa Ana Street
Cudahy, CA 90201

Attachment B Page 62 of 2485

IN WITNESS WHEREOF, the Parties hereto have caused this Agreement to be executed the day and year first appearing in this Agreement, above.

CITY OF CT]DAIIY: Atl City Management Services Inc.

By:

City
lz Date: I
AS TO FORIVI:

City Attorney
3 2
18

Blank Page

“Serving The People” "Sirviendo A La Comunidad"
Staff Report
03/18/2025 Page 1 of 6

STAFF REPORT
Date: March 18, 2025
To: Honorable Mayor and City Council
From: Alfonso Noyola, City Manager/Executive Director
Prepared by: Kassandra Cornejo, Associate Planner
Concurrence: Juan Arauz, AICP, Community Development Director/ Assistant City Manager
Subject: Adopt Resolution No. 25-10 to adopt Cudahy Together: A Strategic Plan for a Thriving Community (“Cudahy Together”).

RECOMMENDATION
Staff recommends that the City Council of the City of Cudahy (the “City”):

1. Open the public hearing, receive testimony and presentation of the proposed plan; and

2. Adopt Resolution No. 25-10 (Attachment A) approving Cudahy Together: A Strategic Plan for a Thriving Community.

BACKGROUND
Background
The West Santa Ana Branch Transit Corridor, now renamed the Southeast Gateway Line, is a proposed light rail line designed to enhance connectivity between southeast Los Angeles County and downtown Los Angeles. The project includes a 20-mile route with 12 new light rail stations.

On October 16, 2019, the Los Angeles County Metropolitan Transportation Authority (“Metro”) Board of Directors received and filed the West Santa Ana Branch Transit-Oriented Development Strategic Implementation Plan (“TOD SIP”). The TOD SIP offers strategic guidance for local jurisdictions, serving as a reference for developing and implementing plans, policies, and economic development strategies along the proposed transit corridor. It supports equitable and sustainable transformation while enhancing safety and multimodal accessibility. Metro authorized its Chief Executive Officer to enter into multiple agreements with corridor cities Item Number
13A

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Staff Report
03/18/2025 Page 2 of 6

along the proposed transit route, as well as with Los Angeles County, to fund implementation activities recommended in the TOD SIP.

Two (2) proposed light rail stations within the transit corridor are located within a half-mile of the City. The first station, situated in the City of Huntington Park, is planned for the intersection of Florence Avenue and Salt Lake Avenue. The second station, known as the Firestone Station, is located in the City of South Gate, east of Atlantic Avenue and south of Patata Street. Figure 1 below illustrates the locations of both stations.

FIGURE 1- PROPOSED SOUTHEAST GATEWAY STATIONS ADJACENT TO CUDAHY On April 11, 2022, the City of Cudahy applied for Round 2 of Metro’s TOD SIP program, which provided grant funding to cities located within a half-mile of a proposed transit station. The program supported planning studies aimed at ensuring communities equitably benefit from these stations.

On December 28, 2022, the City executed a funding agreement with Metro to prepare a Strategic Implementation Plan. As a result of its application, the City was awarded $160,000 in funding from Metro.

On June 12, 2023, the City solicited a Request for Proposals (RFP) seeking proposals from qualified firms to prepare a Strategic Implementation Plan to identify strategies for equitable development, community preservation, and placemaking elements in both study areas. The City received three (3) timely proposals from City Fabrick, MIG, and Studio Eleven.

On August 15, 2023, the City determined City Fabrick’s proposal displayed the highest-level quality work product and entered into a Professional Services Agreement with City Fabrick to undertake the effort of developing a Strategic Implementation Plan for the study areas, referred to as Cudahy Together: A Strategic Plan for a Thriving Community (“Cudahy Together”).

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Community Engagement
To obtain feedback while drafting the plan, the City Fabrick and City staff conducted community and business outreach through various methods from March 2024 to December 2025. The outreach included the following:
• Five (5) listening sessions.
• One (1) community survey.
• Attendance at seven (7) existing community events.
• One (1) initial Open House event.
• Two (2) walk-audits of station areas, respectively.
• Four (4) roundtable discussions.
• One (1) final Open House event.

ANALYSIS
Equity Study
The Equity Study identified critical opportunity gaps impacting residents and businesses as the Southeast Gateway Line arrives in Cudahy. This study laid a literature backed foundation and established equity goals and metrics that guided the development of recommendations for the plan.

The Equity Study recommends the following key policies, projects, and programs:
• 2.1.1: Civic Tree Initiative.
• 2.2.1: First-Last Mile Improvements.
• 2.2.2: Opportunity Corridors Network.
• 2.2.3: Strip Mall Pedestrianization.
• 2.3.1: Street Tree Program.
• 2.3.2: Residential Tree Planting.

Community Preservation Study
The Community Preservation Study focuses on understanding the residential and business communities in Cudahy and presenting community-informed strategies and best practices to protect these communities in preparation of the proposed Metro Southeast Gateway Line transit stations.

This study aims to preserve the City’s unique residential and commercial character and heritage while supporting future growth through careful and thoughtful planning. It emphasizes the importance of strengthening the integrity of current Cudahy neighborhoods, maintaining the affordability and livability of homes and ensuring that local businesses remain resilient during the transit development process and beyond.

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Staff Report
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The Community Preservation Study recommends the following key policies, projects, and programs:
• 3.1.1: Support Emerging Chamber of Commerce.
• 3.1.2: Landlord/Tenant Mediation or Anti-Harassment.
• 3.1.3: Commercial Eviction Restrictions.
• 3.1.4: Cudahy Community Land Trust Study.
• 3.2.1: Cudahy Community Hub.
• 3.2.2: Cudahy Night Market.
• 3.2.3: Designated Street Vending.
• 3.3.1: Commercial Rental Assistance Program.
• 3.3.2: Legacy Business Programs.
• 3.3.3: Commercial Relocation Assistance.
• 3.3.4: Public Property for Local Entrepreneurs.
• 3.3.5: Local Training and Hiring Program.
• 3.3.6: Residential Backyard Developments.

Placemaking Study
The Cultural Placemaking Study evaluates the City’s existing infrastructure and opportunities to enhance local art and placemaking by implementing Latino Urbanism into public spaces that can support in fostering a sense of identity.

This study provides a comprehensive analysis of Cudahy’s built environment, outlining strategies to enhance and preserve the community’s distinct Latin heritage. It also addresses key challenges identified through an extensive community engagement process.

The Placemaking Study recommends the following key policies, projects, and programs:
• 4.1.1: Spanish Language Signage Policy for Business Establishments. • 4.1.2: Bilingual Wayfinding Signage Policy for Metro Station Access. • 4.1.3: Community Benefits for New Development.
• 4.1.4: Amortization of Nonconforming Uses.
• 4.2.1: Façade Improvements for Businesses.
• 4.2.2: Pocket Parks.
• 4.2.3: Public Art Initiative.
• 4.3.1: Enhanced Cultural Events Program.
• 4.3.2: Neighborhood Watch Initiative.
• 4.3.3: Community Placemaking Program.
• 4.3.4: Front Yard Activation.
• 4.3.5: Enhanced Code Enforcement.

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Staff Report
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ENVIRONMENTAL ANALYSIS
The California Environmental Quality Act (“CEQA”) is a statute that requires state and local agencies to identify the significant environmental impacts of their actions and to avoid or mitigate those impacts, if feasible.

CEQA applies to certain activities that affect the environment of state and local public agencies.

A public agency must comply with CEQA when it undertakes an activity defined by CEQA as a "project." A project is an activity undertaken by a public agency or a private activity which must receive some discretionary approval (meaning that the agency has the authority to deny the requested permit or approval) from a government agency which may cause either a direct physical change or a reasonably foreseeable indirect change in the environment.

The Project has been environmentally reviewed pursuant to the provisions of the California Environmental Quality Act (Public Resources Code Sections 21000, et seq. (“CEQA)”) and the State CEQA Guidelines (California Code of Regulations, Title 14, Sections 15000, et seq.). The requested entitlements have been noticed and posted according to CEQA Project Guidelines.

An environmental review has been considered for the subject project. In conformity with the CEQA and the State CEQA Guidelines, the approval of Cudahy Together is exempt from CEQA review pursuant to CEQA Guidelines Section 15306 Information Collection Class 6. “Class 6 consists of basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource. These may be strictly for information gathering purposes, or as part of a study leading to an action which a public agency has not yet approved, adopted, or funded.” This categorical exemption is applicable because Cudahy Together’s purpose is to evaluate and provide recommendations for potential programs and policies the City may implement to ensure equitable development, community preservation, and placemaking elements in both study areas. None of the recommended programs or policies would receive funding as part of the approval of the plan.

CONCLUSION
Cudahy Together would guide the future development of the two station areas, ensuring that new capital investments serve the community in an equitable, sustainable, and inclusive manner. Adoption of Cudahy Together would clearly communicate the City Council is proactively prioritizing equitable development, community preservation, and placemaking elements in both study areas.

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STRATEGIC PLAN CORRELATION
Cudahy Together supports the following Strategic Plan Goals and Strategies:
• Goal A (Community Services, Programs, and Activities for All Ages), Strategy 4 and 5.

The plan provides recommendations for preserving the cultural heritage of the City and assisting residents and small businesses.
• Goal E (City Infrastructure and Service Delivery), Strategy 4. The plan provides recommendations for transit improvements.
• Goal F (Communication and Outreach), Strategy 2, 5, and 7. The plan provides recommendations for creating and preserving a sense of place and pride in the City and for building relationships with community stakeholders in order to foster better communication.

FINANCIAL IMPACT
There is no financial impact to the City as Cudahy Together was funded through a Metro grant totaling $160,000.

ATTACHMENTS
A. Draft Resolution No. 25-10
B. Draft Cudahy Together: A Strategic Plan for a Thriving Community

1 RESOLUTION NO. 25-10

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CUDAHY APPROVING CUDAHY TOGETHER: A STRATEGIC

PLAN FOR A THRIVING COMMUNITY (CUDAHY TOGETHER)
WHEREAS, the Los Angeles County Metropolitan Transportation Authority (“Metro”) proposes to construct a new light rail line, the Southeast Gateway Line, to connect southeast Los Angeles County and downtown Los Angeles; and
WHEREAS, two (2) of the twelve (12) proposed light rail stations are located within a half-mile of the City and Metro awarded $160,000 in funding to the City to prepare a strategic implementation plan to study these two (2) station areas; and WHEREAS, the City retained City Fabrick (“Consultant”) to prepare a comprehensive plan, Cudahy Together: A Strategic Plan for a Thriving Community (“Cudahy Together”), to analyze the two (2) station areas; and
WHEREAS, Cudahy Together includes an Equity Study, Community Preservation Study, and Placemaking Study with respective recommendations for the study areas in order to position the City to equitably benefit from the proposed light rail stations; and WHEREAS, the adoption of Cudahy Together clearly communicates the City Council is proactively prioritizing equitable development, community preservation, and placemaking elements in both study areas; and
WHEREAS, The City and its Consultant has prepared Cudahy Together, attached hereto as Exhibit “A”.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Cudahy, California, as follows:

SECTION 1. That the above Recitals are true and correct and are incorporated as though fully set forth herein.

SECTION 2. The City Council of the City of Cudahy, California, hereby approves the adoption of Cudahy Together, attached hereto as Exhibit “A.” SECTION 3. This Resolution shall take effect immediately upon its adoption by the City Council and the City Clerk shall certify the passage and adoption of this Resolution.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Cudahy at its regular meeting on this 18th day of March 2025.

Attachment A Page 91 of 2485
Resolution No. 25-10
2 __________________________
Elizabeth Alcantar Loza
Mayor
ATTEST:
___________________________
Richard Iglesias
City Clerk

Resolution No. 25-10
3 CERTIFICATION

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) SS:

CITY OF CUDAHY )
I, Richard Iglesias, City Clerk of the City of Cudahy, hereby certify that the foregoing Resolution No. 25-10 was passed and adopted by the City Council of the City of Cudahy, signed by the Mayor and attested by the City Clerk at a regular meeting of said Council held on the 18th day of March, 2025, and that said Resolution was adopted by the following vote, to-wit:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________
Richard Iglesias
City Clerk

Resolution No. 25-10
4 EXHIBIT "A"
CUDAHY TOGETHER: A STRATEGIC PLAN FOR A THRIVING COMMUNITY (CUDAHY TOGETHER)

STRATEGIC PLAN FOR A THRIVING COMMUNITY 1

CUDAHY TOGETHER
Strategic Plan for a
Thriving Community
MARCH 2025
Attachment A Page 95 of 2485
STRATEGIC PLAN FOR A THRIVING COMMUNITY 3
Table of Contents
open minds, open doors. open minds, open doors. open minds, op open minds, open doors. open minds, open doors. open minds, op open minds, open doors. open minds, open doors. open minds, op open minds, open doors.
open minds, open doors. open minds, op
Funded by Metro West Santa Ana Branch (WSAB) TOD Strategic Implementation Plan Program City of Cudahy
Juan Arauz, Community Development Director
Kassandra Cornejo, Associate Planner
City Council
Elizabeth Alcantar, Mayor
Cynthia Gonzalez, Vice Mayor
Daisy Lomeli, Council Member
Martin U. Fuentes, Council Member
Amanda Gomez, Council Member
City Fabrick
Brian Ulaszewski, Executive Director + Principal
Alexander Jung, Director - Urban Design + Planning
Hannah Moon, Designer/Planner II
Esequiel Ramirez, Designer/Planner I
Yamilet Lara, Designer/Planner I
Cassidy Hart - Designer I
Hudson Handel, Design/Planning Intern
Aishwarya Sriram, Design/Planning Intern
Ashley Elias, Design/Planning Intern
Dilan Diaz - Student-Intern
Fehr & Peers
Miguel Nunez - Principal
Alex Melaragno - Senior Engineer/Planner
Alex Sarno - Transportation Planner
Sebastian Silva - Planner and Creative Studio Designer
Simon Han - Intern
Special Thanks:

Cudahy Community Leadership Circle
Martha Sicarios
Adijared Huerta
Susie de Santiago
Irma Lopez
Amanda Arambula
CHAPTER 1
Introduction 04
CHAPTER 2
Equity Study 26
CHAPTER 3
Community Preservation Study 84
CHAPTER 4
Placemaking Study 126

4 CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 5 Through an equity-based
model, the City of Cudahy
has identified potential
factors that could lead to the
displacement of residents
and businesses due to the
development of the Metro
Southeast Gateway Line,
formerly known as the West
Santa Ana Branch Transit
Corridor, which will include
two transit stations located
just outside the borders of
Cudahy, in Huntington Park
and South Gate.

1.1 PLAN OVERVIEW
Understanding the
importance of community
feedback in the
development process,
the City engaged with
residents to understand
their perspectives on
how to improve the areas
around the transit stations
for different modes of
transportation while
also ensuring that the
development efforts are
inclusive, sustainable and
responsive to the needs
of local residents
and businesses.

Cudahy Together: A Strategic Plan for a Thriving Community [Cudahy Together] defines and establishes equity-focused objectives for the community while also exploring the potential impact of “transit-induced displacement”.

Cudahy Together also provides a comprehensive study
that provides a basis for understanding various inequities that face both neighborhoods that will be affected by the transit stations located in Huntington Park and South Gate, with the outcome determining the target population most vulnerable to gentrification and displacement.

The Project Team integrated community engagement as
a fundamental element in both its ethos and operational approach for the Cudahy Together planning and engagement effort. Following the Embedded Planning model, the Project Team developed a contextualized approach to the engagement that involved uplifting the lived experiences of those who have been historically marginalized and most vulnerable to displacement. Recognizing the necessity of tailoring the engagement strategies to the Cudahy community and elevating the voices and participation of individuals who are typically underrepresented in the decision-making process, the Project Team identified target populations that were instrumental in the development of Cudahy Together.

Those groups identified were:
→ Youth
→ Low-Income Renters
→ Pedestrians and Transit riders
→ Seniors
The Project Team has also identified strategies for Community Preservation, Business Retention, Community Economic Development, Transportation Safety, and “Placemaking” in the City of Cudahy. These factors are crucial for major transit investments, particularly due to concerns about “transit-induced displacement,” where new transit projects can displace residents and businesses due to rising property values. By prioritizing community preservation and business retention, the team aims to ensure that Cudahy’s long-standing residents and local enterprises benefit from transit improvements. Additionally, promoting economic development and transportation safety fosters equitable access to resources, while placemaking initiatives create vibrant spaces that reflect the local culture, helping to mitigate the negative impacts of gentrification.

IntroductionCHAPTER 1

STRATEGIC PLAN FOR A THRIVING COMMUNITY 7

FLORENCE-SALT LAKE STUDY AREA

FIRESTONE STUDY AREA
City of Cudahy Plan Study Areas
One station is proposed to be within Huntington Park off of Florence Avenue and Salt Lake Avenue. The other is proposed in South Gate off of Atlantic Avenue and south of Patata Street.

The Los Angeles County Metropolitan Transportation Authority (Metro) plans to build two new stations adjacent to the City of Cudahy for a light rail transit line, the Southeast Gateway Line, connecting Cudahy to southeast LA County and to Downtown Los Angeles.

1.2 CUDAHY IN CONTEXT
The Project Team mapped any relevant and proposed
capital improvement projects in the City to help identify opportunities to build upon any existing initiatives related to the public realm. The City secured funding for several of these key initiatives, including a citywide intersections project and various park improvements. These projects
will enhance public infrastructure, improve accessibility, and provide better recreational opportunities for residents.

Other projects the City has secured funding for include the Salt Lake Pedestrian Accessibility Project (outlined on page 105), which aims to make Salt Lake fully ADA-compliant and more accessible for pedestrians. Additionally, the Cudahy Complete Streets Improvement Project (on page 153) will bring essential upgrades to Atlantic Avenue and surrounding intersections, enhancing mobility and safety throughout the community.

Although dedicated funding has not yet been secured, the City has several projects outlined in its General Plan that aim to improve the built environment, enhance accessibility for all modes of transportation, and address the growing need for public open spaces. Projects such as the cul-desac additions on Salt Lake Avenue (outlined on page 49) as well as the project to improve connectivity to the Los Angeles River, will increase transportation accessibility for local residents. Additionally, a new bike and pedestrian bridge will link Cudahy to Bell Gardens, further enhancing mobility and fostering stronger community connections. For more
relevant funded and unfunded projects, see the “Relevant Public Projects” section in all three studies.

The following diagrams showcase projects that have either received funding or are proposed initiatives seeking funding, all of which have come from the city’s general plan or other related planning efforts. These projects can be found in the literature review sections of this report or on the city’s website at cityofcudahyca.gov.

8 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 9 Funded Projects
Parks and Recreation
Improvements
Citywide Intersections
Project
Cudahy River Park:

Landscape Improvements
Otis Pocket Park
Citywide Bus Stop
Improvement Project
LA River Bikepath
Santa Ana Street
Improvement Project
Atlantic Ave Complete Streets
Improvement Project
Sidewalk Maintenance
Salt Lake Pedestrian
Access Project
Patata Street
Widening Project

10 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 11 Unfunded Projects
Cul-De-Sac
Signalized Intersection
Improvements
Unsignalized Intersection
Improvements
Atlantic Streetscape
Improvements
LA River Bike Access
Point
Rest and Repair Bike Areas Cudahy Development Priority
Proposed Bike Lane
Cudahy Parking District
Metro TOD Plans
Protected Bike Lane
Unprotected Bike Lane
Bike and Pedestrian Bridge
River Road Open Space
Opportunity LA River Path and Connectivity

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14 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 15

1.3 “TRANSIT-INDUCED DISPLACEMENT”
1 When Public Transportation Leads to Gentrification, NRDC. Jeff Turrentine, June , 2018. https://www.nrdc.org/stories/when-public-transportation-leads-gentrification 2 Examining the perceptions of transit-induced gentrification. Jennifer D Roberts. BMJ Journals. https://bmjopen.bmj.com/content/10/10/e039733#
Transit-induced displacement is the phenomenon that occurs when a major public or private investment into the existing transportation infrastructure negatively impacts the surrounding community, particularly working-class, low-income communities of color.

It is theorized that this major investment into transportation signals to developers and landowners that this neighborhood is prime for new development and redevelopment, which then results in a rapid increase in rent costs and living expenses, eventually displacing vulnerable residents and businesses who have been living or working in these areas for generations.

This concept of “transit-induced displacement” is seen as a consequence of transit-oriented development in neighborhoods that have been typically car-dependent. In the present era, a growing number of young professionals and college students are diversifying their housing preferences by prioritizing proximity to public transportation options such as subways, light rail, rapid transit, pedestrian paths, and bike lanes. As young professionals and college students are struggling with soaring housing expenses, they are not eager to add car maintenance issues, gas prices, and high insurance costs to their financial burdens. Consequently, these concerns with housing cost increases have discouraged this population from car ownership and have steered them towards renting or buying in areas situated within convenient areas of walking, biking, or public transit amenities, as well as being close to economic hubs like shops, restaurants, gyms, and workplaces.

Sophisticated real estate investors and developers tend to closely monitor major transportation investments,
transit-oriented developments, and long-range plans that accommodate developers, especially in cities that have
typically neglected and lacked suitable transportation
options. They buy land or property in these communities with the intent of building housing or commercial units, typically mixed-use, market-rate developments, knowing
that with these future improvements to transit, they can raise their rent prices to reflect the amenities the city now has. Additionally, this increased development speculation signals to property and landowners that they too can achieve greater rents, which then is passed onto existing residents and businesses, causing them to become “priced out”. One study done by the San Diego Union-Tribune examined the cities of San Diego, Los Angeles, Sacramento, and San Francisco and noticed that over the last five years, there have been almost 400 new multi-family homes that were constructed within a 1/2 mile of a transit stop.1 As cities look to continue expanding transportation infrastructure, they keep in mind the possibility of transit-induced displacement and its potential impact on their residents and existing businesses.

While there are concerns about what transit-induced
displacement can do to a community, there are certainly potential benefits that new transit stations can bring. If done thoughtfully with the existing community in mind, new public transit investments can help to rejuvenate a city, limit carbon emissions as the use or need of vehicles goes down, reduce the amount of traffic collisions and air pollution emissions, increase physical activity through active transportation, while also improving access to nearby or distant amenities near transit stops.2

TYPICAL PROCESS OF TRANSIT-INDUCED DISPLACEMENT
Transit Infrastructure
Investment
A new transit project, such as a light rail
line, subway extension, or bus rapid transit
route, is announced or constructed in a
neighborhood. This often involves significant
public or private investment aimed at
improving mobility, reducing congestion, and
enhancing accessibility.

New Development & Influx of
Higher-Income Residents
New developments and luxury amenities
replace older, more affordable housing. As
a result, higher-income residents are drawn
to the area, attracted by improved transit
access and new amenities. This demand
pushes up housing prices and accelerates the
neighborhood’s demographic shift.

Increased Accessibility &
Attractiveness
The new transit infrastructure makes the
neighborhood more accessible to jobs,
education, and amenities, leading to a rise in
its desirability. People begin to see the area
as more convenient for commuting and a
better place to live, which raises the profile of
the neighborhood.

Displacement of
Long-Time Residents
Rising rents and property values begin to
outpace the incomes of long-standing, often
lower-income, residents. These residents
face financial pressure to move to more
affordable areas, while businesses that serve
the original community may struggle to afford
higher commercial rents, leading to closures.

Real Estate Speculation &
Property Value Increases
Investors and developers recognize the
potential for higher demand and begin
purchasing property in the area. Home
values, rents, and commercial property
prices start to rise as the real estate market
anticipates future demand for housing and
retail space near transit hubs.

Cultural &
Economic Shift
As more long-time residents and local
businesses are displaced, the neighborhood’s
cultural and economic makeup changes. New
businesses cater to the tastes of wealthier,
newer residents, and the area’s original
cultural identity can fade or be replaced,
further entrenching the gentrification cycle.
01 02 03
04 05 06

16 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 17

1.4 PURPOSE OF THE PLAN
The Southeast Gateway
Line Strategic Plan for
a Thriving Community
[Cudahy Together] is
designed to guide the future
development of the two
transit stations adjacent to
the City of Cudahy, ensuring
that new capital investments
serve the community in an
equitable, sustainable, and
inclusive manner.

The Plan addresses the challenges of balancing transit expansion with the preservation of Cudahy’s cultural and social fabric, aiming to prevent displacement of long-standing residents and businesses due to rising property values and development pressures that may be associated with new Metro stations just beyond the city’s borders.

Metro acknowledges that “transit-induced gentrification” is a real phenomenon that can accompany the new transit investment and they are the primary funding partner for this Plan. This partnership aims to help Cudahy identify strategies for transit equity, community preservation, and placemaking.

Cudahy Together provides the framework to balance transit expansion with community preservation and community development, addressing the unique needs of Cudahy’s residents and businesses.

At its core, Cudahy Together reflects the unique needs of Cudahy’s residential and business communities. Through
community input and an equity-based approach, the plan
provides a roadmap for shaping development and redevelopment in ways that benefits the existing residential and business population, considers sustainable economic growth, and promotes safe, accessible public spaces for pedestrians, cyclists, and transit riders. This focus ensures that the areas surrounding new transit stations evolve in ways that serve the community, while addressing the potential risks of “transit-induced gentrification.” Cudahy Together is structured around several key chapters that focus on critical areas of concern for the City of Cudahy.

These include:
→ A Transit Equity Study, which examines the potential
impacts of the new transit stations on mobility and accessibility for Cudahy residents, particularly those who rely on public transportation.
→ A Community Preservation Study, focused on identifying strategies to protect long-term residents, preserve housing affordability, and support the retention of small businesses that form the backbone of the community.
→ A Placemaking Study, which explores ways to create
vibrant, community-driven public spaces that reflect the local culture and foster a sense of identity and belonging.

The Plan concludes with a Recommendations section, outlining a phased implementation strategy, clear benchmarks, and an advocacy plan to ensure accountability throughout the process. This section emphasizes the need for ongoing community involvement and continued collaboration between the City of Cudahy, Metro, and other stakeholders to achieve the Plan’s goals.

Ultimately, the success of Cudahy Together will depend on the efforts of both the City and the Cudahy community. Both must work in partnership with Metro to ensure that the benefits of enhanced mobility and infrastructure are shared equitably and that the plan’s objectives are met. Cudahy Together provides the City and community members with the tools
and framework needed to advocate for sustainable and equitable development, while keeping the interests of Cudahy residents at the forefront of decisionmaking. By working together, they can ensure that future transit developments foster growth that aligns with the needs and aspirations of the local population.

1.5 DATA & COMMUNITY-LED PROCESS
The Strategic Plan for a Thriving Community [Cudahy
Together] for the City of Cudahy centers on data-driven analysis and community engagement to understand equity
issues and improve the quality of life for residents and businesses near the planned transit stations. Cudahy Together, which aims to identify opportunity gaps in affordable housing, jobs, and essential services around the proposed stations, also examines the impact of the stations on Cudahy’s entertainment and commercial corridor along Atlantic Avenue.

To achieve these goals, the Project Team, a collaboration between the City of Cudahy and consultants City Fabrick and Fehr & Peers, underwent a rigorous data research
process, beginning with a literature review of local and regional planning documents as well as relevant studies on transit equity, community preservation, and cultural placemaking. Data related to the three topics of study were also compiled and analyzed to contextualize findings from the literature review. The data analysis incorporated a variety of equity indicators, including demographics, socio-economic factors, and transportation access, and was presented visually through maps and charts to ensure transparency and accessibility for future analysis.

Community input was integral to informing the three studies, ensuring the data reflected the lived experiences of Cudahy residents. A multi-phase community engagement process
was implemented to validate the data and uncover insights STRATEGIC PLAN FOR A THRIVING COMMUNITY 17
= Social Media
Strategic Vision
Implementation Plan

PRIORITIZATION

REFINEMENT

DISCOVERY

DECEMBER MARCH-APRIL
MARCH—MAY

DECEMBER
APRIL
JUNE

SEPTEMBER
Community Visit Listening Session
Existing Community Events
Draft Plan Review
MARCH
City Council Meeting
Walk/Transit Audit
Open House
Roundtable
Discussion

PROJECT PROCESS

STRATEGIC PLAN FOR A THRIVING COMMUNITY 19
not immediately visible in quantitative sources. Residents participated in listening sessions, surveys, walk audits, open house events, and roundtable discussions, which allowed the Project Team to ground-truth the data with real-time community perspectives. These contributions directly shaped the study’s findings, particularly in identifying existing conditions and opportunities. Through this iterative, community-driven process, Cudahy Together remained grounded in the needs of Cudahy residents, ensuring that the final plan reflected their priorities and supported equitable growth in the city.

The following community feedback is a summary of the engagement events that were conducted throughout the year. These engagement events provided the opportunity to understand the valuable insights of the needs, challenges, and aspirations of the community. A thoughtful engagement strategy was
crafted to ensure an equitable planning process, prioritizing the inclusion of voices that are often marginalized or excluded.

There were three engagement objectives and outcomes that were prioritized to ensure equitable engagement and was the standard for the development of the Plan:

Elevate ideas and findings
from the community,
particularly those who
represent people who
possess the greatest risk
and vulnerability, into
recommendations that will
be included in the report.

Engage hard-to-reach and
marginalized community
members with both virtual
and in-person engagement
strategies, depending on
the health and safety needs
of the community during
the reemergence of
the pandemic.

Support Cudahy residents
with increased capacity and
knowledge around land use
and transportation planning,
community development,
and displacement, while
recognizing the community’s
diverse history.

It was also important to identify and consider the populations that will be most vulnerable to the introduction of the transit stations during the engagement process.

Through a thoughtful and inclusive study of the Cudahy
community, it was determined that Seniors, Youth, Active Transportation Users, Local Businesses, and Low-income
Renters were to be the most affected by the addition of these transit stations. There was a strong effort in reaching these target populations that is reflected throughout all three studies. The following engagement timeline was used to maximize outreach potential and ensure that the target populations were reached.

Community Leadership Circle
The Community Leadership Circle played a vital role in the planning process, serving as key partners in both participating in engagement events and helping to mobilize their local networks.

Their involvement ensured that diverse voices from the community were heard, as they actively encouraged neighbors, family, and friends to participate in surveys, open houses, and other outreach efforts. By leveraging their trusted positions within the community, the Leadership Circle helped amplify the impact of the engagement process and fostered broader participation.

In recognition of their valuable contributions, members of the Community Leadership Circle received a stipend for their time and effort, reflecting the importance of their support in shaping the future of the project.

Community Leadership Circle Members
Irma Lopez: Irma is a passionate Cudahy resident who has committed herself to being a strong advocate for her community. She has actively participated in numerous city events and served as a member of the Community Leadership Circle for the 710 Freeway expansion project.

Susie de Santiago: Susie is a dedicated Cudahy resident and a valued member of the Cudahy Youth Foundation, an organization that supports local youth. With years of experience as a community advocate, she is committed to creating a better, more inclusive environment for all residents.

Amanda Arambula: Amanda is the Executive Director of
Angeles por Siempre Unidos, a nonprofit organization dedicated to supporting individuals with special needs. While she is not a resident of Cudahy, Amanda is deeply involved in the city, working tirelessly to support local families and strengthen the community.

Martha Sicarios: Martha is a proud Cudahy resident and an active member of California Walks, an organization dedicated to advocating for policies that ensure streets and public spaces are safe and accessible for all.

Adijared Huerta: Adijared is a passionate young resident of Cudahy who actively participates in city planning efforts to advocate for a brighter future for youth. While Adijared was involved in the first half of the Community Leadership Circle (CLC), they were unable to continue in the second half due to the demands of starting their college journey.

Listening Sessions
In March and April 2023, the Project Team co-hosted a series of listening sessions to engage the community early in the planning process, gathering insights on current community dynamics and landscape so as to refine the project’s engagement strategy.

Listening Session Participants
Community Members
Tevina Quintana
David Rodriguez
Regional Organizations
Alberto Campos
SELA Collaborative
Dr. Wilma Franco
SELA Collaborative
Local Artists
CJ Conde
Community
Leadership Circle
Amanda Arambula
Irma Lopez
Susie de Santiago
Martha Sicarios
Adijared Huerta
Neighboring Cities
Jordan Martinez
City of Huntington
Park- Planning Division
Lemessis Quintero
City of Huntington
Park- Planning Division

20 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 21 These sessions fostered open dialogue between residents and stakeholders, providing a platform to share lived experiences, challenges, and aspirations for the city’s future. The team engaged with a variety of groups, including the community leadership circle, local artists, residents, regional organizations influencing the city, and representatives from neighboring cities. To ensure accessibility, the sessions were held both in person and virtually, with options available in English and Spanish. Results from the engagement feedback are presented throughout each of the three studies.

Public Survey
Between March and June of 2024, Cudahy residents
and external stakeholders were invited to participate
in a public survey regarding Cudahy Together planning
efforts, with surveys available in both English and Spanish.

The survey was designed for both in-person and online
participation and was promoted through the City’s social media platforms, email outreach, the Community Leadership Circle, and canvassing at community events to reach a broader audience, particularly those who are typically underrepresented in the planning process. The City also gained access to local schools to further engage with the youth, ensuring that their voices were an integral part of the planning process. To further encourage participation, an opportunity drawing was held, offering a $50 gift card to a local food market. A total of 210 responses were collected, both in-person and online. The Project Team
analyzed the survey data, disaggregating the feedback
by specific groups, including active transportation users, seniors, youth, and low-income renters. Results and findings from the survey are presented on throughout each of the three studies.

Existing Community Events
To enhance outreach and engagement during the planning
process, the Project Team strategically integrated into existing community events to connect with Cudahy residents, particularly to engage with our target audiences. The strategy initially included participation in community events and targeted canvassing days, but was later adapted to focus solely on community events, which proved to be a more
effective way to engage the target audiences. The Project Team participated in the following events:
→ Food Distribution April 25th and May 23rd, 2024
→ I Love SELA and Angeles por Siempre Unidos
April 28th, 2024
→ Senior Lunch May 3rd and May 24th, 2024
→ Mothers Day Event May 6th, 2024
→ Tacos with the Cudahy City Manager May 8th, 2024
→ Elizabeth Learning Center May 31st, 2024
→ 4th of July 3rd, 2024
Existing community events served as a platform to inform residents about the upcoming Metro rail line, its potential impacts, and the benefits it could bring to the community.

Residents were also provided with information about
upcoming events and additional opportunities to stay
engaged and informed throughout the planning process.

Walk Audits
On December 11, 2023, the Project Team conducted
walk audits to assess a one-mile radius around both transit stations within the city. During the audit, the team performed a Lynch Analysis to evaluate the current conditions and identify barriers to access for residents using the transit stations. This provided the Project Team with an opportunity to explore the city firsthand, gaining a clear, real-world understanding of existing conditions and identifying the most critical areas in need of improvement to create equal access to the stations.

On April 11th and 20th, the Project Team hosted two
“Walk Audits”, one for each of the two station areas.
“Walk Audits” are walking tours focused on identifying
- first hand - the walkability [or comfort of active transportation] of an area or corridor. During the Walk Audit led by Fehr & Peers, observations regarding barriers to mobility were recorded, which were then used to inform
recommended improvements. A summary of the observations recorded during the Walk Audits are included in the three subsequent sections of this Plan. This valuable input directly informed the planning process, ensuring
that the voices of community members and stakeholders are central to the development of more inclusive transit solutions.
“I love how small the
community is. Although, it
needs a lot of improvement
regarding architecture and
safety. Everyone knows each
other and there is a close,
Hispanic community.”
NAYELI

CUDAHY RESIDENT

22 STRATEGIC PLAN FOR A THRIVING COMMUNITY
STRATEGIC PLAN FOR A THRIVING COMMUNITY 23
Open House One
The Project Team hosted its first public Open House on June 8th, 2024, providing an opportunity for community members to engage with the planning process and share their feedback on key focus areas. The event was organized into distinct sections covering Jobs and Economy, Community Preserva- tion, Existing Conditions, and Transportation, each designed to encourage meaningful dialogue and gather insights on future improvements and policies for the Plan. There were a total of 25 participants at the Open House who left valuable feedback that supported the three studies.

Participants were able to interact directly with project mate- rials, learn more about the goals and scope of the Plan, and share their thoughts on priorities and changes they would like to see implemented in their community. The Open House
included a mix of presentations, visual displays, and inter- active exercises that allowed attendees to explore poten- tial solutions, identify challenges, and contribute ideas. This collaborative and inclusive session generated valuable input that informed the next steps of the planning process and ensured the Plan reflected the needs and aspirations of Cuda- hy’s residents. Findings from this event are presented in the following three studies.

Roundtables
As part of the second phase of the planning process, the Project Team conducted a series of targeted roundtables to engage with key groups identified as critical to the successful implementation of this Plan. The purpose of these roundtables was to build on findings from the first phase of engagement— public surveys, open house one, and listening sessions—by generating focused discussions on real-life challenges, priori- ties, and opportunities with the proposed Metro development.

Each roundtable session began with a brief presentation, providing participants with an overview of the proposed Metro Southeast Gateway Line, the planning and engagement process to date, and key findings from earlier engagement efforts. This ensured participants had a shared understanding of the context before diving into more interactive discussions.

The consultant team, City Fabrick, facilitated the sessions, delivering prompts that were carefully crafted based on Phase One community feedback and framed to reflect real-world challenges, priorities, and cost-benefit tradeoffs.

The interactive roundtables were designed to accommodate participants’ varying schedules and availability, with both in-person and virtual options. The format fostered meaningful dialogue, leading to tough but essential conversations. Stake- holders discussed opportunities, trade-offs, and resource constraints, offering candid feedback and practical ideas for transportation equity, community preservation, and cultural placemaking. These discussions also created an opportunity for participants to build empathy and understanding across perspectives, strengthening relationships between commu- nity leaders, City Staff, and interest groups.

Open House Draft Plan Review
As part of the third phase of engagement, the Project Team held a public Open House on December 14th, 2024, sharing the draft recommendations for all three studies that were reflective of the year-long community engagement process.

The recommendations came from the community and were
split into three different sections that were policies, programs, and projects. Residents had the opportunity to engage on the boards and provide feedback on what they like, what they do not like, or any potential changes they would like to see to the recommendations. The boards were available in both English and Spanish and had both a voting section as well as a notes section for participants to provide feedback. The feedback as a part of this engagement is distributed throughout the three studies. This event was also supported by the Community Leadership Circle, whose members played a crucial role
throughout the year. The CLC members were recognized
and honored for their dedication, invaluable contributions, and steadfast support throughout the project.
“What makes
Cudahy special
are well-known
city landmarks and
popular restaurants
like Chris’s Burgers,
Elizabeth Learning
Center, Cudahy
Park, and Lugo Park.

Another thing that
is special is how
small of a city it is,
but with a lot
of heart.”
JAIME

CUDAHY RESIDENT
Roundtable
Participants
City Staff
Ted Semaan
Richard Iglesias
Community
Leadership Circle
Martha Sicarios
Susie de Santiago
Irma Lopez
Amanda Arambula
Planning Commission
Jaime Velasco Jr.

Krystal Markovich
Cudahy Chamber
of Commerce
Cecilia Gómez Reyes

24 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 25

1.6 COMMUNITY GOALS
As part of the Cudahy Together public survey,
community members were asked to identify the goals
and priorities that were most important to them
considering the potential development of the Metro
Southeast Gateway line and stations.

The findings were disaggregated by the different target groups and then cross-compared to one another. It is
important to note that participants could have fit into two or more of these categories so their vote could have influenced more than one of these community goals. The findings are summarized below:

Overall Results
Overall, survey participants overwhelmingly prioritized“safe communities and streets”, reflecting a strong desire for improved public safety and infrastructure that supports a secure environment. “Housing affordability and addressing homelessness” was the second most important issue, with many residents expressing concern about rising housing costs and the need for solutions to prevent displacement considering the impact of major transit investments. A “walkable, pedestrian-friendly neighborhood” came in third, showcasing the community’s desire for accessible streets that encourage walking and biking, and better connections to essential services in Cudahy. Lastly, promoting a “healthy lifestyle and increasing access to nature” was identified as the fourth priority, with survey participants wanting to see more green spaces, parks, and recreational areas to enhance well-being and provide opportunities for more youth activities and community events.

Low-Income Renters
Low-income renters in Cudahy expressed consistent priorities, with safety, housing affordability, and walkability ranking as their top concerns. They prioritized the need for “safe communities and streets”, emphasizing improved public
safety and infrastructure that supports a secure living environment. “Housing affordability and addressing homelessness” was the second most critical issue, with renters expressing deep concern about rising rents and the potential impact of major transit investments. It is important to note that while the City of Cudahy offers strong protections for its housing insecure residents, many are not aware of the public resources available to them or the protections and rights guaranteed under the City’s Rent Stabilization and Tenant Protection Ordinances. A “walkable, pedestrian-friendly neighborhood” followed closely as the third priority, reflecting a strong desire for more complete streets that make it easier to walk, bike, and connect to key services and amenities. Lastly, the desire for a “healthy lifestyle and increased access to nature” was identified as the fourth priority, with renters advocating for more green spaces, parks, and access to the Los Angeles River.

Youth
As part of the outreach process, City Staff had the opportunity to engage with their local school, Elizabeth Learning Center, to further engage with Cudahy youth and identify what their priorities were as they continue to grow up in the city. Their number one priority was to have “safe communities and streets” to improve accessibility and mobility for youth traveling to school and other destinations, with a focus on their physical safety.

Since most youth do not have access to a vehicle, enhancing transportation infrastructure for those who walk or bike, such as adding more street lighting, was seen as essential to ensuring they feel safe in their daily commutes. The youth’s second priority was “housing affordability and addressing homelessness,” expressing concern over rising housing costs and the instability that impacts low-income families. There is also the desire for them to own a home one day so they believe that addressing rising housing costs will provide them with a better future.

Their third priority was to have a “walkable, pedestrian-friendly neighborhood” where they can safely and easily bike or walk to school, work, social activities, and essential services. The youth’s fourth priority was to have “close access to jobs and training,” as it is crucial for them to have employment opportunities within reach. Proximity to employment also reduces transportation barriers, allowing youth to gain valuable experience and financial independence without the added challenge of long commutes and sunken costs of owning and maintaining a vehicle.

Active Transportation Users
Active transportation users in Cudahy shared similar priorities to other target groups, but their fourth choice was a tie between “a healthy lifestyle and access to nature” and “close access to good jobs and training.” As expected, the major priority of active transportation users is to have “safe communities and streets.” As people who are mostly taking public transit, walking, or biking it is important that they can feel safe traversing in their own neighborhoods. “Housing affordability and addressing homelessness” was their second priority and it signifies the importance of elevating public transport access but not displacing long-time community members who have lived here for generations. A “walkable, pedestrian-friendly neighborhood” ranked as the third priority for residents, closely aligning with the goal of creating safe communities and streets and emphasizing the importance of addressing housing affordability. Since active transportation users are likely to navigate the city on foot or by bike, it is crucial that all new development and infrastructure improvements prioritize and accommodate safer, more efficient modes of transportation. Lastly, the fourth priority was a tie between “a healthy lifestyle and access to nature” as well as “close access to good jobs and training.” As the Metro Southeast Gateway Line develops, it is essential to ensure that residents, especially those who rely on walking, biking, or public transportation, have improved access not only to parks and open spaces, but also to daily employment opportunities within close proximity.

Seniors
Seniors and older adults in the community ranked their top four priorities as “safe communities and streets,” “housing affordability and addressing homelessness,” “improved transportation options and experience,” and a “healthy lifestyle with access to nature.” It is important to note that seniors were the least represented target population in the community survey, although several attempts were made to engage this group. Their first priority, “safe communities and streets”, reflects a strong desire for environments where they can feel secure while engaging in daily activities. “Housing affordability and addressing homelessness” followed closely, as many seniors are concerned about rising housing costs and the risk of displacement, emphasizing the need for more affordable and stable housing options. “Improved transportation options and experiences” were also critical, with seniors seeking accessible and reliable transit that can help them maintain independence and access essential services. Lastly, a “healthy lifestyle and access to nature” was identified as the fourth major priority, as seniors expressed their value in the physical and mental well-being that comes with easy access to parks, green spaces, and opportunities for outdoor activity.
0 50 100 150
Other
Spaces to Experience,
Express and Preserve
Culture and Art
Convenient Local
Amenities and Vibrant
Local Businesses
Improved Transportation
Options and Experience
Close Access to Good
Jobs/Job Training
A Healthy Lifestyle
and Access to Nature
Walkable, PedestrianFriendly Neighborhood
Housing Affordability and
Address Homelessness
Safe Communities
and Streets
Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities
151
102
75 58
48 37
44 35
15 20
83 66
62 56
50 32
30 115
115
12 11
6 6
5 9
88 73
67 67
59 33
2 3
2 91
87 77
71 48
40 5
1

26 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 27

2.1 EQUITY STUDY ABSTRACT
To address transportation equity, the Project Team created mobility-related goals tailored to the unique needs of
Cudahy residents, ensuring transportation solutions were aligned with both the community’s challenges and aspira- tions. The transportation equity data was integrated with the broader equity study, providing a comprehensive analysis that accurately reflected local realities. This collaborative approach resulted in mobility and land use recommenda-
tions that directly addressed these conditions.

To ensure that the development of equitable mobility goals is grounded in the lived experiences of residents, the Project Team worked closely with the community, combining their input with spatial and technical analysis. This collaboration led to the creation of five key equitable mobility metrics:
commuter inflow-outflow patterns, consumer capture, modal travelsheds, pedestrian safety, and public transit amenities.

These metrics were refined through a series of meetings with City staff, ensuring that the data sources—ranging from Census and employment data to collision records, “big data,” and field verification—were both reliable and relevant. This integrated process helped create a robust framework for future transportation improvements that reflect the commu- nity’s needs and priorities.

This study also included supportive analysis into other transpor- tation equity indicators, including the Equitable Transportation Community Explorer and measures of Transportation-Related Social Exclusion. The Project Team also conducted a litera- ture review that examines potential transportation improve- ments based on community needs, along with considerations for future development. In addition, the Plan highlights several planned and ongoing projects within the community aimed at enhancing the transportation infrastructure. At the heart of this study is the Community Voice section, which provides greater insight into various transportation equity conditions and opportunities. These priorities are directly reflected in the recommendations, ensuring that proposed changes align with the community’s needs and aspirations. To ensure a truly community-centered approach, data was complemented by
feedback gathered through listening sessions, public events, surveys, and roundtable discussions. These engagement
efforts enriched the quantitative findings, providing essential context that addressed potential data biases and ensured the analysis accurately reflected the lived experiences of residents.

The outcome of this collaborative process is a set of five final Equitable Mobility Metric cut-sheets, each featuring graphical, visual, and map-based storytelling. These cut-sheets form the foundation for transportation placemaking and first-last mile mobility recommendations within the Plan, ensuring that future transportation improvements are not only data-driven but also deeply aligned with the community’s vision for a more equitable and accessible Cudahy.

2.2 EQUITABLE MOBILITY METRICS
As part of this study, the Project Team identified the most common places of employment for Cudahy residents, as well as the common places of residence for those who work in Cudahy [Metric 1]. This is a crucial metric for assessing the potential impact of new light rail transit [LRT] because it helps to identify areas with high commuter demand, reveals travel patterns that may be underserved by current transit infrastructure, and highlights how new transit connections could improve access and mobility. By understanding these origins and destinations, planners can better align transit investments with the needs of the community, ensuring that new light rail systems are positioned to serve the most rele- vant and heavily traveled corridors. The data for this metric was drawn from US Census Bureau Longitudinal Employ-
er-Household Dynamics, which includes data on employ-
ment and population by Census Tract.

Metric 2 evaluates the accessibility of job opportunities within a certain travel time from Cudahy, considering different modes of transportation [e.g., walking, biking, public transit, or driving]. By analyzing these “travelsheds”—areas reachable by different modes of transportation within a certain amount of time, it helps assess how easily residents, particularly in underserved communities, can access job-dense areas. The focus is on measuring job accessibility for people with differ- ent transportation options or constraints, aiming to identify and reduce barriers that limit economic mobility, especially for low-income and marginalized populations.

Metric 3 assesses the availability and quality of transit ameni- ties, such as bus shelters, benches, lighting, and real-time schedule information, at transit stations and stops. It focuses on evaluating the equity of the distribution of amenities, partic- ularly in underserved communities, to improve the comfort, safety, and accessibility of public transit for all riders.

Metric 4 identifies the number of pedestrian fatalities and severe injuries (KSI) resulting from traffic collisions. It aims to highlight areas which may have a trend of KSI occurrences. By focusing on KSI data specifically, as opposed to collisions that resulted in property damage only or minor injuries, it narrows the focus to the most impactful, life-altering collision types.

Metric 5 measures the ability of residents, especially in lower-in- come or underserved areas, to access essential goods and services - based on the current land use and infrastructure options in the City. It can serve as an insight into how effec- tively transportation networks connect people to key destina- tions like grocery stores, healthcare centers, and other essential services - as well as the land use planning decisions that allow and encourage these uses. This metric aims to identify gaps in access, ensuring that all communities, regardless of income or location, have convenient and equitable access to the resources they need for daily life. Improving consumer capture within the City itself can help reduce transportation burdens and enhance quality of life, particularly for those who rely on public transit or active transportation options.

The Equity Study
identified critical
opportunity gaps
impacting residents
and businesses as the
Southeast Gateway Line
arrives in Cudahy. This
study laid a literaturebacked foundation and
established equity goals
and metrics that guided
the development of
recommendations for the
Cudahy Together Plan.

CHAPTER 2
Equity Study

28 STRATEGIC PLAN FOR A THRIVING COMMUNITY CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 29 Equitable Mobility Metric 1. Commute Outflow
and Inflow
While a brief walk, quick bus ride, or short in-town drive may represent an ideal, time-efficient, and low-stress commute, the geographic separation of jobs and housing often makes this unattainable. Although Cudahy features a mix of housing and employment opportunities, the reality remains: people work where they find opportunities and must navigate the commutes that come with them.

With the anticipated arrival of the Southeast Gateway Line—set to enhance point-to-point mobility for residents and employ- ees, as well as land use regulation options for the City of Cudahy to attract new businesses—important questions arise:

Where do Cudahy residents work? And where do those who
work in Cudahy live?

3.7% 1.9%

1.9%

1.8%

1.4%
CUDAHY

ALHAMBRA

ANAHEIM

ARCADIA

ARTESIA

BALDWIN
PARK
BELL

BELL GARDENS

BELLFLOWER

BEVERLY
HILLS

BUENA PARK
CARSON

CERRITOS

COMMERCE

COMPTON

CULVER CITY

CYPRESS
DOWNEY

EL MONTE

EL SEGUNDO

FULLERTO

GARDENA

HAWAIIAN

GARDENS

HAWTHORNE

HERMOSA
BEACH

HUNTINGTON
PARK
INDU

INGLEWOOD

IRWINDALE

LA HABRA

LA HABRA

HEIGHTS

LA MIRADA

LA PALMA

LA PUENTE

LAKEWOOD

LAWNDALE

LONG BEACH

LOS ANGELES

LYNWOOD

MANHATTAN
BEACH

MAYWOOD

MONTEBELLO

MONTEREY PARK

NORWALK

PARAMOUNT
PICO
RIVERA
P

REDONDO BEACH

ROSEMEAD

SAN GABRIEL

SANTA FE

SPRINGS

SANTA MONICA

SOUTH EL
MONTE

SOUTH GATE

TEMPLE CITY

TORRANCE
VERNON
WEST
WEST

HOLLYWOOD

WHITTIER
Outflow Census Tracts – Top 5
Outflow Census Tracts – Top 6-100
Unincorporated County Areas
CitBdi
Top 6-100 Job Outflow Areas
Top 5 Job Outflow Areas Unincorporated County Areas
City Boundaries
Cudahy Boundary
Outflow - Where Cudahy Residents Work
Cudahy residents’ jobs are generally spread out region- ally. The most common workplace areas are just north
of Cudahy in Vernon, Downtown LA, and Commerce.

Each of the following top 6-100 workplace areas repre-
sent less than 1% of total Cudahy residents’ jobs - further suggesting the relatively spread-out nature of workplace destinations.

As of 2021, there were approximately 7,400 employed
Cudahy residents. → Top job industries among Cudahy residents include: → Health Care & Social Assistance → Manufacturing → Retail Trade → Waste Management → Accommodation & Food Services → Transportation & Warehousing → Wholesale Trade → The education attainment of employed Cudahy residents is approximately: → Less than high school - 25% → High school - 16% → Some college/Associate’s - 20% → Bachelor’s/advanced - 12% → Not available - 28% → Employed Cudahy residents are generally younger than the people who work in Cudahy.

Inflow - Where Employees in Cudahy Come From
The most common origin areas for Cudahy employees are
the six US Census Block Groups which make up the City.

However, workers from these six origin areas in Cudahy
still make up only 6.6% of all Cudahy employees. This
suggests that while some employees do have the oppor-
tunity to work in the City they call home, the vast majority of those who work in the City live elsewhere and commute in - and furthermore, that the origins of those commuters is quite spread out. The distribution of these inbound
commuters is generally spread among the Gateway Cities
region in cities like South Gate, Bell, Downey, Huntington Park, and Bell Gardens, as well as some origins in Long Beach, northern Orange County, and the San Gabriel
Valley.

As of 2021, there were approximately 3,307 people
employed in Cudahy. Of these employees, 6.6% are
Cudahy residents. → Top Job Industries of Cudahy employees include: → Waste Management → Educational Services → Health Care and Social Assistance → Retail Trade → Manufacturing → Accommodation and Food Services → The education attainment of Cudahy employees is approximately: → Less than high school - 26% → High school - 17% → Some college/Associate’s - 19% → Bachelor’s/advanced - 16% → Not available - 22% → Proportionally, Cudahy employees are older than
employed Cudahy residents.

30 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 31 Equitable Mobility Metric 2.

Travelsheds by Mode
and Job Accessibility
Access to jobs is a cornerstone of economic mobility, yet people are often constrained to opportunities within a reasonable commuting distance from home. While the definition of “reasonable” commuting time varies by individual, the number of jobs accessible within that time frame depends heavily on the mode of transportation. In a community like Cudahy, where regional transit options are currently limited, it’s clear that individuals with access to a car can reach far more job opportunities compared to those relying on public transit. Similarly, a 30-minute bike ride can connect people to significantly more jobs than walking for the same duration. But just how many more? \\fpgisdevapp01\DevGISLibrary\ServiceMXDs\LB\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP_Graphics.aprx

ALHAMBRA

ANAHEIM

ARCADIA

ARTESIA
AZUSA

BALDWIN PARK
BELL

BELL GARDENS

BELLFLOWER

BEVERLY HILLS
BREA

BUENA PARK
CARSON

CERRITOS

COMMERCE

COMPTON
COVINA

CULVER CITY

CYPRESS

DIAMOND BAR
DOWNEY

EL MONTE

EL SEGUNDO

FULLERTON

GARDEN GROVE

GARDENA

GLENDORA

HAWAIIAN GARDENS

HAWTHORNE

HERMOSA BEACH

HUNTINGTON BEACH

HUNTINGTON PARK

INDUSTRY

INGLEWOOD
IRVINE

IRWINDALE

LA HABRA

LA HABRA HEIGHTS

LA MIRADA

LA PALMA

LA PUENTE

LA VERNE

LAKEWOOD

LAWNDALE
LOMITA

LONG BEACH

LOS ALAMITOS

LOS ANGELES

LYNWOOD

MANHATTAN BEACH

MAYWOOD

MONROVIA

MONTEBELLO

MONTEREY PARK

NORWALK

PALOS VERDES ESTATES ORANGE

PARAMOUNT

PICO RIVERA

PLACENTIA
POMONA

RANCHO PALOS VERDES

REDONDO BEACH

ROLLING HILLS

ROLLING HILLS ESTATES

ROSEMEAD

SAN DIMAS

SAN GABRIEL

SAN MARINO

SANTA ANA

SANTA FE SPRINGS

SANTA MONICA

SEAL BEACH

SIGNAL HILL

SOUTH EL MONTE

SOUTH GATE

SOUTH PASADENA

STANTON

TEMPLE CITY

TORRANCE
TUSTIN
VERNON

VILLA PARK
WALNUT

WEST COVINA

WEST HOLLYWOOD

WESTMINSTER

WHITTIER

YORBA LINDA

ALHAMBRA

ANAHEIM

ARCADIA

ARTESIA
AZUSA

BALDWIN PARK
BELL

BELL GARDENS

BELLFLOWER

BEVERLY HILLS
BREA

BUENA PARK
CARSON

CERRITOS

COMMERCE

COMPTON
COVINA

CULVER CITY

CYPRESS

DIAMOND BAR
DOWNEY

EL MONTE

EL SEGUNDO

FULLERTON

GARDEN GROVE

GARDENA

GLENDORA

HAWAIIAN GARDENS

HAWTHORNE

HERMOSA BEACH

HUNTINGTON BEACH

HUNTINGTON PARK

INDUSTRY

INGLEWOOD
IRVINE

IRWINDALE

LA HABRA

LA HABRA HEIGHTS

LA MIRADA

LA PALMA

LA PUENTE

LA VERNE

LAKEWOOD

LAWNDALE
LOMITA

LONG BEACH

LOS ALAMITOS

LOS ANGELES

LYNWOOD

MANHATTAN BEACH

MAYWOOD

MONROVIA

MONTEBELLO

MONTEREY PARK

NORWALK

PALOS VERDES ESTATES ORANGE

PARAMOUNT

PICO RIVERA

PLACENTIA
POMONA

RANCHO PALOS VERDES

REDONDO BEACH

ROLLING HILLS

ROLLING HILLS ESTATES

ROSEMEAD

SAN DIMAS

SAN GABRIEL

SAN MARINO

SANTA ANA

SANTA FE SPRINGS

SANTA MONICA

SEAL BEACH

SIGNAL HILL

SOUTH EL MONTE

SOUTH GATE

SOUTH PASADENA

STANTON

TEMPLE CITY

TORRANCE
TUSTIN
VERNON

VILLA PARK
WALNUT

WEST COVINA

WEST HOLLYWOOD

WESTMINSTER

WHITTIER

YORBA LINDA

ARTESIA
BELL

BELL GARDENS

BELLFLOWER
BUEN
CARSON

CERRITOS

COMMERCE

COMPTON

CYPRESS
DOWNEY

GARDENA

HAWAIIAN GARDENS

HAWTHORNE

HUNTINGTON PARK

INGLEWOOD
LA MIR

LA PALMA

LAKEWOOD

LAWNDALE

LONG BEACH

LOS ANGELES

LYNWOOD

MAYWOOD

NORWALK

PARAMOUNT

PICO RIVERA

REDONDO BEACH

SANTA FE SPRINGS

SOUTH GATE

TORRANCE
VERNON

WHITTIER
\\fpgisdevapp01\DevGISLibrary\ServiceMXDs\LB\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP_Graphics → Then, factor in the Southeast Gateway Line. With
a seamless one-seat ride (no transfers) followed by
a 15-minute walk or bike ride, how many additional
job opportunities could become accessible from
Cudahy?
→ Currently, walking for 30 minutes allows for a person to access cities just outside the Cudahy boundary,
like Bell, South Gate, and Huntington Park.
→ Biking provides greater access than transit in a
30-minute time window due to the involvement of
walking, wait times, routes, and speed.
→ Automobiles provide substantially greater access to
jobs than walking, biking, and taking transit.
→ The Southeast Gateway Line could approximately
double the amount of jobs that are accessible within
a 30-minute time window for walking and biking.
→ The Southeast Gateway Line would provide more
convenient access to job dense areas like Vernon
and Artesia.

Walk
31,000 Jobs
Metro Rail Stations
Auto
1,864,500 Jobs
Bike
361,000 Jobs
Transit
49,000 Jobs
Cudahy Center
Cudahy Boundary
City Boundaries
30-MINUTE CUDAHY TRAVEL TIME
Walk
14,700 Jobs
Bike
186,000 Jobs
123,000 Jobs
23,000 Jobs
4,500 Jobs
Total Jobs per
Block Group
15-MINUTE SOUTHEAST GATEWAY TRAVEL TIME

32 CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 33 Equitable Mobility Metric 3.

Transit Amenities
Transit riders understand that onboard comfort is only one part of the travel experience. Depending on the route and time of day, a substantial portion of a rider’s journey may be spent waiting for the bus. For trips requiring transfers, this waiting time increases. As a result, the environment at bus stops plays a crucial role in shaping the overall ridership experience—even before the bus arrives.

Basic amenities like benches offer some comfort, yet not all bus stops are equipped with them. Shelters provide greater protection from the sun and (occasional) rain, but they are also absent at many stops. Real-time arrival information can enhance the waiting experience, but this feature is rare.

When considering both Metro routes and Cudahy Area
Rapid Transit (CART), which bus stops are best equipped with amenities? Which lack essential features and would benefit most from targeted upgrades?

ATLANTIC AVENUE

LONG BEACH FREEWAY

CLARA STREET

BEAR AVENUE

PATATA STREET

FOSTORIA STREET

CECILIA STREET

FLOWER STREET

OTIS AVENUE

WALNUT STREET

RIVER ROAD

SALT LAKE AVENUE

WILCOX AVENUE

FLORENCE AVENUE

SANTA ANA STREET

ELIZABETH STREET

LIVE OAK STREET

ATLANTIC AVENUE

LONG BEACH FREEWAY

CLARA STREET

BEAR AVENUE

PATATA STREET

FOSTORIA STREET

CECILIA STREET

FLOWER STREET

OTIS AVENUE

WALNUT STREET

RIVER ROAD

SALT LAKE AVENUE

WILCOX AVENUE

FLORENCE AVENUE

SANTA ANA STREET

ELIZABETH STREET

LIVE OAK STREET
Metro 260
Metro 260
CART
CART
Metro 611
Metro 611
BELL

BELL GARDENS

HUNTINGTON
PARK

SOUTH GATE
CUDAHY
BELL

BELL GARDENS

HUNTINGTON
PARK

SOUTH GATE
CUDAHY
\\fpgisdevapp01\DevGISLibrary\ServiceMXDs\LB\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP_Graphics_3_4.aprx Metro 260 Bus
CART
Southeast
Gateway Line
Metro 611 Bus
City Boundaries
Cudahy Boundary
Metro Rail Stations Standard Pole & Sign
Dog Bag Dispenser
Pull-Out
In-Lane
Real-Time Info
Red Curb
Shelter
Bench
Trash
Transit Stop Amenities

CART METRO
Bus Stops by Transit
Service Provider
→ All transit stops have a standard pole and sign, all
have a red curb, 75% have trash cans, 20% have
shelters, and 22% have benches.
→ One transit stop along Atlantic Blvd between
Florence Avenue and Live Oak Street has realtime information. → Transit stops are concentrated along Atlantic
Avenue and Wilcox Avenue.
→ Transit stops are less accessible in the east and
west parts of the city.
→ CART, as well as Metro lines 260 & 611 are the
main transit services in the City.

34 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 35 Equitable Mobility Metric 4.

Pedestrians Killed
and Severely
Injured (KSI)
Tragically, lives have been lost, and serious injuries
sustained on the roadway network in and around Cudahy.

Identifying where these incidents occur can reveal potential geographic patterns, providing valuable insights on trends. Where have collisions resulting in fatalities or serious injuries occurred in Cudahy? And how do the rates of killed or severely injured (KSI) collisions in Cudahy compare to those in neighboring cities?
Atlantic Avenue
Long Beach Freeway
Clara Street
Bear Avenue
Patata Street
Fostoria Street
Cecilia Street
Flower Street
Otis Avenue
Walnut Street
River Road
Salt Lake Avenue
Wilcox Avenue
Florence Avenue
Santa Ana Street
Elizabeth Street
Live Oak Street
Bell
B
Huntington
Park
South Gate
Cudahy
\\fpgisdevapp01\DevGISLibrary\ServiceMXDs\LB\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP_Graphics_3_4.aprx Bell
Bell Gardens
Bellflower
Commerce
Compton
Downey
Gardena
Huntington
Park
Los Angeles
Lynwood
Maywood
Montebello
Norwalk
Paramount
Pico Rivera
Santa Fe
Springs
South Gate
Vernon
Cudahy
Gage Av
Garfield Avenue
El Segundo Boulevard
Slauson Avenue
Atlantic Avenue
Paramount Boulevard
Firestone Boulevard
Atlantic Avenue
Rosecrans Avenue
Eastern Avenue
Paramount Boulevard San Gabriel River Freeway
Florence Avenue
Slauson Avenue
Rosecrans Avenue
Firestone Boulevard
Figueroa Street
Harbor Freeway
Vermont Avenue
Garfield Avenue
Alameda Street
Century Freeway
Century Freeway
Rosecrans Avenue
Santa Ana Freeway
Slauson Avenue
lameda Street
y a weer F r o br a H
Southeast Gateway Line City Boundaries
Cudahy Boundary
Pedestrian Severely Injured Metro Rail Stations
Pedestrian Killed
Note 1: Killed or Severely Injured (KSI)
Note 2: The two fatal collisions along the I-710 (Long Beach Freeway) were the result of pedestrian walking along the freeway, either in the road or the shoulder. The reporting officer classified these collisions as pedestrian violations, meaning the officer determined that the pedestrians were not following a rule of the road. These occurred on separate occasions in 2020 and 2021. → The severity of pedestrian collisions appears to
coincide with the permitted speed of the corridor. Fatal collisions have generally occurred on high-speed corridors, while severe injuries have
occurred on residential/ low-speed corridors.
→ Fatality locations:
→ Atlantic Avenue & Elizabeth Street
→ Atlantic Avenue & Florence Avenue
→ Salt Lake Avenue & Clara Street
→ I-710 between Florence Avenue & Firestone
Boulevard
→ Severe injury locations:
→ Atlantic Avenue & Clara Street
→ Wilcox Avenue & Elizabeth Street
→ Santa Ana Street between Atlantic Avenue
& Salt Lake Avenue
→ Clara Street between Wilcox Avenue &
River Road
→ In the City, the concentration of collisions are
along Atlantic Avenue.
→ Based on travel patterns in Metric 5, trips
that start in Cudahy are generally concentrated near the City’s perimeter. Pedestrian collisions appear to also concentrate around the City’s perimeter, notably north
and southeast of the City.
→ Between 2017 and 2021, collisions involving
pedestrians led to six fatalities and four severe
injuries within the City’s perimeters.

Bell
Bell Gardens
Huntington
Park
South Gate
Cudahy
\\fpgisdevapp01\DevGISLibrary\ServiceMXDs\LB\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP\LB230101_Cudahy_SVIP_Graphics_3_4.aprx Unincorporated
County Areas
City Boundaries
Number of Pedestrian KSI Collisions
1 2 3 4 65
Cudahy Boundary
Metro Rail Stations Southeast Gateway Line
C Line
A Line
Note 1: Killed or Severely Injured (KSI)
Note 2: The cities in the hot spot analysis included
Bell, Bell Gardens, Cudahy, Huntington Park,
Lynwood, and South Gate.

36 STRATEGIC PLAN FOR A THRIVING COMMUNITY CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 37 Equitable Mobility Metric 5.

Consumer Capture
Commuting for work is often the most significant trip of the day, but it’s just one type of travel. For many people—especially those who are retired or not yet of working age—“home-to-work” trips may not be part of their routine at all. In reality, people travel for a wide range of purposes beyond work. The incoming Southeast Gateway Line will serve these diverse travel needs, accommodating various trip types.

This raises key questions: What are the most common origins for all trips ending in Cudahy, beyond just commute trips? Conversely, where are the most frequent destinations for trips starting in Cudahy? And what types of establishments in these areas are attracting these trips?
BELL

BELL GARDENS

BELLFLOWER

COMMERCE

COMPTON
CUDAHY
DOWNEY

GARDENA

HUNTINGTON

PARK LOS ANGELES

LYNWOOD

MAYWOOD

MONTEBELLO
NORWAL

PARAMOUNT

PICO RIVERA

SOUTH GATE
VERNON
BELL

BELL GARDENS

BELLFLOWER

COMMERCE

COMPTON
CUDAHY
DOWNEY

GARDENA

HUNTINGTON

PARK LOS ANGELES

LYNWOOD

MAYWOOD

MONTEBELLO
NORWAL

PARAMOUNT

PICO RIVERA

SOUTH GATE
VERNON
BELL

BELL GARDENS

BELLFLOWER

COMMERCE

COMPTON
CUDAHY
DOWNEY

GARDENA

HUNTINGTON

PARK LOS ANGELES

LYNWOOD

MAYWOOD

MONTEBELLO

NORWALK

PARAMOUNT

PICO RIVERA

SANTA FE

SPRINGS

SOUTH GATE
VERNON

WHITTIER
BELL

BELL GARDENS

BELLFLOWER

COMMERCE

COMPTON
CUDAHY
DOWNEY

GARDENA

HUNTINGTON

PARK LOS ANGELES

LYNWOOD

MAYWOOD

MONTEBELLO

NORWALK

PARAMOUNT

PICO RIVERA

SANTA FE

SPRINGS

SOUTH GATE
VERNON

WHITTIER
Inflow - Trips Ending in Cudahy
→ The most frequent origins of trips ending in the City are within a two-mile radius.
→ Restaurants represent 11% of the establishments in Cudahy, which is a similar breakdown to that of destination areas. → 12% of the establishments in Cudahy offer equity-related services [highlighted in yellow]. Equity-related services offer essential services to livelihood like health care, access to food and clothing, etc.

Outflow - Trips Beginning in Cudahy
→ The most frequented destinations are generally within a two-mile radius of the Cudahy.
→ Restaurants represent 11% of the establishments in the most visited areas of trips starting in Cudahy.
→ Within the most common destination areas for trips beginning in Cudahy, 21% of establishment provide equity-related services.

Equity-related services offer essential services to livelihood like health care, access to food and clothing, etc.

City Boundaries
City
Boundaries
Cudahy Boundary Cudahy
Boundary
2 miles from Cudahy 2 miles from
Cudahy
1 mile from Cudahy
1 mile from
Cudahy Most Visited Areas of Trips
Starting in Cudahy
Most Common Origin Areas
of Trips Ending in Cudahy
Less Visited More Visited Less Common More Common
Category Percentage
Restaurants 11%
6%
Urban Transit 5%
Manufacturing 5%
5%
4%
Personal Care Services 4%
Automotive Repair & Maintenance 4%
2%
2%
Physicians
Clothing
Health Practitioner
Dentist
Grocery
Health & Personal Care 2%
Couriers & Delivery 2%
Specialty Food 2%
Category Percentage
Restaurants 11%
Physicians 7%
Automotive Repair & Maintenance 5%
Dentist 5%
Store Retail 5%
Auto Dealers 4%
Manufacturing 4%
Printing & Support 4%
General Merchandise 2%
Telecommunications 2%
Urban Transit 2%
Services to Buildings 2%
Furniture 2%

38 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 39 The equity indicators presented on the previous pages help to identify mobility metrics that capture travel conditions for people traveling to and from the City of Cudahy. While the emphasis has been on understanding the subregional
accessibility improvements, the new transit station and associated first/last mile improvements would all facili- tate access to nearby affordable housing. Travel time and trip origins (Metric 2), transit amenities (Metric 3), and safety considerations (Metric 4) all speak to transit access and potential mobility gaps. Recommended transporta-
tion improvements noted on pages 65-73 are intended
to improve station access from all directions in the City, including to and from affordable housing, by a variety of modes (the literature review section also highlights access improvements proposed in prior plans). These physical
recommendations are based on the observations during the Walk Audit and analysis described by the Equitable Mobil- ity Metrics - which include opportunities to improve walk- ability and provide for a higher level of local-connection transit amenities, among others described in that section.

40 CUDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 41

2.3 EQUITY INDICATORS
Equitable Transportation Community Explorer
As part of the Justice40
initiative, the United
States Department of
Transportation [USDOT]
has developed the
Equitable Transportation
Community Explorer, a data
tool used to comprehend
disadvantaged communities
and identify development
projects that can reverse or
mitigate these issues while
improving residents’ quality
of life
and economic prosperity.

It utilizes Census data [2020] to explore the cumulative burden on communities due to underinvestment in transportation, focusing on five components: Transportation Insecurity, Climate and Disaster Risk Burden, Environmental Burden, Health Vulnerability, and Social Vulnerability.

Cudahy has been identified as a “disadvantaged” community. This determination means that the City qualifies for federal funding from the Justice40 Initiative for projects that can reverse or mitigate the following issues determined through this tool as a result of historic and persistent underinvestment. Out of the possible five categories listed above, Cudahy ranked relatively high with regards to the categories of “Climate and Disaster Risk Burden”, “Environmental Burden”, and “Social Vulnerability.” Although Cudahy does not face high scores for the category of “Transportation Insecurity and Health Vulnerability”, residents still experience a high transportation cost burden. Most residents face a high transportation
cost burden [77%], and high concerns for transportation safety [54%] meaning it is harder for residents to access essential services, education, and employment opportunities while feeling secure during their travels. Additionally, although those living around Atlantic Avenue currently
experience a greater access to public transportation, the Cudahy residents living in the surrounding census tracts lack public transit access. Within the Climate and Disaster Risk Burden, Cudahy received 73% in annualized disaster losses and 94% in impervious surfaces, both higher than the national average.

Regarding Census tract 5343.01, the closest tract in
Cudahy to the proposed Firestone Station, the average household spends 19.9% of their annual household income on transportation [estimated to be an average of $13,564]. The average household in this tract also spends

32.9% of their household income on housing. According to this screening tool, residents in this tract have high access to a grocery store, medical facilities within two minutes and parks within three minutes.

Regarding specific Census tracts, 5344.03, the closest tract in Cudahy to the proposed Salt Lake/Florence Station, the average household spends 18.4% of their annual household income on transportation [estimated to be an average of $13,330]. The average household in this tract also spends

33.4% of their household income on housing. Residents
living in this tract often drive to their destinations where it takes, on average, one minute to get to a grocery store, two minutes to get to a medical facility, and three minutes to get to a park.

Transportation-Related Social Exclusion
Transportation accessibility in Los Angeles County plays a critical role in social inclusion, with transportation disadvantages creating barriers to timely travel and connection.

Limited mobility options, inadequate infrastructure, and governance challenges can restrict access to jobs, education, and recreational opportunities. Negative externalities such as traffic delays, road closures, and vehicle-related accidents further exacerbate these issues, hindering social participation and deepening exclusion for many living in Los Angeles County.

Transportation-related social exclusion [TRSE] refers
to limited access to opportunities, services, and social networks due to inadequate mobility options in car-centric urban settings like Cudahy. This exclusion is often a byproduct of urban freeways, which exacerbate socio-economic and environmental challenges. It marginalizes individuals who face barriers to essential resources such as education, healthcare, and employment, preventing full participation in economic, political, and social life. Social exclusion occurs when external factors restrict residents’ societal participation despite their willingness to engage, creating a self-reinforcing cycle of limited opportunities. This cycle can be measured through indicators like education, income, employment, and political influence. Addressing social exclusion requires improving mobility and removing barriers that limit disadvantaged individuals’ ability to engage meaningfully in society.

The TRSE analysis encompasses seven categories: 1) exclusion from facilities, 2) geographical exclusion, 3) space exclusion, 4) time-based exclusion, 5) exclusion based on fear and prejudice, 6) economic exclusion, and 7) social position-based exclusion.

To the benefit of Cudahy residents, future development
plans should directly address TRSE by prioritizing accessibility and connectivity. Cudahy’s compact size and density— home to approximately 22,700 residents within just 1.23 square miles—position the city well for targeted economic and social investments that can enhance quality of life. The city’s existing infrastructure, including key north-south and east-west arterials like Atlantic and Florence Avenues, along with quieter interior streets, supports efficient circulation and mobility.

The planned right-of-way improvements, bike infrastructure, and transit projects, combined with the potential development of two new Metro stations, offer significant opportunities to expand safe, reliable, and affordable transportation options. These stations could serve as critical hubs that improve access to employment, education, and services
within and beyond the city. However, it is essential to proactively address potential negative impacts, such as displacement risks, rising housing costs, and changes to the existing community fabric. Policies that focus on affordable housing preservation, tenant protections, and equitable transit-oriented development [TOD] will be key to ensuring long-term benefits for current residents.

By leveraging its compact urban form, prioritizing multimodal transportation solutions, and thoughtfully planning for the Metro stations, Cudahy can reduce TRSE, promote economic opportunity, and foster a more connected and
inclusive city for all residents.

STRATEGIC PLAN FOR A THRIVING COMMUNITY 43

2.4 LITERATURE REVIEW
Metro Southeast Gateway Line Transit
Corridor Project Draft EIS/EIR
Los Angeles County
The Federal Transit Administration [FTA] and the Los
Angeles County Metropolitan Transportation Authority [Metro] are sponsoring a light-rail transit [LRT] project along the historic Southeast Gateway Line Transit corridor within Los Angeles County, renamed in 2024
as the Southeast Gateway Line. This new transit service will increase mobility and connectivity for historically underserved and transit-dependent communities,
improve travel times on local and regional transportation networks relative to not making this investment, and accommodate substantial future employment and
population growth. As part of the state-mandated environmental review process, Metro released the Draft Environmental Impact Statement/Environmental Impact
Report [EIS/EIR] for this project in 2021, allowing the City of Cudahy and the general public to share thoughts and comments related to the potential impacts of the
proposed project. As part of the EIS/EIR, Metro has
identified four alternative development scenarios as well as a no-build alternative to be considered for this project. Alternatives 1 and 2 would help to connect Cudahy residents to Downtown Los Angeles and the greater
region. Based on these development alternatives, a
“Locally Preferred Alternative” was determined by the
Metro Board of Directors–Alternative 1: Union Station to Pioneer. The forecasted opening date for the Southeast
Gateway Line will be 2035.

The Locally Preferred Alternative, Alternative 1, will
include the Southeast Gateway Line traversing through
Cudahy, with two stations [currently named the Florence/Salt Lake Station and the Firestone Station] planned just outside of city boundaries in neighboring Huntington Park and South Gate. During the public “‘Metro Southeast Gateway Line Transit Corridor Project” Build Alternatives and Design Options, page 9. comment period of the EIS/EIR, the City of Cudahy
submitted a comment letter outlining its support for
Alternatives 1 and 2, while highlighting key concerns
that would potentially impact its residents and the city as a whole.

The City of Cudahy’s feedback on the Southeast Gateway Line EIR/EIS underscores its endorsement for Alternative 1, the Los Angeles Union Station to Pioneer Station, and Design Option 2, involving the addition
of Little Tokyo Station within the Southeast Gateway
Line Transit Corridor. For major transit projects, Metro encouraged local jurisdictions to contribute up to 3%
of a rail project’s budget within the prescribed fiveyear period. As of 2016, this 3% in local match funds can be used to underwrite active transportation projects
that would help improve first/last mile connectivity. In the comment letter, the City of Cudahy expressed its
economic challenges at the time, which were further
exacerbated by the COVID-19 pandemic, and its inability to meet the 3% local match requirement. However, since
none of the stations are located within the City’s boundaries, Cudahy was not actually required to contribute the 3% match.

Recognizing the profound impact that the proposed
transit improvements will have on the environmental
health and socioeconomic vitality of the community,
the City of Cudahy contends that the proposed Alternatives inadequately address these concerns. The City of Cudahy also emphasized the potential ramifications of
the proposed stations, expressing concerns over potential gentrification and displacement of residents and businesses as well as the anticipated effects of traffic, parking, sound, vibration, and particulate matter.

The comment letter also questions and requests
clarification on the traffic and parking impact analyses conducted as part of the environmental review process. It also emphasizes the importance of
considering the appearance of the project regarding the visual impact of aerial alignments, sound walls, and lighting. It requests examples of sound
wall surface finishes and colors, promoting the need
for graffiti-resistant and visually attractive finishes.

Metro has prepared a First/Last Mile [FLM] Plan to
better understand active transportation accessibility
opportunities to and from these proposed light-rail
stations. The Project Team completed an existing conditions analysis and community engagement in Fall 2023 and was presented to the Board for adoption alongside
the final environmental review document for the rail
project in April 2024. As part of the Cudahy Together,
there are recommendations for first/last mile connectivity improvements for Cudahy residents and business patrons.

Metro Transit Oriented Development
Strategic Implementation Plan
Los Angeles County
In advance of the proposed Metro Southeast Gateway
Line, Metro released their Transit Oriented Development Strategic Implementation Plan [TOD SIP], which provides guidelines for land use and active transportation improvements surrounding each new transit station in its regional system, including the two proposed Florence/Salt Lake Station and the Firestone Station. The Metro TOD SIP provides local jurisdictions, like the City of Cudahy, a reference as they develop and implement
their own plans, policies, and economic development
and mobility strategies in the 12 proposed station areas.

With a focus on equitably and sustainably, Metro envisions a potential build-out scenario for each of the neighborhoods that surround the proposed Metro stations with an emphasis on providing greater multi-modal
access and connectivity.

As part of the study and planning of each of the
proposed Metro station areas, each jurisdiction shared
key issues, and outlined the preliminary vision and establish key goals. To prepare potential development scenarios for each of the stations, the community engagement involved design charrettes, developer forums, technical advisory meetings, and site tours. As part of the TOD
SIP Station Area Report, Metro recommends various
active transportation strategies and tools to implement potential improvements for:
→ People walking within a 15-minute or one-half-mile
walk of each station
→ People using bicycles, scooters and other micro-mobility vehicles to access the station and TOD within a 15-minute or two- to three-mile ride of the station
Firestone Station
The Metro TOD SIP vision for Southeast Gateway Line
Firestone Station is a “pedestrian-friendly, mixed-use, gateway district linked to employment, recreational and shopping destinations accessible through all modes of
transit”. The TOD SIP acknowledges that the City of
Cudahy has planned for the Entertainment District
north of the Patata / Firestone intersection and has
prioritized the development of a casino-based major
entertainment center north-west of the Azalea shopping
center. Metro’s vision also includes one where active
pedestrian paseos connect to vibrant public plazas
that are surrounded by mixed-use developments and
are organized in a compact urban form and density. To
help activate the pedestrian environment, groundfloor
commercial uses are envisioned with attractive frontages along busy streets.

To better connect transit riders to the City of Cudahy’s Entertainment District located northwest of the proposed station, the TOP SIP recommends “safe and
sensitively designed crosswalks at the Atlantic / Patata

44 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 45 SOUTH GATE CUDAHY 1 2 3 8 9 10 4
56 7

PATATA ST FIRESTONE BLVD

ATLANTIC AVE

VISSOLER AVE

DUDLEXT AVE

BURKE AVE
NORTH

STATION AREA CONCEPT PLAN
ACTIVE TRANSPORTATION: WALKABILITY

FIRESTONE
[ SOUTHGATE, CUDAHY ]
Transit Plaza Retail Plaza
Community Avenue High-Density Development
Couplet Parkway
Existing Azalea Shopping Center
Shared Parking
1243
Railroad Right of Way
Commercial Mixed-Use
Proposed Entertainment Sub-District
5 68
1079
LEGEND
West Santa Ana Branch TOD SIP 57
Existing Funded On Plans Potential
Class I Path
River Path Access
Class I Bridge
Class IV Separated Lanes
Class II Bu
ered Lanes
Class II Striped Lanes
Class II Striped Lane with Lane Reduction
Class III Route on Non-Arterial street with Tra c Calming Intersection Improvement - typically a signal
Facility - Additional Analysis Needed
Class I on WSAB ROW - may not be feasible
Class III on arterial - not included in network
Arterial Street (line)/Signal (dot)

NORTH EXISTING CONDITIONS & IMPROVEMENTS
Note: white dots are signalized intersections
ACTIVE TRANSPORTATION: MICRO MOBILITY

FIRESTONE
[ SOUTHGATE, CUDAHY ]
WB
EB
Convert closed
ped.bridge to
bike bridge
unlikley
unlikley
4 Widen sidewalk or add bike bridge
at Imperial Hwy. River crossing
PRIII-1 PRI-1
BII-5
BII-3
BIII-3
BIII-5
BIII-8
BIII-9
BIII-7 BIII-6 PRI-2
PRI-3
PRI-4
PRIII-5
PRIII-7 PRIII-9
PRIII-4
PRIII-3
PRIII-2
GLII-1
GLI-1
FSII-1
FSIII-1
FI-1
GLII-2
GII-1
GIII-1 G?-1
G?-2
GII-2
GII-3
GLII-5
GLII-6
GII-4
GII-7
GIII-2
GIII-3
GIII-4
GIII-5
GIII-6
GIII-7
FI-2
FI-3
FI-4
FI-5
FI-6
FSI-1
FIV-2
FIV-1
FIII-1
FII-1
FII-2
FIII-2
FIII-3
FIII-4
FIII-5
FS?-1
FS?-2
FSI-2
FSII-2
FSII-3
FSIII-2
FSIII-3
FSIII-4
FSIII-5
FSIII-7
FSIII-8
FSIII-9
FSIII-11
FSIII-12
FSIII-13
FSIII-6 FSIII-10
FSIII-14
HPIV-1
HPII-1
HPIII-1
HPI-1
HPII-2
HPII-3
HPII-4
HPII-5
HPIII-2
HPIII-3
HPIII-4
HPIII-5
HPII-6
HPIII-6
HPIII-7
HPIII-8
HPIII-9
HPIII-10
HPIV-2
HPIV-3
HPIV-4
BII-4
PRIII-11 PRI-5
Downey
Civic Center
PO
Library
Rancho Los
Amigos
LA Co.

Downey
Adult
School
Downey
Landing
Azalea
Shoppng
Center
PO
Library
South Gate
City Hall
Cudahy
City Hall
PO
PO
Bell City
Hall/ Library
Huntington
Park City Hall
Library PO
Vernon
City Hall
Rosecrans Av.

Somerset Bl.
akewood Bl.
ellflower Bl.

Paramount Bl.

Orange Av.

Downey Av.

Foster Rd.

River Bicycle Path
Clarke Av.

M M
Gabriel River Mid-Trail
Rio Hondo Bike Path Gardendale St. Imperial Hwy. Stewart and Gray Rd. Alameda St. Quill Rd.4th St. Dinwiddie St. 5th St.

Old River School Rd.

Rives Av.

Paramount Bl.

Brookshire Av.

Patton Rd.

Downey Av.

Lakewood Bl.

Firestone Bl.

Woodruff Av.

Washburn Rd.

Florence Av.

Columbia Wy.

Bellflower Bl.

Century Bl.

Main St.

WSAB ROW

WSAB ROW
v.

Jefferson St.

Stevens Av.
cNab Av.

Maplewood St.

Cerritos Av.

Ardis Av.

Howe St.

San Marcus St.

San Luis St. San Jose Av.

Monroe St.

Southern Av. Tweedy Bl.

Elizabeth St.

Santa Ana St. Liberty Bl.

Southern Pacific ROW
Firestone Bl. Michigan Av. Missouri Av.

Gage Av.

Bell Av.

Florence Av. Live Oak St. Clara St. Randolph St.

Ardmore Av.

State St.

California St.

Otis St.

Wilcox Av.

River Rd.

Hildreth Av.

Alexander Av.

Stanford Av.

Truba Av.

Atlantic Av.

Long Beach Bl.

Santa Fe Av.

California Av.

Bear Av.

Gifford Av.

Flora Av.

Woodward Av.

Vinevale Av.

Wilcox Av.

Walker Av.

Orchard Av.

Maywood Av.

Heliotrope Av.

Miles Av.

Albany Av.

Malabar St.

Pacific Bl.

Slauson Av.

Saturn Av.

Zoe Av.

Clarendon Av.

Belgrave Av.
58th St.

Vernon Av.

Soto St.

Vernon Av.

Leonis Bl.

District Bl.

Union Pacific ROW
Santa Fe Av.

Long Beach Av.
47th St.

Hoover St.

Hooper St.

Main St.San Pedro St.

Avalon St.Central St.

Broadway
Miramonte Bl.

Compton Av.

Holmes Av.
54th St.
51th St.
59th Pl.

Figueroa St.
67th St. 68th St.

Maie Av.

Crocket Bl.

Florence Av.

Nadeau St.

Broadway
Manchester Av. Firestone Bl.
92nd St.
79th St.
83rd St.
88th Pl.
92nd St.

Colden Av.
98th St.

Century Bl.
103rd St.

M
M
Birchdale Av.

Atlantic Av.

Independence Av.

Bandini Bl.

McKinley Av.

Atlantic Av.

Vernon Av.
37t St.

Patata St.

Hope St.

Seville Av.

Arthur Av.

Center St.

Industrial Av.
ucalyptus Av.

Los Angeles River Bicycle Path
Los Angeles River Bicycle Path
Fruitland Av.

Cottage St.

Av.

Salt Lake Av.

Rio Hondo River Trail
Carpintero Av.

Merkel Av.

Earnshaw Av.

I-710Frontage Rd.

Frontage Rd. E Miller Wy
Cong.Steve Horn Wy.

Abbott Rd.

Sequoia Av.

Filmore St.

Bissell St.

Arbutus Av.

McClure
Alameda
g
San Gabriel River Mid-Trail
4 S
P
4 4
4 4
4 4
4444
4 PPP
P
4 4
4 4
4 4
4 3
3 4
4 4
4 4
4 4
4 4

PARAMOUNT/

ROSECRANS
I-105/
GREEN
LINE

GARDENDALE

FIRESTONE

FLORENCE/

SALT LAKE

PACIFIC/

RANDOLPH
One-Half Mile
Three Miles
Arterial street
Controlled crossing of arterial street at an intersection Other controlled crossing at an intersection
Existing Funded On Plans Potential Class I Path
River Path Access
Class I Bridge
Class IV Separated Lanes
Class II Buffered Lanes
Class II Striped Lanes
Class II Striped Lane with Lane Reduction
Class III Route on Non-Arterial street with Traffic Calming Intersection Improvement - typically a signal
Facility - Additional Analysis Needed
Class I on WSAB ROW - may not be feasible
Class III on arterial - not included in network
Arterial Street (line)/Signal (dot)
1 mile
0 1/2 mile

1. Introduction 2. Station-Area Plans 111
West Santa Ana Branch TOD SIP 61
intersection” with consideration of both vehicular as well as potential heavy rail traffic at this intersection. While pedestrian safety must be the top priority at this intersec- tion, there are also placemaking opportunities here that can also enhance connectivity and accessibility to Cuda- hy’s Entertainment District. The TOP SIP also identifies the parcels adjacent to the Azalea Regional Commercial
Center in South Gate with residential and other uses that complement the surrounding commercial uses.

The concept plan envisioned by Metro focuses solely on
parcels within South Gate and does not include parcels
in Cudahy. This distinction is important, especially when discussing affordable housing and high-density residential development, as these are not the primary goals for the nearby parcels in Cudahy, which are part of the Enter-
tainment District.

Large industrial parcels surround the Firestone station area, many of which likely have contamination issues.

These issues can create significant challenges and
expenses for developers, particularly those focused on
affordable housing. Metro recommends factoring these
remediation costs into any financial feasibility analyses related to community benefits and affordable housing.

Metro also envisions a future development scenario that includes light industrial, office, and flexible land uses, providing a range of employment options, with oppor-
tunities for shared or reduced parking in any new devel- opments. Parking requirements are another expense that severely limits the development potential of a site, and Metro
recommends shared parking districts or parking based
on demand. Many cities have revitalized their mixed-use commercial districts by implementing a “park-once-andwalk” strategy where public parking is strategically placed in locations that are central to several destinations, while also enhancing the walkability and encouraging local
spending. Important to Cudahy Together, the TOD SIP
understands the impact that new development can have
on the existing community fabric and encourages the City of Cudahy to take proactive measures to support equita- ble growth in order to mitigate potential future displace- ment of both residents and businesses.

In terms of enhancing walkability, the Metro TOD SIP
mostly focuses its improvements in South Gate as
opposed to Cudahy, which does not align with the goal
of increasing multi-modal access into the Cudahy’s
Entertainment District, which does propose pedestrian
enhancements along Atlantic Avenue. It does however
identify “primary walk paths” and “secondary walk paths” that connect transit riders to Cudahy, and envisions Atlan- tic Avenue with the following roadway reconfiguration and active transportation improvements , providing recom-
mendations for design elements such as ground floor
street walls, street trees and lights, street furniture, and sidewalk width as seen below.

Additionally, a Class I bike path is proposed along the east side of Salt Lake Avenue in Cudahy, from Patata Street to Florence Avenue, which would provide safer connectiv-
ity between both stations by bicycle and micro-mobility options. Class II bikeways are recommended for Live Oak [westbound], Clara [eastbound], Patata, and portions of Santa Ana Streets, helping to improve east-west connec- tivity for bicyclists and increasing access to the LA River Bike Path for Cudahy residents. Class III bikeways are
recommended for Otis and Elizabeth Streets as well as
Atlantic and Wilcox Avenues, which would accommodate
north-south travel.

Florence/Salt Lake Station
The Metro TOD SIP vision for Southeast Gateway Line
Flore/Salt Lake Station is a “residential neighborhood
that promotes a walkable revitalized commercial corridor embracing Salt Lake Park and connecting the community
to other employment centers”. While the proposed station will be located in Huntington Park, its development has a direct impact on Cudahy residents and businesses. As
part of the station area concept, the TOD SIP envisions a pedestrian-friendly commercial corridor along Florence
Avenue with active building frontages adjacent to amplesized sidewalks, attracting park goers from nearby Salt Lake Park [Huntington Park] as business patrons as well as the serving the neighborhood-commercial needs of
existing residents.

The surrounding community would be characterized
as moderate density residential mixed-use adjacent to
the existing neighborhoods. Metro stresses the impor-
tance of taking proactive measures to support equitable growth in order to mitigate potential future displacement of both residents and businesses in the station area. Park- ing impact is also an important consideration for existing Cudahy residents, and innovative parking management
strategies must be explored with new development. This
area is also envisioned as a multi–modal transportation hub that accommodates bicycle and other transit modes.

The Metro TOD SIP did not include the City of Cudahy in its build-out scenario modeling, but rather focuses devel- opment recommendations in the cities of South Gate and
Bell. Like the Firestone Station study area, the Florence/ Salt Lake Station does however identify “primary walk
paths” and “secondary walk paths” that connect transit
riders to Cudahy, and envisions Salt Lake Avenue with the following roadway reconfiguration and active transporta- tion improvements
Key Takeaways:

The TOD SIP aims to improve multi-modal access and
connectivity around the Florence/Salt Lake and Fires-
tone stations, with upgrades for pedestrians, cyclists, and micro-mobility users, including new bike paths and
safer crossings.

4 6
STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 47 LEGEND

STATION AREA CONCEPT PLAN
ACTIVE TRANSPORTATION: WALKABILITY
NORTH

CUDAHY BELL

HUNTINGTON PARK FLORENCE AVE

WALNUT ST CALIFORNIA ST LIVE OAK ST FLOWER ST HOPE ST

WERK AVE

BECK AVE ANITA DR

CALIFORNIA AVE

BEAR AVE

SALT LAKE AVE
1 2
3 8
9 56
7 4
Existing Salt Lake Park Potential Development Site
Existing Mutual Water Company Tower Utility Transmission Easement Transit Plaza Boulevard Mixed-Use
Transit Oriented Mixed-Use Multi-modal Hub
12435 Townhouses
6879

FLORENCE / SALT LAKE
[ BELL, CUDAHY, HUNTINGTON PARK ]
West Santa Ana Branch TOD SIP 77
The Firestone Station is envisioned as a pedestri-
an-friendly, mixed-use district with safe crosswalks and enhanced pedestrian connections to Cudahy’s Entertain-
ment District, along with ground-floor commercial and
mixed-use developments to activate the area.

Large industrial parcels around the Firestone Station,
with contamination issues, pose challenges for develop- ment. The TOD SIP recommends factoring in remedia-
tion costs and suggests flexible land uses, such as light industrial, office spaces, and shared parking, to support economic growth.

The TOD SIP focuses on South Gate and Bell but acknowl- edges Cudahy’s Entertainment District, recommending
pedestrian upgrades along Atlantic Avenue and new bike
paths to improve connectivity and access to the proposed stations.

Metro stresses equitable growth and urges local juris-
dictions, including Cudahy, to implement measures like
innovative parking management and mixed-use devel-
opment to prevent displacement and benefit existing
communities.

Walk Path Type Primary Primary Primary Primary/Secondary Typical Street Type Arterial Arterial Arterial Arterial Primary/Secondary Adjacent Buildings - Implementation Tool: Development Standards Typical Building Uses Commercial/Mixed Commercial/Mixed Varies Varies Predominant Street Level Uses Commercial Commercial Varies Varies Ground Floor Street Wall Design
Setback 0-5' 0-5' Varies Varies
Building Entrance Orientation Sidewalk Sidewalk Varies Varies Transparency (Windows/Doors) 75% 75% Varies Varies
Sidewalks
Minimum Width
Total 20' 15' 12' 10'
Tree/Parkway Zone* 8' 7' 6' 5'
Walk Zone 8' 8' 6' 5'
Building Frontage Zone 4' N/A N/A
Curb Cuts/Driveways
Preferred Location Alley/side street Alley/side street Varies Varies Quantity & Width As few and narrow as feasible to reduce ped confl icts and vehicle speed.

Sloped Portion Within parkway zone to the extent feasible, so walkway zone is fl at.

Street Trees
Spacing Spaced to provide a continuous shade canopy.

Design Adjacent to commercial development, minimum 30' height with a single trunk so they can be pruned up above ground-fl oor business signs.

Parkway or Tree Well Parkways with a 4' wide path every 2 parking spaces are preferable. 12' tree wells at bus stops and other high pedestrian volume locations.

Street Lights
IntersectionXXX
X
Roadway (+30' poles)XXX
X
Pedestrian (+12-15' poles)XX
Furnishings
Seating (1 seat = 18 linear inches) 3 seats/100' 3 seats/100' Typically not required
Typically not
required
Trash receptacles 1/100' 1/100' Typically not
required
Typically not
required
Wayfi nding/Placemaking
Elements
Provide as needed to direct pedestrians to station.

Controlled Street Crossing
Spacing (ideal/maximum) 300'/600' 300'/600' 300'/600'
Spacing (ideal/maximum) 15-20' 15-20' 10-15' 10'
Sidewalk Type
ABCD
STREET DESIGN PARAMETERS The A, B, C, and D street design parameters included in this table are applied to streets in each station area, as noted in the Active Transportation: Walkability section of each Station Area Profi le. 30 West Santa Ana Branch TOD SIP
WEIK
AVE
AVE
BECK
AVE
ANI
TA DR

WALNUT ST

WALNUT ST

CALIFORNIA ST LIVE OAK STFLOWER ST

GRAND ST

OLIVE ST

HILL ST
BELL
AVE

BROMPTON
BECK
AVE
WEIK
AVE
ACACIA
AVE

STATE ST

SALT LAKE AVE

T LAKE AVE

BISSELL VE

STATE ST

BENSON ST

TS AKSALP

HOOD ST

NEWELL ST

BEAR AVE

SAN LUIS AVE

CORONA AVE

GIFFORD AVE

GIRIVERSIDE AVE

CORONA AVE

OTIS AVE
Otis AVE
Lugo Park

POTENTIAL IMPROVEMENTS EXISTING CONDITIONS
00’
Boundary of 1/2-mile walk zone
Primary walk path
Secondary walk path
Controlled crossing of arterial street
Typical sidewalk width by block face
Expanded boundary of 1/2-mile walk zone
Primary walk path
Secondary walk path
Controlled pedestrian crossing
Sidewalk type by street (see matrix on page 29)
1 Station area speci  c improvements A
Teresa Hughes
Elementary
School
Camp Little
Bear Park
Corona
Avenue
Elementary
School
Ernest
Debs
Park
Magnolia
Science
Academy
Salt Lake
Park
Hope Street
Elementary
School
State Street
Elementary
School
Lucille RoybalAllard
Elementary
School
WEIK
Bear Park
Academy

BEAR AVE

BISSELL AVE BISSELL
Salt Lake VE
Park BISSELL

FLORENCE
AVE

CALIFORNIA AVE

CALIFORNIA AVE

FLORENCE AVE SATURN AVE

BELL AVE

SALT LAKE AVE CALIFORNIA AVE

STATE ST

OTIS AVE

LIVE OAK STCLARA ST

HOPE ST HOPE ST

CUDAHY BELL

BISSELL ST

BEAR AVE

CALIFORNIA AVE

FLOWER ST WALNUT ST CUDAHY
WSAB
8’
8’
12’
8’ 12’
12’
4’ 4’
4’ 4’ WALNUT ST
4’
4’
5’
4’SALT LAKE AVE
12’ 11’
10’ 10’
6’
8’
6’
14’
14’
14’
5’ 5’
5’ 5’
10’
14’
1 2
3 B
B
D
ACTIVE TRANSPORTATION: WALKABILITY

FLORENCE / SALT LAKE
[ BELL, CUDAHY, HUNTINGTON PARK ]
NORTH
West Santa Ana Branch TOD SIP 79

48 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 49 Cudahy General Plan - Circulation Element
City of Cudahy
The City of Cudahy Circulation Element within the General Plan, which was updated in 2018, proposes a long-term strat- egy to improve multi-modal connectivity and accessibility for residents and businesses as well as create a more sustainable and equitable transportation network. As informed by the Cudahy community, many of whom do not drive and/or do not own a car, this Element envisions a safe and well-connected transportation network that accommodates all road users and encourages walking, bicycling, and public transit use.

The Circulation Element classifies and identifies improve- ments to roadway networks, public transportation systems, and bicycle and pedestrian pathways. This Element presents a comprehensive citywide strategy to reduce traffic conges- tion, enhance road safety, and improve air quality by reducing the need for individual vehicle trips, which thereby reduces traffic congestion and vehicle emissions. The Circulation Element also emphasizes ride-sharing initiatives, incentiviz- ing public transit use, and enhancing cyclist safety measures.

The Cudahy community also expressed the desire for
greater physical activity and social connectivity in the form of shorter distances from their homes and workplaces to key neighborhood destinations such as markets, businesses, parks, and schools, which directly relates to, and is consis- tent with, the other Elements in the General Plan. The
Circulation Element presents streetscape improvements
to enhance pedestrian and ADA accessibility as well as
contribute to the overall sense of place of the commu-
nity through the use of transportation infrastructure. This includes streetscape improvements designed to enhance
the transit experience, such as enhanced bus shelters, waste disposal bins, comfortable seating, shade trees, and provid- ing essential transit information at key bus stops throughout Cudahy but prioritized along Atlantic Avenue. Directional and informational signage was also identified as a need in the community to improve wayfinding and to enhance the
sense of place. City-branded wayfinding signage should
consider bilingual translations and should be placed at stra- tegic points throughout the city with information sharing directions to key destinations and the distance to travel to them on foot, bike, and bus. Americans with Disabilities Act [ADA] accessibility is also a focus in the Circulation Element to ensure that future streetscape improvements and ameni- ties leave adequate space for convenient movement and
the accessibility of the physically challenged.

To improve transportation safety and accessibility, the Circulation Element identifies potential areas to focus streetscape and intersection improvements that create
more “complete streets”, which reimagines the street with all road users in mind. At the street intersections identified in the map above, the City aims to add curb extensions, raised medians/crossing islands, leading pedestrian inter- vals, and protected left-turns.

One of the most creative ideas set forth as part of the Circu- lation Element is the proposed Salt Lake Avenue “placemak- ing cul-de-sacs” concept. Envisioning a community where Cudahy’s streets can be better places for pedestrians and bicyclists, this proposal would limit vehicular access to streets that intersect Salt Lake Avenue, creating cul-de-sacs that would improve transportation safety as these streets are currently used as shortcuts and encourage unsafe driv- ing behavior. Traffic control devices such as bollards or other permanent structures are suggested, along with landscap- ing and street furniture, tot lot play equipment, and shade structures to create a more appealing space and add to the community’s sense of place. Additionally, according to Los Angeles County, park space and access is extremely limited, and this idea could provide a “car-light” recreation or gath- ering space for neighborhood residents to enjoy. While the Circulation Element considers all streets that intersect with Salt Lake Avenue as potential placemaking cul-de-sacs, the intersections of Salt Lake Avenue/Walnut Street, Salt Lake Avenue/Flower Street, and Salt Lake Avenue/Olive Street are identified as priority areas of study.

50 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 51 Streetscape and Intersection Improvements Baseline Streets and Rail Circulation System

52 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 53 Another creative transportation and placemaking project identified in the Circulation Element is the creation of the Otis Avenue Pocket Park at the corner of Otis Avenue and Elizabeth Street. By closing Elizabeth Street to vehicles between Salt Lake Avenue and Otis Avenue, Cudahy can
create a car-free pedestrian-oriented space for adjacent neighborhood residents. Elizabeth Street can be blocked with moveable bollards or more permanent structures, and street furniture, landscaping, and shade structures can be installed to create a more appealing and accessible space.

The Circulation Element identifies that the only Class I bikeway [a path dedicated exclusively for bicyclists] in Cudahy extends along the banks of the Los Angeles River channel, which is under the jurisdiction of Los Angeles County. Therefore, expansion of the Cudahy bicycle network must involve expanding residents’ ability to connect to the Los Angeles River. Access points that were identified include bicycle facilities and pedestrian improvements along Clara, Elizabeth, Live Oak, and Cecilia Streets, which directly connect with the Los Angeles River Bicycle Path. Connections through Cudahy Park should be considered as well. The Circulation Element proposes a Class I bicycle and pedestrian facility along the Union Pacific Railroad San Pedro Branch rail rightof-way, acknowledging that any bicycle and/or pedestrian use along this right-of-way will require funding and coordination with Metro.

Bicycle, Pedestrian, and Roadway Improvements

54 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 55 The map on the previous page presents the proposed
Cudahy bicycle network. In this vision, there will be Class I bicycle paths along the Los Angeles River Bike Path,
Salt Lake Avenue, and a bicycle/pedestrian bridge to Bell Gardens. Class II bicycle paths, designed for the exclusive or semi-exclusive use of bicycles, are envisioned for Live Oak Street [eastbound], Clara Street [westbound], Wilcox Avenue [northbound], and Santa Ana Street [between Salt Lake Avenue and Atlantic Avenue]. Lastly, Class IV bicycle paths, protected bike lanes that include a separation or physical barrier between the bikeway and through vehicular traffic, are proposed for Wilcox Avenue, which would include northbound and southbound protected bicycle lanes. The
bicycle network presented in this Circulation Element aligns with the proposal identified as part of the Gateway Cities Strategic Transportation Plan, with the exceptions to the vision for Wilcox Avenue as well as opportunities for Class III bicycle paths.

The public transit systems that support Cudahy residents are the Cudahy Area Rapid Transit circulator [CART] and various local and rapid Metro bus lines. As part of the Circu- lation Element, the City is to consider streetscape and mobility improvements that enhance first/last mile connec- tivity to the proposed Southeast Gateway Line.

Regarding vehicular parking, the Circulation Element
proposes the development of parking districts in impacted areas such as along Atlantic Avenue within all three subdis- tricts: Commercial Core, Entertainment, and Town Center.

The parking districts will provide residents and visitors designated area[s] to park while visiting businesses along the Atlantic Avenue corridor and will discourage visitors from parking in adjacent residential neighborhoods. The parking districts could permit shared parking among a vari- ety of land uses, thus “right sizing” the number of parking spaces provided along the corridor. Parking districts will also encourage users to park once and walk to a number of destinations within the district, encouraging more spending within Cudahy.

Relevant Policies → CE 1.3
Improve local circulation systems for pedestrians, bicy- clists, and automobiles through the implementation of
Complete Streets measures, reconfiguring intersection
geometrics, and reducing effective block length
→CE 1.5
Encourage carpools/vanpools and telecommuting
by implementing citywide Transportation Demand
Management policies
→CE 1.7
Ensure city streets meet Americans with Disabilities
Act [ADA] requirements
→CE 2.2
Improve vehicular, pedestrian, and bicyclist traffic flow and safety near schools to fulfill goals in the Safe Routes to School plan
→CE 2.4
Increase the visibility and quality of public transit
stops throughout Cudahy, making public transit use
comfortable, accessible, and practical for users of all ages and abilities
→CE 2.5
Require bicycle parking in new and significantly remod- eled public and private developments
→CE 3.2
Develop and maintain a comprehensive bicycle and
pedestrian network that connects local destinations
to the neighborhoods
→CE 3.3
Encourage the construction and the operation of a
regional rail system [Metro Eco-Rapid Transit] and the
development of nearby stations in South Gate and Bell
→CE 3.4
Promote and increase access to and availability of fixedroute buses by enhancing transit stops and collaborating with Metro on future bus route evaluations →CE 3.6
Improve the safety and increase the provision of side-
walks throughout Cudahy, including installing and/or
repairing missing or degraded sidewalks; requiring new
development to provide sidewalks, pedestrian path-
ways, and plazas; and providing for sidewalk widening
along Atlantic Avenue
→CE 4.2
Explore options for shared parking and creating a “park once” environment for the Atlantic Avenue subdistricts
to encourage patrons to walk to multiple destinations
instead of driving and re-parking

56 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 57 Gateway Cities Strategic Transportation Plan
Los Angeles County
In 2016, the Gateway Cities Council of Governments
[GCCOG], the coordinating body for the Southeast LA
Region, created the Gateway Cities Strategic Transportation Plan [STP] which aims to bring together all facets of transportation systems within the Gateway
Cities [among which there are 27 local jurisdictions],
with the City of Cudahy being an integral part of this
collaboration. The STP explores future visions of the
region’s freeways, arterial highways, transit, bikeways, pedestrian facilities, and technology infrastructure.

This collaborative process will aim to ensure regional
connectivity between cities as one city’s transportation improvements can negatively impact a neighboring city,
so identifying a cohesive plan that positively impacts all cities within the Southeast Los Angeles region is key.

Strategies presented as part of the STP are tailored
to benefit low-income residents in the Gateway Cities,
including many Cudahy residents, who face barriers
to vehicle ownership and thus rely heavily on public
transportation. The STP also seeks to enhance air quality and mitigate greenhouse gas [GHG] emissions by prioritizing improvements in non-vehicular mobility,
specifically by adding protected bike lanes, expanding
the urban forestry, and enhancing pedestrian-oriented
development to create a cleaner and healthier environment for residents. Recommendations by the STP for freeway systems improvements within Cudahy include
intersection improvements, signal coordination, access
management and considerations around widening and
improving bridges.

For cities within the region that have limited public transit access and options, such as Cudahy, the STP provides local jurisdictions with a plan to enhance various aspects of the regional and local public transportation network.

The STP emphasizes the need to enhance first/last mile
pedestrian and bicyclist access, including improvements to safety of access points, crossings, and addressing
issues like poorly lit transit stops and damaged sidewalks. The STP also underscores the importance of providing enhanced bus stop amenities tailored to the
needs of individuals with disabilities and the elderly, including features such as ADA accessibility, enhanced
seating, and informational signage.

Salt Lake Avenue in Cudahy was identified as a crucial
part of the proposed Southeast Gateway Line Bikeway
project that would provide up to 15.1 miles of continuous trail and connecting eight cities in Southeast Los Angeles once fully built-out. Active transportation improvements are also required on Atlantic Avenue in order to connect to the larger regional network. Another active transportation project identified in the STP is to improve the bridge that connects Cudahy residents to Bell Gardens to the east.

A significant effort is underway to expand access to
the LA River by creating a continuous bike lane running parallel to it, connecting various jurisdictions. This strategic initiative aligns with the broader goal of enhancing connectivity for pedestrians and bicyclists, enabling more convenient access to key destinations such as
workplaces, shopping centers, recreational areas, and
other places of interest. By promoting sustainable transportation options, it aims to improve residents’ quality of life while supporting environmental goals. Furthermore, this initiative integrates seamlessly with Cudahy’s riverfront overlay, which focuses on restoring natural functions for groundwater recharge and habitat preservation, while also envisioning the expansion of high-density,
mixed-use residential developments across the LA River.

Key Takeaways
→ Implement key active transportation projects along
Salt Lake Avenue and Atlantic Avenue.
→ Facilitate first/last mile connections to transit,
enhancing accessibility and safety for residents
who walk, bike or utilize any form of non-vehicular
transportation to access transit lines and stations.
→ Improve connectivity to the Los Angeles River Bike
Path and the bridge to Bell Gardens.
→ Majority of low-income residents within the Gateway region are within a 0.25-mile radius from a dedicated bike lane or transit, and the STP looks
to close the gap of equal access to transit and bike
lane accessibility.

Long Beach - East Los Angeles Corridor Mobility Investment Plan The LB-ELA Corridor Mobility Investment Plan (CMIP)
is Metro’s initiative for developing transportation infrastructure along the corridor that centers equity, inclusion, sustainability, and the community’s needs, while recognizing its complex racial, economic, and environmental history. The Plan champions goals, principles, issues, and priorities informed and identified by stakeholders through listening sessions, identified by
stakeholders through listening sessions, surveys, and
meetings as well as research and in-depth assessments
of existing conditions, trends, and data. A Task Force, the Community Leadership Council [CLC; not to be
confused with the CLC for this planning effort], and an Equity Working Group were created to help draft the
Plan’s vision and its priorities.

Relevant Highlights
→ Metro is preparing an I-710 CMCP to compete for
part of the $250 million in state funding from Senate
Bill 15, which will help deliver Measures R and M.
→ The Atlantic Complete Street Corridor project will
redesign Atlantic Avenue between Ocean Boulevard
and SR 60, adding bike lanes, pedestrian paths, crosswalks, transit amenities, safety features, landscaping, public art, green spaces, trees, and water quality features like bioswales. [Includes Cudahy]
→ The I-710 Multimodal Freeway Safety and Operations
project will bundle 12 interchange and two auxiliary
lane projects for an Alternatives Analysis/Prioritization study. This will assess which projects should move to
preliminary engineering and environmental analysis,
considering updated traffic data, safety, and impacts like displacements and air quality. A strong public engagement process will be included. [Includes Cudahy] → The Bus Electrification Projects aim to accelerate the deployment of zero-emission (ZE) transit and vanpool
vehicles in the LB-ELA Corridor, including electrifying public and school buses and adding ZE charging infrastructure. Metro will expand its electrification efforts and collaborate with GCCOG and local jurisdictions on
ZE transit projects, such as a ZE trolley along Atlantic through Maywood, Bell, Cudahy, and South Gate.
→ Active Transportation Modal Program - LB-ELA_0208
- Salt Lake Avenue Pedestrian Accessibility Project -
Cudahy project aims to improve pedestrian accessibility along Salt Lake Avenue in Cudahy by enhancing sidewalks, crosswalks, and safety features, making it
easier and safer for residents to walk and access transit and local destinations. → In October 2021, the Metro Board committed $50
million in seed funding for an I-710 South Zero-Emission Truck (ZET) Program as part of their effort to improve air quality. Metro then formed a ZET
Working Group, which includes Task Force, CLC
members, and industry representatives, to develop
the program based on the Board’s adopted ZE technology guidelines. → Rail to River Active Transportation Corridor Segment
B [LB-ELA_0006]
→ This 4.5-mile active transportation corridor connects the LA River to the Slauson A Line station and links
to Segment A. It follows the Randolph Street rightof-way between the Slauson A Line Station and the LA River. The Randolph Bike and Pedestrian Project
[LB-ELA_0066] covers the eastern half of this corridor, located in the City of Bell, between Maywood Avenue and the LA River.
→ Blue Line First/Last Mile Plan Improvements
[LB-ELA_0008]
→ The Del Amo project will expand bike infrastructure
with protected lanes to improve safety for cyclists
traveling to the Metro A Line Del Amo Station and the
18-mile LA River bike path. Del Amo Blvd faces safety
challenges due to the I-110, I-405, and I-710 freeways, which create barriers and contribute to pedestrian
and cyclist fatalities. Improvements on Avalon Blvd,
connecting to the university, will enhance active transportation safety for students. The project includes protected bike lanes, intersection upgrades with refuge islands, dual curb ramps, high-visibility crosswalks, and leading pedestrian intervals, all aimed at reducing risks and supporting LA County’s Vision Zero goals.
→ I-710 Freeway Lids, Caps and Widened Bridge Decks
[LB-ELA_0181] - Widen arterial bridge decks at key
locations over the I-710 Freeway/LA River Channel
to provide “land islands,” “urban parklets,” and “green belt” connections over I-710 and the LA River. Include
pedestrian/bicycle pathways.
→ Southeast Gateway Line Bike and Pedestrian Trail
[LB-ELA_0111] - Implement Phases 1 through 4 of Bike
and Pedestrian Trail [Class I] along RR ROW between
LA River and Sommerset. Includes lighting, fencing,
landscaping, flashing beacons, decomposed granite,
ADA curb ramps, and street furniture.
→ Programs Recommended for Initial InvestmentLB-ELA_0055 - I-710 LA River Bike Path This project aims to develop a dedicated bike path along the I-710
corridor, connecting communities to the LA River bike
path. The goal is to improve active transportation
options, enhance connectivity, and promote cycling
as a safe and viable mode of transit in the region.
→ Active Transportation Modal Program - LB-ELA_0007
- LA River Path – Central LA [Maywood to Elysian
Valley] This project focuses on developing the LA
River Path for active transportation, connecting
Maywood to Elysian Valley, to improve cycling and
walking routes along the river.

58 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 59

60 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 61

2.5 RELEVANT PUBLIC PROJECTS
Cudahy Area Rapid Transit
City of Cudahy
The City of Cudahy provides free daily transportation
around the city for residents through a program called CART [Cudahy Area Rapid Transit]. CART operates from 7am to
6pm daily and provides seven stops at these key locations identified by the City: → City Hall → Cudahy Plaza → Atlantic / Clara → Market Place → Elizabeth / Otis → Cudahy Plaza → Cecilia / Wilcox Although CART provides seven set stops throughout the
city, a resident may also wave down a bus anywhere along the existing route. This route helps connect residents with amenities throughout the city like local grocery stores, medi- cal facilities, and parks, while also offering an alternative to personal vehicular activity. As the proposed transit stations are being planned, the CART transportation system will be key in transporting visitors and residents throughout the city.

There is also the opportunity to enhance and redefine these CART stops based on evolving community needs.

62 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 63 Listening Sessions
The listening sessions allowed for community members to share their concerns, priorities, and ideas early on in the engagement process. This information set the stage for all other outreach events.

Themes:
→ Participants highlighted the need for better wayfinding signage throughout the community.
→ Participants emphasized the importance of infrastructure improvements and additions to enhance the overall functionality and accessibility of the community such as bike amenities, more parking and a sound wall
→ Participants shared the importance of improving
accessibility throughout the community for all modes
of transportation.
→ Participants emphasized the need for Transit-Oriented Development [TOD] related-improvements to create
more connected, walkable, and sustainable communities such as traffic calming, intersection upgrades, and wider sidewalks
→ Participants emphasized the importance of improving
connectivity to neighboring cities to create a more integrated and accessible community.

Walk Audit
The following data is representative of the walk audits conducted in April at both transit stations located in South Gate and Huntington Park. These audits involved a detailed, on-the-ground assessment of pedestrian infrastructure,
safety, accessibility, and overall walkability around each transit station. Participants in the audits, including local residents, community leaders, and planning professionals, and they examined factors such as sidewalk conditions, crosswalk visibility, lighting, proximity to key amenities, and potential barriers to pedestrian movement.

The following list summarizes the observations recorded during the two Walk Audits:
→ Some crosswalks and roadway striping have faded and
are hard to see especially on Otis and Salt Lake Avenues → Explore opportunities for landscaping, beautification, improved bus stop amenities, bulky item pick-up, and shade → Pavement quality could be improved on most roadways,
particularly for people driving and biking
→ Intersections could be improved with extended sidewalks, updated striping, signage, and other treatments to increase visibility and reduce driver/pedestrian conflicts through increased yielding of vehicles
→ Vehicle traffic and speeds suggest traffic calming treatments can enhance conditions for people walking and biking [speed humps or traffic circles were discussed]
→ Sidewalks lack shade for pedestrians
→ Sidewalk condition is poor and repairs are needed in
several locations
→ Participants noted the importance of using native plants and trees when installing vegetation/landscaping
→ Lighting/visibility at night could be improved
Survey
In the survey, community members were asked about the
modes of transportation they most commonly use to navigate Cudahy, the challenges they face while getting around the city, and their suggestions for addressing these issues.

Participants shared valuable insights, which have been
summarized below:

Themes:
→ The majority of participants indicated that walking
is their primary mode of transportation for getting
around Cudahy.

Community Voice
→ The second most common form of transportation is drivWhich of these modes of transportation do you typically use to get around the city? 0 50 100 150 200
Other
Wheelchair
or other
mobility aids
Bicycling
Carpool
Bus
Drive Alone
Walking
Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities
154
152
9 11
6 7
59 58
63 32
4 89
79 65
33 7
5 1
1 1
2 113
60 62
44 24
6 81
26 32
42 15
Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities

64 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 65 What issues do you face as you move around the city in your main mode of transportation? 0 10 50 100 150
Safety
Concerns
Street
Infrastructure
Traffic
Cleanliness
and Sanitation
Lack
of Buses
Homelessness
Public Transit
Amenities (Bus Stops,
Bus Canopy)
Parking
Bike Lanes
Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities
42 86
73 62 42
11 58
37 31
20 18
18 16
13 40
28 24
10 13
14 13
9 30
21 15
7 8
9 8
52 30
26 15
16 15
11 11
0 2
1 9
1 2
0 2
0 Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities
Based on your response to the previous question, how do you envision fixing the areas of concern?
0 10 50 100 150
Community
Events and
Involvement
Addressing
Homelessness
Increase
City Staff
Involvement
Public Transit
Improvements
Neighborhood
Beautification
and Clean Up
Increase
Police Presence
and Security
Presence
Street
Infrastructure
Improvements
Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities
79 69
2 1
0 7
32 22
20 14
40 28
25 19
1 56
25 20
18 14
48 16
17 15
3 0
3 4
3 13
18 12
9 14
8 Overall Priorities
Low-Income
Renters Priorities
Youth Priorities
Active Transportation
Priorities
Senior Priorities

66 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 67 ing alone, with a significant number of participants using this method to navigate the city.
→ Participants expressed concerns about safety, with
many feeling uneasy while traveling through the streets of Cudahy.
→ Participants noted that the current street infrastructure in Cudahy is insufficient to accommodate all modes of transportation effectively. There are notable gaps in accessibility and safety for pedestrians, cyclists, and public transit users.
→ Traffic congestion was identified as a major issue by most participants, with many expressing concerns about
delays, congestion, and the impact on overall mobility
within the city.
→ Participants identified street infrastructure improvements as the top priority for addressing these issues.

They emphasized that upgrading roads, adding safer
pedestrian pathways, improving bike lanes, and enhancing traffic flow would be key to resolving congestion and making the streets safer and more accessible for all users.

Open House One
The Open House featured an interactive map activity where participants used pogs inscribed with suggestions such as “add lighting” or “more seating” to indicate areas in need of improvement. Participants placed these pogs on the map, providing valuable insights on what changes were desired and where. Below are the results from this activity.

Themes:
→ Participants highlighted the need for improved lighting and better bikeways along Atlantic Avenue. Additionally, there was a call for more trees to enhance the pedestrian experience and for the introduction of traffic calming
measures to improve safety.
→ Participants suggested that Clara Street Park could benefit from the addition of bikeways, improved ADA accessibility, and more seating options to enhance the overall experience for visitors.
→ Participants expressed a need to reduce traffic noise on Clara and Salt Lake Streets, as well as the anticipated noise from the upcoming transit station.
→ Participants highlighted the need for improvements to the bike lanes on Walnut Street.
→ Participants noted the need for additional infrastructure on Walnut and Otis Streets to help reduce car speeds.
→ Participants emphasized the need to reduce traffic
congestion on Salt Lake and Santa Ana, particularly
during the afternoon hours.
→ Participants suggested adding more greenery on Cecilia and Salt Lake to enhance the pedestrian environment.

Roundtables
The roundtables provided a space for community members to thoughtfully prioritize their most important ideas mentioned in previous engagement, ensuring that what rose to the top truly reflected what was best for the community.

Themes:
→ Participants suggested adding more pedestrian amenities, such as hydration stations, shaded seating areas, and other comfort features, similar to those found at
bus stops.
→ Participants recommended modifying street striping and considering one-way traffic configurations to improve
safety and create more space for alternative transportation options. → Participants highlighted that the Salt Lake and
Otis train crossing is in urgent need of improvement, given its proximity to local schools and parks. → Participants suggested extending the curbs to help
reduce burnouts and enhance pedestrian safety.
→ Participants advocated for a regional bike master plan rather than a localized one, emphasizing the importance of creating a cohesive network that connects multiple communities.

Open House Two
At the final Open House, residents had the opportunity to provide feedback on the recommendations that emerged
from an extensive community engagement process focused
on the Equity study. The following themes directly reflect the input gathered during these discussions.

Themes:
→ Participants suggested adding green roofs to bus stops, incorporating plants that could help absorb pollution and improve air quality.
→ Participants recommended planting more trees near
Southgate Station to improve the area’s aesthetics,
provide shade, and enhance the overall environment for
pedestrians and transit riders.
→ Participants suggested adding a hydrogen station to
encourage residents to explore alternative, environmentally friendly fuel options. → Participants highlighted that adding a bike lanes would provide a safer, more efficient way for cyclists to travel to different destinations.
→ Participants emphasized that improving the connection between surrounding cities is crucial for enhancing regional mobility and fostering a stronger sense of community.

2.6 EQUITABLE MOBILITY GOALS
Equitable Mobility Goal 1.

Enhance walkability citywide with pedestrian infrastructure [e.g., curb extensions, high-visibility crosswalks, leading pedestrian intervals, etc.] and furniture [e.g., seating and shade].
→ Action Item: Implement shade and seating for pedestrians at locations that are spaced at 15-minute walking intervals, at most. Consider overlap with bus stops.
→ Metric: Average walking time between shaded
seating areas.
→ Action Item: Implement pedestrian infrastructure
improvements identified in the Southeast Gateway Line
First-Last Mile [FLM] Study.
→ Metric of Evaluation: Percent of pedestrian infrastructure improvements from the Southeast Gateway Line FLM Study implemented.

Equitable Mobility Goal 2.

Ensure that essential comprehensive and affordable healthcare-related services, and job opportunities oriented towards the young adult population [aged 29 or younger] are accessible within Cudahy. → Action Item: Survey where residents obtain healthcare-related services and identify opportunities to incentivize similar services in Cudahy. → Metric of Evaluation: Percent of residents that
receive healthcare-related services in the City
of Cudahy.
→ Action Item: Conduct a job opportunities study
that is oriented towards job prospects for the young
adult population.
→ Metric of Evaluation: Percent of residents ages 29 or younger that are employed by jobs located in Cudahy.

Equitable Mobility Goal 3.

Coordinate with the neighboring cities - particularly Bell, Huntington Park, and South Gate - to implement equitable mobility projects.
→ Action Item: Meet with neighboring cities on a quarterly basis to discuss needs and identify opportunities for mutually-beneficial solutions.
→ Metric of Evaluation: Percent of quarterly meetings
successfully scheduled and executed.

Equitable Mobility Goal 4.

Upgrade and implement protected bicycle facilities [Class IV], and associated supplementary infrastructure [i.e., bike parking], to future Southeast Gateway Line stations [e.g., Florence/Salt Lake and Firestone].
→ Action Item: Implement all existing planned bike
facility projects.
→ Metric of Evaluation: Percent of planned bike facility projects implemented.

Equitable Mobility Goal 5.

Upgrade all bus stops citywide to provide minimum bus stop amenities of shade, seating, and trash.
→ Action Item: Implement minimum bus stop amenities at
all Cudahy Area Rapid Transit [CART].
→ Metric of Evaluation: Percent of CART bus stops
within the City that have minimum bus stop amenities.
→ Action Item: Coordinate with Metro to implement minimum bus stop amenities along bus routes 260 and 611 within Cudahy.
→ Metric of Evaluation: Percent of Metro bus stops
within the City that have minimum bus stop amenities.

STRATEGIC PLAN FOR A THRIVING COMMUNITY 69

2.7 Equity Study
Recommendations
Lead Agency
City of Cudahy - Public Works Department
Supporting Partners
City of Cudahy - Community Development
Department
City of Cudahy - Community Services
Department
Los Angeles County Library
Local School Districts
Priority
Long-Term (5-10 years)

2.1.1. Civic Tree Initiative
Overview
To enhance the walkability
of Cudahy streets by planting
shade-providing trees
along setbacks of existing
civic and institutional uses,
creating a more inviting and
comfortable environment for
pedestrians. This initiative
would involve strategically
planting trees in public
spaces, such as parks,
community centers, libraries,
and schools within 5’ of the
sidewalk, to provide shade
and improve the overall
aesthetic of the city.

POLICIES
Context
While the tree canopy across Los Angeles Canopy
is 20% the City Cudahy has some of the lowest for a
City with 12% average tree canopy. Many of the streets
across the city do not have sufficiently wide sidewalks for accommodating street tree planting. A number of
public facilities front onto these streets, providing the opportunity to plant trees within the front setback,
expanding the urban forest while improving the curb
appeal for those public facilities.

70 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 71

2.1.1 Civic Tree Initiative

2.2.1 First-Last Mile Improvements

PROJECTS
Lead Agency
City of Cudahy - Community Development
Department
Supporting Partners
Los Angeles Metropolitan Transit Authority
City of Cudahy - Public Works Department
City of Bell
City of Huntington Park
City of South Gate
Priority
Short-Term (0-2 years)
Overview
Collaborate with Metro and neighboring cities to
implement first-last mile improvement strategies that
enhance connectivity and accessibility to two new
transit stations.

These improvements are in addition to the recommendations Southeast Gateway Line First/Last mile plan, ensuring improvements are reflective of the local communities needs. Proposed improvements include:
wayfinding, landscaping, shade, and pedestrian lighting for Metro station perimeters; station upgrades such as bike parking, landscaping, shade, pedestrian lighting, hydration and device charging stations, seating, and public art; upgrading all bus stops within 1/2 mile of the station area with amenities like shade, seating, and trash receptacles; intersection improvements including high-visibility crosswalks, leading pedestrian intervals, curb extensions, and the removal of slip lanes at key crossings; traffic-calming features such as raised crosswalks and other crossing treatments; opportunities to create a Class IV protected bikeway or other low-stress cycling connections to the stations; exploration of plaza and gateway spaces with seating and shade; and the addition of a proposed traffic signal with advanced pedestrian signal heads and phasing. A full list of recommended improvements can be found on page 72.

Context
First-last mile connectivity is essential for ensuring safe and efficient access for pedestrians, bicyclists, and transit users traveling to and from Metro’s new Southeast Gateway stations. Enhancing these connections reduces barriers to transit use, making it easier for residents and visitors to incorporate public transportation into their daily commutes and activities. For a community like Cudahy, where many residents rely on transit, these improvements are critical to addressing transit equity by providing safe, affordable, and accessible mobility options. By prioritizing pedestrian and cyclist safety while promoting sustainable transportation, the City can foster a more inclusive and connected urban environment that benefits all community members. 1. Proximity to Metro Station - Supporting first/last mile connectivity

2. Parks - Owned and managed by the City of Cudahy

3. Publicly Owned Sites / Public Services - Supportive Partner

4. Educational Institutions - Supportive Partner

5. Religious Centers - Potential Partner
Prioritization

STRATEGIC PLAN FOR A THRIVING COMMUNITY 73

2.2.2 Opportunity Corridors Network

PROJECTS
Lead Agency
City of Cudahy - Community Development
Department
Supporting Partners
Los Angeles Metropolitan Transit Authority
City of Cudahy - Public Works Department
City of Bell
City of Huntington Park
City of South Gate
Priority
Short-Term (0-2 years)
Overview
Collaborate with neighboring cities and Metro to improve accessibility and mobility along key street corridors, ensuring equitable, multimodal transportation access and better
connectivity to the proposed Metro transit stations and other important destinations across the city.

While there is a desire for improved bike facilities, the City’s east/west streets are typically not wide enough
to provide a low-stress bicycle facility without converting parking or travel lanes, which had varying levels of support. Santa Ana Street west of Atlantic Avenue is
wider than is needed for the number of lanes and is
identified as a bike priority street where a bicycle lane could be installed without modifying travel or parking
lanes. No other streets are sufficiently wide to provide a bicycle facility; however, the street network and access to destinations suggests that Clara Street or Elizabeth Street could also be a bike priority corridor. This is
because these corridors are centrally located in the
city, provide access to Lugo Park, Clara Street Park, Elizabeth Learning Center, and Cudahy Plaza. In addition, Clara Street provides east/west access over the Los
Angeles River and I-710 Freeway without freeway ramps,
making it a logical area to facilitate bicycle and pedestrian access into the City. As a result, Santa Ana Street (west of Atlantic), Elizabeth Street, and Clara Street
are suggested as potential bike or pedestrian options.

Whether or not a bicycle facility is implemented, there are opportunities for improving the pedestrian realm
with shade, art, seating, and improved sidewalks. Salt
Lake Avenue and Atlantic Avenue are examples of a
roadway where bicycle and pedestrian enhancements
are being planned to improve station access for both
people walking and biking.

Other corridors, such as Santa Ana Street and Live Oak, are envisioned as opportunities to focus on enhancing
the pedestrian network to help individuals get to Salt
Lake Avenue and Atlantic Avenue, which can then be
used to access the new light rail stations. Santa Ana
Street can be used to access the Civic Center, Cudahy
Park, and could be connected directly to the Los Angeles River. Live Oak Street does not reach as many destinations as other streets and is narrower, resulting in a pedestrian focus to connect with other nearby corridors.

Context
The size and design of the City, along with its extensive and interconnected street network, present a unique
opportunity to create a comprehensive Citywide network
of multimodal streets. These streets could efficiently link key destinations within the City and provide vital connections to major roadways like Salt Lake Avenue and Atlantic Avenue, both of which will offer direct access to future light rail stations.

Developing modal street priorities involves considering a variety of factors, including the available right-of-way, surrounding land uses, feedback from the community, and the potential for building connected networks that enhance both mobility and safety. By strategically prioritizing certain streets for multimodal use, the City can improve accessibility, reduce traffic congestion, and foster sustainable transportation options for residents and visitors alike.

74 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 75 Priority 1 (South Atlantic Avenue)
• South of Atlantic Avenue is Cudahy’s economic corridor with the most development opportunity given the amount of vacant lots and access to public transportation • This corridor is the primary access to the proposed Firestone Station for both local residents and regional visitors • Mix of local- and regional-serving businesses
• Connecting the bike lanes in South Gate and Bell will be important to increase bike access and safety
• Expansion of the CART system will be important to reach the Firestone Station, currently ending on Cecilia Street and Atlantic Avenue
Priority 2 (South Wilcox Avenue)
• East of Cudahy contains residential communities that will have access to the Firestone Station via Wilcox Avenue
• Accessing the proposed Firestone Station will require walking by various industrial uses, and therefore the enhancement of the pedestrian and bicycle network will be important • Increased access to local business and corner stores are important for the residential community
• Improving access to Cudahy City Hall and Library
Priority 3 (North Wilcox Avenue)
• Primarily a residential community but contains the Ellen Ochoa Learning Center • Contains access to public transportation that can potentially connect residents to the proposed transit station
• Expanding the CART system to go down Wilcox Avenue will be important to connect residents to the proposed Firestone Station
• Improvement of the pedestrian and bike network will be important for neighborhood connectivity
Priority 4 (North Atlantic Avenue)
• Various strip malls and potentially undesirable uses (motel and carwash) are present • Ensuring connectivity with south of Atlantic Avenue is important to ensure safe and equitable access to the transit stations • Neighborhood serving amenities are available to residents on both east and west sides of Atlantic Avenue
• Public transportation is available and further enhancing bus stops will be important

76 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 77 Existing
Proposed: Salt Lake Avenue Facing Northwest

78 SCTRATEGIC PLAN FOR A THRIVING COMMUNITY UDAHY STRATEGIC VISIONING IMPLEMENTATION PLAN STRATEGIC PLAN FOR A THRIVING COMMUNITY 79

2.2.3 Strip Mall Pedestrianization

PROJECTS
Lead Agency
City of Cudahy - Community Development
Department
Supporting Partners
City of Cudahy - Public Works Department
Cudahy Chamber of Commerce
Property Owners
Priority
Medium-Term (2-5 years)
Overview
The Strip Mall
Pedestrianization
Initiative aims to enhance
pedestrian connectivity to
the interior businesses of
commercial centers along
Atlantic Avenue, where
several large strip malls
are located. This initiative
will allocate resources to
improve access from public
sidewalks to storefronts,
creating inviting,
accessible pathways that
encourage foot traffic and
make it easier for residents
to visit local businesses.

Enhancements could include wider sidewalks,
improved crosswalks, planting more trees and shrubs,
dining patios, and new seating areas to create a more
pleasant walking environment.

In addition to improving pedestrian access, the
City could explore the redevelopment of portions
of these strip malls to “complete the corner.” This
would involve utilizing surplus parking areas for new
commercial or mixed-use developments. By trans-
forming these areas, the City can enhance walk-
ability, create vibrant public spaces, and stimulate
economic activity, fostering a better connected and
lively community. With the incoming Southeast Gate-
way light rail there is the potential to lower park-
ing requirements, especially for those commercial
centers within a half-mile of the transit stations.

Context
Atlantic Avenue is home to a considerable number
of auto-oriented commercial centers, each provid-
ing substantial numbers of vehicle parking stalls.

Collectively their surface parking lots encompass
over a dozen acres of asphalt, nearly 2% of Cudahy’s
land area. Most of these commercial centers have
limited accessible pedestrian connections between
these businesses’ storefronts and the public-rightway, forcing pedestrians to navigate between parked and moving cars.

80 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 81

2.2.3 Strip Mall Pedestrianization
Prioritization

2.3.1. Residential Tree Planting

PROGRAMS
Overview
The City administers a
Residential Tree Planting
Program would enhance
the urban landscape by
providing shade-providing
trees in residents’ front
yards, specifically within
5’ of the sidewalk. Streets
where the right-of-way
is not sufficiently wide
to accommodate street
trees should be prioritized
for this program.

This strategic placement allows the trees to offer
immediate shade and aesthetic benefits to pedestrians, making the public realm more pleasant and encouraging foot traffic in the neighborhood. The
responsibility for maintaining the tree, including
care and upkeep, will rest with the property owners.

The program will involve community engagement
through informational sessions to educate residents about its benefits and participation process.

Collaborating with local nurseries, the City will
select appropriate native tree species and establish a distribution plan for interested residents.

Guidelines on proper planting techniques and tree
care will be provided to ensure the longevity and
health of the trees. Additionally, an ongoing support
system will monitor tree growth and assist residents
as needed, fostering a sense of community stewardship. Locations of where to prioritize implementation of the residential tree planting program will be based on various factors including proximity to the proposed Metro stations, gaps in the proposed street tree planting program, and areas
of lower tree canopy coverage. The City of Cudahy
will establish a multilingual education and engagement strategy as part of this residential program to ensure the successful implementation of this strategy. This will include public workshops to educate homeowners and landlords on design guidelines, a
resource hub with technical assistance for property
improvements, and collaborations with local organizations for ongoing feedback and collaboration.

Context
While the tree canopy across Los Angeles
Canopy is 20% the City Cudahy has some of the
lowest for a City with 12% average tree canopy.

Many of the streets across the city do not have
sufficiently wide sidewalks for accommodating street tree planting. Extending the offer to provide free trees to residents willing to plant
them toward the front of their property can offer
similar benefit as those planted in the parkway.

An added benefit is that residents are sharing
stewardship for growing Cudahy’s urban forest.

Lead Agency
City of Cudahy - Community Development
Department
Supporting Partners
City of Cudahy - Public Works Department
Property Owners
Priority
Longt-Term (5-10 years)

1. Proximity to Metro Station - Supporting first/last mile connectivity

2. Strip Malls + Drive-thrus - Potential for pedestrianization or redevelopment

3. Strip Malls - Property owners that are supportive or redevelopment

4. Drive-thrus - Property owners that are supportive of pedestrianization

82 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 83

2.3.2. Street Tree Program

PROGRAMS
Overview
Develop a tree planting program along public streets
that have sufficient parkways or sidewalk width to
accommodate new trees.

Tree species should provide shade, support habitat, and are appropriate for Southern California. The addition of new street trees would help reduce the urban heat island effect, improve stormwater management, and mitigate local air, noise, visual, and light pollution while creating a more inviting atmosphere. Tree-lined streets are shown to have calmer traffic speeds, especially when the trees have matured and have created canopies over the roadway.

A street tree program can be implemented through a variety of means including volunteers, workforce development programs, and collaboration with nonprofit partners. Community members shared that this could be a job training opportunity for youth to gain skills but also grow an appreciation for urban agriculture.

Resources should be allocated to the Department for sustaining the new urban forest, both watering them until they are established, as well as future tree trimming. Additionally, community members expressed that it is important to plant trees that do not have shallow root structures that would damage sidewalks, streets, or undergrounded utilities.

Context
While the tree canopy across Los Angeles Canopy is 20% the City Cudahy has some of the lowest for a City with 12% average tree canopy. This is due to several factors including development patterns, relatively low park acreage to host trees, and limited sidewalk/parkway areas to plant street trees. Expanding the tree canopy has a multitude of benefits including reducing the urban heat island, mitigating air, noise, visual, and light pollution, increasing wildlife habitat, and providing shade for pedestrians. Strategically identifying appropriate streets that have sidewalks of sufficient width for planting can substantially expand the urban tree canopy over time.

Lead Agency
City of Cudahy - Public Works Department
Supporting Partners
City of Cudahy - City Manager’s Office
City of Cudahy - Community Development
Department
City of Cudahy - Community Services Department
Cudahy Chamber of Commerce
Community-Based Organizations
Local School Districts
Priority
Short-Term (0-2 years)

2.3.2 Street Tree Program

1. Proximity to Metro Station - Supporting first/last mile connectivity

2. Residential Areas with 10 ft plus available sidewalk width (ideal)

3. Commercial Corridors - Owned and Managed by City of Cudahy

4. Proximity to Parks & Schools - Owned and Managed by City of Cudahy Prioritization

84 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 85 Community
Preservation
Study
The Community
Preservation Study
focuses on understanding
the residential and
business communities in
Cudahy, and presenting
community-informed
strategies and best
practices to protect
these communities
in preparation of
the proposed Metro
Southeast Gateway
Line transit stations.

CHAPTER 3 3.1 COMMUNITY PRESERVATION STUDY ABSTRACT
This study aims to preserve the city’s unique residential and commercial character and heritage while supporting
future growth through careful and thoughtful planning. It emphasizes the importance of strengthening the integ-
rity of current Cudahy neighborhoods, maintaining the affordability and livability of homes, and ensuring that local businesses remain resilient during the transit devel- opment process and beyond.

The study evaluates national and state level equity indica- tors, such as the Equity Lab, Climate and Economic Justice, and CalEnviroScreen to assess existing conditions, iden- tifying challenges faced by disadvantaged communities.

Additionally, through a comprehensive literature review, this study synthesizes existing residential protections and development strategies, highlighting their strengths and weaknesses in safeguarding Cudahy low-income renters, the population that is most vulnerable to shifts in the economic landscape. While many of these protective policies focus on tenant rights and housing stability, the study reveals a signif- icant gap in protections for local small businesses.

The study provides recommendations that ensure a more
balanced approach that addresses both residential and
commercial needs, ensuring the City of Cudahy supports
small businesses in preparation of the new Metro transit stations. An important aspect of the community pres-
ervation study lies in the Community Voice section,
which played a crucial role in developing the recom-
mendations. It ensured that the voices of residents and local stakeholders, especially those most vulnerable to displacement, were heard and prioritized throughout the engagement process. Insights from community members
directly shaped the recommendations, enabling strate-
gies tailored to their experiences and aspirations. The study emphasizes inclusive dialogue to deliver action-
able solutions that address both residential and business needs, ultimately promoting a more vibrant and equita-
ble community. This collaborative approach ensures the
recommendations are both impactful and aligned with
the community’s shared vision.

86 STRATEGIC PLAN FOR A THRIVING COMMUNITY STRATEGIC PLAN FOR A THRIVING COMMUNITY 87

3.2 DEMOGRAPHICS
The following section
presents a summary of the
demographic conditions and
changes in Cudahy over the
past 22 [2020-2022] years
using data collected from
the U.S. Census.

This snapshot of Cudahy’s residential community highlights shifts in population size, age distribution, racial and ethnic composition, educational attainment, and employment
status. Understanding these changes is essential for identifying community needs and informing future planning efforts.

Population and Age
To effectively plan for the future of Cudahy, it is important to first understand and assess the current community landscape, considering any projected demographic shifts in the future. Cudahy’s population remained relatively stable between 2000 to 2022, fluctuating between 22,700 and
23,800 residents. This stability suggests minimal migration with no significant changes in opportunities driving residents to leave or newcomers to settle. Despite its small size of just

1.2 square miles and a population of 22,657 residents, Cudahy is one of the most densely populated cities in the United States. Limited land availability, high land costs, and strain on existing public resources present ongoing challenges for accommodating future residential growth. This density may also impact the availability of future housing, green spaces, and infrastructure within the city. With a large working-age population [25 to 64 years old] and many young families, the demand for housing, schools, parks, and public services will continue to grow. Simultaneously, the growing senior population of those over 65 will create additional need for healthcare services, senior housing, and accessible community spaces. Given these constraints, the City must adopt a strategic approach to development, including major transit infrastructure, to address these evolving needs effectively.

Race and Ethnicity
A demographic study of Cudahy reveals distinct differences between the Hispanic or Latino and non-Hispanic or Latino populations. The Hispanic or Latino population totals 21,976 compared to those who do not identify as Hispanic or Latino being 681. Among the non-Hispanic or Latino population, White Alone is the largest racial group, comprising 384 individuals, followed by Black or African American alone with 172 individuals, and Asian alone with 53. The Native Hawaiian and Other Pacific Islander group has 8 individuals, while 64 individuals identify as some other race alone. Notably, there are no individuals recorded in the American Indian and Alaska Native alone or Two or More Races categories.

In contrast, the Hispanic or Latino population displays a different racial distribution. White Alone remains the largest group, but at a much higher number–8,448 individuals. The “Some Other Race Alone” category is also prominent, with 5,273 individuals. The Two or More Races is notably large, with 8,105 individuals, reflecting the diverse racial identities within the Hispanic or Latino community. Additionally, the American Indian and Alaska Native Alone group totals 131, while Black or African American Alone category comprises 19. There are no individuals identified as Asian Alone or Native Hawaiian and Other Pacific Islander Alone in this group.

According to ACS Survey data, 43.4% of residents in Cudahy are foreign-born, making the preservation of Hispanic cultural traditions and values crucial to the community’s identity. At the same time, the city must work to enhance inclusivity for residents who are Spanish speaking only. This includes improving accessibility, such as offering better Spanish translation services, and incorporating elements of Latino Urbanism, as detailed on page 166. By embracing and elevating these cultural aspects, Cudahy can create a more welcoming environment that honors the diverse heritage of its residents and businesses.

Educational Attainment, Income,
and Employment Status
Understanding the community’s educational attainment and employment status is essential for sustaining its long-term growth and cultural identity. In Cudahy, transportation patterns reveal that 86% of the working population commutes by car, truck or van, indicating that most residents either work outside the city or rely on vehicles to reach their jobs, as shown in the Equity Metrics on page 27. Educationally, while most residents complete high school, only 24% pursue higher education, with 41% not graduating high school–a significantly higher rate than in neighboring areas. With few colleges nearby, many residents must travel long distances to continue their education. Additionally, the lack of workforce development opportunities in Cudahy limits access to the skills and training, restricting professional advancement and economic mobility for local residents.

Rising property values and rent prices often lead to the displacement of long-time residents, disrupting the cultural and socioeconomic fabric of a community. Cudahy’s housing situation remains relatively stable, thanks to key protections such as tenant safeguards, a rent stabilization ordinance, and inclusionary housing policies, among others. These measures help ensure affordability, stability, and security for the community.

Cudahy’s median household income is $49,517, reflecting the financial reality for many families in the community. With 88% of residents renting and only 12% owning homes, affordable housing and rent burden are pressing issues. The median gross rent is $1,619, and with 24% to 32% of households facing housing cost burdens. This means residents in this community spend more than 30% of their income on housing expenses such as mortgages, rents, and utilities, causing many residents to struggle financially. Affordable housing development and financial stability are critical to preserving the neighborhood’s social fabric. Ensuring residents can afford to live and thrive in their community is essential for its long-term vitality and growth.

Employment data shows that the majority of Cudahy’s population is actively working, with 9,743 individuals employed across various sectors. The private sector accounts for 80% of employment, followed by the public sector at 8%, self-employment at 7%, and non-profit work at 4%. The Equitable Mobility Metrics on page X reveals that the majority of Cudahy residents work outside the city, requiring them to commute for employment.

As Cudahy attracts new jobs, it is essential to align these opportunities with the needs and skills of local residents. When gaps exist, investing in workforce development programs becomes vital to equip residents with the tools they need to succeed.

TOTAL POPULATION
Total Population [2022] 22,657
AGE
Under 5 1,470
5-24 7,661
25-64 11,581
65+ 1,945
RACE [NON-HISPANIC OR LATINO] 681
White Alone 384
Black or African American Alone 172
American Indian and Alaska Native Alone 0
Asian Alone 53
Native Hawaiian and
Other Pacific Islander Alone 8
Some Other Race Alone 64
Two or More Races 0
RACE [NON-HISPANIC OR LATINO] 21,976
White Alone 8,448
Black or African American Alone 19
American Indian and Alaska Native Alone 131
Asian Alone 0
Native Hawaiian and
Other Pacific Islander Alone 0
Some Other Race Alone 5,273
Two or More Races 8,105

SCHOOL DROPOUT RATE
High School Graduate 1,563
Not high School Graduate, Not Enrolled 65

MEDIAN HOUSEHOLD INCOME
In Inflation Adjusted Dollars For 2020 $49,517

POVERTY STATUS FOR FAMILIES
Income in 2010 below poverty level 1,174
Married Couple Family: with related child
living below poverty level 282
Married Couple Family: No related children under 18 years 93 Male Householder, no wife present 175
With related children under 18 years 131
No related children under 18 years 44
Female Householder, no husband present 624
With related children under 18 years 554
No related children under 18 years 70
Income in 2010 at or above poverty level 3,683
MEANS OF TRANSPORTATION TO WORK [16 AND OLDER]
Car, Truck, or Van 8,115
Public transportation [includes taxicab] 726
Motorcycle 13
Bicycle 38
Walked 150
Other Means 124
Worked at Home 320
EDUCATIONAL ATTAINMENT [25 AND OLDER]
Less than a High School degree 6,338
High School Graduate or More 7,188
Some college or more 3,307
Bachelor’s Degree or More 711
Master’s Degree or More 83
Professional School Degree or More 58
Doctorate Degree 10

EMPLOYMENT STATUS
Employed 9,743
Unemployed 990

HOUSEHOLD BY HOUSEHOLD TYPE
Family Households 4,857
Married-Couple Family 2,648
Other Family 2,209
Male Householder, No Wife Present 702
Female Householder, No Husband Present 1,507
Nonfamily Households 915
Male Householder 372
Female Householder 543

RESIDENTIAL POPULATION DENSITY
2000 21,336 per sq. mile
2010 21,307.7 per sq. mile
2020 20,069 per sq. mile
2022 19,262.2 per sq. mile