CITY COUNCIL MEETING AGENEDS
April 21, 2025 Page 1 of 6
CITY OF
HUNTINGTON PARK
City Council
Regular Meeting
Agenda
Monday, April 21, 2025
6:00 p.m.
City Hall Council Chambers
6550 Miles Avenue, Huntington Park, CA 90255
Arturo Flores
Mayor
Eduardo “Eddie” Martinez Jonathan A. Sanabria
Vice Mayor Council Member
Karina Macias
Council Member
All agenda items and reports are available for review in the City Clerk’s Office and www.hpca.gov. Any writings or documents provided to a majority of the City Councilregarding any item on this agenda (other than writings legally exempt from public disclosure) will be made available for public inspection in the Office of the City Clerk located at 6550 Miles Avenue, Huntington Park, California 90255 during regular business hours, 7:00 a.m. to 5:30 p.m., Monday – Thursday, and at the City Hall Council Chambers during themeeting.
Any person who requires a disability-related modification or accommodation, including auxiliary aids or services, in order to participate in the public meeting may request such modification, accommodation, aid or service by contacting the City Clerk’s Office either in person at 6550 Miles Avenue, Huntington Park, California or by telephone at (323) 584-6230.
Notification in advance of the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
PLEASE SILENCE ALL CELL PHONES AND OTHER ELECTRONIC
EQUIPMENT WHILE COUNCIL IS IN SESSION. Thank you.
CITY COUNCIL MEETING AGENEDS
April 21, 2025 Page 2 of 6
PLEASE NOTE--The numerical order of items on this agenda is for convenience of reference.
Items may be taken out of order upon request of the Mayor or Members of the City Council.
Members of the City Council and the public are reminded that they must preserve order and decorum throughout the Meeting. In that regard, Members of the City Council and the public are advised that any delay or disruption in the proceedings or a refusal to obey the orders of the City Council or the presiding officer constitutes a violation of these rules. • The conduct of City Council meetings is governed by the portion of the California Government Code commonly known as the "Brown Act" and by the Huntington Park City Council Meeting Rules of Procedure.
• The City Council meeting is for conducting the City's business, and members of the audience must obey the rules of decorum set forth by law. This means that each speaker will be permitted to speak for three minutes to address items that are listed on the City Council agenda or topics which are within the jurisdictional authority of the City.
• No profanity, personal attacks, booing, cheering, applauding or other conduct disruptive to the meeting will be permitted. Any person not adhering to the Rules of Procedure or conduct authorized by the Brown Act may be asked to leave the Council Chambers.
• All comments directed to the City Council or to any member of the City Council must be directed to the Mayor (or Chairperson if Mayor is absent).
We ask that you please respect the business nature of this meeting and the order required for the proceedings conducted in the Council Chambers.
PUBLIC COMMENT
For both open and closed session, each speaker will be limited to three minutes per Huntington Park Municipal Code Section 2-1.207. Time limits may not be shared with other speakers and may not accumulate from one period of public comment to another or from one meeting to another. This is the only opportunity for public input except for scheduled public hearing items.
All comments or queries shall be addressed to the Council as a body and not to any specific member thereof. Pursuant to Government Code Section 54954.2(a)(2), the Ralph M. Brown Act, no action or discussion by the City Council shall be undertaken on any item not appearing on the posted agenda, except to briefly provide information, ask for clarification, provide direction to staff, or schedule a matter for a future meeting.
ADDITIONS/DELETIONS TO AGENDA
Items of business may be added to the agenda upon a motion adopted by a minimum twothirds vote finding that there is a need to take immediate action and that the need for action came to the attention of the City or Agency subsequent to the agenda being posted. Items may be deleted from the agenda upon the request of staff or Council.
IMPORTANT NOTICE
The City of Huntington Park shows replays of City Council Meetings on Local Access
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Channel 3 and over the Internet at www.hpca.gov. NOTE: Your attendance at thispublic meeting may result in the recording and broadcast of your image and/or voice.
CALL TO ORDER
ROLL CALL
Mayor Arturo Flores
Vice Mayor Eduardo “Eddie” Martinez
Council Member Jonathan A. Sanabria
Council Member Karina Macias
INVOCATION
PLEDGE OF ALLEGIANCE
PRESENTATION(S)
1. DONATE LIFE PROCLAMATION
PUBLIC COMMENT
Pursuant to Government Code Section 54954.3(a) Members of the public will have an opportunity to address the City Council on items listed on this agenda. For items on this agenda each speaker will be limited to three minutes per Huntington Park Municipal Code Section 2-1.207. Time limits may not be shared with other speakers and may not accumulate from one period of public comment to another or from one meeting to another.
STAFF RESPONSE
RECESS TO CLOSED SESSION
CLOSED SESSION
1. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION
Pursuant to Government Code Section 54956.9(d)(1)
Case: Salgado, et al. v. City of Huntington Park, et al., U.S. District Court Case No. 2:23-cv-0942-CBM-AGR
Subject: Discussion and possible action regarding settlement terms and authorization.
CLOSED SESSION ANNOUNCEMENT
CONSENT CALENDAR
All matters listed under the Consent Calendar are considered routine and will be enacted by one motion. There will be no separate discussion of these items prior to the time the Council votes on the motion unless members of the Council, staff, or the public request specific items to be discussed and/or removed from the Consent Calendar for separate action.
CITY COUNCIL MEETING AGENEDS
April 21, 2025 Page 4 of 6
CITY CLERK
1. CITY COUNCIL MEETING MINUTES
IT IS RECOMMENDED THAT CITY COUNCIL:
Approve Minute(s) of the following City Council Meeting(s):
1. Regular City Council Meeting held April 7, 2025
FINANCE
2. CHECK REGISTERS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve Accounts Payable and Payroll Warrant(s) dated April 21, 2025
END OF CONSENT CALENDAR
REGULAR AGENDA
POLICE DEPARTMENT
1. DISCUSSION AND/OR POSSIBLE ACTION REGARDING THE UPDATED
ASSESSMENT ON THE IMPLEMENTATION OF A POLICE BODY-WORN
CAMERA PROGRAM
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Receive and file this updated report regarding the assessment of a Police BodyWorn Camera (BWC) Program; and
2. Provide direction on whether staff should proceed with further planning and implementation based on the updated findings, including cost analysis, stakeholder feedback, and operational feasibility.
FINANCE
2. CONSIDERATION AND APPROVAL FOR THE RECLASSIFICATION OF TRANSPORTATION ENGINEERING EXPENSES TOTALING $300,000 FROM
GENERAL FUNDS TO MEASURE R FUNDS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the reclassification of transportation engineering expenses in the amount of $300,000; and
2. Authorize the Finance Department to conduct the reclassification of expenses from the General Fund to the Measure R Fund; and
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April 21, 2025 Page 5 of 6
3. Authorize the City Manager and the Finance Director to execute the change in funding source.
3. CONSIDERATION AND APPROVAL OF TYLER TECHNOLOGIES SOFTWARE
AS A SERVICE (SAAS), CLOUD-BASED STORAGE FOR THE TYLER
ENTERPRISE, ENTERPRISE RESOURCE PLANNING (ERP) FINANCIAL
SYSTEM AGREEMENT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the agreement for Tyler Technologies software as a service (SaaS), cloud-based storage for the Tlyer Enterprise resource planning (ERP) financial system.
CITY CLERK
4. COUNCIL APPOINTMENTS TO VARIOUS COMMISSIONS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Make appointments to Commissions consistent with provisions set forth in Resolution No. 2025-01.
END OF REGULAR AGENDA
PUBLIC HEARING(S)
COMMUNITY DEVELOPMENT
1. PUBLIC HEARING FOR CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5-YEAR 2025-2029 CONSOLIDATED PLAN (CONPLAN) AND FIRST YEAR 2025-2026 ANNUAL ACTION PLAN (AAP)
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Conduct a public hearing; and
2. Take public testimony; and
3. Adopt the 2025-2029 Consolidated Plan; and
4. Adopt the Fiscal Year (FY) 2025-2026 Annual Action Plan; and
5. Authorize City Manager to adjust funding to projects and programs to reflect FY 2025-2026 Community Development Block Grant (CDBG) and HOME Partnerships Investments (HOME) entitlement allocations announcements from the U.S. Department of Housing and Urban Development Department (HUD) to the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan prior to submission; and
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6. Authorize City Manager to execute all required documents for transmittal to HUD; and
7. Amend the Fiscal Year 2025-2026 Budget in accordance with the approved Fiscal Year 2025-2026 Annual Action Plan.
DEPARTMENTAL REPORTS
WRITTEN COMMUNICATIONS
COUNCIL COMMUNICATIONS
Council Member Karina Macias
Council Member Jonathan A. Sanabria
Vice Mayor Eduardo “Eddie” Martinez
Mayor Arturo Flores
ADJOURNMENT
The City of Huntington Park City Council will adjourn the meeting to a Regular Meeting on Monday, May 5, 2025 at 6:00 P.M.
I, Eduardo Sarmiento, hereby certify under penalty of perjury under the laws of the State of California that the foregoing agenda was posted at City of Huntington Park City Hall and made available at www.hpca.gov not less than 72 hours prior to the meeting. Dated this 17th day of April 2025.
Eduardo Sarmiento, City Clerk
CONSENT CALENDER
ITEM 1
MINUTES
Regular Meeting of the
City of Huntington Park City Council
Monday, April 7, 2025
The regular meeting of the City Council of the City of Huntington Park, California was called to order at 6:00 p.m. on Monday, April 7, 2025, in the Council Chambers at City Hall, 6550 Miles Avenue, Huntington Park, California; Mayor Arturo Flores presiding.
PRESENT: Council Member(s): Sanabria, Martinez, Vice Mayor Flores, and Mayor Macias
ABSENT: None
CITY OFFICIALS/STAFF: City Manager Ricardo Reyes; Eduardo Sarmiento City Clerk; Cosme Lozano Police Chief; Gerardo “Gerry” Lopez Public Works Director; Jeff Jones Finance Director; Sergio Infanzon Community Development Director; Cynthia Norzagaray Parks and Recreation Director; Andrew Sarega City Attorney.
INVOCATION
Mayor Flores led the invocation.
PLEDGE OF ALLEGIANCE
Vice Mayor Martinez led the Pledge of Allegiance.
PRESENTATION(S)
1. FAIR HOUSING PROCLAMATION
2. UPDATE ON SALT LAKE PARK BUILDING RENOVATION
PUBLIC COMMENTS
The following people/ person provided public content:
1. Patricia- Pool Project, Attorney Concerns, Rent Control
2. Lee- Turning City of Huntington Park to become purple heart metal.
3. Rodolfo- Corruption Concerns
4. Jane Doe
5. Maria Covarubias- Attorney Concerns.
6. Mr. Martinez- Resident in the
7. Nancy Rubalin
STAFF RESPONSE
All concerns and issues were addressed accordingly.
CLOSED SESSION
CLOSED SESSION
1. CONFERENCE WITH CITY’S DESIGNATED LABOR REPRESENTATIVES City’s Representatives: Ricardo Reyes, City Manager
Employee Organization: Huntington Park Police Management Association (PMA) Government Code § 54957.6
END OF CLOSED SESSION
CONSENT CALENDAR
CITY CLERK
1. CITY COUNCIL MEETING MINUTES
IT IS RECOMMENDED THAT CITY COUNCIL:
Approve Minute(s) of the following City Council Meeting(s):
1. Regular City Council Meeting held March 17, 2025
FINANCE
2. CHECK REGISTERS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve Accounts Payable and Payroll Warrant(s) dated April 7, 2025
PUBLIC WORKS
3. CONSIDERATION AND APPROVAL TO PURCHASE THREE (3) TRAFFIC SIGNAL CABINETS TYPE 332 AND FOUR (4) 2070 CONTROLLERS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Pursuant to Huntington Park Municipal Code section 2-5.12 Formal Bid Procedures (i): Waive of Bidding. City Council, by a majority vote, may dispense with bidding and other procedures required by this chapter in any individual instance upon finding that it would be impracticable, useless or economically infeasible to follow such procedures and that the public welfare would be promoted by dispensing with them; and
2. Approve the purchase of three (3) Type 332 traffic signal cabinets from SWARCO for $79,380 and four (4) 170 type controllers from SWARCO for $29,923.99, to be paid from Account No. 221-8014-429.74-10; and
3. Authorize the City Manager to execute the purchase order.
4. APPROVE THE THIRD AMENDMENT TO THE MEMORANDUM OF
UNDERSTANDING (MOU) WITH GATEWAY WATER MANAGEMENT
AUTHORITY (GWMA) AND AUTHORIZE CITY MANAGER TO EXECUTE THE
AGREEMENT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the Third Amendment to the Memorandum of Understanding (MOU) with the Gateway Water Management Authority (GWMA), in substantially the same form as submitted, to update and continue the implementation of the Watershed Management Program (WMP) and Coordinated Integrated Monitoring Program (CIMP) for a three-year term, with a total cost not to exceed $135,000; and
2. Authorize the City Manager to approve the third amendment.
5. APPROVE EXECUTE AMENDMENT TO THE INNOVATIVE UTILITY EV STREET
CHARGING PILOT AGREEMENT AND AUTHORIZE THE CITY MANAGER TO
EXECUTE
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve the amendment to the Innovative Utility EV Street Charging Pilot Agreement; and
2. Authorize the City Manager to execute the agreement.
6. CONSIDERATION OF CHANGE ORDERS NUMBERS 1 THROUGH 9 FOR THE CIP 2019-02 SLAUSON AVENUE CONGESTION RELIEF PROJECT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve Change Orders 1 through 9; and
2. Authorize the City Manager to approve change orders 1 through 9 for All American Asphalt, totaling $1,078,293.84.
MOTION: Vice Mayor Martinez motioned to approve the consent calendar. The motion was seconded by Councilmember Sanabria. The motion carried by majority consent.
AYES: Council Member(s): Sanabria, Martinez, and Vice Mayor Flores NOES: None
ABSTAIN: Mayor Macias
END OF CONSENT CALENDAR
REGULAR AGENDA
FINANCE
1. FISCAL YEAR 2025 MID YEAR BUDGET STATUS REPORT AS OF DECEMBER 31, 2024
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Adopt a resolution to receive and file the FY 2024 Mid-Year Budget Status report as of December 31, 2024; and
2. Approve appropriations and inter-departmental budget transfers; and
3. Authorize the Director of Finance in conjunction with the City Manager to align the department budgets with department expenditures through budget transfers.
MOTION: Councilmember Sanabria motioned to adopt a resolution to receive and file the FY 2024 Mid- Year Budget Status report as of December 31, 2024; and Approve appropriations and inter-departmental budget transfers; and Authorize the Director of Finance in conjunction with the City manager to align the department bugets with department expenditures through budget transfers. The motion was seconded by Vice Mayor Martinez. The motion carried by unanimous consent.
AYES: Council Member(s): Macias, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: None
2. CONSIDERATION OF APPROVAL OF A RESOLUTION AMENDING THE
SPENDING LIMITS POLICY FOR PURCHASING AUTHORITY FOR THE CITY
MANAGER AND DIRECTORS AND THE UPDATED PURCHASING
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Adopt Resolution amending Resolution No. 2024-17, Establishing a Spending Limits Policy for Purchasing Authority for the City Manager, Director of Finance and Department Heads; and
2. Approve of the City’s updated Purchasing Manual, Purchase Value Thresholds, Sections L-M.
.
MOTION: Councilmember Sanabria motioned to adopt resolution amending Resolution No. 2024-17, Establishing a Spending Limits Policy for Purchasing Authority for the City Manager, Director of Finance and Department Heads; and approve of the City’s update Purchasing Manual, Purchase Value Thresholds, sections L-M. The motion was seconded by Vice Mayor Martinez. The motion was carried by majority consent.
AYES: Council Member(s): Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: Council Member(s): Macias
PUBLIC WORKS
3. AUTHORIZATION TO ENTER INTO AN AGREEMENT WITH BOWMAN CONSULTING GROUP LTD. FOR PROJECT MANAGEMENT SERVICES
RELATED TO THE BROADBAND INFRASTRUCTRE PROJECT
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Approve an agreement with Bowman Consulting Group Ltd. for a not-to-exceed $39,250.00 to provide project management services for the initial planning and procurement phase of the City’s Broadband Infrastructure Project funded through the California Public Utilities Commission (CPUC) Federal Funding Account (FFA); and
2. Authorize the City Manager to execute the agreement and any related documents.
MOTION: Councilmember Sanabria motioned to approve an agreement with Bowman Consulting Group Ltd, for a not- to- exceed $39,250.00 to provide project management services for the initial planning and procurement phase of the City’s Broadband Infrastructure Project funded through the California Public Utilities Commission (CPUC) and Federal Funding Account (FFA) and Authorize the City Manager to execute the agreement and any related documents. The motion was seconded by Vice Mayor Martinez. The motion was carried by unanimous consent.
AYES: Council Member(s): Macias, Sanabria, Vice Mayor Martinez, and Mayor Flores
NOES: None
CITY MANAGER
4. AUTHORIZATION TO ENTER INTO AN AGREEMENT FOR INTERIM
COMMUNITY DEVELOPMENT DIRECTOR SERVICES WITH LOUIS MORALES IT IS RECOMMENDED THAT CITY COUNCIL:
1. Authorize the City Manager to execute an agreement with Louis Morales for Interim Community Development Director services in an amount not to exceed $100,000; and
2. Authorize the City Manager to take all necessary actions to effectuate the terms of the agreement.
MOTION: Councilmember Sanabria motioned to authorize the City Manager to execute an agreement with Louis Morales for Interim Community Development Director services in an amount not to exceed $100,000; and authorize the City Manager to take all necessary actions to effectuate the terms of the agreement. The motion was seconded by Vice Mayor Martinez. The motion was carried by unanimous consent.
AYES: Council Member(s): Sanabria, Vice Mayor Martinez, and Mayor Flores NOES: Council Member(s): Macias
END OF REGULAR AGENDA
DEPARTMENTAL REPORTS
Parks and Recreation: Congratulation to newly appointed Mayor Arturo Flores.
Congratulations to Former Mayor Karina Macias. She also welcomed all to the 5K on Saturday, March 22 2025
Public Works: Congratulation to newly appointed Mayor Arturo Flores and newly appointed Vice Mayor Eduardo Martinez! Director Lopex reported that the concrete walkway dropped today in Salt Lake Park! The park will reopen soon as before! City Clerk: Congratulations to newly appointed Mayor Arturo Flores and Vice Mayor Eduardo Martinez. City Clerk Sarmiento then proceeded to conduct the second reading of the Street Vendor Amendment and the Pet Ordinance.
Finance: Congrats to all the finance staff for everything! Spent extra hours preparing the 2025-26 budget!
Police: Thanked former Mayor Macias, now Councilmember Macias for her leadership.
Congratulations to the newly appointed Vice Mayor Eduardo Martinez and Mayor Arturo Flores. Looking forward to their leadership. Welcomed interim City Attorney Andrew Sarega.
Community Development: In regard to the Rent Stabilization Ordinance. He had originally opened the workshop for 4 days. However, this week only 2 days had been opened due to the decrease in numbers of attendees. However, we can move back to 4 days if council deems necessary.
Communications: Earth Day Clean up event will be held on Saturday, April 19th, 2025. Art Walk event will be held on Saturday, April 27th 2025.
City Attorney: Thank you to City Council for the opportunity to serve as an Interim City Attorney.
City Manager: Congratulations to Mayor Arturo Flores and Vice Mayor Eduardo Martinez.
Looks forward to working with the new City Council this year. Thanked Mayor Macias for her leadership this past year.
WRITTEN COMMUNICATIONS
None.
COUNCIL COMMUNICATIONS
Councilmember Macias: Thanked Council, Staff, and Directors who participated in event this weekend. Acknowledged staff for all their help.
Councilmember Sanabria: Thanked Parks and Recreation for their hard work for the past few weeks. Between the 5K and easter event it must’ve been tough but you guys did a good job. Gave a funny story about confusing the color of the giveaway bear at the weekend event, didn’t realize the bear was green until he took off his sunglasses.
Thanked Finance for all their hard work with the budget season. He informed community that with all the articles and everything that has been going on doesn’t feel good, but he wants to let the community know that he wants to assist as much as he can. He knows that many communities of South East LA also has a lot of corruption. In 2013, he helped people get elected who wouldn’t take money from vendors, then the person proceeded to take money from vendors a few years later. This is why he is here. He doesn’t believe people should be in position of elected office for too long. Power should be divided and other members of the community should come in and contribute. Thank you to everyone have a great night.
Vice Mayor Martinez: Thank you staff for all your hard work. We did a good event on Saturday thank you Parks. He invited the public to come out for the Earth Day event.
Follow social media page, and have snacks and refreshments for the individuals who come out. It’s also an opportunity for individuals to go out and get rid of some of their bulky items.
Mayor Flores: Thanked his colleagues for the kind messages. The mayor stated that we find ourselves as a city in a very interesting time. He recently attended an event with Karen Bass to prepare for the FIFA World Cup in 2026 and Olympics in 2028, and it is very unfortunate that when we as a city should be preparing for this event we are instead dealing with ongoing investigations against the city. The individuals that are behind these investigations have a lot of money they’ve gotten from the city. The DA investigation is only the beginning, there is a lot more coming. It’s going to get worse. Directors and City Manager we still have a job to do, and business doesn’t stop. We still have services and programming to provide for the residents. As we continue to do this. The City of Huntington Park is now open for business for all individuals. We are open to vendors and other businesses. We will rebuild trust with residents and vendors.
ADJOURNMENT
MOTION: Mayor Flores adjourned the meeting of Monday, April 7, 2025 at 8:37pm. The next Huntington Park City Council meeting to be held on Monday, April 21, 2025, at 6:00 p.m.
Respectfully submitted
Eduardo Sarmiento, City Clerk
ITEM 2
FUND FUND
111 General Fund 230 Homeland Security Fund
112 Waste Collection/Disposal 231 Parking System Fund
114 Spec Events Contributions 232 Art in Public Places Fund 115 General Fund Reserve 233 Bullet Proof Vest Grant
116 Retirement Fund 234 Congressional Earmark
120 Special Revenue DNA ID 235 Federal Street Improvmnt 121 Special Revnu Welfare Inm 236 HUD Economic Empowerment 122 Prevention Intervention 237 Community Planning
123 Board of Corrections LEAD 238 Air Pollution Grant
124 Auto Theft Prevention 239 Federal CDBG Fund
150 Emergency Preparedness 240 HUD EZ/EC Soc Sec Block
151 Economic Development 241 CalHome
152 Greenway Linear Park Proj 242 HUD Home Program
200 LACTMA TOD 243 HUD 108 B03MC060566
201 Environmental Justice 244 HUD EDI Grant
202 CFP Crosswalks 245 EPA Brownfield
203 ATP Randolph Rail-Trail 246 LBPHCP-Lead Base
204 SR2S Middleton Safe Route 247 Neighborhood Stabilzation 205 CFP Pacific Blvd 248 Homelessness Prevention
206 CFP I Park Pay Station 249 DEPT OF TOXIC SUBSTANCES 207 CFP Signal Synchronizatio 250 DTSC Grant
208 CMAQ Metro Rapid 251 Land & Water Conservation
209 CFP City Street Resurfac 252 ABC
210 Measure M 253 DEBT SERVICE FUND
211 Road Maint & Rehab SB1 257 CDC Merged Project Fund
212 P & R Grants 258 CDC Merged Debt Service
213 Park Facilities 259 CDC Low/Mod Income Housin
214 Recreation Field Charter 262 CDC Neighbor Preservn Cap 215 Trees for A Better Enviro 263 CDC Neighbor Presrvn Debt 216 Employees Retirement Fund 264 CDC Nghbr Prsrvn Low/Mod 217 OPEB 267 CDC Sta Fe Redev Project
218 PARS 268 CDC Sta Fe Debt Service
219 Sales Tax-Transit Fund A 269 CDC Sta Fe Low/Mod Income 220 Sales Tax-Transit C 270 Successor Agency Merge
221 State Gasoline Tax Fund 271 Successor Agency Merg Prj 222 Measure R 272 Successor Agency Low Mod
223 Local Origin Program Fund 273 Successor Agency NHP
224 Office of Traffc & Safety 274 Successor Agency NHP Prj 225 Cal Cops Fund 275 Successor Agency
226 Air Quality Improv Trust 276 SUCCESSOR AGENCY-GF
227 Offc of Criminal Justice 283 Sewer Maintenance Fund 228 State Dept. of Justice 285 Solid Waste Mgmt Fund
229 Police Forfeiture Fund 286 Illegal Disposal Abatemnt
DESCRIPTION DESCRIPTION
List of Funds - City of Huntington Park
FUND
287 Solid Waste Recycle Grant
288 COMPBC
293 PUBLIC FIN. AUTHOR.L/T DT
299 CDC Special Revenue Fund
322 STIP Transportation Fund
334 Ped/Bike Path Fund
335 Energy Efficient Grant
345 Rails To Trails Randolph
346 Bike Lane State Street
347 SRTS Middleton Elementary
348 Pacific Blvd Ped Improve
349 Capital Improvement Fund
475 HP PUBLIC FINANCE AUTHOR
533 Business Improv Dist Fund
535 Strt Lght & Lndscp Assess
681 Water Department Fund
741 Fleet Maintenance
742 Information Technology
745 Self Insurance
746 Employee Benefit Fund
748 Veh & Equip Replacement
779 Deferred Comp. Trust Fund
800 Pooled Cash
801 Pooled Cash Fund
802 Pooled Interest
993 Public Fin Authority LTD
994 General Fixed Assets Acct
995 General LTD Account Grp
996 General Long Term Debt
997 CDC Gnrl LTD Account Grp
998 Reserve Template Fund
999 Pooled Cash/Template
DESCRIPTION
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT ABBA TERMITE & PEST CONTROL 24182 111-7010-421.56-41 BEE HIVE REMOVAL 195.00 ABBA TERMITE & PEST CONTROL Total 195.00
ACCURATE STAGING INC. ASR24-1410 111-9010-419.44-10 MOBILE BLEACHERS XMAS 3,300.00 ASR24-1411 111-9010-419.44-10 MOBILE BLEACHERS XMAS 3,300.00 ACCURATE STAGING INC. Total 6,600.00
ADAPT CONSULTING, INC. 23747B 285-8050-432.56-41 USED OIL KITS 1,546.34 ADAPT CONSULTING, INC. Total 1,546.34
ALEJANDRINA BARRIOS 2000048.002 111-0000-228.20-00 DEPOSIT REFUND 422.00 ALEJANDRINA BARRIOS Total 422.00
ALL CITY MANAGEMENT SERVICES,INC 100121 111-9010-413.56-41 SCHOOL CROSSING GUARD 13,724.86 ALL CITY MANAGEMENT SERVICES,INC Total 13,724.86
ALVAREZ-GLASMAN & COLVIN 11025 111-9031-413.52-30 LEGAL SERVICES 10,000.00 20325 111-9031-413.52-30 LEGAL SERVICES 3,000.00
20725 111-9031-413.52-30 LEGAL SERVICES 1,650.00
1438845 111-9031-413.52-30 LEGAL SERVICES 1,787.50
40101695 111-9031-413.52-30 LEGAL SERVICES 1,204.00
40102582 111-9031-413.52-30 LEGAL SERVICES 1,302.00
2024-12-21300 111-9031-413.52-30 LEGAL SERVICES 1,213.05 2024-12-21301 111-9031-413.52-30 LEGAL SERVICES 2,220.00 2024-12-21302 111-9031-413.52-30 LEGAL SERVICES 198.00
ALVAREZ-GLASMAN & COLVIN Total 22,574.55
AMAZON.COM SERVICES, INC. 11V3-4TP1-FNR4 111-8020-431.61-20 SUPPLIES FOR PW ADMIN 259.19 1KQ7-X611-MG9W 111-6060-466.61-20 CREDIT MEMO (12.06)
1PFT-DDQK-HY1C 111-7010-421.61-20 PD SUPPLIES 57.26
AMAZON.COM SERVICES, INC. Total 304.39
AMIR AMIRIANFAR 33905 111-0000-341.10-00 REFUND TO APPLICANT 412.00 AMIR AMIRIANFAR Total 412.00
AT&T 254715586MAR 111-9010-419.53-10 MONTHLY SERVICE 123.05 254844269APR 111-9010-419.53-10 MONTHLY SERVICE 112.35
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT AT&T 254852700MAR 111-9010-419.53-10 MONTHLY SERVICE 123.05 317316997MAR 111-9010-419.53-10 MONTHLY SERVICE 96.30
AT&T Total 454.75
ATHENS TECHNICAL SPECIALISTS, INC. INV110967 221-8014-429.61-20 TRAFFIC LIGHT CALIBRATION 546.11 ATHENS TECHNICAL SPECIALISTS, INC. Total 546.11
AY NURSERY INC. 184617 535-8090-452.43-20 TREES FOR PARKS 897.18 184619 535-8090-452.43-20 TREES FOR PARKS 1,794.36
AY NURSERY INC. Total 2,691.54
BAVCO 321958 535-8090-452.74-10 BACKFLOW DEVICE 712.22
BAVCO Total 712.22
BIGLEAF NETWORKS, INC INV119852 742-9010-419.74-09 APRIL 2025 SERVICES 749.00 BIGLEAF NETWORKS, INC Total 749.00
BRINK'S INCORPORATED 7410732 111-9010-419.33-10 MARCH 2025 SERVICES 325.51 BRINK'S INCORPORATED Total 325.51
BRIZUELA'S IRON WORK 226 535-8090-452.43-20 INSTALLED WELDING PLATES 974.55 230 535-8090-452.43-20 INSTALLED GATE 1,423.50
231 535-8090-452.43-20 RITA PARKING LOT REPAIRS 1,861.50 BRIZUELA'S IRON WORK Total 4,259.55
CALIFORNIA BUILDING STANDARDS COMM BSASRF-Q1-2025 111-0000-322.40-05 JAN - MAR 2025 126.90 CALIFORNIA BUILDING STANDARDS COMM Total 126.90
CALIFORNIA STREET LIGHTING 1235 535-8016-431.61-45 STREET LIGHT POLE INSTALL 2,950.00 1263 221-8014-429.74-10 STREET LIGHT POLE INSTALL 3,550.00 CALIFORNIA STREET LIGHTING Total 6,500.00
CARL WARREN & CO. CWC-2052750 111-9031-413.52-10 LEGAL SERVICES 1,863.41 CARL WARREN & CO. Total 1,863.41
CELICA QUINONES 3192025 111-6010-451.59-15 PER DIEM REIMBURSEMENT 13.49 3202025 111-6010-451.59-15 PER DIEM REIMBURSEMENT 56.46
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT CELICA QUINONES 3212025 111-6010-451.59-15 PER DIEM REIMBURSEMENT 10.77 CELICA QUINONES Total 80.72
CENTRAL BASIN MWD HP-AUG24ADJ 681-8030-461.41-00 FLOW VIOLATION REFUND (170.00) HP-FEB25 681-8030-461.41-00 IMPORTED WATER FEB 2025 152,952.35 HP-OCT24ADJ 681-8030-461.41-00 FLOW VIOLATION REFUND (34.00) CENTRAL BASIN MWD Total 152,748.35
CENTRAL FORD 57035 111-7010-421.43-20 PARTS FOR PD UNIT 993 427.84 57086 111-7010-421.43-20 PARTS-MULTIPLE PD UNITS 86.00
57231 111-7010-421.43-20 PART FOR PD UNIT 978 250.89
57335 111-7010-421.43-20 PARTS FOR PD UNIT 978 333.06
57458 111-7010-421.43-20 PARTS FOR PD UNIT 989 668.88
57500 111-7010-421.43-20 PARTS FOR PD UNIT 977 268.37
57502 111-7010-421.43-20 PARTS FOR PD UNIT 986 44.08
57513 111-7010-421.43-20 PARTS FOR PD UNIT 977 160.59
CENTRAL FORD Total 2,239.71
CENTRAL SQUARE TECHNOLOGIES LLC 434650 742-9010-419.74-09 MAINTENANCE: 10124-93025 15,630.17 1336144FEB 111-9010-419.33-10 BANK FEES 70.50
1336396FEB 111-9010-419.33-10 BANK FEES 40.50
4099258MAR 111-9010-419.33-10 BANK FEES 327.46
4368819MAR 111-9010-419.33-10 BANK FEES 2,237.84
4635487MAR 111-9010-419.33-10 BANK FEES 3,201.28
CENTRAL SQUARE TECHNOLOGIES LLC Total 21,507.75
CHAMPION CJD 723792 111-7010-421.43-20 PD UNIT 957 PARTS 2,599.34 724276 111-7010-421.43-20 PARTS FOR PD UNIT 1002 786.90 724931 111-7010-421.43-20 PARTS FOR PD UNIT 957 329.38
CHAMPION CJD Total 3,715.62
CHARTER COMMUNICATIONS 13844570103212 111-9010-419.53-10 SERVICE 3/30/25-4/29/25 209.99 CHARTER COMMUNICATIONS Total 209.99
CINDI CAYAX 2554 239-5210-463.57-65 CDBG SENIOR SERVICES 490.00 CINDI CAYAX Total 490.00
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT CINTAS CORPORATION NO 3 4225805718 741-8060-431.56-41 UNIFORM DRY CLEANING 491.53 CINTAS CORPORATION NO 3 Total 491.53
COMMUNITY VETERINARY HOSPITAL INC 703463260 111-7010-421.61-20 K9 BOARDING & FOOD 255.00 COMMUNITY VETERINARY HOSPITAL INC Total 255.00
CORE BUSINESS TECHNOLOGIES 317730290782MA 111-9010-419.33-10 BANK FEES MARCH 2025 1,656.34 317730304873MA 111-9010-419.33-10 BANK FEES 633.79
CORE BUSINESS TECHNOLOGIES Total 2,290.13
CROWN CASTLE FIBER LLC 1819409 787-8915-499.56-41 DARK FIBER INTERNET APR 2025 16,200.00 CROWN CASTLE FIBER LLC Total 16,200.00
CTOS CALIFORNIA, LLC 202500719716 741-8060-431.43-20 INSPECTION PW UNIT 352 619.56 CTOS CALIFORNIA, LLC Total 619.56
DAILY JOURNAL CORPORATION A3906100 111-1010-411.54-00 PUBLIC HEARINGS 134.70 B3894838 111-1010-411.54-00 PUBLIC HEARINGS 235.00
B3894840 111-1010-411.54-00 ANNUAL SPANISH PLAN 25-26 275.00 B3902157 111-1010-411.54-00 CONSOLIDATED PLAN 25-26 310.00 B3902158 111-1010-411.54-00 SPANISH CONSOLIDATED PLAN 355.00 B3906258 111-1010-411.54-00 PUBLIC HEARINGS 659.48
DAILY JOURNAL CORPORATION Total 1,969.18
DAPEER, ROSENBLIT & LITVAK 24307 111-0220-411.32-70 LEGAL SERVICES 2,476.69 24308 111-0220-411.32-70 LEGAL SERVICES 7,472.50
24309 111-0220-411.32-70 LEGAL SERVICES 169.00
24310 111-0220-411.32-70 LEGAL SERVICES 738.53
24311 111-0220-411.32-70 LEGAL SERVICES 1,935.00
24312 111-0220-411.32-70 LEGAL SERVICES 1,395.00
24313 111-0220-411.32-70 LEGAL SERVICES 27,893.09
24314 111-0220-411.32-70 LEGAL SERVICES 87.04
24315 111-0220-411.32-70 LEGAL SERVICES 87.89
DAPEER, ROSENBLIT & LITVAK Total 42,254.74
DAVID HWANG 23819-28342 681-0000-228.70-00 UTILITY REFUND 943.84 DAVID HWANG Total 943.84
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT DEPARTMENT OF CONSERVATION SMIP-Q1-2025 111-0000-322.40-00 JAN - MAR 2025 267.62 DEPARTMENT OF CONSERVATION Total 267.62
DIAMOND ENVIRONMENTAL SERVICES 5336057 111-7010-421.43-20 SERVICE FOR DUI TRAILER 75.00 5357678 111-7010-421.43-20 SERVICE FOR DUI TRAILER 75.00 DIAMOND ENVIRONMENTAL SERVICES Total 150.00
DOG WASTE DEPOT 756865 535-8090-452.74-10 DOG WASTE BAGS & LINERS 1,308.27 DOG WASTE DEPOT Total 1,308.27
DUNN EDWARDS CORPORATION 2009A44817 111-8095-431.61-50 PAINT FOR GRAFFITI REMOVAL 495.99 2009A44947 111-8095-431.61-50 PAINT FOR GRAFFITI REMOVAL 103.21 2009A45249 111-8095-431.61-50 PAINT FOR GRAFFITI REMOVAL 947.76 2009A45250 111-8095-431.61-50 PAINT FOR GRAFFITI REMOVAL 947.76 DUNN EDWARDS CORPORATION Total 2,494.72
E.J. WARD, INC. EJ-INV-828 741-8060-431.62-30 KIT FUEL TAGS 1,566.06 E.J. WARD, INC. Total 1,566.06
EDGAR FELIX 3312025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 366.02 EDGAR FELIX Total 366.02
EGGLI COURT REPORTERS E032725 111-0220-411.32-70 HEARING TRANSCRIPT 3,200.96 EGGLI COURT REPORTERS Total 3,200.96
ELECTRIC SKY DRONE SHOWS, LLC 1025 111-6010-466.55-40 4TH OF JULY DRONE SHOW 10,000.00 ELECTRIC SKY DRONE SHOWS, LLC Total 10,000.00
ENAMELPINS, INC. G250226333872 111-6020-451.61-35 5K SUPPLIES 942.80 ENAMELPINS, INC. Total 942.80
ESTELA RAMIREZ 5514 111-6060-466.33-20 AEROBIC BODY TONING 364.00 ESTELA RAMIREZ Total 364.00
EWING IRRIGATION PRODUCTS, INC. 25233281 535-8090-452.74-10 MATERIALS FOR PARKS 429.22 25412947 535-8090-452.74-10 LANDSCAPE SUPPLIES 2,637.08
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT EWING IRRIGATION PRODUCTS, INC. Total 3,066.30
EXPRESS TRANSPORTATION SERVICES LLC DAR03312025 219-8085-431.56-45 DIAL A RIDE APR 2025 74,443.41 HPE03312025 111-0000-362.20-15 FIXED ROUTE MAR 2025 (2,500.00) 219-0000-340.30-00 FIXED ROUTE MAR 2025 (1,265.00)
219-8085-431.56-43 FIXED ROUTE MAR 2025 21,893.02
220-8085-431.56-43 FIXED ROUTE MAR 2025 46,158.49
222-8010-431.56-43 FIXED ROUTE MAR 2025 46,158.49
EXPRESS TRANSPORTATION SERVICES LLC Total 184,888.41
FAST DEER BUS CHARTER 12926 219-8085-431.57-70 SENIOR EXCURSION 2,300.00 FAST DEER BUS CHARTER Total 2,300.00
FEDEX 8-805-97705 741-8060-431.43-20 FLEET DEPARTMENT RETURN 18.79 8-820-79065 111-7010-421.61-20 EXPRESS SERVICE 10.87
FEDEX Total 29.66
FERGUSON ENTERPRISES INC 5275498 111-8023-451.43-10 SUPPLIES FOR PARK REPAIRS 80.64 FERGUSON ENTERPRISES INC Total 80.64
FM THOMAS AIR CONDITIONING INC 47843 111-8022-419.56-41 REPAIRS AT COURTHOUSE 10,795.62 FM THOMAS AIR CONDITIONING INC Total 10,795.62
FMS SOLUTIONS LLC 5576 111-7010-421.61-20 MOTORCYCLE GUN HOLSTER 329.65 FMS SOLUTIONS LLC Total 329.65
GEORGE CHEVROLET 188667CVW 111-7010-421.43-20 PART FOR PD UNIT 886 14.66 188990CVW 741-8060-431.43-20 PARTS FOR PW UNIT 180 583.93 189569CVW 219-8085-431.43-21 SUPPLIES FOR SHUTTLE 004 68.07 CM161254 741-8060-431.43-20 CREDIT (385.95)
GEORGE CHEVROLET Total 280.71
GLOBAL URBAN STRATEGIES, INC. 882 241-5030-419.56-41 SUPPORT SERVICES MAR-25 1,535.00 883 241-5030-419.56-41 SUPPORT SERVICES MAR-25 390.00
GLOBAL URBAN STRATEGIES, INC. Total 1,925.00
GRAINGER 9406016635 741-8060-431.74-10 FLEET SUPPLIES 673.00
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT GRAINGER 9412303605 741-8060-431.74-10 FLEET SUPPLIES 2,116.45 9437669105 741-8060-431.43-20 CREDIT (861.05)
9442103413 741-8060-431.43-20 PART FOR FLEET REPAIRS 207.76 9442103421 741-8060-431.43-20 MATERIALS FOR FLEET 52.05 9442103439 741-8060-431.43-20 MATERIALS FOR FLEET 142.21 9450971750 741-8060-431.43-20 MATERIALS FOR FLEET 1,845.14 GRAINGER Total 4,175.56
GRANITE CONSTRUCTION COMPANY 2915131 221-8010-431.61-21 HOT ASPHALT FOR REPAIRS 4,630.50 GRANITE CONSTRUCTION COMPANY Total 4,630.50
GYM CLOSET 344919-00 111-6060-466.61-20 AFTERSCHOOL SUPPLIES 53.53 GYM CLOSET Total 53.53
HASA, INC. 1024605 681-8030-461.41-00 SUPPLIES FOR WELL 12 344.34 1024606 681-8030-461.41-00 SUPPLIES FOR WELL 15 329.37
1024607 681-8030-461.41-00 SUPPLIES FOR WELL 18 361.68
HASA, INC. Total 1,035.39
HASSAN SALEH 4022025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 534.24 HASSAN SALEH Total 534.24
HEALTH AND HUMAN RESOURCE CENTER E0342023 111-0000-217.50-60 MAY 2025 SERVICES 267.30 HEALTH AND HUMAN RESOURCE CENTER Total 267.30
HERRERA & ASSOCIATES 1309 111-3010-415.56-41 CONSULTING SERVICES 29,500.00 HERRERA & ASSOCIATES Total 29,500.00
HILTI, INC. 4624220481 111-8010-431.74-10 SIDEWALKS REPAIR MATERIAL 2,145.43 HILTI, INC. Total 2,145.43
HUNTINGTON PARK POLICE MGMT ASSN. 20250407 111-0000-217.60-10 ASSOCIATION DUES 25.00 HUNTINGTON PARK POLICE MGMT ASSN. Total 25.00
IBE DIGITAL - P.O. BOX 660832 38809564 111-9010-419.44-10 KONICA MINOLTA LEASE 1,290.63 IBE DIGITAL - P.O. BOX 660832 Total 1,290.63
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT JCL TRAFFIC 128490 221-8012-429.61-20 STREET SIGNS 547.06 JCL TRAFFIC Total 547.06
JOEL GORDILLO JG202504 111-1010-411.56-41 MEDIA TECHNICIAN SERVICES 1,650.00 JOEL GORDILLO Total 1,650.00
JOSHUA VOLASGIS 3202025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 16.10 JOSHUA VOLASGIS Total 16.10
JTB SUPPLY COMPANY INC 114674 221-8014-429.74-10 TRAFFIC SIGNAL REPAIRS 882.00 114863 221-8014-429.74-10 TRAFFIC SIGNAL REPAIRS 13,441.22 JTB SUPPLY COMPANY INC Total 14,323.22
KIDTASTIC BUBBLES LLC 25-136 111-6020-451.56-41 EVENT RENTALS 900.00 KIDTASTIC BUBBLES LLC Total 900.00
KIMBALL MIDWEST 103217153 741-8060-431.43-20 SUPPLIES FOR FLEET DEPT 8.49 103219512 741-8060-431.43-20 SUPPLIES FOR FLEET DEPT 261.69 KIMBALL MIDWEST Total 270.18
KONA ICE OF DOWNEY KD0162 111-6020-451.56-41 EVENT RENTALS 295.00 KONA ICE OF DOWNEY Total 295.00
LB JOHNSON HARDWARE CO. 136112 221-8012-429.61-20 SUPPLIES TO INSTALL SIGNS 83.77 136548 111-8023-451.43-10 MATERIALS FOR REPAIRS 129.70
136570 535-8090-452.43-20 MATERIALS FOR REPAIRS 63.43
136683 111-8023-451.43-10 MATERIALS FOR REPAIRS 50.27
136788 741-8060-431.43-20 SHOP SUPPLY 14.87
136907 219-8085-431.43-21 PARTS FOR SHUTTLE 004 13.01
136915 111-8020-431.43-10 MATERIALS FOR REPAIRS 37.20
400222 111-8023-451.43-10 MATERIALS FOR REPAIRS 77.26
LB JOHNSON HARDWARE CO. Total 469.51
LCA CONSTRUCTION INC 8603 285-0000-228.75-00 PERMIT FEE REFUND 2,550.00 LCA CONSTRUCTION INC Total 2,550.00
LINDE GAS & EQUIPMENT INC. 48621594 741-8060-431.43-20 FLEET SHOP EQUIPMENT 100.01
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT LINDE GAS & EQUIPMENT INC. 48637063 741-8060-431.43-20 MATERIAL FOR FLEET REPAIR 360.37 48709922 741-8060-431.43-20 FLEET SHOP EQUIPMENT 115.91 LINDE GAS & EQUIPMENT INC. Total 576.29
LONG BEACH BMW 271482 111-7010-421.43-20 FRONT POD SHELL 228.71 LONG BEACH BMW Total 228.71
LUXURY AUTO BODY PW6075 741-8060-431.43-20 PW UNIT 186 REPAIRS 2,577.41 PW6076 741-8060-431.43-20 PW UNIT 186 REPAIRS 1,791.06
LUXURY AUTO BODY Total 4,368.47
MARGARITA S. MEDINA MENDOZA 3312025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 24.36 MARGARITA S. MEDINA MENDOZA Total 24.36
MODEL 1 COMMERCIAL VEHICLES RA101015746:01 219-8085-431.43-21 PARTS FOR SHUTTLE 008 607.74 MODEL 1 COMMERCIAL VEHICLES Total 607.74
MYERS AND SONS HI-WAY SAFETY, INC 169738 221-8012-429.61-20 SIGNS 659.47 MYERS AND SONS HI-WAY SAFETY, INC Total 659.47
NATIONAL CONSTRUCTION RENTALS INC 7766571 535-8090-452.74-10 FENCE REPAIR 3,269.00 NATIONAL CONSTRUCTION RENTALS INC Total 3,269.00
NATIONWIDE ENVIRONMENTAL SERVICES 34636 221-8010-431.56-41 MARCH 2025 SERVICES 64,945.61 34637 220-8070-431.56-41 MARCH 2025 SERVICES 22,077.53
NATIONWIDE ENVIRONMENTAL SERVICES Total 87,023.14
NORM REEVES FORD SUPERSTORE 141759 111-7010-421.43-20 REPAIRS TO PD UNIT 993 323.77 334857 219-8085-431.43-21 PART FOR SHUTTLE 005 65.22
335317 741-8060-431.43-20 PARTS FOR PW UNIT 353 718.78
NORM REEVES FORD SUPERSTORE Total 1,107.77
NORTH STAR LAND CARE 1601-1008 535-8090-452.56-60 MARCH 2025 SERVICES 37,617.75 NORTH STAR LAND CARE Total 37,617.75
OK PRINTING DESIGN & DIGITAL PRINT 3967 221-8012-429.61-20 NO PARKING SIGNS 960.00 OK PRINTING DESIGN & DIGITAL PRINT Total 960.00
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT O'REILLY AUTO PARTS 2959-236575 219-8085-431.43-21 PART FOR TROLLEY 006 171.19 2959-236814 741-8060-431.43-20 PARTS FOR PW UNIT 190 44.09 2959-236816 741-8060-431.43-20 SHOP SUPPLIES 37.85
2959-237136 741-8060-431.43-20 SHOP SUPPLIES 62.74
2959-238571 741-8060-431.43-20 FLEET SUPPLIES 240.90
2959-238572 741-8060-431.43-20 VACUUM PUMP 990.99
O'REILLY AUTO PARTS Total 1,547.76
OSCAR CARRILLO 32125 111-6030-451.61-35 BASEBALL UMPIRE FEES 1,956.00 OSCAR CARRILLO Total 1,956.00
PARKINK 30093 111-6010-466.55-57 ART WALK SUPPLIES 433.25 30094 111-6010-466.55-57 ART WALK SUPPLIES 295.40
30095 111-6010-466.55-57 ART WALK SUPPLIES 223.46
30161 111-6010-466.55-57 ART WALK SUPPLIES 289.45
PARKINK Total 1,241.56
POLARIS SALES, INC INV-13607-W4T1 225-7120-421.74-10 PD ATV VEHICLE RANGER 46,119.81 POLARIS SALES, INC Total 46,119.81
POWER SOURCE ELECTRICAL SERVICES 1010 111-8024-421.43-10 PD ELECTRICAL REPAIRS 1,500.00 1011 111-8024-421.43-10 PD ELECTRICAL REPAIRS 700.00
1012 535-8016-431.61-45 PD ELECTRICAL REPAIRS 1,950.00
POWER SOURCE ELECTRICAL SERVICES Total 4,150.00
PVP COMMUNICATIONS 136255 111-7010-421.74-10 MOTOROLA PORTABLE RADIO 1,497.20 PVP COMMUNICATIONS Total 1,497.20
R & A TANK TECHNOLOGIES LLC 0327-2031 741-8060-431.43-20 AQMD VAPOR RECOVERY TEST 1,594.00 R & A TANK TECHNOLOGIES LLC Total 1,594.00
ROBERT BRABANT 6607-23220 681-0000-228.70-00 CREDIT REFUND 79.90 ROBERT BRABANT Total 79.90
ROBERT HALF INC 64637877 111-2030-413.56-41 LABOR INVOICE 6,087.76 64668451 111-2030-413.56-41 LABOR INVOICE 4,845.36
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT ROBERT HALF INC 64689534 111-2030-413.56-41 LABOR INVOICE 4,845.36 64715198 111-2030-413.56-41 LABOR INVOICE 4,596.88
64728861 111-2030-413.56-41 LABOR INVOICE 4,969.60
64754478 111-2030-413.56-41 LABOR INVOICE 4,969.60
64800073 111-3010-415.56-41 LABOR INVOICE 4,400.00
64821919 111-3010-415.56-41 LABOR INVOICE 4,400.00
ROBERT HALF INC Total 39,114.56
SAREGA LAW, APC 25-001 111-0220-411.32-70 LEGAL SERVICES 7,500.00 SAREGA LAW, APC Total 7,500.00
SDI PRESENCE LLC 18737 742-9010-419.74-09 CORRECTION TO JAN 2025 INVOICE 34,740.76 IT SUPPORT FEB 2025 53,447.33
SDI PRESENCE LLC Total 88,188.09
SINATRA UNIFORM, INC SU13861 111-7010-421.61-20 PD UNIFORMS 1,398.22 SINATRA UNIFORM, INC Total 1,398.22
SMART & FINAL 40010319737 111-0210-413.61-20 SUPPLIES FOR ADMIN 257.06 3192200018501 111-7010-421.61-20 SUPPLIES FOR PD 22.96
SMART & FINAL Total 280.02
SOUTH COAST & DESIGN S-501052 221-8014-429.61-20 TRAFFIC SIGNAL POLE 4,931.48 SOUTH COAST & DESIGN Total 4,931.48
SOUTHERN CALIFORNIA EDISON 700045219727AP 111-9010-419.62-10 MONTHLY SERVICE 7,374.32 700131643996AP 111-9010-419.62-10 MONTHLY SERVICE 200.82 700226975697AP 111-9010-419.62-10 MONTHLY SERVICE 13.84 700330421450MA 111-9010-419.62-10 SERVICE 2/25/25 - 3/25/25 63.65 700350430934MA 111-9010-419.62-10 MONTHLY SERVICE 31,270.65 700375713073AP 111-9010-419.62-10 MONTHLY SERVICE 78.85 SOUTHERN CALIFORNIA EDISON Total 39,002.13
SPARKLETTS 19438227040225 111-9010-419.61-20 DRINKING WATER 459.56 SPARKLETTS Total 459.56
STEPHANIE LUNA 3262025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 107.80
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT STEPHANIE LUNA Total 107.80
THE FLAG SHOP 21354 111-8020-431.43-10 REPLACEMENT FLAGS 1,992.41 THE FLAG SHOP Total 1,992.41
THORSON MOTOR CENTER 525751 ISR 741-8060-431.43-20 PART FOR PW UNIT 346 614.97 THORSON MOTOR CENTER Total 614.97
TIME WARNER CABLE 10696480104012 111-9010-419.53-10 APRIL 2025 SERVICES 667.82 TIME WARNER CABLE Total 667.82
TMG STRATEGIES 2205 111-0310-413.56-41 CRISIS COMMUNICATION 3,500.00 TMG STRATEGIES Total 3,500.00
T-MOBILE USA 9596621426 111-7010-421.56-41 TIMING ADVANCE 50.00 975955170MAR 111-9010-419.53-10 PHONE SERVICES 2/22-3/21 1,730.48 975956264FEB25 111-9010-419.53-10 SERVICE 2/21/25-3/20/25 405.46 T-MOBILE USA Total 2,185.94
TOWN HALL STREAMS 16421 111-1010-411.56-41 MONTHLY TOWN STREAMS 300.00 TOWN HALL STREAMS Total 300.00
U.S. BANK EQUIPMENT FINANCE 552607384 111-9010-419.44-10 IBE FINANCING APR 2025 2,470.45 U.S. BANK EQUIPMENT FINANCE Total 2,470.45
UNDERGROUND SERVICE ALERT OF SO CAL 320250148 221-8014-429.56-41 NEW TICKET CHARGES MAR 2025 222.75 24-253100 221-8014-429.56-41 MONTHLY FEE MAR 2025 106.39 UNDERGROUND SERVICE ALERT OF SO CAL Total 329.14
VALLEY ALARM 126783 111-8020-431.56-41 MARCH 2025 SERVICES 665.34 111-8022-419.56-41 MARCH 2025 SERVICES 665.33
111-8023-451.56-41 MARCH 2025 SERVICES 715.28
1253668 111-8020-431.56-41 JANUARY 2025 SERVICES 665.34 111-8022-419.56-41 JANUARY 2025 SERVICES 665.33
111-8023-451.56-41 JANUARY 2025 SERVICES 715.28
1253854 111-8022-419.56-41 PANIC BUTTON SERVICE 250.00
1261684 111-8020-431.56-41 FEBRUARY 2025 SERVICES 665.34
City of Huntington Park
Demand Register
April 21, 2025
PAYEE INVOICE NUMBER ACCOUNT NUMBER DESCRIPTION Sum of TRANSACTION AMOUNT VALLEY ALARM 1261684 111-8022-419.56-41 FEBRUARY 2025 SERVICES 665.33 111-8023-451.56-41 FEBRUARY 2025 SERVICES 715.28
VALLEY ALARM Total 6,387.85
VULCAN MATERIALS COMPANY 3025290 111-8010-431.61-20 HOT ASPHALT 490.34 3038424 111-8010-431.61-20 HOT ASPHALT 328.50
VULCAN MATERIALS COMPANY Total 818.84
WALTERS WHOLESALE ELECTRIC COMPANY S127593263.001 535-8016-431.61-45 STREET LIGHTING SUPPLIES 1,265.61 S127599989.001 535-8016-431.61-45 STREET LIGHTING SUPPLIES 1,431.06 S127599989.002 535-8016-431.61-45 STREET LIGHTING SUPPLIES 203.76 WALTERS WHOLESALE ELECTRIC COMPANY Total 2,900.43
WEST & ASSOCIATES ENGINEERING, INC 1025.03.01 111-8020-431.56-41 FEBRUARY 2025 SERVICES 15,100.00 WEST & ASSOCIATES ENGINEERING, INC Total 15,100.00
WEST GOVERNMENT SERVICES 851733890 742-7010-421.74-09 MARCH 2025 SERVICES 1,892.77 WEST GOVERNMENT SERVICES Total 1,892.77
WESTERN EXTERMINATOR COMPANY 534159C 111-7024-421.56-41 PEST CONTROL MAINTENANCE 74.00 111-8020-431.56-41 PEST CONTROL MAINTENANCE 102.48
111-8022-419.56-41 PEST CONTROL MAINTENANCE 75.15
111-8023-451.56-41 PEST CONTROL MAINTENANCE 141.85
535-8090-452.56-60 PEST CONTROL MAINTENANCE 194.26
WESTERN EXTERMINATOR COMPANY Total 587.74
WEX BANK 104043184 111-7010-421.43-20 FUEL FOR CITY VEHICLES 772.73 WEX BANK Total 772.73
WIP 3303 787-8938-499.73-10 EQUIPMENT & INSTALLATION 24,623.82 WIP Total 24,623.82
YANELI CUEVAS 3262025 111-7010-421.59-10 EMPLOYEE REIMBURSEMENT 107.80 YANELI CUEVAS Total 107.80
Grand Total 1,039,922.84
REGULAR AGENDA
ITEM 1
CITY OF HUNTINGTON PARK
Police Department
City Council Agenda Report
April 21, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
DISCUSSION AND/OR POSSIBLE ACTION REGARDING THE UPDATED
ASSESSMENT ON THE IMPLEMENTATION OF A POLICE BODY-WORN CAMERA
PROGRAM
IT IS RECOMMENDED THE CITY COUNCIL:
1. Receive and file this updated report regarding the assessment of a Police BodyWorn Camera (BWC) Program; and
2. Provide direction on whether staff should proceed with further planning and implementation based on the updated findings, including cost analysis, stakeholder feedback, and operational feasibility.
BACKGROUND
On December 16, 2024, the City Council received an initial comprehensive assessment of the potential implementation of a Body-Worn Camera (BWC) Program for the Huntington Park Police Department. The program was intended to support transparency, accountability, and improved evidence collection during law enforcement operations.
Following the initial presentation, staff has continued its due diligence. This has included obtaining proposals from three qualified vendors, each outlining the scope of services, equipment, and associated costs. In addition, staff conducted internal surveys with both the Huntington Park Police Officers Association (HPPOA) and the Huntington Park Police Management Association (HPPMA) to gather feedback and assess the level of support for the program across different ranks within the department.
UPDATE
Vendor Bids and Cost Analysis: Staff requested and received three bids from qualified body-worn camera vendors. Each proposal includes pricing for equipment, cloud-based
DISCUSSION AND/OR POSSIBLE ACTION REGARDING THE UPDATED
ASSESSMENT ON THE IMPLEMENTATION OF A POLICE BODY-WORN CAMERA
PROGRAM
April 21, 2025
data storage, software, warranties, and ongoing technical support. The following bids were received:
Company A: $621,580.20 (60 users)
Company B: $291,274.98 (60 users)
Company C: $375,610.75 (62 users)
HPPOA Survey Results: The Huntington Park Police Officers Association conducted a membership survey regarding the proposed BWC program. The majority of responding members expressed opposition to implementing the program. Key concerns cited by officers included:
Potential misuse or misinterpretation of video footage Invasion of personal privacy, particularly regarding private conversations with colleagues
Operational security, including the unintended recording of sensitive tactics and interactions
HPPMA Survey Results: A separate survey was conducted with the Huntington Park Police Management Association, which represents the department’s management-level personnel. The majority of respondents indicated support for implementing a BodyWorn Camera (BWC) program. HPPMA members noted that, if adequately resourced and governed by clear policies, the program could:
Enhance accountability and officer safety
Improve evidence collection and promote public transparency Protect officers from false or unfounded complaints
However, HPPMA emphasized that successful implementation would require clear operational guidelines, appropriate legal support, and sufficient staffing for redaction, review, and data management.
ADDITIONAL CONSIDERATIONS
Legal Compliance: While BWC use is not mandated by California law, agencies choosing to implement such programs must comply with Penal Code §832.18 and AB 748, which impose specific requirements for data storage, tampering prevention, and release of recordings related to “critical incidents.”
Privacy and Public Access: BWC footage is generally considered public record under the California Public Records Act. The City will be responsible for timely response to footage requests, redactions, and legal compliance.
Operational Demands: If implemented, the program would require hiring additional personnel (e.g., a supervisor overseeing the program, records clerk and an evidence technician), contracting third-party redaction vendors, and ongoing legal review—adding to the department’s workload and annual expenses.
DISCUSSION AND/OR POSSIBLE ACTION REGARDING THE UPDATED
ASSESSMENT ON THE IMPLEMENTATION OF A POLICE BODY-WORN CAMERA
PROGRAM
April 21, 2025
FISCAL IMPACT/FINANCING
Implementing a Body-Worn Camera (BWC) program involves both substantial one-time startup costs and significant recurring expenses. Initial costs include the purchase of cameras, hardware, and software. Ongoing costs—such as data storage, legal fees, personnel, software maintenance, and redaction services—can total tens of thousands of dollars annually, depending on usage and data volume. Indirect costs include training, administration, and additional staffing or vendor support for footage review and processing. While the program offers benefits in transparency, accountability, and evidence collection, it also presents a long-term financial commitment requiring careful planning.
An updated cost estimate has been developed based on the lowest vendor quote, incorporating unlimited storage for 60 cameras and estimated legal and redaction expenses.
If the program is approved, staff will explore multiple funding avenues to support its implementation. These may include pursuing grant opportunities, utilizing Asset Forfeiture funds for eligible expenditures, and/or requesting a General Fund budget enhancement. It is important to note that grant funding typically covers equipmentrelated costs only and does not extend to personnel, legal services, or other operational expenses. Additionally, the program will involve ongoing annual costs that must be sustained through the General Fund for the duration of its operation.
CONCLUSION
This report provides an updated summary of staff’s assessment and outreach efforts related to the potential implementation of a Body-Worn Camera Program. While vendor proposals have been received and analyzed, internal feedback is mixed: the HPPOA is opposed, while the HPPMA supports implementation with proper resources. At this stage, staff is awaiting direction from the City Council on whether to proceed with further Year 1 Year 2 Year 3 Year 4 Year 5
BWC Equipment and Storage $74,979.00 $47,304.00 $47,304.00 $47,304.00 $47,304.00 FTE Police Sergeant (Fully
Loaded with Benefits) $200,699.04 $206,906.23 $213,113.42 $221,637.95 $230,503.47 FTE Police Evidence Technician
(Fully Loaded with Benefits) $107,813.94 $111,048.36 $115,490.29 $120,109.90 $124,914.27 FTE Police Records Clerk
(Fully Loaded with Benefits) $93,048.33 $95,839.78 $99,673.37 $103,660.30 $107,806.71 Legal Fees - Estimated
($500 Per Hour) $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 3rd Party Redacting - Estimated
($400 Per Hour) $8,000.00 $16,000.00 $24,000.00 $32,000.00 $40,000.00 Total Estimated Costs: $494,540.31 $497,098.37 $529,581.08 $564,712.15 $600,528.45 Total Five-Year Estimate: $2,686,460.36
DISCUSSION AND/OR POSSIBLE ACTION REGARDING THE UPDATED
ASSESSMENT ON THE IMPLEMENTATION OF A POLICE BODY-WORN CAMERA
PROGRAM
April 21, 2025
development and implementation of the BWC program or place the project on hold due to financial considerations.
Respectfully submitted,
RICARDO REYES
City Manager
Chief of Police
ATTACHMENT(S)
None
CITY OF
HUNTINGTON PARK
POLICE BODY-WORN CAMERA PROGRAM UPDATE
APRIL 21, 2025
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
AGENDA:
1. Background
2. Vendor Bids and Cost Analysis
3. Legal and Program Requirements
4. HPPOA/HPPMA Survey Feedbacks
5. Potential Cost Scenario
6. Conclusion and Next Steps
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
BACKGROUND:
Initial assessment presented to Council on December 16, 2024.
Purpose: Support transparency, accountability, and evidence collection.
Staff continued its due diligence by establishing a Body-Worn Camera Committee, obtaining bids from qualified vendors, and conducting internal surveys to gather feedback.
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
VENDOR BIDS AND COST ANALYSIS:
Company A: $621,580.20 (60 users)
Company B: $291,274.98 (60 users)
Company C: $375,610.75 (62 users)
Quotes include equipment, storage, support,
and software.
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
LEGAL AND PROGRAM REQUIREMENTS:
California does not mandate BWCs for law enforcement, but agencies that adopt BWCs must comply with specific state requirements.
Penal Code Section 832.18 provides guidelines for BWC data management, including best practices for downloading, storing, prevention of tampering, and data retention.
Assembly Bill 748, effective July 1, 2019, requires the release of audio and video recordings, including BWC footage, within 45 days of "critical incidents" such as officer-involved shootings or force resulting in death or serious injury, unless it interferes with an active investigation.
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
HPPOA/HPPMA SURVEY FEEDBACKS:
HPPOA Survey Results: A membership-wide survey was conducted regarding the proposed Body-Worn Camera (BWC) program - Majority of responding officers opposed implementation
Key concerns included:
Risk of video footage being misused or misinterpreted Invasion of privacy during personal or colleague conversations Operational security risks (e.g., recording of sensitive tactics/interactions)
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
HPPOA/HPPMA SURVEY FEEDBACKS:
HPPMA Survey Results: A separate survey was conducted with management-level personnel - Majority of respondents supported implementation
Noted benefits of the program (if properly resourced and governed):
Increased accountability and officer safety
Improved evidence collection and public transparency
Protection from false or unfounded complaints
Concerns for successful implementation:
Need for clear operational policies
Adequate legal and administrative support
Staffing for video redaction, review, and data management
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
PTENTIAL COST SCENARIO:
Start-up & recurring costs (equipment, storage, personnel, legal, redaction). Total 5-Year Estimated Cost: $2,686,460.36
Potential funding: Grants, Asset Forfeiture, General Fund enhancement.
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
Year 1 Year 2 Year 3 Year 4 Year 5
BWC Equipment and Storage $74,979.00 $47,304.00 $47,304.00 $47,304.00 $47,304.00 FTE Police Sergeant (Fully
Loaded with Benefits) $200,699.04 $206,906.23 $213,113.42 $221,637.95 $230,503.47 FTE Police Evidence Technician
(Fully Loaded with Benefits) $107,813.94 $111,048.36 $115,490.29 $120,109.90 $124,914.27 FTE Police Records Clerk
(Fully Loaded with Benefits) $93,048.33 $95,839.78 $99,673.37 $103,660.30 $107,806.71 Legal Fees – Estimated
($500 Per Hour) $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 3rd Party Redacting -
Estimated ($400 Per Hour) $8,000.00 $16,000.00 $24,000.00 $32,000.00 $40,000.00 Total Estimated Costs: $494,540.31 $497,098.37 $529,581.08 $564,712.15 $600,528.45 Total Five-Year Estimate: $2,686,460.36
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
CONCLUSION AND NEXT STEPS:
Staff established a committee with stakeholders, completed vendor review along with internal and external outreach.
Mixed feedback from stakeholders.
Staff requests direction: Proceed or place project on hold.
Thank You!
QUESTIONS?
CITY OF HUNTINGTON PARK
POLICE DEPARTMENT – BODY WORN CAMERA PROGRAM UPDATE
ITEM 2
CITY OF HUNTINGTON PARK
Finance Department
City Council Agenda Report
April 21, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL FOR THE RECLASSIFICATION OF
TRANSPORTATION ENGINEERING EXPENSES TOTALING $300,000 FROM
GENERAL FUNDS TO MEASURE R FUNDS
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Approve the reclassification of transportation engineering expenses in the amount of $300,000; and
2. Authorize the Finance Department to conduct the reclassification of expenses from the General Fund to the Measure R Fund; and
3. Authorize the City Manager and the Finance Director to execute the change in funding source.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
Measure R is funded with one-half-cent sales tax revenues that Los Angeles County voters approved in November 2008 to meet the transportation needs of Los Angeles County. The Los Angeles County Metropolitan Transportation Authority (“LACMTA”) allocates and distributes Local Return (LR) funds monthly to Jurisdictions.
According to the Measure R guidelines, eligible expenses include the planning, right of way acquisition, engineering, administration, construction, improvement, maintenance, and operation of public streets and roads. It was determined in prior years that $300,000 was a reasonable estimate for the cost of engineering time spent on transportation related items. The reclassification of these expenditures and the change of funding source to Measure R funds will place funds back into the General Fund.
FISCAL IMPACT/FINANCING
CONSIDERATION AND APPROVAL FOR THE RECLASSIFICATION OF
TRANSPORTATION ENGINEERING EXPENSES TOTALING $300,000 FROM
GENERAL FUNDS TO MEASURE R FUNDS
April 21, 2025
The reclassification of these expenses will immediately return cash in the amount of $300,000 to the General Fund therefore freeing up dollars to be used for other expenses.
This also utilizes available special funds in more dynamic ways, lessening the burden on the General Fund.
CONCLUSION
Upon Council approval, staff will proceed with the recommended actions.
Respectfully submitted,
RICARDO REYES
City Manager
JEFF JONES
Director of Finance
ATTACHMENT(S)
A. Measure R Local Return Guidelines
Measure R Local Return
Guidelines
10-0311cmc ©2009 lacmta
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 1 MEASURE R LOCAL RETURN - TABLE OF CONTENTS
A. POLICY ..........................................................................................................................................2 I. PROGRAM SUMMARY.......................................................................................................2 II. MEASURE R USES AND CONDITIONS FOR PROJECT ELIGIBILITY.........................2
1. Streets and Roads ...........................................................................................................2
2. Traffic Control Measures: Signal Synchronization, TDM, TSM, ITS ..........................3
3. Bikeways and Pedestrian Improvements........................................................................4
4. Public Transit Services...................................................................................................4 a. Non-Exclusive School Service ...................................................................................5 b. Specialized Public Transit ..........................................................................................5 c. Recreational Transit Services .....................................................................................5
5. Public Transit Capital.....................................................................................................6
6. Transportation Marketing...............................................................................................6
7. Planning, Engineering and/or Study, Congestion Management Program (“CMP”).......6
8. Transportation Administration .......................................................................................7
9. Local Funding Contributions..........................................................................................7 III. MAINTENANCE OF EFFORT (MOE) ................................................................................7 IV. PROMOTE SUSTAINABILITY ...........................................................................................7 V. COORDINATION APPROACH ...........................................................................................8 B. ADMINISTRATIVE........................................................................................................................8 I. ADMINISTRATIVE POLICY...............................................................................................8 II. REPORTING REQUIREMENTS..........................................................................................8
1. Expenditure Plan (Form One) ........................................................................................8
2. Expenditure Report (Form Two) ....................................................................................9
3. Recreational Transit Form..............................................................................................9
4. Form Submission Timeline ............................................................................................9 III. TIMELY USE OF FUNDS ....................................................................................................9 IV. FUND EXCHANGE: TRADE, LOAN, GIFT ......................................................................9 V. RESERVE FUND.................................................................................................................10 VI. FINANCE SECTION ...........................................................................................................10 VII. AUDIT SECTION................................................................................................................11 A. Financial and Compliance Provisions ..........................................................................11 B. Audit Deliverables........................................................................................................13 C Suspension or Revocation ............................................................................................13 VIII. APPENDICES......................................................................................................................13 I. Assurances And Understandings..................................................................................14 II. Recreational Transit Services Form .............................................................................16 III. Sample Fund Exchange Agreements............................................................................17 IV. Expenditure Plan (Form One) ......................................................................................19 V. Expenditure Report (Form Two) ..................................................................................23 V1. Assembly Bill 2321 ....................................................................................... Attachment VII. Measure R Ordinance.................................................................................... Attachment VIII.Measue R Ordinance Attachment A .............................................................Attachment ACKNOWLEDGEMENTS ...........................................................................................................24
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 2 Measure R Local Return
A. POLICY
I. PROGRAM SUMMARY
Measure R is funded with 1/2-cent sales tax revenues that Los Angeles County voters approved in November 2008 to meet the transportation needs of Los Angeles County.
Collection of the tax began on July 1, 2009. Fifteen percent (15%) of the Measure R tax is designated for the Local Return (“LR”) Program to be used by cities and the County of Los Angeles (”Jurisdictions”). The Los Angeles County Metropolitan Transportation Authority (“LACMTA”) allocates and distributes LR funds monthly to Jurisdictions on a per capita basis.
The Measure R Ordinance specifies that LR funds are to be used for transportation purposes. No net revenues distributed to Jurisdictions may be used for purposes other than transportation purposes. The Measure R Ordinance directs LACMTA to develop LR Guidelines, including administrative requirements. The projects included in herein further define those transportation purposes for which Measure R LR revenues may be used.
To maximize the transportation funding benefit for the region, a “Coordinated Approach” and “Sustainability” are encouraged. Jurisdictions are encouraged to apply their Measure R LR funds towards multi-jurisdictional projects, specifically projects that support other Measure R rail, bus and highway corridor projects. Examples of projects where multi-jurisdictional coordination can be achieved are located in the Coordination Approach Section. Coordination efforts will result in incentive benefits for Jurisdictions as listed in the Coordination Incentive Section. Projects that show Sustainability, or green measures, are listed in the Sustainability Section.
II. MEASURE R USES AND CONDITIONS FOR PROJECT ELIGIBILITY Following are listings of eligible projects for which Measure R LR funds can be used:
1. Streets and Roads. Planning, right of way acquisition, engineering, administration, construction, improvement, maintenance, and operation of public streets and roads, highways and exclusive public mass transit guide ways, and their related public facilities for non-motorized traffic, including the mitigation of their environmental effects, all costs associated with property acquisition for such purposes.
Streets and Roads improvements may consist of, but are not limited to, the following:
• Repair and maintenance of public roadways, pavement maintenance, slurry seals, chip seals, pot-hole repair, pavement rehabilitation and roadway reconstruction, curb, gutter, sidewalk, roadway signage and catch basin repair (storm drains) in connection with any roadway improvements
• Capacity enhancements, street widenings, pavement marking and striping or restriping
• Exclusive bike or bus lanes
• Roadway safety improvements such as soundwalls, roadway lighting raised median or roadway signage, or other
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 3 • Americans with Disabilities Act (“ADA”)
• Complete streets
2. Traffic Control Measures. Signal Synchronization, Transportation Demand Management (“TDM”), Transportation Systems Management (“TSM”), Intelligent Transportation System (“ITS”), traffic signal modification, signalization of turns,, traffic management center, and traffic safety.
TDM projects are defined as strategies/actions intended to influence how people commute, resulting in minimizing the number of vehicle trips made and vehicle miles traveled during peak travel periods.
a. Signal Synchronization. The research, planning, design, engineering, administration, construction, improvement, maintenance, and operation of traffic signals and traffic signal improvement projects, in particular those improvements required to install and maintain traffic signal synchronization and coordinated traffic signal timing across jurisdictions. Signal Synchronization Improvements may consist of, but are not limited to, the following:
• Installation of new traffic signal
• Installation of left-turn phasing
• Maintenance, repair, replacement and/or upgrade of traffic and pedestrian signal equipment
• Installation, repair, maintenance of vehicle detection system which may include operation as a fully traffic actuated signal
• Installation of time-based coordination; installation and maintenance of traffic signal coordination timing
b. TDM-eligible project expenditures may consist of, but are not limited to, the following:
• Vanpool and/or vanpool incentive programs, (as well as carpool and biking incentive programs) including ride-matching programs (must be made available to all employers and/or residents within the Jurisdiction boundaries) • Community-based shuttles for employees, if such services complement existing transit service
• Parking management incentive programs, including parking cash-outs or parking pricing strategies
• Employer or citizen ride-matching programs and subsidies • Transportation Management Organization's (“TMO”) insurance costs or individual employer's vanpool programs under the umbrella vehicle insurance policy of the Jurisdiction
• Matching funds for LR-eligible projects such as Safe Routes to School projects and highway safety projects
• Car sharing programs
c. TSM-eligible project expenditures include those for relatively low-cost, noncapacity-enhancing traffic control measures that improve vehicular flow and/or increase safety within an existing right-of-way. TSM projects may consist of, but are not limited to, the following:
• Reserved bus lanes (no physical separation) on surface arterials Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 4 • Contra-flow lanes (reversible lanes during peak travel periods) • Ramp meter by-pass (regulated access with bus/carpool unrestricted entry) • Traffic signal priority for buses (to allow approaching transit vehicles to extend green phase or change traffic signal from red to green) • Preferential turning lanes for buses
• Other traffic signal improvements that facilitate traffic movement Traffic Control Measures - Eligibility Restrictions
LR funds may not be used to alter system/signal timing that was implemented under a traffic forum project/grant, unless coordinated with all affected Jurisdictions in the corridor. If a LR-funded project is or has an ITS component, it must be consistent with the Regional ITS Architecture. ITS projects must comply with the Countywide ITS Policy and Procedures that the LACMTA Board has adopted.
3. Bikeways and Pedestrian Improvements. Bikeway and Pedestrian improvements are for public uses and should follow ADA and California Title 24 specifications for accessibility requirements. Bikeways and Pedestrian improvements may consist of, but are not limited to, the following:
• Bike/pedestrian facilities (including bike storage), sidewalks, related lighting, construction and maintenance,
• Signage, information/safety programs
• Lighting for bike and pedestrian safety
• Bike signal, bike detection, bike valet, bike lane and bicycle parking • ADA improvements, streetscapes, crossings and curb cuts • Bike sharing
• Bike Safety and Bike Education
4. Public Transit Services. Proposed new or expanded transit or paratransit services must be coordinated with LACMTA and other affected existing regional bus transit systems to determine the proposed service’s compatibility with the existing service(s). LACMTA may request that the proposed service be modified. Proposed services must also meet the criteria outlined under “Non-Exclusive School Service” and “Specialized Transit”. Emergency Medical Transportation is not an eligible use of LR funds. Public transit service expenditures may include, but are not limited to, the following:
• New fixed route, paratransit (Elderly and Disabled and/or General Public) or Flexible Destination bus service
• Extension or augmentation of an existing bus route(s) and coordination of existing paratransit service
• Contracting with a transit operator or private provider for transportation services • Contracting with transit operator in an adjacent county to provide transportation services within Los Angeles County
• Operating subsidy to existing municipal or regional bus operator • Service enhancements related to bus/rail interface
• Shuttle service between activity centers
• Fare subsidy, subsidized taxi service for disadvantaged residents • Taxi coupon programs used to provide paratransit systems for senior and disabled patrons
• ADA related improvements to fixed route or paratransit operations Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 5 • Transit security
• Recreational transit
Public Transit Services - Eligibility Restrictions
a. Non-Exclusive School Service includes fixed-route bus services or demandresponsive services available to the general public, which also provide school trips, are eligible for LR funding. Exclusive school bus services are not eligible.
Projects must meet the following conditions:
• The bus vehicles utilized cannot be marked "School Bus" or feature graphics that in any way indicate they are not available to the general public. Yellow paint schemes should not be for the specific purpose of meeting the vehicle code definition of a school bus
• The bus head sign is to display its route designation by street intersection, geographic area, or other landmark/destination description and cannot denote "School Trip" or "Special." In cases where the service includes an alternate rush-hour trip to provide service by a school location, the dashboard sign is to indicate the line termination without indicating the school name • Timetables for such services will be made available to the general public, shall provide the given schedule and route but must not be labeled “school service”
• Drivers must be instructed that such service is available to the general public and board and alight all passengers as required at designated stops • The same fare payment options must be made available to all users • The overall transportation service provided in the Jurisdiction must not be for school service hours only
b. Specialized Public Transit, special-user group service or social service transit may be eligible where it can be incorporated into the existing local transit or paratransit program. Jurisdictions must demonstrate that existing services cannot be modified to meet the identified user need. Projects must meet the following conditions:
• The special user group identified does not discriminate on the basis of race, religion, sex, disability or ethnicity
• Service shall be available to all members of the general public having that specialized need and not be restricted to a specific group or program • Service shall be advertised to the general public
• LACMTA may require, as a condition of approval, inter-jurisdictional project coordination and consolidation
• LR funds may only be used for the transportation component of the special user group program, i.e., direct, clearly identifiable and auditable transportation costs, excluding salaries for specialized escorts or other program aides
• The designated vehicle(s) used must be made available for coordination with other paratransit programs if space permits
c. Recreational Transit Services are eligible for travel within a 300 mile radius of the designated point of departure within the Jurisdiction. All eligible trips must be made within California, and eligibility restricts the use to day trips (no overnight trips). Trips may be limited to certain general age groups (e.g., Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 6 children under 18, senior citizens, persons with disabilities); however, trips must be made available to all individuals within that designated group. Special events or destinations may be served; however, all members of the general public including individuals with disabilities must be allowed to use the service.
LR funds may not be used to pay the salaries of recreation leaders or escorts involved in recreational transit projects. All recreational transit trips must be advertised to the public, such as through newspapers, flyers, posters, and/or websites. Jurisdictions must submit a Recreational Transit Service Form (Appendix II) on or before October 15th after the fiscal year the service was made available, to certify that all conditions were met.
5. Public Transit Capital - Bus/rail improvements maintenance and transit capital.
Jurisdictions must coordinate bus stop improvements with affected transit operators.
Jurisdictions that propose replacing privately owned benches or shelters must notify the affected operator(s) before requesting Jurisdictional project approval. Public Transit Capital projects may consist of, but are not limited to, the following:
• Bus stops, stations
• Vehicles (new, replacement, and/or maintenance)
• Transit facilities
• Transportation Enhancements (“TE”) park-and-ride lots • Right of way improvements
• Farebox systems
• Transit Access Pass (“TAP”)
• Universal Fare System (“UFS”), ITS
• Bus/station amenities
• Transportation technical systems
• Transit security
6. Transportation Marketing. If promotional signage, literature, or other project marketing material is distributed or displayed as part of a Measure R project outreach or marketing activity, Jurisdictions are encouraged to include a notation indicating that Measure R funding was used to fund the project. Marketing projects may consist of, but are not limited to, the following:
• Transportation kiosks and/or transit pass sales centers • Transportation information amenities such as maps, brochures, transportation signage
• Transportation user subsidy programs
• Promotions and events
• GIS mapping of bikeways & other bikeway information
7. Planning, Engineering and/or Study, Congestion Management Program (“CMP”) Planning, coordination, engineering and design costs incurred toward implementing an eligible LR project are eligible when the following conditions are met:
• The projects being planned (designed, coordinated, etc.) are LR eligible; coordination includes: Jurisdictions’ start-up costs or dues for Councils of Governments (“COGs”) and Transportation Management Associations (“TMAs”); advocacy; and funding for Joint Powers Authorities (“JPAs”) by Jurisdictions or (“COGs”). If some activities are LR eligible and some are not, Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 7 partial payment of dues must be made proportionally to the organization’s budget for LR-eligible projects
• TDM-related activities as required by the CMP. CMP project may consist of, but are not limited to: preparation of TDM ordinances; administration and implementation of transit or TDM-related projects pursuant to CMP deficiency plans; and monitoring of transit standards by transit operators
8. Transportation Administration expenditures for those administrative costs associated with and incurred for the aforementioned eligible projects/programs.
Direct administration includes those fully burdened costs that are directly associated with administering LR program or projects, and includes salaries and benefits, office supplies and equipment, and other overhead costs. All costs must be associated with developing, maintaining, monitoring, coordinating, reporting and budgeting specific LR project(s). Expenditures must be reasonable and appropriate to the activities undertaken by the locality. The administrative expenditures for any year shall not exceed twenty percent (20%) of the total LR annual expenditures.
9. Local Funding Contributions. Measure R LR funds may be used as matching funds for other federal, state, or local sources that may be used to fund transportation projects as listed herein in this section.
Measure R Ordinance Attachment A assumes a three percent (3%) local funding contribution for projects listed therein. LR funds may be used to provide these local funding contributions.
III. MAINTENANCE OF EFFORT (“MOE”)
Measure R LR Program funds are to be used to augment, not supplant, existing local revenues being used for transportation purposes. Jurisdictions must maintain their individual existing local commitment of funds, for current transportation projects and services.
In addition to implementing new Measure R eligible projects and programs, Jurisdictions may use Measure R LR funds to supplement existing Measure R eligible projects and programs should there be a current or projected funding shortfall. LACMTA reserves the right to request appropriate documentation from a Jurisdiction to support the existence of a funding shortfall.
IV. PROMOTE SUSTAINABILITY
Jurisdictions are encouraged to use Measure R LR funds for projects that will foster a more sustainable countywide transportation system by improving the efficiency and operation of streets and roads and/or increasing alternative transportation choices.
Jurisdictions should also consider sustainability in the development of each project by incorporating design elements that reduce construction-related and long-term environmental impacts.
Measure R LR funds provide a resource for jurisdictions to implement regional or subregional Sustainable Communities Strategies, adopted in response to SB 375. The LACMTA encourages jurisdictions to maximize the use of this resource to reduce Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 8 greenhouse gas emissions, while also improving mobility and access in local communities. Examples of projects likely to be included in Sustainable Communities Strategies include: livable streets, complete streets, car sharing programs, parking pricing strategies, and other actions to reduce congestion and/or vehicle miles traveled.
Sustainable design elements should aim to reduce energy, water, waste and air pollutants that occur throughout the lifecycle of a project, including its construction, maintenance, and operations. Examples of sustainable design elements include: green street features, solar options, drought tolerant landscaping, energy efficient lighting, and the use of recycled or re-used materials, among others.
V. COORDINATION APPROACH
Jurisdictions are encouraged to coordinate and use their Measure R LR funded projects as follows:
1. More corridor based projects, specifically projects that support other Measure R rail, bus and highway corridors
2. Coordination on arterials
3. Land use policies to support rail and bus transit
4. Bike connectivity between Jurisdictions
5. Bicycle and pedestrian access to support transit stations and rail stations
6. Bus rapid service implementation
7. Street improvements to support coordinated signal synchronization
8. Complete streets (bike, pedestrian, traffic) sustainability, green measures B. ADMINISTRATIVE
I. ADMINISTRATIVE POLICY
Standard Assurances
LACMTA will require that Jurisdictions submit Assurances and Understandings agreements before participating in the LR Program.
II. REPORTING REQUIREMENTS
1. Expenditure Plan (Form One) included in Appendix IV.
To maintain legal eligibility and meet Measure R LR program compliance requirements, Jurisdictions shall submit to LACMTA an Expenditure Plan (Form One), annually, by August 1st of each year.
Form One provides a listing of projects funded with Measure R LR funds along with estimated expenditures for the year. For both operation and capital projects, Part I is to be filled out. For capital projects (projects over $250,000), Part II is required. Pursuant to AB 2321, LACMTA will provide LR funds to a capital project or program sponsor who submits the required expenditure plan containing the following:
1. The estimated total cost for each project and/or program activity;
2. Funds other than Measure R that will be expended on the projects and/or program activity;
3. The active funding schedule for each project and/or program activity; and,
4. The expected completion dates for each project and/or program activity.
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 9 2. Expenditure Report (Form Two) included in Appendix V.
The submittal of an Expenditure Report (Form Two) is also required to maintain legal eligibility and meet Measure R LR program compliance requirements.
Jurisdictions shall submit a Form Two, to LACMTA annually, by October 15th (following the conclusion of the fiscal year). The Expenditure Report serves to notify LACMTA of previous year LR fund receipts and expenditures. Jurisdictions are required to specify administration charges to Direct Administration in order to verify compliance of the 20% cap on administration costs.
3. Recreational Transit Form
Jurisdictions that use their Measure R LR funds for recreational transit services must fill out, sign and submit this form a no later than October 15 after the fiscal year in which the services were rendered. See Appendix II for Recreational Transit Form.
4. Form Submission Timeline
FORM DETERMINATION ANNUAL DUE DATE
Expenditure Plan (Form One) New, amended, ongoing
and carryover projects;
Capital projects require
additional information
August 1st
Expenditure Report (Form Two) All projects October 15th Recreational Transit Form Recreational Transit only October 15th III. TIMELY USE OF FUNDS
Measure R LR funds have five (5) years to be expended. Funds must be expended within five years of the first day of the fiscal year in which funds were originally allocated or received. For example: funds received in FY 2009-10 are required to be expended by June 30, 2015. A First-In-First-Out (FIFO) method of calculation will be used to determine any lapsing of funds. The Measure R LR allocation, interest income and other income earned from LR projects (such as revenues from advertising) which are not expended within the allocated time, will consequently lapse, and be returned to LACMTA upon request, for reallocation to Jurisdictions on a per capita basis.
LACMTA will allow a time extension for Jurisdictions to reserve funds (see Section V below).
IV. FUND EXCHANGE: TRADE, LOAN, GIFT
Jurisdictions involved with fund exchanges are required to obtain LACMTA approval and keep all related documents on file.
1. Trading of Measure R LR funds are restricted to other dedicated transportation funds/revenues (except for Proposition C funds which are not allowed).
2. Jurisdictions may arrange a mutually acceptable temporary transfer or loan from one Jurisdiction to another in order to meet short-term project financing needs while allowing for multi-year payback to the lead agency. These loans are to be made on terms to be negotiated between the involved parties. The participating Jurisdictions Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 10 are held mutually responsible for ensuring that the end use of Measure R is for statutorily allowed purposes.
3. Jurisdictions can gift its Measure R LR funds to another Jurisdiction for the implementation of a mutual project, providing that the funds are used for eligible transportation purposes as listed herein. Jurisdictions giving the funds away cannot accept an exchange or gift of any kind in return.
V. RESERVE FUND
Jurisdictions, may set up a reserve fund account to obtain additional time (beyond the five year term limit) to expend funds. The reserve project will be accounted for in a separate account, or sub-account for audit purposes and lapse date calculation. The reserve fund process is as follows:
1. The Jurisdiction must send a letter to LACMTA requesting a reserve fund along with project details, including an Expenditure Plan and justification and time continuance specific to the project for which the extension is needed.
2. LACMTA will determine if the extension is warranted. If the project qualifies, LACMTA will send an approval letter for the reserve.
3. The Jurisdiction will then be required to establish a separate account, or sub-account (line item), that can be audited.
However, if a Jurisdiction finds that the reserve fund project cannot be constructed for reasons beyond the Jurisdiction’s control, the Jurisdiction may submit a request to LACMTA to reprogram the reserve. The Jurisdiction must indicate in writing the proposed use of the accumulated reserve funds to be reprogrammed, and receive written LACMTA approval. If the reserve funds are reprogrammed without the approval of LACMTA, LACMTA may request that the funds be paid back to LACMTA for reallocation to Jurisdictions on a per capita basis through the Measure R LR allocation process.
VI. FINANCE SECTION
Apportionment and Disbursement
The Measure R Ordinance specifies that 15% of its revenues be allocated to Jurisdictions on a per capita basis. After administrative costs are deducted, apportionments are made to all Jurisdictions within the Los Angles County, currently 88 cities and the County of Los Angeles (for unincorporated areas). The Jurisdictions allocation is based on the population shares from the projected populations as derived from annual estimates made by the California State Department of Finance. The projected populations are revised annually in the Formula Allocation Procedure (FAP) and approved by the LACMTA Board.
Prior to receiving disbursements, a Jurisdiction must sign and return an Assurances and Understandings (legal agreement). Funds are then automatically disbursed on a monthly basis from the net received revenues, on a per capita basis, to the Jurisdiction.
Establishing a Separate Account
Jurisdictions are required to establish a separate account, or sub-account (line item), and deposit all Measure R LR revenues, interest earnings received and other income earned (such as fare revenues, revenue from advertising, etc.) in that account.
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 11 Bonding
Jurisdictions may issue bonds against Measure R Local Return Revenue Pooling of Funds
LACMTA will allow Jurisdiction’s to pool Measure R LR funds in order to obtain maximum return on investments. Such investments earnings must be reported and expended consistent with these guidelines. As in fund exchanges or transfers, Jurisdictions involved in such arrangement should keep adequate records of such transactions in order to allow for subsequent audits.
Unexpended Project Funds
All unexpended project funds remaining upon completion of an approved project must be re-programmed.
Reimbursement
Measure R LR funds may be used to advance a project which will subsequently be reimbursed by federal, state, or local grant funding, or private funds, if the project itself is eligible under these guidelines. The reimbursement must be returned to the Measure R LR account.
VII. AUDIT SECTION
A financial and compliance audit will be conducted annually as part of LACMTA’s Consolidated Audit Program to verify adherence to the Measure R Guidelines. Audits will be performed in accordance with auditing standards generally accepted in the United States of America and the Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that the audit is planned and performed to obtain reasonable assurance about whether the basic financial statements are free of material misstatement. The audit shall include examining, on a test basis, evidence supporting the amounts and disclosures in the basic financial statements. The audit shall also include review of internal control procedures, assessing the accounting principles used, as well as evaluation of the overall basic financial presentation.
It is the Jurisdictions’ responsibility to maintain proper accounting records and documentation to facilitate the performance of the audit prescribed in these guidelines.
Jurisdictions are required to retain LR records for at least four years following the year of allocation and be able to provide trial balances, financial statements, worksheets and other documentation required by the auditor. Jurisdictions are advised that they can be held accountable for excess audit costs arising from poor cooperation and inaccurate accounting records that would cause delays in the completion of the required audits.
Note: Jurisdictions are required to expend their Measure R LR funds for transportation purposes, as defined by these guidelines. Any Jurisdiction that violates this provision must fully reimburse LACMTA, including interest thereon, for the misspent funds and shall be deemed ineligible to receive Measure R LR funds for a period of three (3) years.
A. FINANCIAL AND COMPLIANCE PROVISIONS
The Measure R LR Audits shall include, but not limited to, verification of adherence to the following financial and compliance provisions of this guidelines:
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 12 Audit Area Non-Compliance Penalty
(for failure to comply with Audit Area)
Measure R LR funds were expended for
transportation purposes (as defined by the
Measure R LR Guidelines)
Assurances and Understandings (fully executed
agreement)
Accounts and Records have established a
separate operating Measure R Local
Transportation Assistance Account for LR
purposes.
Verification of revenues received including
allocations, project generated revenues, interest
income properly credited to Measure R account
Verification that funds were expended with
Metro’s approval
Verification that funds were not substituted for
property tax and is in compliance with the
MOE
Verification that the funds are expended within
five (5) years from the first day of the fiscal
year in which funds were originally allocated
or received (unless an approved reserve fund
has been established. See page 10.)
Verification that administrative expenditures
did not exceed over 20% of the total annual LR
expenditures.
Verification that the Expenditure Plan was
submitted on or before August 1st at the
beginning of the new fiscal year.
Verification that the Annual Expenditure
Report was submitted on or before October 15th
following the end of past fiscal year.
Where funds expended are reimbursable by
other grants or fund sources, verification that
the reimbursement is credited to the Local
Return account upon receipt of reimbursement.
Suspension of disbursements for three (3) years.
The suspended funds will be reallocated to
Jurisdictions on a per capita basis
Suspension of disbursements until compliance
Suspension of disbursements until compliance
Suspension of disbursements until compliance
Jurisdiction will be required to reimburse its LR
account
Jurisdiction will be required to reimburse its LR
account (Auditors will measure MOE
compliance globally, not project by project)
Lapsed funds will be returned to LACMTA for
reallocation to Jurisdictions on a population
basis
Jurisdictions will be required to reimburse their
LR account for the amount over the 20% cap.
Audit exception.
Audit Exception.
Audit exception and reimbursement received
must be returned to the LR account
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 13 Where Measure R funds were given, loaned or
exchanged by one Jurisdiction to another,
verification that the receiving Jurisdiction has
credited its LR account with the funds
received.
Where a capital reserve has been granted,
verification that a separate account for the
capital reserve is established, and current status
is reported in the Expenditure Plan
Audit exception and reimbursement of affected
funds to the LR account.
Audit exception.
B. AUDIT DELIVERABLES
The auditor shall submit to the Jurisdictions and to LACMTA a Comprehensive Annual Report of Measure R LR funds no later than March 31st following the end of fiscal year.
The report must contain at the minimum, the following:
• Audited Financial Statements – Balance Sheet, Statement of Revenues and Expenditures and Changes in Fund Balances.
• Compliance Report, Summary of Exceptions, if any, and ensuing recommendations. • Supplemental Schedules – Capital Reserves, if any; Schedule of Detailed Project Expenditures; and Capital Assets.
C. SUSPENSION OR REVOCATION
Jurisdictions are expected to take corrective action in response to the LR financial and compliance audit. Notwithstanding the provisions of these guidelines, LACMTA reserves the right to suspend or revoke allocation to Jurisdictions that may be found to be in gross violation of these guidelines, or repeatedly committing violations, or refusing to take corrective measures.
VIII. APPENDICES
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 14 APPENDIX I
ASSURANCES AND UNDERSTANDINGS REGARDING
RECEIPT AND USE OF MEASURE R LOCAL RETURN FUNDS
The undersigned, in conjunction with the receipt of funds derived from the one-half cent sales tax approved pursuant to Assembly Bill 2321, Measure R Ordinance of the Los Angeles County Metropolitan Transportation Authority (“LACMTA”), and as required by LACMTA's Measure R Local Return (“LR”) Guidelines, hereby provides the following assurances and understandings.
A. The undersigned hereby assures LACMTA:
1. That the Measure R LR funds are to be used to augment, not supplant, existing local revenues being used for transportation purposes;
2. That Measure R LR funds will be used for public transportation purposes as defined in LACMTA's Measure R LR Guidelines;
3. That the undersigned will submit to LACMTA for the use of Measure R LR funds:
a. An Expenditure Plan, annually, by August 1st of each year, including a proposed budget of the current year’s expenditures;
b. An Expenditure Report, annually, by October 15th of each year, including an update of the prior year’s expenditures;
4. Unless otherwise required by LACMTA, an audit certified by a Certified Public Accountant, will be conducted by LACMTA within 180 days of the close of the fiscal year;
5. That all projects proposed for Measure R LR funding will meet the legal requirements of the Measure R Ordinance and LACMTA's LR Guidelines criteria.
B. The undersigned further understands and agrees:
1. That LACMTA will require the undersigned to return any Measure R LR funds and may impose interest penalties on any expenditure found to be illegal or improper under the terms of the Measure R Ordinance or the LACMTA's LR Guidelines;
2. That the undersigned will, for projects to be funded in part or in whole with Measure R LR funds, comply with all applicable federal, state, and local laws and regulations, including without limitation: American With Disabilities Act (ADA), CEQA and NEPA, affirmative action, transit accessibility and public health and safety requirements and fair labor practices;
3. That the undersigned will utilize the State Controller's Uniform System of Accounts and Records to accommodate uses and disbursements of Measure R LR funds which will allow financial and compliance audits of Measure R LR funds transactions and expenditures to be conducted;
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 15 4. That any Measure R LR funds not expended within five (5) years, under the Timely Use of Funds time period, or held in a Capital Reserve account approved by LACMTA, thereafter will be returned to LACMTA upon request.
5. In addition to implementing new Measure R eligible projects and programs, Jurisdictions may use Measure R LR funds to supplement existing Measure R eligible projects and programs should there be a current or projected funding shortfall.
LACMTA reserves the right to request appropriate documentation from a Jurisdiction to support the existence of a funding shortfall.
IN WITNESS WHEREOF the undersigned has executed this "Assurances and Understandings Regarding Receipt and Use of Measure R LR Funds" this _____ day of _______________, 20__ by its duly authorized officer:
CITY OF ________________________________________
BY ________________________________________
________________________________________
(Title)
DATE _____________________________________________
ASSURANCES AND UNDERSTANDINGS REGARDING
RECEIPT AND USE OF MEASURE R LOCAL RETURN FUNDS
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 16 Appendix II
Recreational Transit Services Form
LACMTA – Annual Report – Due October 15th
Recreational Transit Trips
Agency Fiscal Year
Availability:
Certify that all Local Return funded trips were
made available to the public
Advertisements:
Certify that all Local Return funded trips were
made available to the general public
(Advertisement, flyers, internet postings)
Destination:
Certify that all Local Return funded trips were
within the area of recreation map Appendix III
(fully or proportionally funded)
Salaries:
Certify that Local Return funds did not fund
the salary of escorts or guardians
Signature: Date:
Local Return Guideline Information:
Jurisdiction shall submit a listing of Recreational Transit Services no later than October 15 after the fiscal year. Recreational Transit Service project must meet the following conditions:
• Trips are eligible for travel within a 300 mile radius of the designated point of departure within the Jurisdiction. All eligible trips must be made within California, and eligibility restricts the use to day trips (no overnight trips).
• Trips may be limited to certain general age groups (e.g., children under 18, senior citizens, persons with disabilities), however, trips must be made available to all individuals within that designated group.
• Special events or destinations (e.g., city parks, concerts, special events) may be served, however, all members of the general public including individuals with disabilities must be allowed to use, the service.
• LR funds may not be used to pay the salaries of recreation leaders or escorts involved in recreational transit projects.
• All recreational transit trips must be advertised to the public, such as through newspapers, flyers, posters, and/or websites.
Note: When annual audits are performed for the Local Return Program, compliance audits to the above will be conducted for Recreational Transit Services on a random basis. LACMTA advises you to keep all recreational transit information, including dates and destinations, on hand for the audit.
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 17 Appendix III
SAMPLE FUND EXCHANGE AGREEMENT
Note: Trading of Measure R LR funds are restricted to other dedicated transportation funds/revenues (except for Proposition C funds which are not allowed) This Fund Exchange Agreement is made and entered into this _______day of ____________, 20__, by and between the City of Surf City, California and the City of Mountain Valley, California with respect to the following facts:
A. The City of Mountain Valley proposes to provide Dial-A-Ride services to its elderly and individuals with disabilities. Approximately 20% of the City population is unable to use the available fixed route service due to frailty or handicap. No door-to-door public transit services are available in the City of Mountain Valley. Adequate Measure R Local Return (LR) funding for such a service is not available given the limited amount of the City of Mountain Valley's Measure R LR allocation and the needs of other priority transit projects in the City.
B. City of Surf City, has uncommitted funding authority for its Fiscal Year 2009-10 allocation of Measure R LR funds which could be made available to the City of Mountain Valley to assist in providing the services discussed in Paragraph A of this Agreement.
C. City of Mountain Valley is willing to exchange its transportation funds, in the amount indicated in Section 1 below in exchange for City of Surf City’s uncommitted Measure R LR funds.
D. City of Surf City is willing to exchange its uncommitted Measure R LR funding in the amount indicated in Section 1 below to City of Mountain Valley, for the purpose identified in Paragraph A above, for City of Mountain Valley’s transportation funds.
Now, therefore, in consideration of the mutual benefits to be derived by the parties and of the premises herein contained, it is mutually agreed as follows:
1. Exchange. City of Surf City shall transfer $100,000 of its Fiscal Year 20__-20__ Measure R LR funds to City of Mountain Valley. In return, City of Mountain Valley shall transfer $50,000 of its transportation funds to City of Surf City.
2. Consideration. City of Surf City shall transfer the Measure R LR funds to City of Mountain Valley in twelve equal installments due the first day of each month (or in one lump sum payment). City of Mountain Valley shall transfer its transportation funds to City of Surf City in twelve equal installments due the first of each month (or in one lump sum payment).
The first installment shall be due and payable upon approval by the Los Angeles County Metropolitan Transportation Authority (“LACMTA”) of City of Mountain Valley's Expenditure Plan covering the services discussed in Paragraph A above.
3. Term. This Agreement is effective on the date above written and for such time as is necessary for both parties to complete their mutual obligations under this Agreement.
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 18 4. Termination. Termination of this Agreement may be made by either party before the date of approval of the project description covering the funds in question by the LACMTA so long as written notice of intent to terminate is given to the other party at least five (5) days prior to the termination date.
5. Notices. Notices shall be given pursuant to this agreement by personal service on the party to be notified, or by written notice upon such party deposited in the custody of the United States Postal Service addressed as follows:
a. City Manager
City of Surf City
101 Main Street
Surf City, CA 90000
b. City Manager
City of Mountain Valley
401 Valley Boulevard
Mountain Valley, CA 90000
6. Assurances
A. City of Mountain Valley shall use the assigned Measure R LR funds only for the purpose of providing the services discussed in Paragraph A of this Agreement and within the time limits specified in LACMTA’s Measure R LR Program Guidelines.
B. Concurrently with the execution of this Agreement City of Mountain Valley shall provide LACMTA with the Standard Assurances and Understandings Regarding Receipt and Use of Measure R LR funds specified in the Guidelines regarding the use of the assigned Measure R LR funds.
7. This Agreement constitutes the entire understanding between the parties, with respect to the subject matter herein. This Agreement shall not be amended nor any provisions or breach hereof waived, except in writing signed by the parties hereto.
IN WITNESS WHEREOF, the parties hereto have caused this Fund Exchange Agreement to be executed by their respective officers, duly authorized, on the day and year above written.
CITY OF _________________ CITY OF _________________________ BY ________________________ BY _________________________ ATTEST:
_______________________________ _______________________________________ City Clerk City Clerk
Approved as to Form: Approved as to Form:
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 19 Expenditure Plan (Form One) Appendix IV
Note: Capital Project Definition
A “capital project” is a large, one-time undertaking that results in a major asset with a life of longer than one year and a total expenditure of more that $250,000. Such a project may involve the acquisition, construction, improvement, rehabilitation, renovation, replacement and/or expansion of a major asset (e.g., infrastructure, land, equipment, facilities, etc.) A capital project also may include activities associated with developing such an undertaking, including: (1) planning (e.g., studies relating to management, operations, capital requirements and economic feasibility); (2) engineering, design and evaluation of alternatives (e.g., preparation of engineering and architectural surveys, plans and specifications, and development of other technical studies: and (3) other similar or related activities prior to and in preparation for the acquisition construction, improvement, rehabilitation, renovation, replacement and/or expansion of a major asset. A capital project is not involved with activities normally associated with the everyday operation and maintenance of a major street. _________________________________________
(Agency)
Measure R Local Return Expenditure Plan (Form One, Part I) - Due August 1st Fiscal Year 2010
If Capital is over
$250,000, fill out Part II
(A) (B)
FY 2010 FY 2010
Expenditures Operations Capital
1 Streets and Roads
a) Street Repair and Maintenance
b) Capacity Enhancements
c) Exclusive Bike or Bus Lanes
d) Roadway safety improvements
e) ADA Related Street Improvements
f) Complete Streets
g)Other
Sub-total
2 Traffic Control Measures
a) Signal Synchronization
b) Transportation Demand Management (TDM)
c) Transportation Systems Management (TSM)
d) Intelligent Transportation System (ITS)
e) Other
Sub-total
3 Bikeways and Pedestrian Improvements
a) Bike/Pedestrian Facilities, Construction & Maint.
b) Signage, Information/safety programs
c) Bike: signal, detection, valet, lane, parking
d) ADA Impvts, streetscapes, crossings and curb cuts
e) Bike Sharing
f) Other
Sub-total
4 Public Transit Services – (Operations)
a) New fixed route, paratransit or Flexible Destination b) Extension or augmentation of existing bus route
c) Contracting out
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 20 d) Operating subsidy to existing bus operator
e) Service enhancements related to bus/rail interface
f) Shuttle service between activity centers
g) Fare subsidy, subsidized taxi service
h) Taxi coupon programs
i) ADA related improvements
j) Transit security
k) Recreational transit
l) Other
Sub-total
5 Public Transit Capital
a) Bus Stop, Stations
b) Vehicles
c) Transit Facilities
d) Transportation Enhancements, Park & Ride lots
e) Right of Way Improvements
f) Farebox system (TAP, UFS, ITS)
g) Bus /station amenities
h) Transportation technical systems
i) Transit Security
j) Other
Sub-total
6 Transportation Marketing
a) Transportation Kiosks/transit pass sales centers
b) Transportation Information amenities
c)Transportation user subsidy programs
d) Promotions & events
e) Other
Sub-total
7 Planning Engineering and/or CMP
a) Start-up cost, dues, advocacy for LR eligible proj.
b) TDM related activities required by CMP
c) Other
Sub-total
8 Transportation Administration
a) Fund Administration (20% cap)
Sub-total
9 Local Funding Contributions
a) Measure R Ordinance – “Attachment A” required
3% local funding contribution
b) Other
Sub-total
Total Expenditures
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 21 Expenditure Plan (Form One, Part II) – For Capital Projects only Page 1 of 2 _________________________________________
(Agency)
Measure R Local Return Capital Projects (Form One, Part II) - Due August 1st Fiscal Year 2010
Capital Projects
Add Rows as necessary (c) (d) (e) (f) (g)
Capital Projects
Total Measure R
Funds Other Fund Source Total Project Cost
Start
Date
Est. Complete
Date
1 Streets And Roads
Sub-total
2 Traffic Control
Measures
Sub-total
3 Bikeways and
Pedestrian
Improvements
Sub-total
4 Public Transit Capital
Sub-total
5 Transportation
Marketing
Sub-total
6 Transportation
Administration
Sub-total
Total Capital
Expenditures
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 22 Expenditure Plan (Form One, Part II) – For Capital Projects only Page 2 of 2 _________________________________________
(Agency)
Measure R Local Return Capital Projects (Form One, Part II) - Due August 1st Fiscal Year 2010
Add Rows as necessary Capital Projects
Add Columns as
necessary (for future
fiscal year spending) (h) (i) (j) (k) (l)
Capital Projects FY10 FY11 FY12 FY13 FY14
1 Streets And Roads
Sub-total
2 Traffic Control
Measures
Sub-total
3 Bikeways and
Pedestrian
Improvements
Sub-total
4 Public Transit Capital
Sub-total
5 Transportation
Marketing
Sub-total
6 Transportation
Administration
Sub-total
Total Capital
Expenditures
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 23 Expenditure Report (Form Two) Appendix V
_________________________________________
(Agency)
Measure R Local Return Expenditure Report (Form Two)
Due October 15 (following the conclusion of the Fiscal Year) Fiscal Year 2010
2010
Expended
Revenue
Fund balance, Beginning of the Year
Local Return Revenue
Contributions from other Agencies
Interest and other Income
Total Funds Available -
Expenditures
Fund Balance, End of the Year
Reserves for out-year Projects
Unallocated Fund Balance, End of the Year
Measure R Local Return 2010 Guidelines/Board Approved 10/22/09 24 Attachments
Assembly Bill 2321 Appendix VI
Measure R Ordinance Appendix VII
Measure R Ordinance Attachment A Appendix VIII
Acknowledgements
The Measure R LR Guidelines were made possible through the combined efforts of LACMTA staff and Jurisdiction representatives comprising of the Measure R LR Working Group:
Nalini Ahuja, Susan Richan, Pari Ahmadi, LACMTA
Andrew Brozyna, City of Calabasas
Sumire Gant, City of Long Beach
Alex Gonzalez, City of Covina
Ken Husting, LADOT
Wendell Johnson, City of Lomita
David Kriske, City of Burbank
Jim Lefton, LADOT
Susan Lipman, City of Santa Clarita
Paul Maselbas, LA County
Mohammad Mostahkami, City of South Gate
Nicole Rizzo, City of Lancaster
Joyce Rooney, City of West Hollywood
Fred Zohrehvand, City of Glendale
______________________
ITEM 3
CITY OF HUNTINGTON PARK
Finance Department
City Council Agenda Report
April 21, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
CONSIDERATION AND APPROVAL OF TYLER TECHNOLOGIES SOFTWARE AS A
SERVICE (SAAS), CLOUD-BASED STORAGE FOR THE TYLER ENTERPRISE,
ENTERPRISE RESOURCE PLANNING (ERP) FINANCIAL SYSTEM AGREEMENT IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Approve the agreement for Tyler Technologies software as a service (SaaS), cloud-based storage for the Tlyer Enterprise resource planning (ERP) financial system.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
The City Council approved the purchase of the Tyler Enterprise ERP financial system in February 2022. The original solution did not include the hardware needed for onpremises storage. It has since been decided by the Director of Information Technology and the current Information Technology Services provider, SDI Presence, that a SaaS solution would be more secure and cost efficient.
The estimated cost of the hardware needed for on premise storage over a three-year period is $1.1m. This includes hardware purchase, maintenance, operating software, and Tyler support and disaster recovery services. There would be other information technology services costs required for implementation.
The cost of the SaaS service is $978k. This cost includes project planning services and annual support fees for a three-year period. This includes proactive system monitoring, database administration, free upgrades, free server transfers, technical support for hardware and infrastructure, nightly back-up of Tyler data and applications for disaster recovery services. These included services result in a cost savings of $66k per year over the on-premises solution.
CONSIDERATION AND APPROVAL OF TYLER TECHNOLOGIES SOFTWARE AS A
SERVICE (SAAS), CLOUD-BASED STORAGE FOR THE TLYER ENTERPRISE,
ENTERPRISE RESOURCE PLANNING (ERP) FINANCIAL SYSTEM
April 21, 2025
The SaaS service will shift the responsibility of managing your applications and data to Tyler. The City will no longer need to invest in or continuously update hardware, database licensing, and operating systems. Tyler partners with Amazon Web Services (AWS) to provide industry-leading hosting services, backups, and protection. Tyler will be able to support the City more effectively in the SaaS environment which will eliminate numerous variables outside of Tyler’s control. Tyler can also troubleshoot and apply fixes much quicker in the SaaS environment. The City will have 24/7 support for critical outages in SaaS. Application upgrades can be performed at a timelier cadence so the City will now be on the most up to date versions and patches to take advantage of the latest features and technology. The City will be assigned a SaaS Project Manager that will assist throughout the transition to ensure a smooth process while taking all aspects of the City’s processing into account.
FISCAL IMPACT/FINANCING
Appropriation of $100,000 to Expenditure Account No. XXX-XXXX-XXX.XX-XX • FY 24/25 - Appropriation of $100,000
• FY 24/25 - $220,740 included in budget.
• FY 25/26 - $320,741 included in budget.
• FY 26/27 - $366,778 included in budget.
CONCLUSION
Upon Council approval staff will proceed with the recommended actions.
Respectfully submitted,
RICARDO REYES
City Manager
JEFF JONES
Director of Finance
ATTACHMENT(S)
A. Tyler SaaS Agreement
1 SOFTWARE AS A SERVICE AGREEMENT
This Software as a Service Agreement is made between Tyler Technologies, Inc. and Client.
WHEREAS, Client selected Tyler to provide certain products and services set forth in the Investment Summary, including providing Client with access to Tyler’s proprietary software products, and Tyler desires to provide such products and services under the terms of this Agreement; NOW THEREFORE, in consideration of the foregoing and of the mutual covenants and promises set forth in this Agreement, Tyler and Client agree as follows:
SECTION A – DEFINITIONS
• “Agreement” means this Software as a Service Agreement. • “Business Travel Policy” means our business travel policy. A copy of our current Business Travel Policy is attached as Schedule 1 to Exhibit B.
• “Client” means the City of Huntington Park, California. • “Data” means your data necessary to utilize the Tyler Software. • “Data Storage Capacity” means the contracted amount of storage capacity for your Data identified in the Investment Summary.
• “Defect” means a failure of the Tyler Software to substantially conform to the functional descriptions set forth in our written proposal to you, or their functional equivalent. Future functionality may be updated, modified, or otherwise enhanced through our maintenance and support services, and the governing functional descriptions for such future functionality will be set forth in our then-current Documentation.
• “Defined Users” means the number of users that are authorized to use the SaaS Services. The Defined Users for the Agreement are as identified in the Investment Summary. If Exhibit A contains Enterprise Permitting & Licensing labeled software, defined users mean the maximum number of named users that are authorized to use the Enterprise Permitting & Licensing labeled modules as indicated in the Investment Summary.
• “Developer” means a third party who owns the intellectual property rights to Third Party Software.
• “Documentation” means any online or written documentation related to the use or functionality of the Tyler Software that we provide or otherwise make available to you, including instructions, user guides, manuals and other training or self-help documentation. • “Effective Date” means the date by which both your and our authorized representatives have signed the Agreement.
• “Force Majeure” means an event beyond the reasonable control of you or us, including, without limitation, governmental action, war, riot or civil commotion, fire, natural disaster, or any other cause that could not with reasonable diligence be foreseen or prevented by you or us. • “Investment Summary” means the agreed upon cost proposal for the products and services attached as Exhibit A.
ATTACHMENT "A"
2 • “Invoicing and Payment Policy” means the invoicing and payment policy. A copy of our current Invoicing and Payment Policy is attached as Exhibit B.
• “Order Form” means an ordering document that includes a quote or investment summary and specifying the items to be provided by Tyler to Client, including any addenda and supplements thereto.
• “SaaS Fees” means the fees for the SaaS Services identified in the Investment Summary. • “SaaS Services” means software as a service consisting of system administration, system management, and system monitoring activities that Tyler performs for the Tyler Software, and includes the right to access and use the Tyler Software, receive maintenance and support on the Tyler Software, including Downtime resolution under the terms of the SLA, and Data storage and archiving. SaaS Services do not include support of an operating system or hardware, support outside of our normal business hours, or training, consulting or other professional services. • “SLA” means the service level agreement. A copy of our current SLA is attached hereto as Exhibit C.
• “Support Call Process” means the support call process applicable to all of our customers who have licensed the Tyler Software. A copy of our current Support Call Process is attached as Schedule 1 to Exhibit C.
• “Third Party Hardware” means the third party hardware, if any, identified in the Investment Summary.
• “Third Party Products” means the Third Party Software and Third Party Hardware. • “Third Party SaaS Services” means software as a service provided by a third party, if any, identified in the Investment Summary.
• “Third Party Services” means the third party services, if any, identified in the Investment Summary.
• “Third Party Software” means the third party software, if any, identified in the Investment Summary.
• “Third Party Terms” means, if any, the end user license agreement(s) or similar terms for the Third Party Products or other parties’ products or services, as applicable, and attached or indicated at Exhibit D.
• “Tyler” means Tyler Technologies, Inc., a Delaware corporation. • “Tyler Software” means our proprietary software, including any integrations, custom modifications, and/or other related interfaces identified in the Investment Summary and licensed by us to you through this Agreement.
• “we”, “us”, “our” and similar terms mean Tyler.
• “you” and similar terms mean Client.
SECTION B – SAAS SERVICES
1. Rights Granted. We grant to you the non-exclusive, non-assignable limited right to use the SaaS Services solely for your internal business purposes for the number of Defined Users only. The Tyler Software will be made available to you according to the terms of the SLA. You acknowledge that we have no delivery obligations and we will not ship copies of the Tyler Software as part of the SaaS Services. You may use the SaaS Services to access updates and enhancements to the Tyler Software, as further described in Section C(9). The foregoing notwithstanding, to the extent we have sold you perpetual licenses for Tyler Software, if and listed in the Investment Summary, for which you are receiving SaaS Services, your rights to use such Tyler Software are perpetual, subject to the terms 3 and conditions of this Agreement including, without limitation, Section B(4). We will make any such software available to you for download.
2. SaaS Fees. You agree to pay us the SaaS Fees. Those amounts are payable in accordance with our Invoicing and Payment Policy. The SaaS Fees are based on the number of Defined Users and amount of Data Storage Capacity. You may add additional users or additional data storage capacity on the terms set forth in Section H(1). In the event you regularly and/or meaningfully exceed the Defined Users or Data Storage Capacity, we reserve the right to charge you additional fees commensurate with the overage(s).
3. Ownership.
3.1 We retain all ownership and intellectual property rights to the SaaS Services, the Tyler Software, and anything developed by us under this Agreement. You do not acquire under this Agreement any license to use the Tyler Software in excess of the scope and/or duration of the SaaS Services.
3.2 The Documentation is licensed to you and may be used and copied by your employees for internal, non-commercial reference purposes only.
3.3 You retain all ownership and intellectual property rights to the Data. You expressly recognize that except to the extent necessary to carry out our obligations contained in this Agreement, we do not create or endorse any Data used in connection with the SaaS Services.
4. Restrictions. You may not: (a) make the Tyler Software or Documentation resulting from the SaaS Services available in any manner to any third party for use in the third party’s business operations; (b) modify, make derivative works of, disassemble, reverse compile, or reverse engineer any part of the SaaS Services; (c) access or use the SaaS Services in order to build or support, and/or assist a third party in building or supporting, products or services competitive to us; or (d) license, sell, rent, lease, transfer, assign, distribute, display, host, outsource, disclose, permit timesharing or service bureau use, or otherwise commercially exploit or make the SaaS Services, Tyler Software, or Documentation available to any third party other than as expressly permitted by this Agreement.
5. Software Warranty. We warrant that the Tyler Software will perform without Defects during the term of this Agreement. If the Tyler Software does not perform as warranted, we will use all reasonable efforts, consistent with industry standards, to cure the Defect in accordance with the maintenance and support process set forth in Section C(9), below, the SLA and our then current Support Call Process.
6. SaaS Services.
6.1 Our SaaS Services are audited at least yearly in accordance with the AICPA’s Statement on Standards for Attestation Engagements (“SSAE”) No. 21. We have attained, and will maintain, SOC 1 and SOC 2 compliance, or its equivalent, for so long as you are timely paying for SaaS Services. The scope of audit coverage varies for some Tyler Software solutions. Upon execution of a mutually agreeable Non-Disclosure Agreement (“NDA”), we will provide you with a summary of our compliance report(s) or its equivalent. Every year thereafter, for so long as the NDA is in effect and in which you make a written request, we will provide that same 4 information. If our SaaS Services are provided using a 3rd party data center, we will provide available compliance reports for that data center.
6.2 You will be hosted on shared hardware in a Tyler data center or in a third-party data center. In either event, databases containing your Data will be dedicated to you and inaccessible to our other customers.
6.3 Our Tyler data centers have fully-redundant telecommunications access, electrical power, and the required hardware to provide access to the Tyler Software in the event of a disaster or component failure. In the event of a data center failure, we reserve the right to employ our disaster recovery plan for resumption of the SaaS Services. In that event, we commit to a Recovery Point Objective (“RPO”) of 24 hours and a Recovery Time Objective (“RTO”) of 24 hours. RPO represents the maximum duration of time between the most recent recoverable copy of your hosted Data and subsequent data center failure. RTO represents the maximum duration of time following data center failure within which your access to the Tyler Software must be restored.
6.4 We conduct annual penetration testing of either the production network and/or web application to be performed. We will maintain industry standard intrusion detection and prevention systems to monitor malicious activity in the network and to log and block any such activity. We will provide you with a written or electronic record of the actions taken by us in the event that any unauthorized access to your database(s) is detected as a result of our security protocols. We will undertake an additional security audit, on terms and timing to be mutually agreed to by the parties, at your written request. You may not attempt to bypass or subvert security restrictions in the SaaS Services or environments related to the Tyler Software.
Unauthorized attempts to access files, passwords or other confidential information, and unauthorized vulnerability and penetration test scanning of our network and systems (hosted or otherwise) is prohibited without the prior written approval of our IT Security Officer.
6.5 We test our disaster recovery plan on an annual basis. Our standard test is not client-specific.
Should you request a client-specific disaster recovery test, we will work with you to schedule and execute such a test on a mutually agreeable schedule. At your written request, we will provide test results to you within a commercially reasonable timeframe after receipt of the request.
6.6 We will be responsible for importing back-up and verifying that you can log-in. You will be responsible for running reports and testing critical processes to verify the returned Data.
6.7 We provide secure Data transmission paths between each of your workstations and our servers.
6.8 Tyler data centers are accessible only by authorized personnel with a unique key entry. All other visitors to Tyler data centers must be signed in and accompanied by authorized personnel.
Entry attempts to the data center are regularly audited by internal staff and external auditors to ensure no unauthorized access.
6.9 Where applicable with respect to our applications that take or process card payment data, we are responsible for the security of cardholder data that we possess, including functions relating to storing, processing, and transmitting of the cardholder data and affirm that, as of the 5 Effective Date, we comply with applicable requirements to be considered PCI DSS compliant and have performed the necessary steps to validate compliance with the PCI DSS. We agree to supply the current status of our PCI DSS compliance program in the form of an official Attestation of Compliance, which can be found at https://www.tylertech.com/aboutus/compliance, and in the event of any change in our status, will comply with applicable notice requirements.
SECTION C – PROFESSIONAL SERVICES
1. Professional Services. We will provide you the various implementation-related services itemized in the Investment Summary.
2. Professional Services Fees. You agree to pay us the professional services fees in the amounts set forth in the Investment Summary. Those amounts are payable in accordance with our Invoicing and Payment Policy. You acknowledge that the fees stated in the Investment Summary are good-faith estimates of the amount of time and materials required for your implementation. We will bill you the actual fees incurred based on the in-scope services provided to you. Any discrepancies in the total values set forth in the Investment Summary will be resolved by multiplying the applicable hourly rate by the quoted hours.
3. Additional Services. The Investment Summary contains the scope of services and related costs (including programming and/or interface estimates) required for the project based on our understanding of the specifications you supplied. If additional work is required, or if you use or request additional services, we will provide you with an addendum or change order, as applicable, outlining the costs for the additional work. The price quotes in the addendum or change order will be valid for thirty (30) days from the date of the quote.
4. Cancellation. If you cancel services less than four (4) weeks in advance (other than for Force Majeure or breach by us), you will be liable for all (a) daily fees associated with cancelled professional services if we are unable to reassign our personnel and (b) any non-refundable travel expenses already incurred by us on your behalf. We will make all reasonable efforts to reassign personnel in the event you cancel within four (4) weeks of scheduled commitments.
5. Services Warranty. We will perform the services in a professional, workmanlike manner, consistent with industry standards. In the event we provide services that do not conform to this warranty, we will re-perform such services at no additional cost to you.
6. Site Access and Requirements. At no cost to us, you agree to provide us with full and free access to your personnel, facilities, and equipment as may be reasonably necessary for us to provide implementation services, subject to any reasonable security protocols or other written policies provided to us as of the Effective Date, and thereafter as mutually agreed to by you and us.
7. Background Checks. For at least the past twelve (12) years, all of our employees have undergone criminal background checks prior to hire. All employees sign our confidentiality agreement and security policies.
8. Client Assistance. You acknowledge that the implementation of the Tyler Software is a cooperative process requiring the time and resources of your personnel. You agree to use all reasonable efforts 6 to cooperate with and assist us as may be reasonably required to meet the agreed upon project deadlines and other milestones for implementation. This cooperation includes at least working with us to schedule the implementation-related services outlined in this Agreement. We will not be liable for failure to meet any deadlines and milestones when such failure is due to Force Majeure or to the failure by your personnel to provide such cooperation and assistance (either through action or omission).
9. Maintenance and Support. For so long as you timely pay applicable fees according to the Invoicing and Payment Policy, then in addition to the terms set forth in the SLA and the Support Call Process, we will:
9.1 perform our maintenance and support obligations in a professional, good, and workmanlike manner, consistent with industry standards, to resolve Defects in the Tyler Software (subject to any applicable release life cycle policy);
9.2 provide support during our established support hours;
9.3 maintain personnel that are sufficiently trained to be familiar with the Tyler Software and Third Party Software, if any, in order to provide maintenance and support services;
9.4 make available to you all releases to the Tyler Software (including updates and enhancements) that we make generally available without additional charge to customers who have a maintenance and support agreement in effect; and
9.5 provide non-Defect resolution support of prior releases of the Tyler Software in accordance with any applicable release life cycle policy.
We will use all reasonable efforts to perform support services remotely. Currently, we use a third-party secure unattended connectivity tool called Bomgar, as well as GotoAssist by Citrix. Therefore, you agree to maintain a high-speed internet connection capable of connecting us to your PCs and server(s). You agree to provide us with a login account and local administrative privileges as we may reasonably require to perform remote services. We will, at our option, use the secure connection to assist with proper diagnosis and resolution, subject to any reasonably applicable security protocols. If we cannot resolve a support issue remotely, we may be required to provide onsite services. In such event, we will be responsible for our travel expenses, unless it is determined that the reason onsite support was required was a reason outside our control. Either way, you agree to provide us with full and free access to the Tyler Software, working space, adequate facilities within a reasonable distance from the equipment, and use of machines, attachments, features, or other equipment reasonably necessary for us to provide the maintenance and support services, all at no charge to us. We strongly recommend that you also maintain your VPN for backup connectivity purposes.
For the avoidance of doubt, SaaS Fees do not include the following services: (a) onsite support (unless Tyler cannot remotely correct a Defect in the Tyler Software, as set forth above); (b) application design; (c) other consulting services; or (d) support outside our normal business hours as listed in our thencurrent Support Call Process. Requested services such as those outlined in this section will be billed to you on a time and materials basis at our then current rates. You must request those services with at least one (1) week’s advance notice.
7 SECTION D – THIRD PARTY PRODUCTS
1. Third Party Hardware. We will sell, deliver, and install onsite the Third Party Hardware, if you have purchased any, for the price set forth in the Investment Summary. Those amounts are payable in accordance with our Invoicing and Payment Policy.
2. Third Party Software. As part of the SaaS Services, you will receive access to the Third Party Software and related documentation for internal business purposes only. Your rights to the Third Party Software will be governed by the Third Party Terms.
3. Third Party Products Warranties.
3.1 We are authorized by each Developer to grant access to the Third Party Software.
3.2 The Third Party Hardware will be new and unused, and upon payment in full, you will receive free and clear title to the Third Party Hardware.
3.3 You acknowledge that we are not the manufacturer of the Third Party Products. We do not warrant or guarantee the performance of the Third Party Products. However, we grant and pass through to you any warranty that we may receive from the Developer or supplier of the Third Party Products.
4. Third Party Services. If you have purchased Third Party Services, those services will be provided independent of Tyler by such third-party at the rates set forth in the Investment Summary and in accordance with our Invoicing and Payment Policy.
SECTION E - INVOICING AND PAYMENT; INVOICE DISPUTES
1. Invoicing and Payment. We will invoice you the SaaS Fees and fees for other professional services in the Investment Summary per our Invoicing and Payment Policy, subject to Section E(2).
2. Invoice Disputes. If you believe any delivered software or service does not conform to the warranties in this Agreement, you will provide us with written notice within thirty (30) days of your receipt of the applicable invoice. The written notice must contain reasonable detail of the issues you contend are in dispute so that we can confirm the issue and respond to your notice with either a justification of the invoice, an adjustment to the invoice, or a proposal addressing the issues presented in your notice. We will work with you as may be necessary to develop an action plan that outlines reasonable steps to be taken by each of us to resolve any issues presented in your notice.
You may withhold payment of the amount(s) actually in dispute, and only those amounts, until we complete the action items outlined in the plan. If we are unable to complete the action items outlined in the action plan because of your failure to complete the items agreed to be done by you, then you will remit full payment of the invoice. We reserve the right to suspend delivery of all SaaS Services, including maintenance and support services, if you fail to pay an invoice not disputed as described above within fifteen (15) days of notice of our intent to do so. 8 SECTION F – TERM AND TERMINATION
1. Term. The initial term of this Agreement is equal to the number of years indicated for SaaS Services in Exhibit A, commencing on the first day of the first month following the Effective Date, unless earlier terminated as set forth below. If no duration is indicated in Exhibit A, the initial term is one (1) year. Upon expiration of the initial term, this Agreement will renew automatically for additional one (1) year renewal terms at our then-current SaaS Fees unless terminated in writing by either party at least sixty (60) days prior to the end of the then-current renewal term. Your right to access or use the Tyler Software and the SaaS Services will terminate at the end of this Agreement.
2. Termination. This Agreement may be terminated as set forth below. In the event of termination, you will pay us for all undisputed fees and expenses related to the software, products, and/or services you have received, or we have incurred or delivered, prior to the effective date of termination. Disputed fees and expenses in all terminations other than your termination for cause must have been submitted as invoice disputes in accordance with Section E(2).
2.1 Failure to Pay SaaS Fees. You acknowledge that continued access to the SaaS Services is contingent upon your timely payment of SaaS Fees. If you fail to timely pay the SaaS Fees, we may discontinue the SaaS Services and deny your access to the Tyler Software. We may also terminate this Agreement if you don’t cure such failure to pay within forty-five (45) days of receiving written notice of our intent to terminate.
2.2 For Cause. If you believe we have materially breached this Agreement, you will invoke the Dispute Resolution clause set forth in Section H(3). You may terminate this Agreement for cause in the event we do not cure, or create a mutually agreeable action plan to address, a material breach of this Agreement within the thirty (30) day window set forth in Section H(3).
2.3 Force Majeure. Either party has the right to terminate this Agreement if a Force Majeure event suspends performance of the SaaS Services for a period of forty-five (45) days or more.
2.4 Lack of Appropriations. If you should not appropriate or otherwise make available funds sufficient to utilize the SaaS Services, you may unilaterally terminate this Agreement upon thirty (30) days written notice to us. You will not be entitled to a refund or offset of previously paid, but unused SaaS Fees. You agree not to use termination for lack of appropriations as a substitute for termination for convenience.
SECTION G – INDEMNIFICATION, LIMITATION OF LIABILITY AND INSURANCE
1. Intellectual Property Infringement Indemnification.
1.1 We will defend you against any third party claim(s) that the Tyler Software or Documentation infringes that third party’s patent, copyright, or trademark, or misappropriates its trade secrets, and will pay the amount of any resulting adverse final judgment (or settlement to which we consent). You must notify us promptly in writing of the claim and give us sole control over its defense or settlement. You agree to provide us with reasonable assistance, cooperation, and information in defending the claim at our expense.
9 1.2 Our obligations under this Section G(1) will not apply to the extent the claim or adverse final judgment is based on your use of the Tyler Software in contradiction of this Agreement, including with non-licensed third parties, or your willful infringement.
1.3 If we receive information concerning an infringement or misappropriation claim related to the Tyler Software, we may, at our expense and without obligation to do so, either: (a) procure for you the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent, in which case you will stop running the allegedly infringing Tyler Software immediately. Alternatively, we may decide to litigate the claim to judgment, in which case you may continue to use the Tyler Software consistent with the terms of this Agreement.
1.4 If an infringement or misappropriation claim is fully litigated and your use of the Tyler Software is enjoined by a court of competent jurisdiction, in addition to paying any adverse final judgment (or settlement to which we consent), we will, at our option, either: (a) procure the right to continue its use; (b) modify it to make it non-infringing; or (c) replace it with a functional equivalent. This section provides your exclusive remedy for third party copyright, patent, or trademark infringement and trade secret misappropriation claims.
2. General Indemnification.
2.1 We will indemnify and hold harmless you and your agents, officials, and employees from and against any and all third-party claims, losses, liabilities, damages, costs, and expenses (including reasonable attorney's fees and costs) for (a) personal injury or property damage to the extent caused by our negligence or willful misconduct; or (b) our violation of PCI-DSS requirements or a law applicable to our performance under this Agreement. You must notify us promptly in writing of the claim and give us sole control over its defense or settlement. You agree to provide us with reasonable assistance, cooperation, and information in defending the claim at our expense.
2.2 To the extent permitted by applicable law, you will indemnify and hold harmless us and our agents, officials, and employees from and against any and all third-party claims, losses, liabilities, damages, costs, and expenses (including reasonable attorney's fees and costs) for (a) personal injury or property damage to the extent caused by your negligence or willful misconduct; or (b) your violation of a law applicable to your performance under this Agreement.
We will notify you promptly in writing of the claim and will give you sole control over its defense or settlement. We agree to provide you with reasonable assistance, cooperation, and information in defending the claim at your expense.
3. DISCLAIMER. EXCEPT FOR THE EXPRESS WARRANTIES PROVIDED IN THIS AGREEMENT AND TO
THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, WE HEREBY DISCLAIM ALL OTHER
WARRANTIES AND CONDITIONS, WHETHER EXPRESS, IMPLIED, OR STATUTORY, INCLUDING, BUT
NOT LIMITED TO, ANY IMPLIED WARRANTIES, DUTIES, OR CONDITIONS OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. CLIENT UNDERSTANDS AND AGREES THAT TYLER DISCLAIMS ANY LIABILITY FOR ERRORS THAT RELATE TO USER ERROR.
4. LIMITATION OF LIABILITY. NOTWITHSTANDING ANYTHING TO THE CONTRARY SET FORTH IN THIS
AGREEMENT, OUR LIABILITY FOR DAMAGES ARISING OUT OF THIS AGREEMENT, WHETHER BASED
ON A THEORY OF CONTRACT OR TORT, INCLUDING NEGLIGENCE AND STRICT LIABILITY, SHALL BE 10 LIMITED TO YOUR ACTUAL DIRECT DAMAGES, NOT TO EXCEED (A) DURING THE INITIAL TERM, AS SET FORTH IN SECTION F(1), TOTAL FEES PAID AS OF THE TIME OF THE CLAIM; OR (B) DURING ANY RENEWAL TERM, THE THEN-CURRENT ANNUAL SAAS FEES PAYABLE IN THAT RENEWAL TERM. THE
PARTIES ACKNOWLEDGE AND AGREE THAT THE PRICES SET FORTH IN THIS AGREEMENT ARE SET
IN RELIANCE UPON THIS LIMITATION OF LIABILITY AND TO THE MAXIMUM EXTENT ALLOWED
UNDER APPLICABLE LAW, THE EXCLUSION OF CERTAIN DAMAGES, AND EACH SHALL APPLY REGARDLESS OF THE FAILURE OF AN ESSENTIAL PURPOSE OF ANY REMEDY. THE FOREGOING LIMITATION OF LIABILITY SHALL NOT APPLY TO CLAIMS THAT ARE SUBJECT TO SECTIONS G(1) AND G(2).
5. EXCLUSION OF CERTAIN DAMAGES. TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW,
IN NO EVENT SHALL WE BE LIABLE FOR ANY SPECIAL, INCIDENTAL, PUNITIVE, INDIRECT, OR
CONSEQUENTIAL DAMAGES WHATSOEVER, EVEN IF WE HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES.
6. Insurance. During the course of performing services under this Agreement, we agree to maintain the following levels of insurance: (a) Commercial General Liability of at least $1,000,000; (b) Automobile Liability of at least $1,000,000; (c) Professional Liability of at least $1,000,000; (d) Workers Compensation complying with applicable statutory requirements; and (e) Excess/Umbrella Liability of at least $5,000,000. We will add you as an additional insured to our Commercial General Liability and Automobile Liability policies, which will automatically add you as an additional insured to our Excess/Umbrella Liability policy as well. We will provide you with copies of certificates of insurance upon your written request.
SECTION H – GENERAL TERMS AND CONDITIONS
1. Additional Products and Services. You may purchase additional products and services at the rates set forth in the Investment Summary for twelve (12) months from the Effective Date by executing a mutually agreed addendum. If no rate is provided in the Investment Summary, or those twelve (12) months have expired, you may purchase additional products and services at our then-current list price, also by executing a mutually agreed addendum. The terms of this Agreement will control any such additional purchase(s), unless otherwise specifically provided in the addendum.
2. Optional Items. Pricing for any listed optional products and services in the Investment Summary will be valid for twelve (12) months from the Effective Date.
3. Dispute Resolution. You agree to provide us with written notice within thirty (30) days of becoming aware of a dispute. You agree to cooperate with us in trying to reasonably resolve all disputes, including, if requested by either party, appointing a senior representative to meet and engage in good faith negotiations with our appointed senior representative. Senior representatives will convene within thirty (30) days of the written dispute notice, unless otherwise agreed. All meetings and discussions between senior representatives will be deemed confidential settlement discussions not subject to disclosure under Federal Rule of Evidence 408 or any similar applicable state rule. If we fail to resolve the dispute, then the parties shall participate in non-binding mediation in an effort to resolve the dispute. If the dispute remains unresolved after mediation, then either of us may assert our respective rights and remedies in a court of competent jurisdiction. Nothing in this section shall prevent you or us from seeking necessary injunctive relief during the dispute resolution procedures.
11 4. Taxes. The fees in the Investment Summary do not include any taxes, including, without limitation, sales, use, or excise tax. If you are a tax-exempt entity, you agree to provide us with a tax-exempt certificate. Otherwise, we will pay all applicable taxes to the proper authorities and you will reimburse us for such taxes. If you have a valid direct-pay permit, you agree to provide us with a copy. For clarity, we are responsible for paying our income taxes, both federal and state, as applicable, arising from our performance of this Agreement.
5. Nondiscrimination. We will not discriminate against any person employed or applying for employment concerning the performance of our responsibilities under this Agreement. This discrimination prohibition will apply to all matters of initial employment, tenure, and terms of employment, or otherwise with respect to any matter directly or indirectly relating to employment concerning race, color, religion, national origin, age, sex, sexual orientation, ancestry, disability that is unrelated to the individual's ability to perform the duties of a particular job or position, height, weight, marital status, or political affiliation. We will post, where appropriate, all notices related to nondiscrimination as may be required by applicable law.
6. E-Verify. We have complied, and will comply, with the E-Verify procedures administered by the U.S.
Citizenship and Immigration Services Verification Division for all of our employees assigned to your project.
7. Subcontractors. We will not subcontract any services under this Agreement without your prior written consent, not to be unreasonably withheld.
8. Binding Effect; No Assignment. This Agreement shall be binding on, and shall be for the benefit of, either your or our successor(s) or permitted assign(s). Neither party may assign this Agreement without the prior written consent of the other party; provided, however, your consent is not required for an assignment by us as a result of a corporate reorganization, merger, acquisition, or purchase of substantially all of our assets.
9. Force Majeure. Except for your payment obligations, neither party will be liable for delays in performing its obligations under this Agreement to the extent that the delay is caused by Force Majeure; provided, however, that within ten (10) business days of the Force Majeure event, the party whose performance is delayed provides the other party with written notice explaining the cause and extent thereof, as well as a request for a reasonable time extension equal to the estimated duration of the Force Majeure event.
10. No Intended Third Party Beneficiaries. This Agreement is entered into solely for the benefit of you and us. No third party will be deemed a beneficiary of this Agreement, and no third party will have the right to make any claim or assert any right under this Agreement. This provision does not affect the rights of third parties under any Third Party Terms.
11. Entire Agreement; Amendment. This Agreement represents the entire agreement between you and us with respect to the subject matter hereof, and supersedes any prior agreements, understandings, and representations, whether written, oral, expressed, implied, or statutory. Purchase orders submitted by you, if any, are for your internal administrative purposes only, and the terms and conditions contained in those purchase orders will have no force or effect. This Agreement may only be modified by a written amendment signed by an authorized representative of each party. 12 12. Severability. If any term or provision of this Agreement is held invalid or unenforceable, the remainder of this Agreement will be considered valid and enforceable to the fullest extent permitted by law.
13. No Waiver. In the event that the terms and conditions of this Agreement are not strictly enforced by either party, such non-enforcement will not act as or be deemed to act as a waiver or modification of this Agreement, nor will such non-enforcement prevent such party from enforcing each and every term of this Agreement thereafter.
14. Independent Contractor. We are an independent contractor for all purposes under this Agreement.
15. Notices. All notices or communications required or permitted as a part of this Agreement, such as notice of an alleged material breach for a termination for cause or a dispute that must be submitted to dispute resolution, must be in writing and will be deemed delivered upon the earlier of the following: (a) actual receipt by the receiving party; (b) upon receipt by sender of a certified mail, return receipt signed by an employee or agent of the receiving party; (c) upon receipt by sender of proof of email delivery; or (d) if not actually received, five (5) days after deposit with the United States Postal Service authorized mail center with proper postage (certified mail, return receipt requested) affixed and addressed to the other party at the address set forth on the signature page hereto or such other address as the party may have designated by proper notice. The consequences for the failure to receive a notice due to improper notification by the intended receiving party of a change in address will be borne by the intended receiving party.
16. Client Lists. You agree that we may identify you by name in client lists, marketing presentations, and promotional materials.
17. Confidentiality. Both parties recognize that their respective employees and agents, in the course of performance of this Agreement, may be exposed to confidential information and that disclosure of such information could violate rights to private individuals and entities, including the parties.
Confidential information is nonpublic information that a reasonable person would believe to be confidential and includes, without limitation, personal identifying information (e.g., social security numbers) and trade secrets, each as defined by applicable state law. Each party agrees that it will not disclose any confidential information of the other party and further agrees to take all reasonable and appropriate action to prevent such disclosure by its employees or agents. The confidentiality covenants contained herein will survive the termination or cancellation of this Agreement. This obligation of confidentiality will not apply to information that:
(a) is in the public domain, either at the time of disclosure or afterwards, except by breach of this Agreement by a party or its employees or agents;
(b) a party can establish by reasonable proof was in that party's possession at the time of initial disclosure;
(c) a party receives from a third party who has a right to disclose it to the receiving party; or (d) is the subject of a legitimate disclosure request under the open records laws or similar applicable public disclosure laws governing this Agreement; provided, however, that in the event you receive an open records or other similar applicable request, you will give us prompt notice and otherwise perform the functions required by applicable law. 13 18. Quarantining of Client Data. Some services provided by Tyler require us to be in possession of your Data. In the event we detect malware or other conditions associated with your Data that are reasonably suspected of putting Tyler resources or other Tyler clients’ data at risk, we reserve the absolute right to move your Data from its location within a multi-tenancy Tyler hosted environment to an isolated “quarantined” environment without advance notice. Your Data will remain in such quarantine for a period of at least six (6) months during which time we will review the Data, and all traffic associated with the Data, for signs of malware or other similar issues. If no issues are detected through such reviews during the six (6) month period of quarantine, we will coordinate with you the restoration of your Data to a non-quarantined environment. In the event your Data must remain in quarantine beyond this six (6) month period through no fault of Tyler’s, we reserve the right to require payment of additional fees for the extended duration of quarantine. We will provide an estimate of what those costs will be upon your request.
19. Business License. In the event a local business license is required for us to perform services hereunder, you will promptly notify us and provide us with the necessary paperwork and/or contact information so that we may timely obtain such license.
20. Governing Law. This Agreement will be governed by and construed in accordance with the laws of your state of domicile, without regard to its rules on conflicts of law.
21. Multiple Originals and Authorized Signatures. This Agreement may be executed in multiple originals, any of which will be independently treated as an original document. Any electronic, faxed, scanned, photocopied, or similarly reproduced signature on this Agreement or any amendment hereto will be deemed an original signature and will be fully enforceable as if an original signature.
Each party represents to the other that the signatory set forth below is duly authorized to bind that party to this Agreement.
22. Cooperative Procurement. To the maximum extent permitted by applicable law, we agree that this Agreement may be used as a cooperative procurement vehicle by eligible jurisdictions. We reserve the right to negotiate and customize the terms and conditions set forth herein, including but not limited to pricing, to the scope and circumstances of that cooperative procurement.
23. Data & Insights Solution Terms. Your use of certain Tyler solutions includes Tyler’s Data & Insights data platform. Your rights, and the rights of any of your end users, to use Tyler’s Data & Insights data platform is subject to the Data & Insights SaaS Services Terms of Service, available at https://www.tylertech.com/terms/data-insights-saas-services-terms-of-service. By signing a Tyler Agreement or Order Form, or accessing, installing, or using any of the Tyler solutions listed at the linked terms, you certify that you have reviewed, understand, and agree to said terms.
24. Contract Documents. This Agreement includes the following exhibits:
Exhibit A Investment Summary
Exhibit B Invoicing and Payment Policy
Schedule 1: Business Travel Policy
Exhibit C Service Level Agreement
Schedule 1: Support Call Process
Exhibit D Third Party Terms
14 IN WITNESS WHEREOF, a duly authorized representative of each party has executed this Agreement as of the date(s) set forth below.
Tyler Technologies, Inc. City of Huntington Park, California By: By:
Name: Name:
Title: Title:
Date: Date:
Address for Notices: Address for Notices:
Tyler Technologies, Inc. City of Huntington Park
One Tyler Drive 6550 Miles Ave., Rm. 116
Yarmouth, ME 04096 Huntington Park, CA 90255-4338
Attention: Chief Legal Officer Attention: ______________________________ Exhibit A
1 Exhibit A
Investment Summary
The following Investment Summary details the software and services to be delivered by us to you under the Agreement. This Investment Summary is effective as of the Effective Date, despite any expiration date in the Investment Summary that may have lapsed as of the Effective Date.
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2024-508658-F2Y1R6 CONFIDENTIAL Page 1 Quoted By: Karen Grosset Quote Expiration: 05/17/25 Quote Name: City of Huntington Park - ERP - SaaS Hosting Quote Description: SaaS Services Saas Term 1.00 Sales Quotation For: Shipping Address: City of Huntington Park 6550 Miles Ave Rm 116 Huntington Park CA 90255-4338 Tyler SaaS and Related Services Description Qty Imp. Hours Annual Fee Financial Management Accounting 1 0 $ 21,490.00 Accounts Payable 1 0 $ 5,900.00 Bid Management 1 0 $ 2,359.00 Budgeting 1 0 $ 5,900.00 Capital Assets 1 0 $ 4,909.00 Cash Management 1 0 $ 3,787.00 Contract Management 1 0 $ 2,336.00 eProcurement (Vendor Access and Punch-Out) 1 0 $ 4,961.00 Inventory 1 0 $ 4,523.00 Project & Grant Accounting 1 0 $ 4,032.00 Purchasing 1 0 $ 8,798.00 Human Resources Management Advanced Scheduling w Mobile Access - Up to 250 Employees 1 0 $ 6,414.00 Employee Expense Reimbursement 1 0 $ 2,476.00 2024-508658-F2Y1R6 CONFIDENTIAL Page 2 Human Resources & Talent Management 1 0 $ 4,235.00 Payroll with Employee Access 1 0 $ 6,265.00 Time & Attendance w Mobile Access - Up to 250 Employees 1 0 $ 9,532.00 Revenue Management Accounts Receivable 1 0 $ 4,350.00 Cashiering 1 0 $ 7,978.00 Central Property File 1 0 $ 1,267.00 General Billing 1 0 $ 2,812.00 Resident Access 1 0 $ 5,457.00 Utility Billing CIS 1 0 $ 10,217.00 Utility Billing Meter Interface 1 0 $ 2,303.00 Civic Services Business Management Suite 5 0 $ 6,615.00 Civic Access - Business Management 1 0 $ 7,036.00 Civic Access - Community Development 1 0 $ 7,036.00 Community Development Suite 6 0 $ 7,938.00 Decision Engine 1 0 $ 17,265.00 e-Reviews 1 0 $ 8,963.00 Enterprise Permitting & Licensing Advanced Automation Bundle w Executive Insights 1 0 $ 16,898.00 Enterprise Permitting & Licensing Core Foundation Bundle 1 0 $ 1,985.00 Enterprise Permitting & Licensing Mobile 5 0 $ 2,205.00 Enterprise Service Requests 1 0 $ 3,709.00 My Civic 1 0 $ 19,522.00 Parks and Recreation 1 0 $ 6,897.00 Enterprise Asset Management Asset Maintenance & Performance - Site License 1 0 $ 24,757.00 Content Management Content Manager Core includes Onboarding 1 0 $ 8,196.00 Data Insights Enterprise Analytics and Reporting w Executive Insights 1 0 $ 9,450.00 Enterprise ERP Financial Insights 1 0 $ 4,465.00 Enterprise ERP Payroll & HR Insights 1 0 $ 2,481.00 Enterprise ERP Revenue Insights 1 0 $ 4,465.00 2024-508658-F2Y1R6 CONFIDENTIAL Page 3 Additional Enterprise Forms Processing (including Common Form Set) 1 0 $ 4,757.00 GIS Site License 1 0 $ 5,526.00 Recurring Services Data Access Services 1 0 $ 3,000.00 TOTAL 0 $ 305,467.00 Professional Services Description Quantity Unit Price Ext Discount Extended Price Maintenance Project Planning Services 1 $ 15,273.00 $ 0.00 $ 15,273.00 $ 0.00 TOTAL $ 15,273.00 $ 0.00 Summary One Time Fees Recurring Fees Total Tyler License Fees $ 0.00 $ 0.00 Total SaaS $ 0.00 $ 305,467.00 Total Tyler Services $ 15,273.00 $ 0.00 Total Third-Party Hardware, Software, Services $ 0.00 $ 0.00 Summary Total $ 15,273.00 $ 305,467.00 Contract Total $ 320,740.00 Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later. Customer Approval: Date:
2024-508658-F2Y1R6 CONFIDENTIAL Page 4 Print Name: P.O.#: All Primary values quoted in US Dollars Comments Tyler's quote contains estimates of the amount of services needed, based on our preliminary understanding of the scope, level of engagement, and timeline as defined in the Statement of Work (SOW) for your project. The actual amount of services required may vary, based on these factors. Tyler's pricing is based on the scope of proposed products and services contracted from Tyler. Should portions of the scope of products or services be altered by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly. Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then-current Business Travel Policy. Tyler's prices do not include applicable local, city or federal sales, use excise, personal property or other similar taxes or duties, which you are responsible for determining and remitting. Installations are completed remotely but can be done onsite upon request at an additional cost. In the event Client cancels services less than four (4) weeks in advance, Client is liable to Tyler for (i) all non-refundable expenses incurred by Tyler on Client's behalf; and (ii) daily fees associated with the cancelled services if Tyler is unable to re-assign its personnel. The Implementation Hours included in this quote assume a work split effort of 70% Client and 30% Tyler. Implementation Hours are scheduled and delivered in four (4) or eight (8) hour increments. Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more than one occurrence of a class is needed, Tyler will either provide additional days at then-current rates for training or Tyler will utilize a Train-the-Trainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users. 2024-508658-F2Y1R6 CONFIDENTIAL Page 5 Business Management: Tyler leads and owns the "Assess and Define" and "Configuration" of 1 unique business transactions, 1 template business transactions, 1 geo-rules and 1 automation events. Configuration elements beyond this will be omned by the client. Community Development: Tyler leads and owns the "Assess and Define" and "Configuration" 2 unique business transactions, 2 template business transactions, 1 geo-rules and 1 automation events. Configuration elements beyond this will be owned by the client. Content Manager Core includes up to 1TB of storage. Should additional storage be needed it may be purchased as needed at an annual fee of $5,000 per TB. Amazon Web Services (AWS) has provided a credit in the amount of $7,453 in sponsorship of your project. Financial library includes: standard A/P check, standard EFT/ACH, standard Purchase order, standard Contract, 1099M, 1099INT, 1099S, 1099NEC and 1099G. In the event Client acquires from Tyler any edition of Content Manager software other than Enterprise Edition, the license for Content Manager is restricted to use with Tyler applications only. If Client wishes to use Content Manager software with non-Tyler applications, Client must purchase or upgrade to Content Manager Enterprise Edition. Your rights, and the rights of any of your end users, to use Tyler’s Data & Insights SaaS Services, or certain Tyler solutions which include Tyler’s Data & Insights data platform, are subject to the Terms of Services, available at https://www.tylertech.com/terms/data-insights- saas-services-terms-of-service. By signing this sales quotation, or accessing, installing, or using any of the Tyler solutions listed at the linked terms, you certify that you have reviewed, understand, and agree to said terms. Tyler's form library prices are based on the actual form quantities listed, and assume the forms will be provided according to the standard Enterprise ERP form template. Any forms in addition to the quoted amounts and types, including custom forms or forms that otherwise require custom programming, are subject to an additional fee. Please also note that use of the Tyler Forms functionality requires the use of approved printers as well. You may contact Tyler's support team for the most current list of approved printers. Any forms included in this quote are based on the standard form templates provided. Custom forms, additional forms and any custom programming are subject to additional fees not included in this quote. The additional fees would be quoted at the time of request, generally during the implementation of the forms. Please note that the form solution provided requires the use of approved printers. You may contact Tyler's support team for the most current list of approved printers. General Billing library includes: standard invoice, standard statement, standard general billing receipt and standard miscellaneous receipt. 2024-508658-F2Y1R6 CONFIDENTIAL Page 6 Personnel Actions Forms Library includes: standard Personnel Action form - New and standard Personnel Action Form - Change. Payroll library includes: standard PR check, standard direct deposit, standard vendor from payroll check, standard vendor from payroll direct deposit, W2, W2c, ACA 1095B, ACA 1095C and 1099 R. Project Management includes project planning, kickoff meeting, status calls, task monitoring, verification and transition to support. Utility billing library includes: standard Utility bill, standard UB receipt, standard UB delinquent notice, standard door hanger and standard final utility bill.
Exhibit B
1 Exhibit B
Invoicing and Payment Policy
We will provide you with the software and services set forth in the Investment Summary of the Agreement. Capitalized terms not otherwise defined will have the meaning assigned to such terms in the Agreement.
Invoicing: We will invoice you for the applicable software and services in the Investment Summary as set forth below. Your rights to dispute any invoice are set forth in the Agreement.
1. SaaS Fees. SaaS Fees are invoiced on an annual basis, beginning on the commencement of the initial term as set forth in Section F (1) of this Agreement. Your annual SaaS fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual SaaS fees will be at our then-current rates.
2. Other Tyler Software and Services.
2.1 Implementation and Other Professional Services (including training): Implementation and other professional services (including training) are billed and invoiced as delivered, at the rates set forth in the Investment Summary.
2.2 Consulting Services: If you have purchased any Business Process Consulting services, if they have been quoted as fixed-fee services, they will be invoiced 50% upon your acceptance of the Best Practice Recommendations, by module, and 50% upon your acceptance of custom desktop procedures, by module. If you have purchased any Business Process Consulting services and they are quoted as an estimate, then we will bill you the actual services delivered on a time and materials basis.
2.3 Conversions: Fixed-fee conversions are invoiced 50% upon initial delivery of the converted Data, by conversion option, and 50% upon Client acceptance to load the converted Data into Live/Production environment, by conversion option. Where conversions are quoted as estimated, we will bill you the actual services delivered on a time and materials basis.
2.4 Requested Modifications to the Tyler Software: Requested modifications to the Tyler Software are invoiced 50% upon delivery of specifications and 50% upon delivery of the applicable modification. You must report any failure of the modification to conform to the specifications within thirty (30) days of delivery; otherwise, the modification will be deemed to be in compliance with the specifications after the 30-day window has passed. You may still report Defects to us as set forth in this Agreement.
2.5 Other Fixed Price Services: Other fixed price services are invoiced as delivered, at the rates set forth in the Investment Summary. For the avoidance of doubt, where “Project Planning Services” are provided, payment will be due upon delivery of the Implementation Planning document. Dedicated Project Management services, if any, will be billed monthly in arrears, beginning on the first day of the month immediately following initiation of project planning.
2.6 Other Fixed Price Services: Other fixed price services are invoiced as delivered, at the rates set forth in the Investment Summary. For the avoidance of doubt, where “Project Planning Services” are provided, payment will be due upon delivery of the Implementation Planning Exhibit B
2 document. Dedicated Project Management services, if any, will be billed monthly in arrears, beginning on the first day of the month immediately following initiation of project planning.
2.7 Web Services: Annual fees for web services are payable in advance, commencing upon the availability of the service. Your annual fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual fees will be at our then-current rates.
2.8 Annual Services: Unless otherwise indicated in this Exhibit B, fees for annual services are due annually, in advance, commencing on the availability of the service. Your annual fees for the initial term are set forth in the Investment Summary. Upon expiration of the initial term, your annual fees will be at our then-current rates.
3. Third Party Products and Hardware.
3.1 Third Party Software License Fees: License fees for Third Party Software, if any, are invoiced when we make it available to you for downloading.
3.2 Third Party Software Maintenance: The first year maintenance fee for the Third Party Software is invoiced when we make it available to you for downloading. Subsequent annual maintenance fees for Third Party Software are invoiced annually, in advance, at thencurrent rates, upon each anniversary thereof.
3.3 Hardware: Third Party Hardware costs, if any, are invoiced upon delivery.
3.4 Hardware Maintenance: The first year maintenance fee for Hardware is invoiced upon delivery of the hardware. Subsequent annual maintenance fees for hardware are invoiced annually, in advance, at then-current rates, upon each anniversary thereof.
3.5 Third Party Services: Fees for Third Party Services, if any, are invoiced as delivered, along with applicable expenses, at the rates set forth in the Investment Summary.
3.6 Third Party SaaS: Third Party SaaS Services fees, if any, are invoiced annually, in advance, commencing with availability of the respective Third Party SaaS Services. Pricing for the first year of Third Party SaaS Services is indicated in the Investment Summary. Pricing for subsequent years will be at the respective third party’s then-current rates.
4. Transaction Fees. Unless paid directly by an end user at the time of transaction, per transaction (call, message, etc.) fees are invoiced on a quarterly basis. Fees are indicated in the Investment Summary and may be increased by Tyler upon notice of no less than thirty (30) days.
5. Expenses. The service rates in the Investment Summary do not include travel expenses.
Expenses for Tyler delivered services will be billed as incurred and only in accordance with our then-current Business Travel Policy, plus a 10% travel agency processing fee. Our current Business Travel Policy is attached to this Exhibit B as Schedule 1. Copies of receipts will be provided upon request; we reserve the right to charge you an administrative fee depending on the extent of your requests. Receipts for miscellaneous items less than twenty-five dollars and mileage logs are not available.
6. Credit for Prepaid Maintenance and Support Fees for Tyler Software. Client will receive a credit for the maintenance and support fees prepaid for the Tyler Software for the time period commencing on the first day of the SaaS Term.
Payment. Payment for undisputed invoices is due within forty-five (45) days of the invoice date. We prefer to receive payments electronically. Our electronic payment information is available by contacting [email protected].
Exhibit B
Schedule 1
1 Exhibit B
Schedule 1
Business Travel Policy
1. Air Travel
A. Reservations & Tickets
The Travel Management Company (TMC) used by Tyler will provide an employee with a direct flight within two hours before or after the requested departure time, assuming that flight does not add more than three hours to the employee’s total trip duration and the fare is within $100 (each way) of the lowest logical fare. If a net savings of $200 or more (each way) is possible through a connecting flight that is within two hours before or after the requested departure time and that does not add more than three hours to the employee’s total trip duration, the connecting flight should be accepted.
Employees are encouraged to make advanced reservations to take full advantage of discount opportunities. Employees should use all reasonable efforts to make travel arrangements at least two (2) weeks in advance of commitments. A seven (7) day advance booking requirement is mandatory. When booking less than seven (7) days in advance, management approval will be required.
Except in the case of international travel where a segment of continuous air travel is six (6) or more consecutive hours in length, only economy or coach class seating is reimbursable. Employees shall not be reimbursed for “Basic Economy Fares” because these fares are non-refundable and have many restrictions that outweigh the cost-savings.
B. Baggage Fees
Reimbursement of personal baggage charges are based on trip duration as follows:
• Up to five (5) days = one (1) checked bag
• Six (6) or more days = two (2) checked bags
Baggage fees for sports equipment are not reimbursable.
Exhibit B
Schedule 1
2 2. Ground Transportation
A. Private Automobile
Mileage Allowance – Business use of an employee’s private automobile will be reimbursed at the current IRS allowable rate, plus out of pocket costs for tolls and parking. Mileage will be calculated by using the employee's office as the starting and ending point, in compliance with IRS regulations.
Employees who have been designated a home office should calculate miles from their home.
B. Rental Car
Employees are authorized to rent cars only in conjunction with air travel when cost, convenience, and the specific situation reasonably require their use. When renting a car for Tyler business, employees should select a “mid-size” or “intermediate” car. “Full” size cars may be rented when three or more employees are traveling together. Tyler carries leased vehicle coverage for business car rentals; except for employees traveling to Alaska and internationally (excluding Canada), additional insurance on the rental agreement should be declined.
C. Public Transportation
Taxi or airport limousine services may be considered when traveling in and around cities or to and from airports when less expensive means of transportation are unavailable or impractical. The actual fare plus a reasonable tip (15-18%) are reimbursable. In the case of a free hotel shuttle to the airport, tips are included in the per diem rates and will not be reimbursed separately.
D. Parking & Tolls
When parking at the airport, employees must use longer term parking areas that are measured in days as opposed to hours. Park and fly options located near some airports may also be used. For extended trips that would result in excessive parking charges, public transportation to/from the airport should be considered. Tolls will be reimbursed when receipts are presented.
3. Lodging
Tyler’s TMC will select hotel chains that are well established, reasonable in price, and conveniently located in relation to the traveler's work assignment. Typical hotel chains include Courtyard, Fairfield Inn, Hampton Inn, and Holiday Inn Express. If the employee has a discount rate with a local hotel, the hotel reservation should note that discount and the employee should confirm the lower rate with the hotel upon arrival. Employee memberships in travel clubs such as AAA should be noted in their travel profiles so that the employee can take advantage of any lower club rates. “No shows” or cancellation fees are not reimbursable if the employee does not comply with the hotel’s cancellation policy.
Tips for maids and other hotel staff are included in the per diem rate and are not reimbursed separately.
Exhibit B
Schedule 1
3 Employees are not authorized to reserve non-traditional short-term lodging, such as Airbnb, VRBO, and HomeAway. Employees who elect to make such reservations shall not be reimbursed.
4. Meals and Incidental Expenses
Employee meals and incidental expenses while on travel status within the continental U.S. are in accordance with the federal per diem rates published by the General Services Administration.
Incidental expenses include tips to maids, hotel staff, and shuttle drivers and other minor travel expenses. Per diem rates are available at www.gsa.gov/perdiem.
Per diem for Alaska, Hawaii, U.S. protectorates and international destinations are provided separately by the Department of State and will be determined as required.
A. Overnight Travel
For each full day of travel, all three meals are reimbursable. Per diems on the first and last day of a trip are governed as set forth below.
Departure Day
Depart before 12:00 noon Lunch and dinner
Depart after 12:00 noon
Return Day
Dinner
Return before 12:00 noon Breakfast
Return between 12:00 noon & 7:00 p.m. Breakfast and lunch Return after 7:00 p.m.* Breakfast, lunch and dinner
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.
The reimbursement rates for individual meals are calculated as a percentage of the full day per diem as follows:
Breakfast 15%
Lunch 25%
Dinner 60%
B. Same Day Travel
Employees traveling at least 100 miles to a site and returning in the same day are eligible to claim lunch on an expense report. Employees on same day travel status are eligible to claim dinner in the event they return home after 7:00 p.m.*
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.
Exhibit B
Schedule 1
4 5. Internet Access – Hotels and Airports
Employees who travel may need to access their e-mail at night. Many hotels provide free high speed internet access and Tyler employees are encouraged to use such hotels whenever possible. If an employee’s hotel charges for internet access it is reimbursable up to $10.00 per day. Charges for internet access at airports are not reimbursable.
6. International Travel
All international flights with the exception of flights between the U.S. and Canada should be reserved through TMC using the “lowest practical coach fare” with the exception of flights that are six (6) or more consecutive hours in length. In such event, the next available seating class above coach shall be reimbursed.
When required to travel internationally for business, employees shall be reimbursed for photo fees, application fees, and execution fees when obtaining a new passport book, but fees related to passport renewals are not reimbursable. Visa application and legal fees, entry taxes and departure taxes are reimbursable.
The cost of vaccinations that are either required for travel to specific countries or suggested by the U.S. Department of Health & Human Services for travel to specific countries, is reimbursable.
Section 4, Meals & Incidental Expenses, and Section 2.b., Rental Car, shall apply to this section.
Exhibit C
1 Exhibit C
SERVICE LEVEL AGREEMENT
I. Agreement Overview
This SLA operates in conjunction with, and does not supersede or replace any part of, the Agreement. It outlines the information technology service levels that we will provide to you to ensure the availability of the application services that you have requested us to provide. All othersupport services are documented in the Support Call Process. This SLA does not apply to any Third Party SaaS Services. All other support services are documented in the Support Call Process.
II. Definitions. Except as defined below, all defined terms have the meaning set forth in the Agreement.
Actual Attainment: The percentage of time the Tyler Software is available during a calendar month, calculated as follows: (Service Availability – Downtime) ÷ Service Availability.
Client Error Incident: Any service unavailability resulting from your applications, content or equipment, or the acts or omissions of any of your service users or third-party providers over whom we exercise no control.
Downtime: Those minutes during Service Availability, as defined below, when all users cannot launch, login, search or save primary data in the Tyler Software. Downtime does not include those instances in which only a Defect is present.
Emergency Maintenance Window: (1) maintenance that is required to patch a critical security vulnerability; (2) maintenance that is required to prevent an imminent outage of Service Availability; or (3) maintenance that is mutually agreed upon in writing by Tyler and the Client.
Planned Downtime: Downtime that occurs during a Standard or Emergency Maintenance window.
Service Availability: The total number of minutes in a calendar month that the Tyler Software is capable of receiving, processing, and responding to requests, excluding Planned Downtime, Client Error Incidents, denial of service attacks and Force Majeure. Service Availability only applies to Tyler Software being used in the live production environment.
Standard Maintenance: Routine maintenance to the Tyler Software and infrastructure. Standard Maintenance is limited to five (5) hours per week.
III. Service Availability
a. Your Responsibilities
Whenever you experience Downtime, you must make a support call according to the procedures outlined in the Support Call Process. You will receive a support case number.
Exhibit C
2 b. Our Responsibilities
When oursupport team receives a call from you that Downtime has occurred or is occurring, we will work with you to identify the cause of the Downtime (including whether it may be the result of Planned Downtime, a Client Error Incident, denial of service attack or Force Majeure). We will also work with you to resume normal operations.
c. Client Relief
Our targeted Attainment Goal is 100%. You may be entitled to credits as indicated in the Client Relief Schedule found below. Your relief credit is calculated as a percentage of the SaaS Fees paid for the calendar month.
In order to receive relief credits, you must submit a request through one of the channels listed in our Support Call Process within fifteen days (15) of the end of the applicable month. We will respond to your relief request within thirty (30) day(s) of receipt.
The total credits confirmed by us will be applied to the SaaS Fee for the next billing cycle. Issuing of such credit does not relieve us of our obligations under the Agreement to correct the problem which created the service interruption.
Credits are only payable when Actual Attainment results in eligibility for credits in consecutive months and only for such consecutive months.
Client Relief Schedule
Actual Attainment Client Relief
99.99% - 98.00% Remedial action will be taken
97.99% - 95.00% 4%
Below 95.00% 5%
IV. Maintenance Notifications
We perform Standard Maintenance during limited windows that are historically known to be reliably low-traffic times. If and when maintenance is predicted to occur during periods of higher traffic, we will provide advance notice of those windows and will coordinate to the greatest extent possible with you.
Not all maintenance activities will cause application unavailability. However, if Tyler anticipates that activities during a Standard or Emergency Maintenance window may make the Tyler Software unavailable, we will provide advance notice, as reasonably practicable, that the Tyler Software will be unavailable during the maintenance window.
Exhibit C
Schedule 1
1 Exhibit C
Schedule 1
Support Call Process
Support Channels
Tyler Technologies, Inc. provides the following channels of software support for authorized users*:
(1) On-line submission (portal) – for less urgent and functionality-based questions, users may create support incidents through the Tyler Customer Portal available at the Tyler Technologies website.
A built-in Answer Panel provides users with resolutions to most “how-to” and configurationbased questions through a simplified search interface with machine learning, potentially eliminating the need to submit the support case.
(2) Email – for less urgent situations, users may submit emails directly to the software support group.
(3) Telephone – for urgent or complex questions, users receive toll-free, telephone software support.
* Channel availability may be limited for certain applications.
Support Resources
A number of additional resources are available to provide a comprehensive and complete support experience:
(1) Tyler Website – www.tylertech.com – for accessing client tools, documentation, and other information including support contact information.
(2) Tyler Search -a knowledge based search engine that lets you search multiple sources simultaneously to find the answers you need, 24x7.
(3) Tyler Community –provides a venue for all Tyler clients with current maintenance agreements to collaborate with one another, share best practices and resources, and access documentation. (4) Tyler University – online training courses on Tyler products.
Support Availability
Tyler Technologies support is available during the local business hours of 8 AM to 5 PM (Monday – Friday) across four US time zones (Pacific, Mountain, Central and Eastern). Tyler’s holiday schedule is outlined below. There will be no support coverage on these days.
New Year’s Day Labor Day
Martin Luther King, Jr. Day Thanksgiving Day
Memorial Day Day after Thanksgiving
Independence Day Christmas Day
For support teams that provide after-hours service, we will provide you with procedures for contacting support staff after normal business hours for reporting Priority Level 1 Defects only. Upon receipt of Exhibit C
Schedule 1
2 such a Defect notification, we will use commercially reasonable efforts to meet the resolution targets set forth below.
We will also make commercially reasonable efforts to be available for one pre-scheduled Saturday of each month to assist your IT staff with applying patches and release upgrades, as well as consulting with them on server maintenance and configuration of the Tyler Software environment.
Incident Handling
Incident Tracking
Every support incident is logged into Tyler’s Customer Relationship Management System and given a unique case number. This system tracks the history of each incident. The case number is used to track and reference open issues when clients contact support. Clients may track incidents, using the case number, through Tyler’s Customer Portal or by calling software support directly.
Incident Priority
Each incident is assigned a priority level, which corresponds to the Client’s needs. Tyler and the Client will reasonably set the priority of the incident per the chart below. This chart is not intended to address every type of support incident, and certain “characteristics” may or may not apply depending on whether the Tyler software has been deployed on customer infrastructure or the Tyler cloud. The goal is to help guide the Client towards clearly understanding and communicating the importance of the issue and to describe generally expected response and resolution targets in the production environment only.
References to a “confirmed support incident” mean that Tyler and the Client have successfully validated the reported Defect/support incident.
Priority
Level Characteristics of Support Incident Resolution Targets* 1 Critical
Support incident that causes (a)
complete application failure or
application unavailability; (b)
application failure or unavailability in
one or more of the client’s remote
location; or (c) systemic loss of
multiple essential system functions.
Tyler shall provide an initial response to Priority Level 1 incidents within one (1) business hour of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within one (1) business
day. For non-hosted customers, Tyler’s responsibility
for lost or corrupted data is limited to assisting the
Client in restoring its last available database.
Exhibit C
Schedule 1
3 Priority
Level Characteristics of Support Incident Resolution Targets* 2 High
Support incident that causes (a)
repeated, consistent failure of
essential functionality affecting more
than one user or (b) loss or corruption
of data.
Tyler shall provide an initial response to Priority Level 2 incidents within four (4) business hours of receipt of the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within ten (10) business
days. For non-hosted customers, Tyler’s
responsibility for loss or corrupted data is limited to assisting the Client in restoring its last available
database.
3 Medium
Priority Level 1 incident with an
existing circumvention procedure, or
a Priority Level 2 incident that affects
only one user or for which there is an
existing circumvention procedure.
Tyler shall provide an initial response to Priority Level 3 incidents within one (1) business day of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents without the need for a
circumvention procedure with the next published
maintenance update or service pack, which shall
occur at least quarterly. For non-hosted customers,
Tyler’s responsibility for lost or corrupted data is
limited to assisting the Client in restoring its last
available database.
4 Noncritical
Support incident that causes failure of
non-essential functionality or a
cosmetic or other issue that does not
qualify as any other Priority Level.
Tyler shall provide an initial response to Priority Level 4 incidents within two (2) business days of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents, as well as cosmetic
issues, with a future version release.
*Response and Resolution Targets may differ by product or business need Incident Escalation
If Tyler is unable to resolve any priority level 1 or 2 defect as listed above or the priority of an issue has elevated since initiation, you may escalate the incident to the appropriate resource, as outlined by each product support team. The corresponding resource will meet with you and any Tyler staff to establish a mutually agreeable plan for addressing the defect.
Remote Support Tool
Some support calls may require further analysis of the Client’s database, processes or setup to diagnose a problem or to assist with a question. Tyler will, at its discretion, use an industry-standard remote support tool. Tyler’s support team must have the ability to quickly connect to the Client’s system and view the site’s setup, diagnose problems, or assist with screen navigation. More information about the remote support tool Tyler uses is available upon request.
Exhibit D
1 Exhibit D
Third Party Terms
DocOrigin Terms. Your use of Tyler Forms software and forms is subject to the DocOrigin End User License Agreement available for download here: https://eclipsecorp.us/eula/. By signing a Tyler Agreement or Order Form including Tyler forms software or forms, or accessing, installing, or using Tyler Forms software or forms, you agree that you have read, understood, and agree to such terms.
ThinPrint Terms. Your use of Tyler Forms software and forms is subject to the End User License Agreement terms for ThinPrint Engine, ThinPrint License Server, and Connected Gateway found here: https://www.thinprint.com/en/legal-notes/eula/. By signing a Tyler Agreement or Order Form, or accessing, installing, or using Tyler Forms software or forms, you agree that you have read, understood, and agree to such terms.
ITEM 4
April 21, 2025
CITY OF HUNTINGTON PARK
Office of the City Clerk
City Council Agenda Report
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
COUNCIL APPOINTMENTS TO VARIOUS COMMISSIONS
IT IS RECOMMENDED THAT CITY COUNCIL:
1. Make appointments to Commissions consistent with provisions set forth in Resolution No. 2025-01.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
On May 18, 2015, the City Council adopted Resolution No. 2015-19 which established a new process for making appointments to various City Commissions. On January 6, 2025 the City Council adopted resolution 2025-01 amending resolution No. 2015-19 to include the newly formed Arts and Theatre Commission.
Individuals appointed to Commissions will be required to submit to a LiveScan and subsequently take an Oath of Office.
FISCAL IMPACT
There is no fiscal impact. Compensation for added Commissioners has been budgeted for FY 2024/25 to account 111-0123-413.19-05.
CONCLUSION
Terms will run concurrent with the Council Member who appoints. After the appointment the City Clerk will notify applicants of their appointments.
COUNCIL APPOINTMENT TO CIVIL SERVICE COMMISSION
February 21, 2025
Respectfully submitted,
RICARDO REYES
City Manager
EDUARDO SARMIENTO,
City Clerk
ATTACHMENT(S)
A. Resolution No. 2025-01, Amending list of established commission and revised Rules, Method of Appointment, Guidelines for the Conduct of Meetings and Structure for all Commissions of the city and Repealing all Prior Resolutions or Provisions in Conflict with the Provisions Contained Herein. 1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
J
RESOLUTION NO. 2025-01
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HUNTINGTON PARK AMENDING THE LIST OF ESTABLISHED CITY
COMMISSIONS TO INCLUDE THE ADDITION OF THE ARTS AND
THEATRE COMMISSION
WHEREAS, the City Council has decided to amend all commission resolutions to provide for congruent and consistent regulation and structure across all City Commissions.
THE CITY COUNCIL OF THE CITY OF HUNTINGTON PARK DOES
RESOLVE AS FOLLOWS:
SECTION 1: Establishment of City Commissions.
The City has currently established the following commissions to serve in the capacity as advisory bodies to the City Council:
Planning Commission
Civil Service Commission
Parks and Recreation Commission
Health and Education Commission
Historic Preservation Commission
Youth Commission
This Resolution is intended to govern and supersede all prior resolutions establishing and amending member qualifications, organizational rules, guidelines and structure for City Commissions and hereby repeals all provisions in conflict with the provisions contained herein by the adoption of the revised provisions below. This Resolution will also govern over provisions of City ordinances currently in existence, but which will be repealed or amended for consistency with this Resolution. This Resolution shall also govern and control any additional Commission created by the City Council in addition to those enumerated above.
SECTION 2: Membership.
All City Commissions shall consist of five (5) members, with the exception of the Youth Commission which shall consist of ten (10) youth from the City as defined below. All members of each Commission shall be a resident of the City of Huntington Park, however, at the City Council’s discretion, no more than two (2) Commissioners for any Commission may be non-Huntington Park residents. Each person seeking appointment to a Commission shall complete an application provided by the City and submit to a Live Scan background check before being appointed to a Commission and before being sworn in to office.
- 1 -
Arts and Theatre Commission
ATTACHMENT "A"
PUBLIC HEARING(S)
ITEM 1
CITY OF HUNTINGTON PARK
Community Development Department
City Council Agenda Report
April 21, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Dear Mayor and Members of the City Council:
PUBLIC HEARING FOR CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5-YEAR 2025-2029 CONSOLIDATED PLAN (CONPLAN) AND FIRST YEAR 2025-2026 ANNUAL ACTION PLAN (AAP)
IT IS RECOMMENDED THAT THE CITY COUNCIL:
1. Conduct a public hearing; and
2. Take public testimony; and
3. Adopt the 2025-2029 ConPlan; and
4. Adopt the Fiscal Year (FY) 2025-2026 AAP; and
5. Authorize City Manager to adjust funding to projects and programs to reflect FY 2025-2026 Community Development Block Grant (CDBG) and HOME Partnerships Investments (HOME) entitlement allocations announcements from the U.S. Department of Housing and Urban Development Department (HUD) to the 2025-2029 ConPlan and 2025-2026 Annual Action Plan prior to submission; and
6. Authorize City Manager to execute all required documents for transmittal to HUD; and
7. Amend the Fiscal Year 2025-2026 Budget in accordance with the approved Fiscal Year 2025-2026 Annual Action Plan.
PURPOSE/JUSTIFICATION OF RECOMMENDED ACTIONS
HUD mandates that all entitlement grantees prepare and submit a Five-Year Con Plan and AAP. The Five-Year ConPlan provides a strategic framework for the City’s housing and community development goals and sets the vision for allocating federal resources to housing, homelessness, community development and special needs programs over a
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
April 21, 2025
5-year period. The AAP is a funding strategy that articulates the City’s utilization of HUD grant funds and other available resources to undertake programs and projects that will help the City meet the goals and objectives from the Con Plan on an annual basis.
In accordance with HUD requirements, the City of Huntington Park has prepared the 2025-2029 Con Plan and first year FY 2025-2026 AAP. Consistent with its Citizen Participation Plan, the City conducted extensive public outreach to receive public input in setting the priority needs to align its federal funding for the next five years as follows:
Activity Purpose Date(s) Held Date Noticed
Survey
(English/Spanish)
Invite the public’s
feedback related to
housing, public
services, homeless
needs, public facilities
and improvements,
economic development,
fair housing, and
broadband needs
October 15 –
November 15,
2024
N/A
Community Meeting
#1 (Spanish)
To comply with Citizen
Participation Plan and
solicit public input for
the Con Plan
November 12,
2024
N/A
Community Meeting
#2
(English)
To comply with Citizen
Participation Plan and
solicit public input for
the Con Plan
November 13,
2024
N/A
Community Meeting
#3
(Spanish)
To comply with Citizen
Participation Plan and
solicit public input for
the Con Plan
January 14, 2025 N/A
Community Meeting
#4
(English)
To comply with Citizen
Participation Plan and
solicit public input for
the Con Plan
January 16, 2025 N/A
Public Hearing #1 –
Con Plan
To comply with Citizen
Participation Plan and
solicit public input
Public Hearing:
February 18,
2025
January 9, 2025
Public Hearing #2 –
Con Plan
To comply with Citizen
Participation Plan and
solicit public input
Public review
period (30 days):
March 6, 2025 –
April 7, 2025
March 6, 2025
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
April 21, 2025
Public hearing:
April 21, 2025
Public Hearing #1 -
Annual Action Plan
To comply with Citizen
Participation Plan and
solicit public input
March 3, 2025 February 13,
2025, in the
Huntington Park
Bulletin
(English/Spanish)
Public Hearing #2 –
Annual Action Plan
Notice of 30-day
availability and Public
Hearing and solicit
public input
Public review
period (30 days):
March 6, 2025 –
April 7, 2025
Public hearing:
April 21, 2025
March 6, 2025 in
the Huntington
Park Bulletin
(English/Spanish)
During the 30-day review period, the City provided an opportunity for public comments regarding activities related to the ConPlan and the use of CDBG and HOME funds in the FY 2025-2026 AAP.
FISCAL IMPACT/FINANCING
It is anticipated that the City will receive $936,775 in CDBG funds that will be reduced according to the final approved Voluntary Grant Reduction by HUD.
Additionally, the City will receive $441,790.57 in HOME funds that will be reduced according to the final approved Voluntary Grant Reduction by HUD.
Proposed CDBG and HOME Activities. Described below are the priorities, goals, activities, and funding allocations that have been established in the City’s Five-Year Consolidated Plan and FY 2025-2026 Annual Action Plan. The proposed activities will further the purpose of the CDBG and HOME programs of developing viable urban communities by providing decent housing and a suitable living environment, and expanding economic opportunities, principally for people of low and moderate income.
1. Support Special Needs and LMI Services
Activity Description Allocation
After School Program
This program provides a safe place for
low/income youth clientele to participate
in physical activities, homework
assistance, and various activities such
as arts, science, and health to minimize
juvenile delinquency, child obesity, and
CDBG:
$39,500
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
April 21, 2025
promote health and well-being.
Senior Program
The program assists persons aged 55
or older through free educational
workshops, nutrition, physical activity,
and financial health.
CDBG:
$39,500
2. Support Fair Housing Services
Activity Description Allocation
Fair Housing Program
Fair Housing services will include
housing discrimination counseling and
investigative services, landlord-tenant
housing dispute resolution services,
education, and outreach services.
CDBG:
$30,000
3. Create Economic Opportunities
Activity Description Allocation
Façade Improvement
Program
Façade improvement program aims for
commercial revitalization by creating a
pedestrian-friendly and aesthetically
pleasing environment for residents,
visitors, and tourists in the Pacific Blvd
area. Business owners can receive a
grant of up to $35,000 for the
improvements of their storefront.
CDBG:
$344,775.98
4. Preserve Existing & Create New Affordable Housing
Activity Description Allocation
Not Applicable No planned activity in FY 25-26 N/A
5. Improve Public Facilities
Activity Description Allocation
Not Applicable No planned activity in FY 25-26 N/A
6. Disaster Recovery
Activity Description Allocation
Not Applicable No planned activity in FY 25-26 N/A
CITY OF HUNTINGTON PARK
Consolidated Plan
(Con Plan)
2025-2029
DRAFT
Public Comment Period (English and Spanish):
February 20, 2025 – March 22, 2025
ATTACHMENT "A"
Consolidated Plan HUNTINGTON PARK 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
2025-2029 Consolidated Plan
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b).........................................................................5 The Process.................................................................................................................................................10 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b).......................................................................10 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)............................11 PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c) .................................................17 Needs Assessment......................................................................................................................................21 NA-05 Overview......................................................................................................................................21 NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)....................................................................23 NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)........................................32 NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)............................37 NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)..................................44 NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) .....................................................46 NA-35 Public Housing – 91.205(b) ..........................................................................................................47 NA-40 Homeless Needs Assessment – 91.205(c)....................................................................................52 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)............................................................55 NA-50 Non-Housing Community Development Needs – 91.215 (f) .......................................................58 Housing Market Analysis.............................................................................................................................60 MA-05 Overview .....................................................................................................................................60 MA-10 Number of Housing Units – 91.210(a)&(b)(2).............................................................................61 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)...............................................................66 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)......................................................71 MA-25 Public and Assisted Housing – 91.210(b) ....................................................................................75 MA-30 Homeless Facilities and Services – 91.210(c)..............................................................................79 Consolidated Plan HUNTINGTON PARK 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-35 Special Needs Facilities and Services – 91.210(d).......................................................................85 MA-40 Barriers to Affordable Housing – 91.210(e)................................................................................90 MA-45 Non-Housing Community Development Assets – 91.215 (f) ......................................................92 MA-50 Needs and Market Analysis Discussion.....................................................................................103 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -
91.210(a)(4), 91.310(a)(2).....................................................................................................................105 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3).........................................................................107 Strategic Plan ............................................................................................................................................109 SP-05 Overview.....................................................................................................................................109 SP-10 Geographic Priorities – 91.215 (a)(1)..........................................................................................110 SP-25 Priority Needs - 91.215(a)(2).......................................................................................................112 SP-30 Influence of Market Conditions – 91.215 (b)..............................................................................117 SP-50 Public Housing Accessibility and Involvement – 91.215(c).........................................................128 SP-55 Barriers to affordable housing – 91.215(h).................................................................................129 SP-60 Homelessness Strategy – 91.215(d)............................................................................................131 SP-65 Lead based paint Hazards – 91.215(i).........................................................................................134 SP-70 Anti-Poverty Strategy – 91.215(j) ...............................................................................................136 SP-80 Monitoring – 91.230 ...................................................................................................................137 FY 2025-2026 Annual Action Plan
Expected Resources..................................................................................................................................140 AP-15 Expected Resources – 91.220(c)(1,2) .........................................................................................140 Annual Goals and Objectives....................................................................................................................142 Projects .................................................................................................................................................146 AP-35 Projects – 91.220(d) ...................................................................................................................146 AP-38 Project Summary ........................................................................................................................147 AP-50 Geographic Distribution – 91.220(f)...........................................................................................151 Consolidated Plan HUNTINGTON PARK 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing ...................................................................................................................................152 AP-55 Affordable Housing – 91.220(g) .................................................................................................152 AP-60 Public Housing – 91.220(h).........................................................................................................153 AP-65 Homeless and Other Special Needs Activities – 91.220(i)..........................................................156 AP-75 Barriers to affordable housing – 91.220(j) .................................................................................159 AP-85 Other Actions – 91.220(k) ..........................................................................................................162 Program Specific Requirements................................................................................................................165 Consolidated Plan HUNTINGTON PARK 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
The City of Huntington Park Community Development Department annually receives federal funds through the US Department of Housing and Urban Development (HUD). Every five years, HUD requires all jurisdictions receiving federal funds to submit a Consolidated Plan (Con Plan).
The plan helps define the City’s priorities, strategies, and goals for the five-year period.
The Consolidated Plan supports the objectives outlined in Title I of the Housing and Community Development Act of 1974, as amended, and the National Affordable Housing Act of 1990, as amended. It also aligns with HUD’s primary goals of creating sustainable urban communities by offering decent housing, providing a suitable living environment, and enhancing economic opportunities for individuals with low and moderate incomes.
The Consolidated Plan is for the period of July 1, 2025, through June 30, 2030. During this period, the City anticipates receiving Community Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME). The CDBG program provides funding to support community development activities by providing decent housing, suitable living environments, and expanding economic opportunities, principally for low- and low to moderate- income people. HOME provides funding for affordable housing initiatives for low-income individuals and families through the rehabilitation of existing homes, downpayment assistance, and affordable housing.
Annually, the programs and activities that contribute to the Consolidated Plan goals are summarized, funded, and implemented through Annual Action Plan submitted to HUD the spring of each year.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
All HUD-funded projects must meet one of three National Objectives: primarily benefit low- and moderate-income people, prevent or eliminate slum or blight; or meet other community development needs that address an urgent need to existing conditions posing a serious and immediate threat to the health or welfare of the community. The City’s five-year Con Plan strategic goals to address housing and community needs include affordable housing, economic development, public facilities improvement, public services for low-mod income persons, and fair housing.
3. Evaluation of past performance
Consolidated Plan HUNTINGTON PARK 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
The City of Huntington Park’s evaluation of past performance has been completed through its Annual Consolidated Annual Performance and Evaluation Report (CAPER) prepared at the end of each fiscal year. The documents compare the measurable goals and objectives to the actual performance. The review of the fifth and final year of the 2020-2024 Con Plan period will be reviewed in the 2024 CAPER, which will be submitted to HUD in September 2025.
During the previous five-year Consolidated Plan period, the City has carried out activities aligned with its goals and accomplished the following:
4. Summary of citizen participation process and consultation process Residents and stakeholders were included in the planning process and development of the Consolidated Plan in the following ways:
Community Needs Survey
The City of Huntington Park conducted a community survey from October 15, 2024, to November 15, 2024, to gather input for its 2024-2029 Consolidated Plan. A total of 291 residents participated, with 237 responses in English and 54 in Spanish. The survey featured 23 questions focused on identifying priority goals for the upcoming planning period. Topics included housing, community facilities, homeless housing, neighborhood improvements, community services, broadband access, and disaster preparedness. The survey results offer valuable insights into the community’s needs and priorities.
Community Meetings
Phase I - Phase I meeting is an introductory meeting open to the public to solicit input on the priority needs of the City. The City posted an announcement for the meetings on their social media and sent email invitations to residents who participated in the City’s affordable housing, Home Repair, Emergency Rental Assistance, and social services programs. Two meetings were held in Spanish and English at two different regional location within the City. These meetings began with a presentation providing an overview of the 5-year analysis of impediments and the 5-year consolidated plan. Following the presentation, participants were invited to contribute their live feedback by writing their responses on the level of need for housing and community develop projects on post it notes, which they then placed on question boards set up around the room.
• On Tuesday, November 12, 2024, at 6 PM, residents and community members were invited to attend a public meeting conducted in Spanish at Huntington Park City Hall, located at 6550 Miles Ave, Huntington Park, CA 90255. A total of 13 attendees signed in and actively participated.
Consolidated Plan HUNTINGTON PARK 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
• On Wednesday, November 13, 2024, at 10 AM, another session was held in English at Freedom Park, located at 3801 E 61st St, Huntington Park, CA 90255. This session was attended by 10 participants who signed in and engaged in the discussions.
Phase 2- This meeting summarizes the target goals and preliminary findings from the survey, community meetings, and stakeholder focus groups to be set up in the Draft Consolidated Plan.
Two meetings were held in English and Spanish. These meetings were designed to gather feedback from residents on the goals and strategies that will address housing and supportive service needs.
• On Monday, January 14, 2025, at 6 PM, residents and community members were invited to attend a public meeting conducted in Spanish at Huntington Park City Hall, located at 6550 Miles Ave, Huntington Park, CA 90255. A total of 8 attendees signed in and actively participated in the meeting.
• On Thursday, January 16, 2025, at 6 PM, residents and community members were invited to attend a public meeting conducted in English at Huntington Park City Hall, located at 6550 Miles Ave, Huntington Park, CA 90255. A total of 14 attendees signed in and actively participated in the meeting.
Stakeholder Focus Groups
Stakeholder focus group meetings were held to engage key community members, organizations, service providers, and local leaders in a collaborative discussion about housing and community development needs. These meetings help gather valuable input from stakeholders who have a direct understanding of the challenges and opportunities within the community.
• On Tuesday, September 17, 2024, a presentation discussion for the Con Plan was held before the Health and Education Commission Meeting to gather feedback on the priority needs of the City.
• On Wednesday, September 18, 2024, a presentation discussion for the Con Plan was held before the Planning Commission Meeting
• On Wednesday, November 20, 2024, an online discussion via Zoom was held at 10 AM.
A total of 32 people were invited to attend, which included housing, homeless, and social services groups. During the meeting 14 participants attended and represented the following organizations:
o Huntington Plaza Affordable Housing
o Azure Development
o Century 21 Real Estate
o Linc Housing
Consolidated Plan HUNTINGTON PARK 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
o Casa Rita Affordable Housing
o New Start Housing
o Pipeline Health
o Huntington Park Parks and Recreation
o Fair Housing Foundation
o Los Angeles County Library
o Inner City Visions
Public Hearing
• Public hearings on the Consolidated Plan (Con Plan) are held before the City Council to allow community members to provide input on local housing and development needs.
These hearings help ensure that the City Council receives feedback on how federal funds should be allocated to address issues like affordable housing, homelessness, and public services, ensuring the plan aligns with the community's priorities and needs. o Public Hearing #1 and Presentation on the Draft Consolidated Plan was held before the City Council on February 17, 2025 at 6PM
o Public Hearing #2 for the adoption of the Consolidated Plan was held before the City Council on April 21, 2025 at 6 PM
5. Summary of public comments
PENDING
6. Summary of comments or views not accepted and the reasons for not accepting them
PENDING
7. Summary
The priority needs identified from findings from community needs survey, stakeholder meetings, community meetings are as follows:
Affordable Housing
• Owner-occupied housing rehabilitation to improve existing homes and ensure they meet modern standards.
• Increased senior housing units to accommodate the aging population. • Construction of new affordable rental housing to address the growing demand. • Low barriers to affordable housing development to simplify the process and encourage growth.
• Affordable rents to make housing more accessible for low-income families.
Consolidated Plan HUNTINGTON PARK 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Services
• Neighborhood crime preven�on and safety measures.
• Park and recrea�on programs to enhance community well-being. • Law enforcement services to maintain safety and order. • Needed elderly services for an aging popula�on.
• A�erschool programs for youth engagement and development.
Homeless Popula�ons Needs
• Permanent suppor�ve housing with integrated social services. • Rent/u�lity payment assistance to prevent homelessness. • Emergency and overnight shelters for individuals in immediate need.
Public Facili�es and Improvements.
• Street, alley, and sidewalk improvements to improve walkability and accessibility. • Safety improvements such as street ligh�ng and traffic calming measures. • Tree plan�ng and urban greenery to enhance aesthe�c and environmental quality. • Improvement of poor condi�on parks, roads, and public spaces to beter serve the community.
• Flood preven�on especially in areas near the Los Angeles River and streets like Pacific Blvd, Florence, Firestone, and Gage Ave.
• Parking improvements to accommodate community needs.
• Salt Lake Park improvements to enhance recrea�onal opportuni�es.
Economic Development
• Job crea�on and job-genera�ng businesses to support local economic growth. • College readiness programs to prepare students for higher educa�on. • Job readiness programs to provide skills and training for employment. • Available jobs near home to minimize transporta�on barriers.
Fair Housing Services
• Support for family/children, race, and an�-discrimina�on efforts. • Educa�on and enforcement of an�-discrimina�on laws to ensure equal housing opportuni�es for all.
Consolidated Plan HUNTINGTON PARK 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
The Process
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator HUNTINGTON PARK Community Development Department
HOME Administrator HUNTINGTON PARK Community Development Department
Table 1 – Responsible Agencies
Narrative
The agency for the 2025-2029 City of Huntington Park Consolidated Plan is the Department of Community Development
Consolidated Plan Public Contact Information
Ishah Ahumada, Project Manager
Department of Community Development
Email: [email protected]
Phone: (323) 584-6290
Consolidated Plan HUNTINGTON PARK 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)
1. Introduction
The City of Huntington Park maintains its partnerships with local organization and City Departments to quality services and foster community development for its low to moderate income residents. These partners bring invaluable expertise and resources, helping to meet the needs of Huntington Park's most vulnerable population. The City of Huntington Park remains committed to engaging residents and stakeholders through extensive outreach efforts to ensure that planning processes are inclusive and responsive to community needs.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).
The City of Huntington Park developed its 2025-2029 Consolidated plan through consultation with organizations listed in Table 2. By engaging with these partners, Huntington Park aims to strengthen its efforts to improve the quality of life for its residents, ensure equitable access to housing opportunities, and advance community strategies aimed at ending chronic homelessness. Through ongoing dialogue and collaboration, the City was able to make informed decisions to allocate HUD funds to appropriately address priority needs.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The City of Huntington Park is an active participant in the Los Angeles Homeless Services Authority (LAHSA) Continuum of Care (CoC) within the Los Angeles County Service Planning Area (SPA 7). The City support the efforts by LAHSA and local non-profit to implement strategies that help prevent homelessness. Huntington Park participates in local homeless outreach efforts, data collection, and planning initiatives to ensure that the needs of its residents are being met at a County level.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS.
This section is not applicable because the City does not receive ESG funds.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
Consolidated Plan HUNTINGTON PARK 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
During the development of the City’s 2020-2024 Consolidated Plan, the City utilized a variety of public outreach methods to gather input and feedback from residents and stakeholders on key areas such as housing, economic development, fair housing, public facilities, and social services.
Their inputs were carefully considered when determining the needs assessment and market analysis and ultimately played a significant role in shaping the five-Year goals and objectives of the plan. The outreach efforts during the development of the City’s Consolidated Plan included the Community Needs Survey, three stakeholders focus group meetings, four public input meetings, and two public hearings follow HUD guidelines for community participation.
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Agency/Group/Or
ganization
Agency/Group/Org
anization Type
What section of the
Plan was addressed
by Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
Huntington Park
City Council
Government Entity
- Local
Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
The City Council was engaged
through meetings and
hearings where they provided
input on key priorities for the
Consolidated Plan. The
consultation ensured
alignment of the city’s goals
with broader community
needs.
Huntington Park
Planning
Commission
Government Entity
- Local
Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
The Planning commission was
engaged through a
stakeholder meeting. They
participated through
discussions on land use,
zoning, and housing
development strategies.
Huntington Park
Health and
Education
Commission
Government Entity
- Local
Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
The Huntington Park Health
and Education Commission
was engaged through
stakeholder meeting. This
discussion provided more
comprehensive understanding
of community needs
Huntington Plaza
Affordable Housing
Non-Profit
Organization/Housi
ng Developer
Housing Need
Assessment
Huntington Plaza was
consulted for feedback on
affordable housing
development and community
needs assessments.
Consolidated Plan HUNTINGTON PARK 14
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Azure
Development
Private Sector
Developer
Housing Need
Assessment
Azure Development was
consulted for feedback on
affordable housing
development and community
needs assessments.
Century 21 Real
Estate
Private Sector Real
Estate
Housing Need
Assessment
Century 21 Real Estate was
consulted for feedback on
affordable housing
development and community
needs assessments.
Linc Housing Non-Profit
Organization/Housi
ng Developer
Housing Need
Assessment
Linc Housing was consulted for
feedback on affordable
housing development and
community needs
assessments.
Casa Rita
Affordable Housing
Non-Profit
Organization/Housi
ng Developer
Housing Need
Assessment
Casa Rita was consulted for
feedback on affordable
housing development and
community needs
assessments.
New Start Housing Non-Profit
Organization/Housi
ng Developer
Housing Need
Assessment
New Start Housing was
consulted for feedback on
affordable housing
development and community
needs assessments.
Pipeline Health Healthcare Provider Non-Homeless
Special Needs
Pipeline Health was consulted
for comprehensive
understanding of community
needs
Huntington Park
Parks and
Recreation
Public Service Non-Homeless
Special Needs
Huntington Park Parks and
Recreation Department was
consulted for comprehensive
understanding of community
needs
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Fair Housing
Foundation
Non-Profit
Organization
Housing Need
Assessment, Fair
Housing
The Fair Housing Foundation
was consulted to address fair
housing issues and ensure
policies align with antidiscrimination efforts.
Los Angeles County
Library
Public Service Non-Homeless
Special Needs
Los Angeles County Library
was consulted for
comprehensive understanding
of community needs
Inner City Visions Homeless Service Homelessness
Strategy
Inner City Visions provided
insights into social service
needs, for homeless
populations.
Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City reached out to numerous organizations using a variety of outreach methods.
Stakeholders were invited to virtual meetings, in-person meeting through emails, phone calls, and online surveys to gather input and encourage participation in the planning process. All key types of agencies were consulted throughout this process, and no agency was intentionally excluded from the consultation and participation efforts.
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Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with
the goals of each plan?
Continuum of Care Los Angeles Homeless Service
Authority
The City aligns LAHSA’s effort
to reduce homelessness by
increasing homeless services,
expanding affordable housing
options, promoting
community engagement, and
enhancing coordination
between local agencies and
service providers to ensure
effective solutions for
individuals experiencing
homelessness.
Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
The City of Huntington Park works with its neighboring jurisdictions such as Bell and Los Angeles on an ongoing basis to encourage cooperation and coordination throughout the community, ensuring that housing and social service initiatives are aligned. The adjacent local governments were notified of the availability of the draft Consolidated Plan for the 30-day review and comment period.
Narrative (optional):
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting The City of Huntington Park’s citizen participation process for the 2020-2024 Consolidated Plan involves a broad and inclusive community involvement. The City utilized a variety of outreach methods, community needs surveys, four public meetings, two public hearings, and stakeholder focus group meetings to encourage maximum participation. These method of outreach captured residents input, especially those from low- and moderate-income backgrounds. Stakeholders were invited to engage, share their input, and express concerns about key issues such as housing, economic development, fair housing, and social services to help low-income residents in the City.
The diverse feedback gathered directly shaped the development of the strategic plan. The input from these public meetings had a significant impact on the goal setting for the Consolidated Plan. It ensured that the five-year goals and objectives were reflective of the community’s needs and priorities, resulting in targeted strategies that address housing affordability, economic opportunity, and social service improvements.
A draft of the five-year Con Plan was made available for public comment for 30 days from March 6, 2025 to April 7, 2025. Public Hearing #1 and Presentation on draft Con Plan was held before the City Council on February 17, 2025, at 6 PM. The Public Hearing #2 for the adoption of the Con Plan was held on April 21, 2025, at 6 PM.
Citizen Participation Outreach
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Housing and
Community
Needs Survey
Nontargeted/broad
community
From October 15, 2024 –
November 15, 2024, a
community needs survey
was distributed across
the City via social media,
flyers, email blast, and
organization promotion.
A total of 291 responses
were received
Results are
available as
appendix A
Not Applicable Not
Applicable
2 Phase 1 Public
Meeting
(Spanish)
Nontargeted/broad
community
On Tuesday, November
12, 2024, at 6 PM, a
public meeting
conducted in Spanish
was held at Huntington
Park City Hall. A total of
13 attendees signed in
and actively participated.
Results are
available as
appendix A
Not Applicable Not
Applicable
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
3 Phase 1 Public
Meeting
(English)
Nontargeted/broad
community
On Wednesday,
November 13, 2024, at
10 AM, a public meeting
conducted in English was
held at Freedom Park.
Ten participants signed
in and engaged in the
discussions.
Results are
available as
appendix A
Not Applicable Not
Applicable
4 Phase 2 Public
Meeting
(Spanish)
Nontargeted/broad
community
On Tuesday, January 14,
2025, a Phase II public
meeting was conducted
in Spanish was held at
the City of Huntington
Park Council Chambers.
Eight participants signed
in and engaged in
discussions.
Results are
available as
appendix A
Not Applicable Not
Applicable
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Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
5 Phase 2 Public
Meeting
(English)
Nontargeted/broad
community
On Thursday, January 16,
2025, a Phase II public
meeting was conducted
in English was held at the
City of Huntington Park
Council Chambers.
Fourteen participants
signed in and engaged in
discussions.
Results are
available as
appendix A
Not Applicable Not
Applicable
6 Stakeholder
Focus Groups
Local
Government,
Non-profit
organizations,
Housing
Developers,
Service Providers
3 focus group meetings
with 15-20 attendees
from local agencies and
service organizations.
Results are
available as
appendix A
Not Applicable Not
Applicable
7 Public Hearings 2 public hearings
held on February
17, 2025 and
April 21, 2025
Results are
available as
appendix B
Not Applicable Not
Applicable
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment describes the needs of Huntington Park residents with a focus on the needs of low-income households, special needs populations and people experiencing homelessness.
Based on the 291 survey answers collected, the City was able to compile a list of community priorities in different areas
Affordable Housing
1. Owner occupied housing rehabilitation
2. Increased senior housing units
3. Construction of new affordable rental housing
4. Low barrier to affordable housing development
5. Affordable rent
Public Services
1. Neighborhood crime prevention
2. Park and Recreation programs
3. Law enforcement services
4. Needed elderly services
5. Afterschool Program
Homeless Populations Needs
1. Permanent supportive housing with social services
2. Rent/utility payment assistance
3. Emergency/overnight shelters
Public Facilities and Improvements
1. Street/alley/sidewalk improvements
2. Safety improvement (street lighting, traffic calming)
3. Tree planting and urban greenery
4. Poor condition of parks, roads, and public spaces
5. Flood prevention in areas near Los Angeles Rivers and streets such as Pacific Blvd, Florence, Firestone, and Gage Ave
6. Parking
7. Salt Lake Park improvement
Economic Development
1. Job creation/ job generating businesses
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2. College readiness programs
3. Job readiness programs
4. Available jobs near home
Fair Housing Services
1. Family/children
2. Race
3. Anti-discrimination education and enforcement
Broadband
1. Affordability
2. Expanding broadband infrastructure
a. Southeast Huntington Park
b. Specific Street: Arbutus Ave, Stafford Ave, Malabar St c. Public Spaces: Salt Lake Park and Walnut Park
3. More service providers
This section relies primarily on data provided by HUD via the Comprehensive Housing Affordability Strategy (CHAS) dataset, Decennial Census, and American Community Survey estimates, the Los Angeles PIT, as well as contributions from residents and stakeholder consultation.
• Demographic trends
o From the Decennial Census in 2020, the population of the City is at 58,114, which went down from 54,883 in 2010 with a decrease of about 0.61%. The City is predominantly Hispanic but saw a slight decrease from 56,445 in 2010 to 52,986 in 2020 by -6%. Huntington Park has experienced significant demographic shifts over the past decade. While the total population declined, Black or African American population increased from 440 in 2010 to 7,959 in 2020 and Asian population increased from 393 in 2010 to 1,556 in 2020. • Homelessness
o The 2023 Point-in-Time (PIT) Count for Huntington Park shows a total of 89 people experiencing homelessness, with 12 individuals sheltered and 77 unsheltered.
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2020 %
Change
Population 59,005 57,760 -2%
Households 14,560 14,620 0%
Median
Income $34,887.00 $46,738.00 34%
Table 5 - Housing Needs Assessment Demographics
Data
Source:
2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 4,875 3,470 3,625 1,135 1,515
Small Family Households 2,155 1,965 1,800 610 965
Large Family Households 820 815 1,160 425 415
Household contains at least one
person 62-74 years of age 850 585 1,060 275 375
Household contains at least one
person age 75 or older 735 180 240 105 85
Households with one or more
children 6 years old or younger 1,255 1,265 805 305 113 Table 6 - Total Households Table
Data
Source:
2016-2020 CHAS
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Housing Needs Summary Tables
1. Housing Problems (Households with one of the listed needs) Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard Housing
- Lacking complete
plumbing or kitchen
facilities 135 75 65 4 279 10 30 10 15 65
Severely
Overcrowded - With
>1.51 people per
room (and complete
kitchen and
plumbing) 785 500 375 80 1,740 10 10 45 20 85
Overcrowded - With
1.01-1.5 people per
room (and none of
the above problems) 665 730 715 155 2,265 50 35 180 120 385 Housing cost burden
greater than 50% of
income (and none of
the above problems) 1,570 145 0 0 1,715 315 195 65 10 585 Consolidated Plan HUNTINGTON PARK 25
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost burden
greater than 30% of
income (and none of
the above problems) 595 910 195 10 1,710 85 175 400 35 695 Zero/negative
Income (and none of
the above problems) 110 0 0 0 110 20 0 0 0 20
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of four housing
problems 3,155 1,450 1,155 240 6,000 390 270 295 170 1,125 Having none of four housing problems 1,010 1,335 1,340 400 4,085 320 415 835 330 1,900 Consolidated Plan HUNTINGTON PARK 26
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Household has negative income, but
none of the other housing problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 1,860 1,005 130 2,995 210 245 265 720
Large Related 685 440 25 1,150 60 79 169 308
Elderly 730 174 20 924 114 49 140 303
Other 405 165 50 620 79 39 4 122
Total need by income 3,680 1,784 225 5,689 463 412 578 1,453 Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
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4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total
NUMBER OF HOUSEHOLDS+
Small Related 0 0 140 140 165 155 0 320
Large Related 0 0 10 10 60 4 4 68
Elderly 480 4 0 484 70 10 40 120
Other 0 285 20 305 75 0 0 75
Total need by income 480 289 170 939 370 169 44 583
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
5. Crowding (More than one person per room)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family households 1,315 1,065 835 110 3,325 35 20 105 60 220 Multiple, unrelated family
households 130 165 225 130 650 30 25 115 85 255
Other, non-family households 60 15 50 0 125 0 0 0 0 0
Total need by income 1,505 1,245 1,110 240 4,100 65 45 220 145 475 Consolidated Plan HUNTINGTON PARK 28
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Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present
0 0 0 0 0 0 0 0
Table 12 – Crowding Information – 2/2
Describe the number and type of single-person households in need of housing assistance.
The US Department of Housing and Urban Development (HUD) defines overcrowding as a household having more than one person per room, excluding kitchens and bathrooms. According to 2016-2020 CHAS data, there are currently 3,545 single person households experiencing overcrowding in the City of Huntington Park. Of the total single person households experiencing overcrowding, 3,325 (93.7) are renters and 220 (6.2%) own their housing units. Approximately 40% of renter single person households and 16% of owner single person households are in the extremely low-income category (0-30% AMI). There is a high ratio of single-person households who experience overcrowding in the City of Huntington Park. These households have a greater need for affordable housing.
Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking.
Huntington Park has a notable percentage of residents living with various disabilities. Based on the 2016-2020 ACS 5 Year estimates, the overall disability rate for the City is 19.2% with 9710 total population with disability. Hearing disability affects 1.3% of the Consolidated Plan HUNTINGTON PARK 29
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population, while vision disability is experienced by 1.4%. Cognitive disabilities are reported by 3.2% of the population, and ambulatory disabilities (difficulty walking or climbing stairs) affect 5.0%. Additionally, 3.0% of residents have a self-care disability, and 5.3% report an independent living disability.
Pinpointing specific numbers of domestic violence victims in Huntington Park is difficult due to underreporting and other mitigating factors. However, according to the California Department of Justice (DOJ), Los Angeles County, In 2023, there were a total of 37,816 domestic violence calls involving weapon-related incidents. Among these, 31,951 involved a weapon of some sort. Of the weapon incidents, 684 were related to firearms, while 1,071 involved knives or cutting instruments. Additionally, 3,786 cases involved other dangerous weapons, and 26,410 involved personal weapons (such as fists, feet, or other body A total of 2,797 cases involved strangulation or suffocation, with 2,717 cases specifically related to strangulation and 163 cases involving suffocation.
Between 2022 and 2023, domestic violence-related calls in Los Angeles County increased slightly from 37,614 to 37,816, a 0.5% rise.
The number of calls involving weapons also grew, from 30,010 in 2022 to 31,951 in 2023, with increases in cases involving knives, other dangerous weapons, and personal weapons. However, the use of firearms slightly decreased from 695 to 684. Strangulation and suffocation cases rose from 2,651 in 2022 to 2,797 in 2023, with both strangulation and suffocation incidents seeing increases.
Survivors of domestic violence are particularly vulnerable to abuse, therefore need shelter, transitional housing and services such as counseling and childcare. There is a domestic violence agency in Huntington park that offers therapy, counseling, and a parenting class called Centro de Desarrollo Familiar (DSF) at low-cost ranging from $25-$125. However, many abused people often lack the financial means to seek support and are vulnerable to homelessness. This means that there needs to be a more targeted approach to help victims of domestic abuse.
What are the most common housing problems?
The most common housing problems include overcrowding, housing cost burden, and substandard housing.. A significant number of renter households, particularly those in the 0-30% and >30-50% AMI income ranges, face overcrowding, with many households having more than 1.5 people per room. Additionally, a large portion of both renters and owners experience housing cost burdens, spending more than 30% of their income on housing, with many renters in the 0-30% AMI range facing severe cost burdens of over 50%. Households who live in substandard housing lack essential amenities like plumbing or kitchens. The need for affordable Consolidated Plan HUNTINGTON PARK 30
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housing is particularly urgent among small families, elderly households, and low-income renters and owners, who are most impacted by these housing problems.
The homeless population in Huntington Park, like many areas in California, faces barriers including a lack of emergency shelters, transitional housing, and long-term affordable housing solutions. According to the 2023 Point-in-Time Count, there were 89 homeless individuals in the city, with a substantial proportion living in unsheltered conditions. These individuals often struggle with housing instability due to high housing costs and limited affordable rental housing options. There is a lack of supportive services and insufficient supply of transitional housing that meet the need of those who struggle with physical disability, mental health problems, and substance abuse.
Are any populations/household types more affected than others by these problems? Renters in the 0-30% and >30-50% AMI income ranges are the most impacted by overcrowding, housing cost burdens, and substandard housing, with many spending over 50% of their income on housing and living in overcrowded conditions. Small family households, especially those in lower-income categories, also face challenges with overcrowding and high housing costs.
Extremely low-income seniors and people with disabilities represent two other groups that are at high risk of homelessness due to their limited income and additional needs. Elderly households, particularly those with members aged 75 or older often living on fixed incomes that limit their housing options, so they are most vulnerable to housing cost burdens and substandard housing.
Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)).
Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance
Low-income individuals and families with children, particularly those in the extremely low-income bracket, face significant risks of homelessness due to high housing costs, they often spend a large portion of their income on rent, leaving little for other necessities, which makes them vulnerable to eviction. These households with children and single mothers face higher financial burden due to the high-cost of childcare. They are in imminent risk of becoming homelessness.
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Similarly, former homeless families receiving rapid re-housing assistance are at risk as their support ends, facing difficulties in maintaining stable housing due to income instability and limited access to affordable housing. To prevent re-entry into homelessness, these families require continued job opportunities and access to long-term supportive services.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:
Not applicable
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness In Huntington Park, many individuals face housing instability due to limited income, which increases their vulnerability to homelessness. When the cost of housing exceeds a household's income, especially more than 50%, it becomes more challenging to maintain stability. A significant number of households in the City are paying a disproportionate share of their income that leaves little for other essentials like food, utilities, and healthcare. This financial strain makes households more susceptible to hardship when unforeseen events occur, such as job loss, illness, or an emergency expense.
Additionally, the scarcity of affordable housing options that meet the needs of residents further contributes to housing instability.
Homelessness in Huntington Park is also aggravated by factors such as mental illness, physical health issues, and chronic substance abuse, which can complicate efforts to maintain stable housing.
Discussion
Many low-income residents, particularly those with disabilities and elderly individuals, face challenges in finding affordable and accessible housing. The demand for affordable rental units, supportive housing, and emergency assistance is high, with needs for small families, large households, and elderly residents. A large portion of renters, especially in the low income in the 30% AMI range, struggle with extremely high-cost burdens, overcrowding, and substandard living conditions. Additionally, homelessness is a growing concern, which can be exacerbated by the high rate of renters spending more than 50% of their income on housing.
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NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need.
Introduction
The data in this section are pre-populated by HUD and reflect the 2016-2020 CHAS dataset, which provides detailed information on households based on race, ethnicity, income, and housing problems.
In Huntington Park, the largest population group is Hispanic or Latino, comprising 71% (approximately 4,633 individuals) of the City's total population. The second largest group is Non-Hispanic Black or African American, representing 11% (approximately 696 individuals) of the population. Non-Hispanic White residents make up 15% (approximately 981 individuals) of the population. Other racial groups, including Asian (approximately 411 individuals) and those identifying as two or more races (approximately 161 individuals), represent smaller percentages of the population, at 1% and 1% respectively. These groups exhibit varying housing needs, with disproportionate levels of housing problems, including overcrowding and cost burden, particularly among low-income households within the City.
0%-30% of Area Median Income
Housing Problems Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 4,225 650 0
White 84 40 0
Black / African American 35 10 0
Asian 0 0 0
American Indian, Alaska Native 10 0 0
Pacific Islander 15 0 0
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Housing Problems Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Hispanic 4,070 600 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 2,795 665 0
White 4 29 0
Black / African American 30 20 0
Asian 20 0 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 2,745 620 0
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 2,045 1,580 0
White 15 25 0
Black / African American 55 4 0
Asian 19 10 0
American Indian, Alaska Native 15 0 0
Pacific Islander 0 0 0
Hispanic 1,940 1,525 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:
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OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 455 685 0
White 0 4 0
Black / African American 10 4 0
Asian 0 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 445 665 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data
Source:
2016-2020 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4.Cost Burden greater than 30%
Discussion
In Huntington Park, households in the 30%-50% AMI range face significant housing problems. Out of 3,460 households in this income bracket, 2,795 (approximately 81%) experience at least one of four housing problems, such as cost burden, overcrowding, or lack of kitchen or plumbing facilities. The remaining 665 (approximately 19%) report no housing problems. Most of these households are Consolidated Plan HUNTINGTON PARK 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
Hispanic. For households in the 50%-80% AMI range, 2,045 (approximately 56%) of the 3,625 households experience one or more housing problems, while 1,580 (approximately 44%) have no housing problems. Similarly, a large proportion of these households are Hispanic.
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NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction
This section addresses severe housing needs as defined by HUD, using data provided by HUD to assess housing conditions. Severe housing needs are identified when households experience one or more of the following: lack of complete kitchen facilities, lack of complete plumbing facilities, overcrowding (more than 1.5 persons per room), or a cost burden exceeding 50% of household income.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 3,545 1,330 0
White 40 85 0
Black / African American 35 10 0
Asian 0 0 0
American Indian, Alaska Native 10 0 0
Pacific Islander 15 0 0
Hispanic 3,435 1,235 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
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OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 1,720 1,750 0
White 0 35 0
Black / African American 0 50 0
Asian 4 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,710 1,655 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
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OMB Control No: 2506-0117 (exp. 09/30/2021)
50%-80% of Area Median Income
Severe Housing Problems* Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 1,450 2,175 0
White 4 35 0
Black / African American 10 50 0
Asian 0 35 0
American Indian, Alaska Native 10 4 0
Pacific Islander 0 0 0
Hispanic 1,425 2,035 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Consolidated Plan HUNTINGTON PARK 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
80%-100% of Area Median Income
Severe Housing Problems* Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 410 730 0
White 0 4 0
Black / African American 10 4 0
Asian 0 10 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 400 710 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4.Cost Burden over 50%
Discussion
When looking at just the income levels across all groups, severe housing problems are primarily concentrated among low-income households, particularly those earning 0%-30% and 30%-50% of AMI. 0%-30% AMI:
Consolidated Plan HUNTINGTON PARK 41
OMB Control No: 2506-0117 (exp. 09/30/2021)
Out of 4,875 households in this income range, 3,545 households (73%) face severe housing problems, such as overcrowding, highcost burdens, and inadequate living conditions. The remaining 1,330 households (27%) do not experience severe housing problems. 30%-50% AMI:
Of the 3,470 households in this income bracket, 1,720 households (49%) are experiencing severe housing problems, while 1,750 households (51%) do not.
50%-80% AMI:
Within this income range, 3,625 households are affected, with 1,450 households (40%) facing severe housing problems and 2,175 households (60%) not facing such issues. The severity of housing problems decreases compared to the lower income ranges. 80%-100% AMI:
Of the 1,140 households in this range, 410 households (36%) face severe housing problems, while the remaining 730 households (64%) are not affected. Although this percentage is lower than in the lower AMI categories, a notable portion of households still struggle with housing issues.
To analyze the share of severe housing problems from different racial and ethnic groups, the number of people experiencing housing cost burden was compared to their specific population sizes from the 2020 census.
The 2020 population data reveals that the Hispanic group makes up the overwhelming majority, with 52,986 individuals, or 96.5% of the total population of 54,883. The White population stands at 7,959 (14.5%), while Black or African American individuals total 458 (0.8%). Smaller groups include Asian at 377 (0.7%), American Indian and Alaska Native at 1,556 (2.8%), and Pacific Islander at 37 (0.1%).
Hispanic population consistently faces a high proportion of severe housing problems across all income brackets. Black or African American households are somewhat overrepresented in the 0%-30% AMI range, while White households are facing far fewer severe housing problems than their share of the population in all income categories.
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0%-30% AMI:
In this income category, Black and Hispanic population have a higher rate of people experiencing severe housing problems. • For White households, 40 individuals are experiencing severe housing problems, which represents 0.5% of the White population. • For Black or African American households, 35 individuals are experiencing severe housing problems, which represents 7.6% of the Black population.
• For Hispanic households, 3,435 individuals are experiencing severe housing problems, which represents 6.5% of the Hispanic population.
• For Pacific Islander, 15 individuals are experiencing severe housing problem with 40.5% of their total population 30%-50% AMI:
In this income category, Hispanic households have the highest rate of people experiencing severe housing problems. • For White households, no individuals in this income group have severe housing problems, which means 0% of the White population is affected.
• For Black or African American households, no individuals in this income group have severe housing problems, which means 0% of the Black population is affected.
• For Hispanic households, 1,710 individuals are experiencing severe housing problems, which represents 3.2% of the Hispanic population.
• For Asian households, 4 are experiencing severe housing problems, which is only 1.1% of the Asian population 50%-80% AMI:
• For White households, 4 individuals are experiencing severe housing problems, which represents 0.05% of the White population. • For Black or African American households, 10 individuals are experiencing severe housing problems, which represents 2.2% of the Black population.
• For Hispanic households, 1,425 individuals are experiencing severe housing problems, which represents 2.7% of the Hispanic population.
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80%-100% AMI:
• For White households, no individuals in this income group have severe housing problems, which means 0% of the White population is affected.
• For Black or African American households, 10 individuals are experiencing severe housing problems, which represents 2.2% of the Black population.
• For Hispanic households, 400 individuals are experiencing severe housing problems, which represents 0.75% of the Hispanic population.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.
Introduction:
This section presents data on households experiencing a disproportionate housing cost burden. Housing cost burden is defined as spending more than 30 percent of a household's gross income on housing expenses, including utilities. A severe housing cost burden occurs when housing costs exceed 50 percent of the household's gross income.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative income (not computed)
Jurisdiction as a whole 7,225 3,745 3,475 180
White 130 69 35 20
Black / African American 55 75 35 4
Asian 45 34 0 0
American Indian, Alaska Native 14 4 10 0
Pacific Islander 0 0 15 0
Hispanic 6,970 3,550 3,375 150
Table 21 – Greater Need: Housing Cost Burdens AMI
Data
Source:
2016-2020 CHAS
Discussion:
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OMB Control No: 2506-0117 (exp. 09/30/2021)
To analyze the housing cost burden across different racial and ethnic groups, the number of people experiencing housing cost burden was compared to their specific population sizes from the 2020 census.
The top three groups experiencing the highest proportion of housing cost burdens are Pacific Islanders (40.5%), Black or African Americans (36.0%), and Hispanic individuals (26.2%), with significant portions of their populations struggling to afford housing.
These groups face disproportionately high housing cost burdens compared to their overall population sizes in the City.
In comparison, White individuals experience the lowest proportion of housing cost burdens, with only 2.94% of their population affected. White individuals are much less burdened by high housing costs than Pacific Islanders, Black or African Americans, and Hispanics.
Breakdown by race:
• Pacific Islanders, with a population of 37, have the highest proportion of housing cost burden. With 15 individuals experiencing a housing cost burden, this translates to a staggering 40.5% of the Pacific Islander population struggling with affordable housing. • Black or African American individuals, numbering 458, have 165 people burdened by high housing costs, which represents 36.0% of their population.
• Hispanics, representing the largest group with 52,986 people. There are 13, 895 individuals who experience housing cost burden, which translates to 26.2% of the Hispanic population. While significant, this percentage is lower than that of Black and Pacific Islander groups.
• For Asian individuals, who have a population of 377, there are 79 individuals experience a housing cost burden, which equates to
20.9% of the population.
• American Indian and Alaska Native individuals, with a population of 1,556, have 28 individuals experiencing a housing cost burden, representing just 1.8% of their population.
• White individuals, with a population of 7,959, have the lowest proportion of housing cost burden, with only 234 individuals (or
2.94%) facing high housing costs.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
In the 0%-30% AMI category, Black or African American households experience severe housing problems at a rate of 7.6%, which is much higher than their 0.8% share of the total population, indicating a disproportionately higher need. Similarly, Pacific Islander households, despite representing only 0.1% of the total population, face an exceptionally high rate of 40.5% in severe housing problems within this income group. While Hispanic households, making up 96.5% of the total population, experience 6.5% of severe housing problems in this income range.
If they have needs not identified above, what are those needs? Not Applicable
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? Hispanics make up 96.5% of the total population in the City of Huntington Park, the analysis of ethnic or racial concentration by census tract is not applicable.
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NA-35 Public Housing – 91.205(b)
Introduction
The City does not own or operate any public housing within its boundaries. However, the Housing Authority of the County of Los Angeles (HACoLA), a division of the Los Angeles County Community Development Authority (LACDA), provides Housing Choice Vouchers within Huntington Park. HACoLA manages more than 3,600 units of public housing across various properties throughout Los Angeles County and offers rental assistance to over 20,000 families within the County.
In addition to its public housing and voucher programs, HACoLA plays a critical role in supporting affordable housing initiatives by working closely with developers, local governments, and community organizations to increase the availability of affordable housing options in the region. The agency also offers various services to low-income individuals and families, such as case management, financial literacy programs, and homeownership counseling, to ensure long-term stability and economic empowerment. As the need for affordable housing continues to grow in Los Angeles County, HACoLA remains an essential partner in addressing housing challenges and promoting equitable access to safe, affordable living environments for all residents.
Totals in Use
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
in use 0 253 2,883 21,087 47 20,550 268 163 59
Table 22 - Public Housing by Program Type
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OMB Control No: 2506-0117 (exp. 09/30/2021)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data
Source:
PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 14,341 13,522 14,839 15,746 14,816 14,829 17,842 Average length of stay 0 6 8 8 0 8 0 6
Average Household size 0 3 2 2 2 2 1 4
# Homeless at admission 0 0 0 184 0 42 142 0
# of Elderly Program
Participants (>62) 0 48 1,138 6,753 15 6,670 38 2
# of Disabled Families 0 40 534 4,416 17 4,269 83 16
# of Families requesting
accessibility features 0 253 2,883 21,087 47 20,550 268 163 # of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
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Table 23 – Characteristics of Public Housing Residents by Program Type Data
Source:
PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 148 1,710 10,344 33 10,071 80 120 40
Black/African American 0 60 1,035 8,432 12 8,188 179 38 15 Asian 0 8 120 2,181 1 2,173 3 1 3
American
Indian/Alaska Native 0 0 11 76 1 67 6 2 0
Pacific Islander 0 37 7 54 0 51 0 2 1
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data
Source:
PIC (PIH Information Center)
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 124 1,121 7,293 11 7,122 40 105 15
Not Hispanic 0 129 1,762 13,794 36 13,428 228 58 44
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data
Source:
PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
Not applicable, the City does not provide public housing. Housing vouchers are provided by the County of Los Angeles to income eligible residents throughout the City.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders The most immediate need of residents of Public Housing and Housing Choice Voucher (HCV) holders in Huntington Park is access to safe, decent, and affordable housing. Addressing these immediate needs requires both an increase in affordable housing availability and improved access to critical social service support systems to ensure long-term housing stability for these vulnerable populations.
How do these needs compare to the housing needs of the population at large While the general population may struggle with housing affordability, those relying on public housing and HCVs often live at or below the poverty line, making it even harder to secure stable and affordable housing. The increase in home prices has led to a rise in high housing cost burden and suggest the need to increase supply for rental housing.
Discussion
The City of Huntington Park is a fiscally distressed community with a high ratio of its population who are below poverty level. This contributes to the high demand for housing choice vouchers and a long line for its waiting list. The needs of public housing residents and Housing Choice Voucher (HCV) holders in Huntington Park reflect a distinct set of challenges that are more severe than those faced by the general population. The demand for affordable units in public housing programs and voucher-based housing is particularly high, yet the supply remains insufficient.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
The number of people experiencing homelessness accounted for 69,114 individuals from the 2022 Los Angeles County Point-in-Time (PIT) Count recorded a total of 69,144 individuals and the number increased in the 2023 PIT to 75,518 individuals. This means that there was a rise of
9.2% in the homeless population of 6,374 people.
The City is located within Service Planning Area 7 (SPA 7), one of the eight service planning areas of Los Angeles County. In 2023, SPA 7 has total of 6,511 individuals experiencing homelessness. Of these, 1,441 were sheltered, and 5,070 were unsheltered. The overall homeless count saw an increase of 36% from 2022.
There is an insufficient supply of shelters to accommodate an increase in the homeless population. The total number of shelters in Los Angeles County is 19, 439 which can be broken down by 15,924 emergency shelter, 3,058 transitional housing, and 457 safe haven with a total number of beds at 24,898. In SPA 7 there are only a total of 4498 shelters which comprise of 2,765 emergency shelter, 1,413 transitional housing, and 320 safe havens with a total number of beds at 2,123.
Specific data breakdown by race and ethnicity for homeless people are limited in the City of Huntington Park. The total number of homeless in 2023 was 89 in the City with 12 sheltered and 77 unsheltered. For those who are unsheltered, 7 live in cars, 3 in vans, 5 in tents, 22 in makeshift shelters, and 40 on the street.
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
Specific data for the City of Huntington Park is not available. Based on the 2023 PIT count for SPA 7, which includes the City of Huntington Park, there are 6551 people who experience homelessness. Out of the total, there were 2,882 who are chronically homeless, which accounts for 44% of the total population. Only 325 of them are sheltered and 2557 remains unsheltered.
Individuals who are not in family units make up a majority of the homeless population at 4,588, accounting for 84%. Most of them are unsheltered at 4,588 and only 894 are sheltered.
Meanwhile out of those who are unsheltered, 4,086 are adults 25+ and 502 are between 18-24.
For those who are sheltered, 766 are adults 25+, 126 between 18-24, and 2 under 18.
Consolidated Plan HUNTINGTON PARK 53
OMB Control No: 2506-0117 (exp. 09/30/2021)
There are a total of 1,029 individuals who are in family households. The total family households are 324. Out of 217 adult headed (25+ HH) households, 279 have all 18+ members and 436 have family members with children. Out of transitional Age Youth headed households (18-24 HH), there are 196 who have members aged 18-24 and 118 with children.
Other subpopulation of the homeless population in the LA CoC are veterans and unaccompanied youth. Veterans make up 5% of the total population at 295 with 294 individuals and 1 in a family household. In 2023, there were only 2 unaccompanied minors under the age of 18.
Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
Ethnicity: Sheltered: Unsheltered (optional)
Data for sheltered vs unsheltered by race and ethnicity is not available for the City of Huntington Park
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
There are many factors that contribute to a person’s situation becoming homeless. Some families may be homeless due to unemployment, disabilities, mental illness, or substance abuse. Homeless individuals may need mental health care, counseling, substance abuse treatment, medical care, and job training. There were a total of 324 family households in SPA 7 and 1 veteran household. The exact number of households experiencing homelessness in Huntington Park is unknown. The majority of homeless individuals in the City consists of adult individuals aged 25+ who suffer from mental illness and substance abuse.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The Los Angeles County’s SPA 7 PIT count showed that, 11% are Black or African American individuals, White comprised of 15%, Asian at 1%, American Indian/Alaska Native at 1%, and Native Hawaiian/other Pacific Islanders are less than 1%.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness In Huntington Park, there are 12 sheltered homeless individuals and 77 unsheltered individuals, totaling 89 persons experiencing homelessness.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Discussion:
In the 2023 Los Angeles County Homeless Point-In-Time (PIT) Count for Huntington Park, of the 77 unsheltered homeless individuals, 7 were living in cars (9.09%), 3 in vans (3.90%), and 5 in tents (6.49%). A larger portion, 22 individuals (28.57%), were in makeshift shelters, while the majority, 40 individuals (51.95%), were living directly on the street. These figures highlight the prevalence of severe unsheltered homelessness in the area, with most individuals lacking adequate shelter or housing.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
Frail elderly people with disability, victims of domestic violence, people with substance abuse problems are people who fall into the specials needs population category. They are more likely to encounter barriers to access affordable housing in the City. People in this population segment will need increased support since they are more susceptible to the high housing cost burden and homelessness.
Describe the characteristics of special needs populations in your community:
Senior:
In 2020, the elderly population in Huntington Park, aged 65 and older, totals 5,858 individuals.
The largest age group is those aged 70 to 74 years, comprising 1,536 individuals, followed by those aged 67 to 69 years 1,134. As the population continues to age, the number of seniors in the community is expected to rise, particularly within the 75-year-old and older group, which already accounts for a significant portion of the elderly population.
The size of the elderly population is projected to continue to rise as the Baby Boomers age. In the City of Huntington Park, this trend is evident as shown when comparing the numbers from the Decennial Census. The elderly population in Huntington Park has seen significant growth between 2010 and 2020. The number of individuals aged 65 to 74 almost doubled with an increase from 3.95% in 2010 to 7.04% in 2020. The population aged 75 to 84 also grew, rising from 2.07% in 2010 to 2.91% in 2020. Similarly, the 85 and older demographic saw an increase from 0.62% to 1.20%, more than doubling in size.
Seniors in the City face challenges as many are low and moderate income and have fixed income each month. With the increased cost of living that far exceeds their income cap, many of them face a high housing cost burden that puts them at risk of homelessness. They are also less likely to be able to afford necessities such as food and utilities. Homeowners who are senior residents may face issues living in unsafe and unhealthy homes.
People with disabilities:
From the 2020 ACS 5-year estimate, the total population of Huntington Park is 57,660, with a significant portion of individuals experiencing various disabilities. This includes 15,736 people under 18 years old with disabilities, and 36,559 individuals between the ages of 18 to 64 with disabilities. Additionally, there are 5,365 seniors aged 65 and over facing disabilities. The types of disabilities include hearing, vision, cognitive, ambulatory, self-care, and independent living Consolidated Plan HUNTINGTON PARK 56
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difficulties. People with disabilities often limit their ability to find employment, thus leaving them vulnerable to being unable to afford necessities due to limited income.
People with Chronic Mental Illness
Many people who suffer from chronic mental illness become homeless due to limited support.
In the 2023 Los Angeles PIT for SPA 7, the number of people who have chronic mental illness make up 19% of the total. Mental illness often makes an individual more vulnerable to daily challenges resulting from lack of employment and the inability to maintain trusting relationship.
People with HIV/AIDS:
The 2022 Los Angeles County HIV annual surveillance reported that there were 52,563 people living with HIV with 37,647 in care and 33,263 who are virally suppressed. The number of death increased from 611 in 2018 to 774 in 2022.The total number of newly diagnosed HIV in 2022 was 1,619 which decreased from 1766 in 2018. The 2024 PIT count for SPA 7 shows that only 23 out of 6,511 homeless people have HIV/AIDS.
Victims of Domestic Violence:
Domestic violence remains a major factor contributing to homelessness, especially among women and children. In 2023, 2,122 individuals reported experiencing DV/IPV, making up 36% of the total homeless population aged 18 and older in SPA 7. The number of people who became homeless due to domestic violence increased by 136% increase from the previous year.
What are the housing and supportive service needs of these populations and how are these needs determined?
In Huntington Park, special needs populations encompass seniors, individuals with disabilities, those with chronic mental illnesses, and people living with HIV/AIDS. These individuals often face significant barriers in accessing safe, affordable, and accessible housing. The City partners with local nonprofits to provide services to these vulnerable populations.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
The 2022 Los Angeles County HIV Annual Surveillance Report revealed that 4,010 individuals were living with HIV in Service Planning Area (SPA) 7, which includes East Los Angeles and Huntington Park, with 55 reported deaths. Out of those death, 12 were specifically from East Los Angeles. According to the 2023 Greater Los Angeles Homeless Count, there are 23 people living with HIV/AIDS experiencing homelessness in SPA 7, with 12 individuals in sheltered situations and 11 unsheltered.
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If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) Not applicable
Discussion:
The homeless population in Los Angeles County, including Huntington Park, has been steadily increasing, which places a growing strain on available housing and services. As the population of homeless individuals rises, there is a heightened need for both immediate housing solutions and long-term support services to prevent further homelessness. This increase is further exacerbated by the number of households in the area who are at risk of becoming homeless, creating a critical challenge for the City of Huntington Park in maintaining stable housing for its residents.
Given the magnitude of this issue, the City of Huntington Park must continue to collaborate with neighboring municipalities like the City of Bell and the Los Angeles Homeless Service Authority, as well as leverage resources such as CDBG and HOME, to expand housing and service options to support this vulnerable population.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
The City has multiple parks and recreational facilities with 6 public parks that include Chesley Park, Robert Keller Park, Freedom Park, Salt Lake Park, Veteran’s Park, and Raul R. Perez Memorial Park. The City of Huntington Park provides residents with more than 31 acres of total park space. These facilities are essential for promoting physical activity, social interaction, and youth development.
The City’s Parks and Recreation Master Plan that was approved by City Council on May 5, 2008, provides a guidelines and future vision on its Parks facilities. This Master Plan identifies more than 80 park improvement projects needed in the City. Salt Lake Park is the most popular and largest park in the City that offers 23 acres of space. It offers a recreation center, gymnasium for basketball or volleyball, four outdoor basketball courts, two soccer fields, four baseball diamonds, 5 tennis courts, weight room, picnic areas with grills, and playgrounds. Many residents raised their concerns that Salt Lake Park has a significant need for enhanced walkways, safe playground equipment, and ADA compliant upgrades.
Additionally, the residents would like to see expanded community centers that can provide a range of services including educational programs, social services, and spaces for gatherings. To fulfill the needs of at risk-youth in the City, Inner City Visions stressed the need to have a dedicated youth center that they can go to after school that offer education, recreational activities, and life skills development.
How were these needs determined?
The needs for public facilities in Huntington Park were determined through a combination of stakeholder interviews, community meetings, and a community needs survey.
Describe the jurisdiction’s need for Public Improvements:
The need for public improvements in Huntington Park, including street expansion, sidewalks, gutters, and the drainage system, was identified through stakeholder interviews, community meetings, and a community needs survey. Many of the City’s infrastructures are dilapidated with residents reporting high need for improved street parking spaces, addressing areas prone to flooding after heavy rains, and safer walkways for pedestrians.
How were these needs determined?
The needs for public improvements in Huntington Park were determined through a combination of stakeholder interviews, community meetings, and a community needs survey.
The City
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Describe the jurisdiction’s need for Public Services:
Key priorities identified include neighborhood crime prevention, park and recreation programs, law enforcement services, elderly services, and afterschool programs. The City partners with local non-profit organizations and the City’s Parks and Recreation Department provide needed public services to low-to-modern income residents in the City. The residents and stakeholders would like to see increased outreach to inform the public about the availability of public services. The City currently promotes all its available services on its website, social media, and provides brochures and pamphlets at City Hall to residents. Some stakeholders expressed that having a physical resource center would be beneficial to provide information on domestic violence and homelessness services.
How were these needs determined?
The needs for public services in Huntington Park were determined through a combination of stakeholder interviews, community meetings, and a community needs survey.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The housing market in Huntington Park, California, reflects the challenges and opportunities of a densely populated and dynamic urban environment. Situated in the Los Angeles metropolitan area, the city experiences strong housing demand driven by regional economic trends, a high proportion of renters, and limited housing supply in 2020, Huntington Park had 15,494 housing units available in 2022 this decreased to 15,133. Huntington Park’s unique housing market trends, including steadily rising home prices and rental costs. The city’s median home value as of 2022 is $506,700, that’s a 19% increase from the average rent stands at $1,352. A significant 74% of the population resides in rental units, underscoring the need for affordable housing solutions.
The market remains competitive, with homes typically selling above the list price, indicating the challenges facing both renters and prospective homebuyers in the community.
In response to these challenges, Huntington Park has made significant strides in expanding its affordable housing inventory, with innovative projects that set the city apart from others.
Notable developments include:
• Huntington Square: A permanent supportive housing project featuring 48 apartments for lowincome seniors, veterans, and individuals experiencing homelessness. Scheduled for completion in late 2024, this project is a collaboration with A Community of Friends. • Mosaic Gardens at Huntington Park: A former motel transformed into 24 supportive housing units for low-income families and transition-age youth, developed by Linc Housing. • Concord Huntington Park Renovations: A 162-unit affordable senior housing community undergoing major renovations to enhance quality of life for residents.
These developments highlight Huntington Park’s proactive approach to addressing housing needs, integrating supportive housing for vulnerable populations, and leveraging partnerships with non-profit developers to expand access to affordable and sustainable housing. The city’s efforts reflect its commitment to fostering a more inclusive and resilient housing market, while prioritizing the unique needs of its diverse community.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The following table provides an overview of Huntington Park’s housing unit mix, as documented by the 2016-2020 American Community Survey (ACS). In 2022, the City had approximately 15,133 housing units, according to the data used in 2020 the City had approximately 14,975 housing units with a relatively balanced distribution between single-family and multi-family units.
Housing tenure—whether a unit is owned, rented, or vacant—offers insight into housing affordability, residential mobility, and turnover rates. Owner-occupied housing typically exhibits lower turnover rates compared to rental housing. As indicated in the table, 35% of the City’s housing stock consists of single-family homes, which include both detached and attached structures. Multi-family units make up 64% of the housing stock, underscoring the City’s urban and renter-driven housing landscape. Mobile homes, boats, and RVs constitute less than 1% of the housing inventory.
The 2016-2020 ACS data reveals that most of the City’s housing units, across all categories from studio apartments (zero bedrooms) to units with three or more bedrooms, are occupied by renters. This trend highlights the City’s high renter population, driven by affordability challenges and the prevalence of multi-family housing.
The City’s housing supply is further characterized by unit sizes in relation to the number of bedrooms. With an increasing number of large households—defined as those with five or more members—there is a growing demand for larger rental units with three or more bedrooms.
However, these larger units are often single-family homes that command higher rents, limiting their availability for lower-income large families. Additionally, these units may be occupied by smaller households, further restricting access for families in need. As household sizes continue to grow, the need for more affordable, larger rental units becomes increasingly important to ensure adequate housing options for all residents, particularly for low-income families requiring spacious accommodations. This dynamic underscore the critical importance of addressing housing affordability and ensuring equitable access to housing in Huntington Park.
All residential properties by number of units
Property Type Number %
1-unit detached structure 5,525 37%
1-unit, attached structure 1,610 11%
2-4 units 2,835 19%
5-19 units 3,145 21%
20 or more units 1,795 12%
Mobile Home, boat, RV, van, etc 65 0%
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Property Type Number %
Total 14,975 100%
Table 26 – Residential Properties by Unit Number
Data
Source:
2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 70 2% 1,680 16%
1 bedroom 175 4% 3,890 37%
2 bedrooms 1,330 33% 3,640 34%
3 or more bedrooms 2,430 61% 1,410 13%
Total 4,005 100% 10,620 100%
Table 27 – Unit Size by Tenure
Data
Source:
2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
Huntington Park has a longstanding commitment to supporting affordable housing development within its community. According to the 2016-2020 American Community Survey (ACS) data, the city had a total of 14,621 households. Of these, 4,875 households were categorized as extremely low income (0%-30%) of the Housing and Urban Development (HUD) Area Median Family Income (HAMFI). This includes 3,470 households earning 30%-50% of HAMFI, 3,625 households earning between 50%-80% of HAMFI. These households encompass various demographics, including small families, large families, elderly residents, and households with children under six years of age.
This data underscores the significant need for affordable housing initiatives in Huntington Park, as a considerable portion of the population falls into low- to moderate-income categories. The City’s proactive approach to addressing housing challenges aims to ensure that these vulnerable groups have access to stable and affordable living conditions.
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
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Huntington Park has a strong history of supporting affordable housing development within its community. The City’s affordable housing projects are financed through a variety of funding sources, including Low-Income Housing Tax Credits (LIHTC) and federal HOME Investment Partnerships Program (HOME) funds, both of which require long-term affordability controls to preserve affordable units for decades. According to current records, none of the City’s affordable housing projects are at risk of conversion to market rate for at least the next 15 years, ensuring continued access to affordable housing for low- to moderate-income residents.
A notable example of Huntington Park’s commitment to preserving affordability is the Concord Huntington Park development. Originally a 162-unit project with a HUD mortgage, it transitioned to market rate in 1999 following prepayment of the HUD loan. In response, the City strategically leveraged a Multifamily Mortgage Revenue Bond to secure affordability for an additional 30 years, demonstrating a proactive approach to maintaining its affordable housing stock despite market pressures.
In addition to preserving existing units, Huntington Park is actively engaged in various initiatives to expand affordable housing options. The City administers several housing programs, including the Owner-Occupied Rehabilitation Program and the First-Time Home Buyer Program, funded through the California Department of Housing and Community Development’s CalHome Program. These initiatives provide financial assistance to residents for essential home improvements and purchasing homes, directly addressing housing needs in the community. The City also utilizes the federal HOME program to offer additional housing support through the FirstTime Home Buyer Program and the Home Repair Program. These programs assist residents with down payments, closing costs, and vital home repairs, ensuring that low- and moderate-income households can access and maintain quality housing. Moreover, Huntington Park is actively working to address future housing needs through its Housing Element Update for the 2021-2029 period, as required by state law. This comprehensive plan outlines strategies to accommodate sufficient housing across all income levels, establish policies to address housing needs, reduce barriers to development, and ensure compliance with state housing legislation. These efforts, combined with innovative preservation strategies and new affordable housing developments, highlight Huntington Park’s dedication to ensuring stable and affordable housing for its most vulnerable populations. Through strategic use of funding, proactive policies, and comprehensive planning, the City continues to address housing challenges while fostering a more inclusive and equitable community.
Does the availability of housing units meet the needs of the population? Assessing the availability of housing units in Huntington Park from 2016 to 2022 reveals a complex dynamic between supply and demand, particularly affecting low- to moderate-income households.
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Population and Housing Units:
• According to the Southern California Association of Governments’ 2019 Local Profiles Report, Huntington Park’s population decreased by 1,875 residents between 2000 and 2018, totaling 59,473 individuals. During the same period, the number of households decreased by 190 units, resulting in 14,670 households in 2018.
• American Community Survey (ACS) indicates that in 2022, Huntington Park had a population of approximately 54,547 people, with a median property value of $506,700. The homeownership rate was reported at 24.3%, suggesting a predominance of rental households.
Housing Affordability and Availability:
• The 2019 Local Profiles Report highlights that in 2018, the average household size in Huntington Park was 4.0, higher than the Los Angeles County average of 3.0. This larger household size indicates a need for more spacious housing units.
• The same report notes that approximately 31% of all households in the city had five or more members in 2018, underscoring the demand for larger housing units.
Describe the need for specific types of housing:
The need for specific types of housing in Huntington Park is driven by its unique demographic and socioeconomic characteristics. These needs are particularly pronounced among low- to moderate-income households, large families, and special-needs populations. • Affordable Rental Housing
Huntington Park has a high proportion of renters, with about 74% of households residing in rental units, according to the 2016-2020 American Community Survey (ACS). Rising rents, coupled with a high percentage of households earning less than 80% of the Area Median Income (AMI), have created a significant demand for affordable rental housing. Many renters are cost-burdened, paying more than 30% of their income on housing costs, which highlights the need for subsidized or income-restricted housing units.
• Housing for Large Families
Large families—those with five or more members—represent approximately 31% of all households in Huntington Park, according to the Southern California Association of Governments (SCAG). These families require housing units with three or more bedrooms to accommodate their size. However, the availability of such units is limited, and many large households face Consolidated Plan HUNTINGTON PARK 65
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overcrowded living conditions. Additionally, larger units are often more expensive, restricting access for low-income families.
• Senior Housing
The elderly population in Huntington Park is growing, and many seniors are on fixed incomes, making it difficult for them to afford market-rate housing. Affordable senior housing, including both independent and supportive living options, is critical to ensuring housing stability for this demographic. Developments such as Concord Huntington Park demonstrate the need for dedicated senior housing projects.
• Housing for Extremely Low-Income Households
A significant portion of Huntington Park’s households earn 30% or less of the AMI. These households are at the greatest risk of housing instability and homelessness. The city needs permanent supportive housing units and deeply affordable housing options to address the needs of this vulnerable group.
• Supportive Housing
There is a need for transitional and permanent supportive housing for individuals and families at risk of homelessness or those with special needs. Supportive housing combines affordable rent with access to essential services, such as mental health care, job training, and substance abuse counseling, helping residents achieve long-term stability. • Affordable Homeownership Opportunities
With a homeownership rate of only 24%, Huntington Park has one of the lowest homeownership rates in the region. Programs that support first-time homebuyers, such as down payment assistance or low-interest loans, are essential to increase homeownership opportunities for lowand moderate-income households.
Discussion
The diverse housing needs in Huntington Park highlight the importance of programs to address specific gaps. Increasing the supply of affordable rental housing, larger units for families, senior housing, and supportive housing are critical to meeting the needs of the city’s population.
Additionally, expanding homeownership opportunities and addressing the needs of vulnerable populations, such as extremely low-income households and at-risk youth, are essential to ensuring that all residents have access to safe and stable housing.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
Cost of Housing
Base Year: 2009 Most Recent Year:
2020
% Change
Median Home Value 298,500 426,700 43%
Median Contract Rent 875 1,052 20%
Table 28 – Cost of Housing
Data
Source:
2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 705 6.6%
$500-999 4,120 38.8%
$1,000-1,499 4,025 37.9%
$1,500-1,999 1,660 15.6%
$2,000 or more 105 1.0%
Total 10,615 100.0%
Table 29 - Rent Paid
Data
Source:
2016-2020 ACS
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 715 No Data
50% HAMFI 3,930 94
80% HAMFI 9,065 559
100% HAMFI No Data 1,169
Total 13,710 1,822
Table 30 – Housing Affordability
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Data
Source:
2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $1,777 $2,006 $2,544 $3,263 $3,600
High HOME Rent $1,559 $1,671 $2,007 $2,310 $2,558
Low HOME Rent $1,213 $1,300 $1,560 $1,803 $2,011
Table 31 – Monthly Rent
Data
Source:
2025 HUD FMR and HOME Rents for Los Angeles County
Is there sufficient housing for households at all income levels? No, there is not sufficient housing in Huntington Park to meet the needs of households across all income levels. Several factors highlight the housing gaps in the city, particularly for low- to moderate-income households and vulnerable populations.
1. High Renter Population and Overcrowding:
• According to the 2016-2020 American Community Survey (ACS), about 74% of Huntington Park households are renters, and the city has one of the highest overcrowding rates in Los Angeles County. This suggests that many families, especially low-income ones, are living in units too small to meet their needs.
2. Cost-Burdened Households:
• About 38% of owner-occupied households in Huntington Park are cost-burdened, and about 54% of renter occupied households are cost burdened, meaning they spend more than 30% of their income on housing. For extremely low-income households (earning less than 30% of Area Median Income, or AMI), this cost burden often exceeds 50%, putting them at risk of displacement or homelessness.
3. Demand for Affordable Housing:
• Data from the 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) shows that more than 11,860 households in Huntington Park earn below 80% of AMI. However, there are insufficient affordable units to accommodate these households, particularly for extremely low- and very low-income groups.
4. Inadequate Supply of Larger Units:
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• Approximately 31% of households in Huntington Park are large families (five or more members), yet there is a lack of affordable, larger housing units with three or more bedrooms. This results in overcrowding and limited options for low-income large families.
5. Homeownership Challenges:
• The city has a homeownership rate of only 24%, much lower than the national average.
The high cost of housing and lack of affordable homeownership programs make it difficult for moderate-income households to transition from renting to owning.
6. Rising Housing Costs:
• Between 2016 and 2022, Huntington Park experienced significant increases in both rental and home prices. The median home value rose to $506,700 during this period, while rents have consistently exceeded what low-income households can afford.
7. Special Needs Populations:
• Vulnerable populations, such as seniors, individuals with disabilities, and those experiencing homelessness, face additional barriers to finding suitable housing. The city’s supply of supportive and transitional housing is insufficient to meet the demand.
How is affordability of housing likely to change considering changes to home values and/or rents?
Housing affordability in Huntington Park is likely to decline further as home values and rents continue to rise faster than incomes. Between 2016 and 2022, the median home value increased to $506,700, significantly outpacing income growth and making homeownership increasingly unattainable for low- and moderate-income households. At the same time, average rents have risen to over $1,965 per month, placing significant financial strain on the 75% of residents who rely on rental housing. These rising costs, coupled with limited new affordable housing developments and stagnant income growth, are expected to exacerbate housing affordability challenges unless substantial interventions are made to expand affordable housing options and address the growing demand.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? In Huntington Park, the comparison between HOME program rents, Fair Market Rents (FMR), and the area’s median rent highlights key affordability gaps that can significantly shape strategies for producing or preserving housing.
• HOME Rents: The HOME Investment Partnerships Program establishes rent limits (Low HOME and High HOME rents) to ensure affordability for low-income households. These rents are typically below Fair Market Rents and are designed to be accessible to households earning 60% or less of the Area Median Income (AMI).
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• Fair Market Rents (FMR): Set annually by HUD, FMRs represent the 40th percentile of gross rents in the regional market and are used to determine payment standards for housing vouchers.
In Los Angeles County, where Huntington Park is located, FMRs are higher than HOME rents but still fall below the city’s current median rents.
• Area Median Rent: The median rent in Huntington Park for 2 bedrooms is currently $2,544 significantly higher than both HOME and FMR limits. This discrepancy underscores the limited affordability of market-rate housing for the city’s low- and moderate-income households.
This disparity between HOME rents, FMRs, and median rents presents both challenges and opportunities for developing and preserving affordable housing. The affordability gap highlights the need to:
1. Focus on Preservation: Preserving existing affordable housing stock becomes critical as rising rents push market-rate units beyond the reach of low-income households. Programs that extend affordability controls, such as tax credits and revenue bonds, can ensure long-term affordability.
2. Target New Development: Producing new housing units with HOME and other subsidy programs can address gaps for households earning below 80% of AMI. Affordable housing developers should maximize the use of HOME funds, which require rent restrictions, to ensure units are accessible to low-income residents.
3. Leverage Additional Funding: Since HOME rents are significantly lower than market rents, layering funding sources, such as Low-Income Housing Tax Credits (LIHTC), HUD Section 8 vouchers, and state funds, will be essential to bridge financing gaps and sustain affordability.
4. Prioritize Deeper Affordability: Special attention should be given to creating units affordable to extremely low-income households earning 30% or less of AMI, who face the greatest barriers to securing housing in the current market.
By aligning strategies with these affordability dynamics, Huntington Park can better address the housing needs of its low- and moderate-income residents and mitigate the impact of rising rents on its most vulnerable populations.
Discussion
Huntington Park has made strides to address housing shortages by leveraging funding sources such as Low-Income Housing Tax Credits (LIHTC) and HOME funds to preserve and develop affordable housing. The city has also implemented programs such as:
• Owner-Occupied Rehabilitation Program.
• First-Time Home Buyer Program.
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• Development of the 2021-2029 Housing Element to align with state housing goals.
However, these efforts, while commendable, are not sufficient to meet the growing housing demand for all income levels.
There is a significant housing shortage in Huntington Park, particularly for households earning less than 80% of AMI, large families, and special-needs populations. The existing housing stock and programs are not sufficient to meet the needs of all income levels. Continued investment in affordable housing development, preservation, and supportive housing programs is essential to address these critical gaps and ensure housing stability for all residents.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
The housing market analysis for Huntington Park reveals significant challenges related to the condition and age of its housing stock. Most of the city’s housing is aging, with 61% of owneroccupied homes and 36% of renter-occupied units built before 1950, and an additional 21% of owner-occupied homes and 39% of renter-occupied units constructed between 1950 and 1979.
The aging homes, combined with 53% of renter-occupied and 45% of owner-occupied units exhibiting at least one housing problem—such as overcrowding, cost burden, or inadequate facilities—highlight the critical need for rehabilitation efforts. These factors demonstrate the necessity of targeted strategies to address substandard conditions, preserve the aging housing stock, and improve the quality of life for Huntington Park’s residents.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
In Huntington Park, the condition of housing is classified into two primary categories: standard condition and substandard condition but suitable for rehabilitation. Housing units classified as being in standard condition meet basic health, safety, and habitability requirements. These homes are structurally sound, have functioning and complete plumbing and electrical systems, adequate kitchen and bathroom facilities, and comply with local building codes. Standard condition units require no significant repairs or rehabilitation to remain livable and safe for occupants. Housing units classified as substandard but suitable for rehabilitation are those that fail to meet basic health, safety, or building standards but can be brought up to standard condition through feasible repairs. These units include those that do not meet the Section 8 Existing Housing Quality Standards (HQS) and/or the Uniform Building Code (UBC) as adopted by the City of Huntington Park. Examples of deficiencies in these units may include:
• Outdated or incomplete plumbing, electrical, or heating systems. • Structural deficiencies, such as deteriorated roofs, foundations, or walls. • Inadequate or incomplete kitchen or bathroom facilities. • Minor to moderate deferred maintenance or code violations.
Rehabilitation efforts typically focus on addressing safety hazards, upgrading essential systems, and ensuring compliance with modern building and housing standards. Huntington Park’s classification system emphasizes the importance of preserving its aging housing stock while ensuring safe and habitable conditions for its residents. By identifying units that are substandard but suitable for rehabilitation, the city can allocate resources effectively to improve housing Consolidated Plan HUNTINGTON PARK 72
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quality, bring properties up to code, and support the overall stability and livability of its housing market.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 1,795 45% 5,580 53%
With two selected Conditions 210 5% 2,210 21%
With three selected Conditions 4 0% 110 1%
With four selected Conditions 0 0% 0 0%
No selected Conditions 1,995 50% 2,720 26%
Total 4,004 100% 10,620 101%
Table 32 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 8 0% 410 4%
1980-1999 730 18% 2,235 21%
1950-1979 830 21% 4,110 39%
Before 1950 2,435 61% 3,860 36%
Total 4,003 100% 10,615 100%
Table 33 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 3,265 82% 7,970 75% Housing Units build before 1980 with children present 844 21% 149 1% Table 34 – Risk of Lead-Based Paint
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Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 0 0 0
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 35 - Vacant Units
Need for Owner and Rental Rehabilitation
The need for owner and rental rehabilitation in Huntington Park is underscored by the age of its housing stock, which contributes significantly to substandard housing conditions. Data reveals that 61% of owner-occupied homes were built before 1950, with an additional 21% built between 1950 and 1979, highlighting the prevalence of aging housing requiring significant repairs and modernization. Similarly, 36% of renter-occupied units were built before 1950, and 39% were constructed between 1950 and 1979, indicating a large portion of rental housing is also aging and likely in need of rehabilitation.
When combined with the fact that 53% of renter-occupied units and 45% of owner-occupied units have at least one selected housing condition—such as overcrowding, cost burden, or lacking basic facilities—the need for rehabilitation programs becomes clear. The aging housing stock is prone to issues such as outdated plumbing and electrical systems, structural deficiencies, and inefficiency in heating or cooling.
For renters, rehabilitation is essential to address health and safety hazards, overcrowding, and affordability concerns, ensuring quality housing for the majority of Huntington Park’s population, which is predominantly renter-occupied. For homeowners, especially those in older homes built before 1950, assistance with deferred maintenance and modernization is critical to preserving long-term affordability, preventing displacement, and maintaining community stability.
By prioritizing the rehabilitation of both owner- and renter-occupied housing, Huntington Park can address the challenges posed by its aging housing stock, improve living conditions, and ensure the availability of safe, affordable housing for its residents.
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
The age of the housing stock is a critical factor in estimating the number of housing units that may contain lead-based paint. The use of lead-based paint on residential properties was banned Consolidated Plan HUNTINGTON PARK 74
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in 1978; however, a significant portion of Huntington Park’s housing was built before this prohibition. National studies estimate that approximately 75% of residential structures built before 1978 contain some level of lead-based paint, with the highest prevalence in older homes.
In Huntington Park, 61% of owner-occupied units were built before 1950, and 21% were built between 1950 and 1979, indicating a substantial portion of homes likely contain lead-based paint. Similarly, 36% of renter-occupied units were built before 1950, and an additional 39% were constructed between 1950 and 1979, further emphasizing the risk in rental housing. These pre1980 housing units, especially those with children present, pose the greatest threat of lead poisoning due to the potential for deteriorating paint and dust contamination.
Lower-income households with children face an even higher risk of lead poisoning, as they are more likely to live in older, poorly maintained housing where lead-based paint hazards are more prevalent. Given Huntington Park’s high percentage of rental units (75%) and significant levels of overcrowding, these risks are compounded, particularly for families with young children under the age of six, who are most vulnerable to the harmful effects of lead exposure.
Discussion
The primary contributors to substandard housing in Huntington Park are its aging housing stock, household overcrowding, and absentee landlords. A significant portion of the city’s housing was built before 1978, when lead-based paint was banned, posing a serious risk of lead exposure for residents, particularly children and pregnant women. Lead-based paint hazards can result in permanent brain damage, reduced intelligence, developmental issues in fetuses, and behavioral problems in children. These risks are especially prevalent in low- and moderate-income households that are more likely to reside in older, poorly maintained housing.
The City of Huntington Park, in collaboration with the Environmental Protection Agency (EPA) and the Department of Housing and Urban Development (HUD), is committed to raising public awareness about lead poisoning prevention. Federal regulations ensure that disclosures regarding lead-based paint hazards are provided to renters and homebuyers in housing units funded by federal programs, particularly those built prior to 1978. These efforts are aimed at informing the public about the dangers of lead exposure and the necessary precautions to reduce risks. Addressing lead poisoning and substandard housing requires a multifaceted approach. This includes identifying and remediating lead hazards in older housing, prioritizing low-income households and rental properties where children are present. Key strategies involve expanding lead-based paint remediation programs, launching public education initiatives, and enforcing housing quality standards more strictly. By implementing these measures, Huntington Park can reduce lead poisoning risks, improve the quality of housing, and protect the health and well-being of its residents, especially its most vulnerable populations.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
Totals Number of Units
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 0 261 2,962 21,798 1 21,797 1,264 1,357 558
# of
accessible
units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 36 – Total Number of Units by Program Type
Data
Source:
PIC (PIH Information Center)
Describe the supply of public housing developments:
The supply of public housing developments and housing assistance programs in Huntington Park reflects a robust effort to address the housing needs of low-income households, families, veterans, and individuals with disabilities. The city has 2,962 public housing units that provide affordable, stable housing for eligible low-income residents. Additionally, 261 Moderate Rehabilitation (Mod Rehab) vouchers are available, assisting with housing costs in privately owned properties that meet program requirements.
Beyond public housing, Huntington Park benefits from the Housing Choice Voucher (Section 8) program administered by Los Angeles Housing Authority, offering both project-based and tenantbased assistance. Specifically:
• 1 project-based voucher is tied to a specific housing unit, ensuring affordability within a designated development.
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• 21,797 tenant-based vouchers allow residents to choose private rental housing, offering flexibility and mobility.
The city also participates in several special-purpose voucher programs to meet targeted housing needs:
• Veterans Affairs Supportive Housing (VASH): 1,264 vouchers provide housing assistance for homeless veterans in conjunction with supportive services. • Family Unification Program (FUP): 1,357 vouchers support families at risk of separation due to housing instability and assist young adults transitioning out of foster care. • Disabled Assistance Vouchers: 558 vouchers are designated for individuals with disabilities to secure stable and accessible housing.
While these programs are critical for addressing the needs of Huntington Park’s vulnerable populations, the city still faces challenges with high demand for affordable housing, overcrowding, and cost-burdened households. Expanding these programs and addressing gaps in the housing supply are essential to ensuring housing stability for all residents.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
The supply of public housing developments and housing assistance programs in Huntington Park reflects a robust effort to address the housing needs of low-income households, families, veterans, and individuals with disabilities. The city has 2,962 public housing units that provide affordable, stable housing for eligible low-income residents. Additionally, 261 Moderate Rehabilitation (Mod Rehab) vouchers are available, assisting with housing costs in privately owned properties that meet program requirements.
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Public Housing Condition
Public Housing Development Average Inspection Score
Table 37 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
Not applicable
Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:
Not applicable
Discussion:
As of 2023, the Los Angeles County Development Authority (LACDA) continues to administer the Housing Choice Voucher (HCV) Program, formerly known as Section 8, across Los Angeles County, including Huntington Park. The Housing Assistance Division of LACDA is responsible for administering over 26,000 Housing Choice Vouchers for the county, in addition to managing other targeted and grant-funded rental subsidy programs. Partnering with approximately 10,000 landlords, the program helps eligible families access safe, decent, and high-quality rental housing.
According to LACDA’s 5-Year Plan, in December 2020, the agency received 500 additional Veterans Affairs Supportive Housing (VASH) vouchers from the U.S. Department of Housing and Urban Development (HUD) to house homeless veterans. More recently, in December 2022, LACDA received another 250 VASH vouchers to further support this initiative. In 2022, the LACDA expanded its tenant-based assistance programs, including securing 73 Family Unification Program (FUP) vouchers under the Foster Youth to Independence (FYI) Initiative, aimed at helping foster youth transition out of the foster system. An additional 66 FYI vouchers were awarded in August 2022. In the same year, LACDA received 223 Housing Choice Vouchers (HCVs) to support families on the program’s waiting list. In 2023, LACDA continued its efforts to secure new allocations to address housing needs. On June 5, 2023, the agency received 288 Stability Vouchers, paired with Continuum of Care supportive services funded by HUD’s Office of Community Planning and Development. In August 2023, LACDA was awarded 169 additional Housing Choice Vouchers. These new allocations included a one-time start-up fee of $750 per Consolidated Plan HUNTINGTON PARK 78
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voucher to assist with program administration and implementation. Through these ongoing expansions, LACDA demonstrates its commitment to addressing homelessness and housing insecurity in Los Angeles County, including Huntington Park, by leveraging federal funding and partnerships to support vulnerable populations.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Transitional housing is designed to help homeless individuals and families move into permanent housing by providing temporary accommodation and supportive services. Residents typically have a limited length of stay, after which the unit becomes available to another eligible household. In contrast, permanent supportive housing offers long-term rental accommodations linked with various support services to help residents maintain housing stability.
According to the Los Angeles Homeless Services Authority (LAHSA), the 2023 Housing Inventory Count (HIC) for Los Angeles County reported the following:
• Total Beds: 48,216 beds dedicated to various housing programs for individuals experiencing homelessness. • Total Shelters: 1,293 shelter facilities providing emergency and transitional housing services.
Breakdown by Housing Type:
• Emergency Shelter:
• Beds: 11,717 beds offering immediate, short-term accommodation for those in crisis. • Transitional Housing:
• Beds: 21,288 beds providing temporary residence while individuals work towards permanent housing solutions. • Permanent Supportive Housing:
• Beds: 36,499 beds offering long-term accommodation coupled with supportive services to assist individuals in maintaining stable housing.
These resources reflect the county’s ongoing efforts to address homelessness by providing a range of housing options tailored to meet the diverse needs of the population.
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Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
9385 0 3672 11138 0
Households with Only Adults 17518 0 13987 25762 0
Chronically Homeless Households 0 0 0 0
Veterans 1188 0 256 1403 0
Unaccompanied Youth 1065 0 413 162 0
Table 38 - Facilities and Housing Targeted to Homeless Households Consolidated Plan HUNTINGTON PARK 81
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons Huntington Park, situated within Service Planning Area (SPA) 7 of Los Angeles County, offers a variety of healthcare services to support its residents, including those experiencing homelessness. These services complement existing transitional and permanent supportive housing initiatives by addressing health, mental health, and employment needs.
Homeless Shelters:
HPRP Huntington Park - Homeless Services, Huntington Park, CA: The Homeless Prevention Rapid re-housing Program provides services to homeless individuals and persons who are at risk of homelessness.
Bell Shelter - Salvation Army, Bell, CA 2.73 miles outside Huntington Park, California: One of the largest homeless shelters in the nation- Operates a comprehensive program that offers transitional care for up to 350 homeless men and women.
Southern California Alcohol And Drug Programs - Angel Step Too Transitional Housing: A sixmonth program designed to address co-occurring issues of substance and domestic violence. It provides comprehensive domestic violence counseling, substance use disorder treatment, life and job skills, psychiatric assessments and follow up.
Su Casa-Ending Domestic Violence Transitional Housing: This one-year residential program provides housing for up to 24 individuals. Residents are offered counseling and case management, including assistance with household establishment, job skills training, CalWORKs advocacy, and transportation.
The Whole Child (TWC) Family Housing Program - TWC strives to keep families together and address homelessness through a Scattered Site Model, seeking to achieve housing permanency through program services coordination; housing resource development; and case management services.
Whittier Area First Day Coalition Recovery from Homelessness Program - Provides short-term emergency transitional housing with onsite supportive services for up to 45 individuals. Services include: on-site health clinic, health screenings, mental health services, on-site meals, case management, clothing, transportation, 12 step meetings, education, training and employment assistance.
Homes for Life Foundation Cedar Street Homes- Cedar Street is a transitional, ‘step down’, state licensed, 38-bed residential facility for persons exiting from LA County Institutes of Mental Consolidated Plan HUNTINGTON PARK 82
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Disease. Residents are provided a full range of social and life skills training and services during their stay.
Little House Residential Services - Provides treatment and residential services, offering education and therapy by certified Drug and Alcohol Counselors. Through partnership with the Dept of Rehabilitation, they offer training in relapse prevention, anger management, codependency, domestic violence, family addiction, and occupational preparedness.
County of LA Dept of Children and Family Services THP for Homeless Young People - This 12-18 month program provides housing (including payment of rent and utilities), life-skills training, employment assistance, educational assistance, food vouchers, transportation resources, and case management supportive services.
United Friends of the Children Pathways to Independence - Provides former foster youth with 18 months of housing in their own apartments. The program requires increasing levels of responsibility and challenges youth to maintain employment and develop money management skills. Weekly life skills classes bring youth together for interactive sessions. Other services offered include advocacy counseling, mental health counseling, career services, and educational guidance.
Healthcare Services:
Complete Care Community Health Center (CCCHC): A Federally Qualified Health Center providing comprehensive services such as family medicine, pediatrics, women’s health, prenatal care, and HIV/AIDS care. They also offer telehealth visits to enhance accessibility.
Huntington Park Family Health Center: Operated by South Central Family Health Center, this facility offers primary care, dental care, men’s and women’s health services, wellness classes, and pediatric care. Services are available to all individuals, regardless of documentation status or ability to pay.
Angeles Community Health Center: Provides medical, dental, and behavioral health services, emphasizing care delivered with respect and dignity. The center operates multiple locations, including two in Huntington Park.
San Antonio Family Center: Part of the Los Angeles County Department of Mental Health, this center offers comprehensive mental health services, including assessments, therapy, crisis intervention, and specialized programs for transitional-age youth.
Planned Parenthood Huntington Park Health Center: Provides wellness and preventive care services, including reproductive health services, to the community.
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City Initiatives:
Emergency Rental Assistance Program (ERAP): Implemented to provide up to three months of rental assistance to low-income residents impacted by the COVID-19 pandemic, aiming to prevent homelessness and displacement.
HOME-American Rescue Plan (ARP): The city developed a HOME-ARP Allocation Plan to utilize federal funds for addressing homelessness and housing instability, focusing on creating affordable housing and supportive services.
These combined efforts reflect Huntington Park’s commitment to addressing homelessness through a multifaceted approach, integrating housing solutions with essential health, mental health, and employment services to support the well-being and stability of its residents.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Huntington Park, located within Service Planning Area (SPA) 7 of Los Angeles County, offers various services and facilities to support homeless individuals and families, including chronically homeless persons, families with children, veterans, and unaccompanied youth. While the city itself lacks permanent emergency shelters, several resources in adjacent communities provide essential support:
Emergency Shelters:
• Union Rescue Mission: Situated approximately 5 miles from Huntington Park at 545 S San Pedro St, Los Angeles, CA 90013, Union Rescue Mission is one of the nation’s largest providers of continuous emergency shelter services, offering comprehensive care for men, women, and children experiencing homelessness.
• LAHSA Winter Shelter Program: During the winter months, the Los Angeles Homeless Services Authority (LAHSA) operates temporary shelters across the county. Individuals can find nearby shelters by calling the Winter Shelter Hotline at (800) 548-6047 or visiting LAHSA’s website.
Support Services:
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• Salvation Army Corps Community Center - Huntington Park: Located at 2965 E. Gage Ave., Huntington Park, CA 90255, this center provides companionship programs, emergency food, holiday assistance, homeless support services, personal enrichment, and utility bill assistance for residents in Huntington Park and surrounding areas.
• Southeast Churches Services Center: Located at 2780 E Gage Ave, Huntington Park, CA 90255, this center offers food and rental assistance to those in need.
These facilities and services work collaboratively to address the diverse needs of homeless populations in and around Huntington Park, providing essential support and pathways toward stable housing.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Special needs populations in Huntington Park include the elderly, frail elderly, persons with disabilities, persons with HIV/AIDS, victims of domestic violence, and individuals suffering from substance abuse. These groups face unique challenges that require specialized services and housing solutions to meet their needs. Many within this population experience lower incomes due to their circumstances, further compounding their housing and service needs. The elderly population, which accounts for 13% of Huntington Park’s residents, often requires additional assistance with daily activities, accessible housing, and healthcare services. Furthermore, people living with disabilities, including hearing, vision, cognitive, ambulatory, self-care, and independent living disabilities, make up 19% of the city’s population. These individuals face significant barriers to affordable, accessible housing and often need supportive services to maintain their independence and quality of life.
This population represents a substantial portion of the city’s low- and moderate-income residents. In addition to affordable housing, many members of this group require supportive services, such as in-home care, case management, and transportation assistance. When family support or in-home care is unavailable, alternative housing options—such as transitional housing, permanent supportive housing, or assisted living facilities—are necessary to ensure their wellbeing. Meeting the needs of this population requires a comprehensive approach that integrates housing solutions with supportive services, addressing both their physical and financial challenges. Huntington Park recognizes the importance of tailoring programs and services to ensure these vulnerable groups have access to stable, affordable housing and the resources they need to thrive.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Supportive housing for the elderly, frail elderly, individuals with physical, mental, or developmental disabilities, those struggling with substance use disorders, persons with HIV/AIDS and their families, as well as public housing residents, is primarily facilitated by partnerships between government agencies and nonprofit organizations. To address the unique challenges Consolidated Plan HUNTINGTON PARK 86
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faced by these groups, various resources and services are required to ensure safety, stability, and overall well-being.
• In-Home Support and Accessibility Modifications: Assistance with maintaining homes, including essential repairs and modifications like ramps and grab bars, allows elderly individuals and those with disabilities to live safely and independently in their residences. • Affordable and Adaptable Housing: Housing that is both affordable and designed to accommodate changing needs over time is crucial for these populations. Accessible housing options must align with their physical and financial challenges. • Care for Older Adults (75+): Those aged 75 and older often require professional care for activities such as bathing, dressing, and mobility support. Programs are essential for individuals who lack family support to manage these daily needs.
• Personal and Daily Assistance Programs: For those without family caregivers, public and nonprofit organizations must provide services to assist with daily living tasks and ensure a supportive environment.
• Access to Mental Health and Substance Use Services: Individuals who are unable to access traditional mental health care or addiction services require outreach and referral programs to connect them with the resources they need.
• Improved Transportation Options: Transportation barriers prevent many individuals from accessing necessary services. Expanding affordable, accessible transportation options is critical for enabling mobility and access to essential appointments and activities.
Addressing these needs requires a collaborative effort between Huntington Park, local nonprofits, and state agencies to create tailored programs and ensure that special needs populations have access to housing, care, and resources that enhance their quality of life.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Huntington Park provides a variety of programs, services, and facilities to meet the needs of its special need’s populations, including the elderly, individuals with disabilities, low-income residents, and transition-age youth. These initiatives aim to address housing, nutrition, transportation, and supportive services, ensuring safety, stability, and a better quality of life for vulnerable residents.
Housing Programs
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• Owner-Occupied Rehabilitation Program
This program assists homeowners in making critical repairs and improvements to their residences, ensuring safe and suitable living conditions for low-income residents. (City of Huntington Park)
• First-Time Home Buyer Program
Designed to help low- and moderate-income individuals and families achieve homeownership, this program provides financial assistance and guidance to eligible applicants. (City of Huntington Park)
• Mosaic Gardens at Huntington Park
Developed by Linc Housing, this affordable housing community serves low-income families and transition-age youth (TAY) aged 18-24, offering supportive services in partnership with the Los Angeles County Department of Mental Health.
• Casa Rita Apartments
This apartment complex at 6508 Rita Ave provides 102 low-income housing units for eligible residents, offering affordable and stable housing options.
Senior Services
• Senior Hot Meals Program
This program provides healthy hot meals twice a week to homebound seniors aged 62 and older within the 90255-zip code.
• Dial-A-Ride Program
An affordable curb-to-curb transportation service for residents aged 65 and older, helping seniors access medical appointments, grocery shopping, and community activities. (City of Huntington Park)
Support Services for Individuals with Disabilities
• Modern Support Services
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Established in 2000, this organization provides home- and community-based services to individuals with intellectual and developmental disabilities, promoting independence and community integration.
• EXD Individual Support Services
Located at 2425 E. Slauson Ave., Suite 205, this agency offers customized support to individuals with disabilities, focusing on improving daily functioning and quality of life.
Emergency Shelters and Transitional Housing
• Union Rescue Mission
Located nearby in Los Angeles, this facility provides continuous emergency shelter services for men, women, and children, along with comprehensive care programs. • LAHSA Winter Shelter Program
During the winter, LAHSA operates temporary shelters across the county. Residents can call the Winter Shelter Hotline at (800) 548-6047 or visit the LAHSA website for details. • Salvation Army Corps Community Center - Huntington Park Located at 2965 E. Gage Ave., this center offers homeless support services, including emergency food, utility bill assistance, and personal enrichment programs. • Southeast Churches Services Center
This local center provides food and rental assistance to families and individuals experiencing hardship.
Huntington Park recognizes the importance of integrating housing and supportive services to meet the unique needs of its residents. Programs for seniors, individuals with disabilities, and low-income families emphasize safety, accessibility, and affordability, while emergency and transitional housing facilities offer critical support to those in immediate need. Through partnerships with nonprofits, local agencies, and state programs, the city strives to provide a stable and supportive environment for its most vulnerable populations.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. 91.315(e)
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For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) The City of Huntington Park has developed a comprehensive strategy to meet the needs of its community, prioritizing assistance for low- and moderate-income (LMI) individuals and families. The plan focuses on three key objectives:
• Providing Needed Community Services to LMI Persons
• Planning and Community Development Initiatives
• Supporting Agencies that Assist Special Needs Populations The City will allocate CDBG public service funding to assist special needs populations and provide essential services. Administered through the Huntington Park Parks and Recreation Department, these programs provide vital services to seniors and low-income youth. • The Senior Program offers recreational, educational, and wellness activities tailored to improve the quality of life for elderly residents.
• The After-School Program provides a safe space for low-income youth, offering physical activities, homework assistance, and enrichment programs in arts, science, and health to promote overall wellbeing, reduce juvenile delinquency, and combat childhood obesity. • Support for Special Needs Populations:
The City collaborates with agencies to provide resources and services to vulnerable groups, including the elderly, individuals with disabilities, and transition-age youth. Programs include affordable housing development, case management, and support services designed to foster stability and independence.
The City will use HOME funds to support affordable housing initiatives and ensure compliance with federal requirements, focusing on creating housing opportunities for LMI households and addressing housing needs for special populations.
Huntington Park’s commitment to providing community services and supporting special needs populations reflects its dedication to fostering an inclusive, healthy, and stable environment. By leveraging federal funding and working with local agencies, the City aims to address housing challenges, improve access to supportive services, and enhance the overall quality of life for its most vulnerable residents.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Huntington Park has a strong history of supporting affordable housing through proactive policies and zoning provisions that encourage diverse residential development. The City has implemented measures such as flexible development standards for affordable housing, a density bonus ordinance, and reasonable accommodation procedures to ensure accessibility for persons with disabilities. These efforts demonstrate Huntington Park’s commitment to addressing housing needs and creating opportunities for all residents. However, despite these initiatives, several significant barriers continue to hinder the development of affordable housing. A primary challenge is the lack of vacant land suitable for residential construction. As a built-out community, most of the City’s land is already developed or allocated for existing uses, leaving limited space for new construction. This forces the City to rely heavily on infill development and creative land-use strategies to increase housing opportunities. Additionally, many of the underdeveloped and residentially zoned parcels are small and held by separate owners, which complicates the development process. Assembling multiple parcels for larger, higher-density affordable housing projects becomes time-consuming, costly, and administratively challenging.
Huntington Park’s aging housing stock further complicates the situation. A significant portion of homes in the City were built before 1980, and while redevelopment is a potential solution, it often involves demolishing older structures to accommodate higher-density projects. This process increases development costs and extends timelines, creating additional barriers for affordable housing developers. Funding constraints are another critical issue. Federal and state resources, such as Community Development Block Grants (CDBG), HOME Investment Partnerships Program funds, and Low-Income Housing Tax Credits (LIHTC), are often insufficient to meet the growing demand for affordable housing. Competition for these resources across the region exacerbates funding shortages, making it challenging to secure the necessary financial support. Additionally, rising construction costs for materials, labor, and regulatory compliance pose significant challenges for developers, further increasing the financial burden of building affordable units.
The City relies on policy tools such as lot consolidation, flexible zoning standards, and redevelopment of underutilized parcels to address the challenges of limited land availability, but these tools can only go so far without robust incentives or streamlined approval processes.
Increased density from infill developments also places additional pressure on existing infrastructure, such as water, sewer, and transportation systems, while community opposition to higher-density projects can delay or halt development. To overcome these barriers, Huntington Park could strengthen incentives for infill development by offering additional density bonuses, reduced parking requirements, or expedited permitting for affordable housing projects on underutilized parcels. Public-private partnerships could leverage resources and expertise for Consolidated Plan HUNTINGTON PARK 91
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affordable housing projects, while expanding funding sources through state and federal programs could address funding shortages. Encouraging adaptive reuse of older, non-residential buildings into affordable housing units and enhancing community outreach to address concerns about higher-density developments are other potential strategies. By addressing these barriers, Huntington Park can continue to build on its strong foundation of supporting affordable housing while meeting the needs of its growing population.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
Huntington Park’s non-housing community development assets play a vital role in shaping the city’s economic landscape and ensuring long-term sustainability. The City’s economy is supported by diverse business activities, a skilled labor force, and strategic community development initiatives aimed at fostering growth and opportunity for residents. With a civilian labor force of 43,791, Huntington Park’s workforce is distributed across key sectors, including manufacturing, education and healthcare services, retail trade, and arts, entertainment, and accommodation.
The city’s strong industrial base, coupled with a growing service sector, highlights the importance of tailoring development strategies to meet the needs of its evolving economy.
Huntington Park’s economic market analysis reveals key insights into its labor force and community development assets. Approximately 15% of workers commute 60 minutes or more, while 19% travel 30–59 minutes and another 19% commute within 30 minutes, reflecting the city’s interconnectedness with the larger Los Angeles metropolitan area. Educational attainment levels significantly influence labor force participation, with a strong correlation between higher education levels and increased median earnings. An analysis of educational attainment by age underscores the importance of accessible education and workforce training programs to prepare residents for competitive employment in diverse industries. Additionally, the city’s non-housing community development strategies emphasize business activity and workforce development.
Local businesses benefit from programs aimed at enhancing skills, expanding employment opportunities, and fostering entrepreneurship. This comprehensive economic approach supports Huntington Park’s vision for a thriving, inclusive community that leverages its unique assets to provide sustainable growth and development for its residents and businesses.
Economic Development Market Analysis
Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 133 0.51%
Arts, Entertainment, Accommodations 2655 10.15%
Construction 1866 7.13%
Education and Health Care Services 3530 13.50%
Finance, Insurance, and Real Estate 748 2.86%
Information 263 1.01%
Manufacturing 4669 17.85%
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Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Other Services 1342 5.13%
Professional, Scientific, Management
Services 2190 8.37%
Public Administration 757 2.89%
Retail Trade 3395 12.98%
Transportation & Warehousing 2418 9.25%
Wholesale Trade 2187 8.36%
Grand Total 26153 100%
Table 39 - Business Activity
Data
Source:
2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Labor Force
Total Population in the Civilian Labor Force 43791
Civilian Employed Population 16 years and over 26153
Unemployment Rate 11%
Unemployment Rate for Ages 16-24 7.1%
Unemployment Rate for Ages 25-65 9.6%
Table 40 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business and financial 3610
Farming, fisheries and forestry occupations 133
Service 4907
Sales and office 6607
Construction, extraction, maintenance and repair 2862
Production, transportation and material moving 8167
Table 41 – Occupations by Sector
Data Source: 2016-2020 ACS
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Travel Time
Travel Time Number Percentage
< 30 Minutes 19.0%
30-59 Minutes 19.2%
60 or More Minutes 14.8%
Total
Table 42 - Travel Time
Data Source: 2016-2020 ACS
Education:
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 8,630 600 3,710
High school graduate (includes
equivalency) 5,690 600 1,780
Some college or Associate's degree 4,440 375 1,110
Bachelor's degree or higher 2,115 105 300
Table 43 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 124 629 1057 2708 1377
9th to 12th grade, no
diploma
992 1130 1031 1466 153
High school graduate,
GED, or alternative
1224 1146 775 1133 330
Some college, no degree 1313 798 495 677 111
Associate’s degree 99 155 229 192 32
Bachelor’s degree 122 344 104 200 43
Graduate or professional
degree
0 25 51 57 34
Table 44 - Educational Attainment by Age
Data Source: 2016-2020 ACS
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Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 29,238
High school graduate (includes equivalency) 34,299
Some college or Associate’s degree 37,019
Bachelor’s degree 50,673
Graduate or professional degree 53,347
Table 45 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
In Huntington Park, the major employment sectors reflect the city’s economic composition and workforce distribution. Out of a total workforce of 26,153, the manufacturing sector is the largest employer, accounting for 17.85% (4,669 workers). This highlights the city’s historical industrial base and the importance of manufacturing facilities in providing jobs, particularly for residents with industrial skills or without advanced degrees. Education and health care services employ
13.50% of the workforce (3,530 workers), underscoring the growing demand for essential services that support the city’s population, including its aging and special needs residents. Retail trade makes up 12.98% of the workforce (3,395 workers), reflecting Huntington Park’s role as a local shopping hub and the accessibility of entry-level jobs within this sector. Arts, entertainment, and accommodation contribute 10.15% of the workforce (2,655 workers), emphasizing the city’s involvement in hospitality and tourism, which often provides part-time and flexible employment opportunities. These employment patterns reveal a well-rounded local economy, with opportunities across industrial, service, and retail sectors. However, the city’s reliance on manufacturing and retail trade indicates potential vulnerabilities to economic changes, such as automation, economic downturns, or shifts in consumer behavior. To strengthen economic resilience, Huntington Park could benefit from further diversification of its employment base, particularly through investments in the education and healthcare sectors. Additionally, workforce development programs could help local workers transition into emerging industries, ensuring long-term economic sustainability and growth for the community.
Describe the workforce and infrastructure needs of the business community:
The business community in Huntington Park depends on a diverse workforce and robust infrastructure to sustain its economic activities. With a total population in the civilian labor force Consolidated Plan HUNTINGTON PARK 96
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of 43,791, the city’s workforce is primarily employed in sectors such as manufacturing, education and healthcare services, retail trade, and arts, entertainment, and accommodation.
Manufacturing, which employs 17.85% of the workforce, requires a steady supply of skilled labor trained in industrial and technical operations. Workforce development programs that focus on vocational training, advanced manufacturing techniques, and certifications are critical to supporting this sector. Similarly, the education and healthcare services sector, employing 13.50% of the workforce, demands a well-educated workforce with specialized training in healthcare and teaching professions. Expanding job training programs and providing certifications for these fields will ensure that the workforce aligns with the growing demands of this sector. The retail trade sector, which accounts for 12.98% of the workforce, relies on employees skilled in customer service, sales, and inventory management. Training programs focused on workforce readiness, soft skills, and bilingual communication are essential to meet the needs of this dynamic industry.
Additionally, the arts, entertainment, and accommodation sector (10.15%) depend on employees trained in hospitality, event management, and tourism-related services, further underscoring the need for specialized workforce training in these areas.
Transportation is a critical component of Huntington Park’s workforce infrastructure, as approximately 15% of workers travel 60 minutes or more to work, and about 19% travel 30–59 minutes to their jobs. Another 19% commute 30 minutes or less, indicating a significant portion of the labor force spends considerable time commuting. Improvements to public transit, road infrastructure, and commuter options are essential to reduce travel times and enhance workforce productivity. Additionally, ensuring the availability of commercial and industrial spaces, maintaining reliable utilities (such as energy, water, and broadband internet), and supporting freight systems are crucial to the business community’s success. Overall, Huntington Park’s workforce and infrastructure needs require a multifaceted approach, including investments in workforce training, transportation infrastructure, and utility systems. Addressing these needs will ensure the city’s economic stability, support its key industries, and enable businesses to thrive while reducing barriers for its civilian labor force.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
Huntington Park is positioned for significant economic growth, bolstered by a combination of local initiatives and regional developments that aim to foster job creation and business expansion. The city’s General Plan Update, General Plan HP 2030, invites collaboration from residents and business owners to align community needs with sustainable development strategies, emphasizing a proactive approach to building a vibrant economy. Commercial Consolidated Plan HUNTINGTON PARK 97
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development is primarily concentrated along major roadways such as Slauson Avenue, Pacific Boulevard, Gage Avenue, Santa Fe Avenue, and Florence Avenue, with smaller pockets of commercial activity along residential streets. The downtown Pacific Boulevard corridor serves as the city’s central business district, housing the heaviest concentration of commercial uses.
Huntington Park is committed to supporting local businesses through streamlined permit approval processes and proactive policies, as outlined in its Land Use & Community Development Element. Policies include actively marketing the city as a business-friendly location, targeting industries that benefit the local economy, and promoting beautification efforts such as the Tree Ordinance to enhance commercial areas like Pacific Boulevard. (General Plan HP 2030). The city has also prioritized inclusive participation in its planning processes, engaging a wide range of stakeholders, including community and neighborhood groups, businesses, non-profits, educational institutions, and public agencies. This collaboration ensures that Huntington Park’s development initiatives reflect the diverse needs of its population and build community awareness around economic opportunities.
Regionally, Los Angeles County’s Department of Economic Opportunity (DEO) plays a pivotal role in workforce development and small business support. Programs like the $54 million Economic Opportunity Grant provide microbusinesses, small businesses, and non-profits with financial assistance ranging from $15,000 to $25,000, directly stimulating local economies and creating job opportunities in cities like Huntington Park. (LA County Economic Opportunity). Locally, Huntington Park’s Economic Development Program is dedicated to retaining, expanding, and attracting businesses. Incentives such as sales and use tax credits, hiring credits, and net operating loss carryovers enhance economic vitality and attract new enterprises to the city. The city also partners with the HUB Cities Consortium, which serves as a primary job training and placement center for Huntington Park and surrounding areas. Founded in 1988, the HUB Cities Consortium provides employment, education, and training services, as well as business support, including counseling, coaching, and consulting. This collaboration ensures that local businesses have access to the tools needed for sustainable growth and success. (Huntington Park Economic Development Program)
Huntington Park is also part of the Los Angeles Mid-Alameda Corridor Enterprise Zone, which provides incentives such as sales and use tax credits for machinery, hiring credits for employing qualified workers, and deductions for business expenses. These programs are designed to attract new businesses to the area while supporting existing ones. Additional services include commercial rehabilitation and industrial development bonds to assist local enterprises in maintaining and expanding their operations. In response to the COVID-19 pandemic, Huntington Park facilitated access to critical relief funds for small businesses, including the Paycheck Protection Program, Emergency Economic Injury Disaster Loans, and the Small Business COVID19 Relief Grant Program. These initiatives provided much-needed financial assistance to Consolidated Plan HUNTINGTON PARK 98
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businesses navigating economic uncertainty. (Huntington Park Business Assistance). Despite these initiatives, Huntington Park faces challenges in maximizing economic growth. The city’s civilian labor force of 43,791 is heavily concentrated in manufacturing (17.85%), education and healthcare services (13.50%), retail trade (12.98%), and arts, entertainment, and accommodation (10.15%). However, approximately 15% of workers commute 60 minutes or more to work, and 19% commute 30–59 minutes, highlighting the need for improved transportation infrastructure to reduce commuting times and enhance workforce productivity.
To ensure sustained economic growth, Huntington Park must prioritize infrastructure improvements, including public transit, digital connectivity, and the maintenance of commercial and industrial spaces. Workforce development programs are essential to prepare residents for emerging opportunities, particularly in growing sectors like healthcare and education. By addressing these challenges and leveraging regional partnerships, Huntington Park can foster long-term economic sustainability and prosperity for its residents and businesses.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The skills and educational attainment of Huntington Park’s workforce highlight significant gaps between qualifications and employment opportunities, especially in higher-paying sectors that demand advanced education or specialized skills. While the city has a labor force distributed across key industries like manufacturing (17.85%), education and healthcare services (13.50%), retail trade (12.98%), and arts, entertainment, and accommodation (10.15%), a large portion of the workforce lacks the education and training required for higher-skilled, higher-paying jobs.
A considerable number of residents have low educational attainment. Among the 18-24 age group, 1,313 have attended some college but have no degree, while only 122 hold a bachelor’s degree. For the 25-34 age group, 1,146 have a high school diploma or GED, compared to just 344 with a bachelor’s degree. The disparity becomes even more pronounced in older age groups, with 1,057 individuals aged 35-44, 2,708 individuals aged 45-65, and 1,377 individuals aged 65 and older having less than a 9th-grade education. By contrast, only 104 individuals aged 35-44, 200 individuals aged 45-65, and 111 individuals aged 65 and older have a bachelor’s degree or higher.
These statistics correlate strongly with income disparities. Residents with less than a high school diploma earn an average of $29,238 annually, while those with a high school diploma earn $34,299, and individuals with some college or an associate degree earn $37,019. In contrast, bachelor’s degree holders earn significantly more, with an average income of $50,673, and those with graduate or professional degrees earn $53,347. This gap in education limits access to higherpaying jobs in growing fields such as healthcare, education, and professional services, leaving many residents confined to lower-wage positions in manufacturing, retail, or hospitality.
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skills and certifications that many residents may lack due to limited access to workforce training.
Similarly, the education and healthcare sectors, which are expanding locally and regionally, often demand at least a bachelor’s degree, creating a mismatch between workforce qualifications and employment opportunities.
To address these challenges, Huntington Park must prioritize workforce development initiatives that focus on improving access to education and skill-building opportunities. Programs that target high school completion, vocational training, and pathways to higher education are critical.
Expanding partnerships with local colleges, trade schools, and regional workforce development agencies can help equip residents with the skills needed for high-demand industries.
Furthermore, programs aimed at re-skilling and up-skilling older workers can enable them to transition to more sustainable and better-paying careers. By addressing these educational and skill gaps, Huntington Park can create a more competitive workforce that is better aligned with local and regional economic opportunities, ultimately improving income levels and quality of life for its residents.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
The City of Huntington Park actively supports a variety of economic development activities to create and retain jobs for low- and moderate-income households while fostering a businessfriendly environment. During the Consolidated Plan period, the City is prioritizing key initiatives such as micro-enterprise assistance, job training programs, and technical support for local businesses to encourage economic growth and opportunity. As part of the Los Angeles MidAlameda Corridor Enterprise Zone, Huntington Park provides significant incentives to attract new businesses while supporting the expansion of existing ones. These incentives include sales and use tax credits for machinery purchases, hiring credits for employing qualified workers, and deductions for business expenses. Additionally, businesses can benefit from programs like commercial rehabilitation and industrial development bonds, which help maintain and expand operations. To further support businesses, Huntington Park facilitated access to critical relief funds during the COVID-19 pandemic, including the Paycheck Protection Program, Emergency Economic Injury Disaster Loans, and the Small Business COVID-19 Relief Grant Program. These efforts provided essential financial assistance to help businesses navigate the economic challenges posed by the pandemic.
The City propels its economy forward through its CDBG-funded Business Assistance and Economic Development Program, offering a range of services designed to streamline processes and support local entrepreneurs:
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• Streamlined Access: The City simplifies procedures for businesses by having economic development staff act as liaisons to other departments and regional agencies, ensuring businesses have the resources they need to thrive.
• Business Attraction and Retention: Huntington Park’s economic development team collaborates with regional and state agencies to attract new businesses and retain existing ones by providing resources, guidance, and expert knowledge. • Information and Resources: The City offers businesses detailed demographic and marketing information to help them make informed decisions about locating in Huntington Park. • Site Selection: Economic development staff maintain an updated database of opportunity sites and assist businesses in identifying ideal locations for expansion or new operations.
The Los Angeles Mid-Alameda Corridor Enterprise Zone, encompassing all of Huntington Park, has been instrumental in boosting the local economy since its designation as an Enterprise Zone by the State of California in 1986. Businesses operating in this zone can qualify for a range of incentives:
• Sales and Use Tax Credit: Businesses can reduce California income or franchise tax by the amount of sales or use tax paid on certain machinery purchases, with over $1.45 million in tax credits available annually.
• Hiring Credit: Businesses may reduce state income tax by up to $23,400 per qualified employee over a five-year period, with some employees qualifying for a federal Worker Opportunity Tax Credit (WOTC) of up to $2,100.
• Business Expense Deduction: A portion of the cost of property purchased exclusively for use in the Enterprise Zone may be deducted as a business expense in the first year it is placed in service.
• Net Operating Loss Carryover: Up to 100% of net operating losses for businesses in the zone can be carried over for up to 15 years to offset taxable income. • Net Interest Deduction for Lenders: Lenders can deduct the amount of “net interest” earned on loans made to businesses exclusively located in the Enterprise Zone.
To further support economic development, Huntington Park provides additional financial assistance programs, including commercial rehabilitation and industrial development bonds, available to help businesses maintain and expand operations. Through these comprehensive initiatives, Huntington Park demonstrates its commitment to fostering an environment where businesses can grow and create employment opportunities for its residents. By combining technical support, accessible resources, and strategic partnerships, the City solidifies its position as a hub for economic growth that benefits both entrepreneurs and the community at large.
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Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No.
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
The City of Huntington Park is actively pursuing several economic development initiatives that align with its Five-Year Consolidated Plan, focusing on job creation, business support, and community revitalization. These efforts are coordinated with regional strategies to enhance economic growth and improve the quality of life for residents.
Local Initiatives:
• General Plan Update: Huntington Park is updating key elements of its General Plan, including housing, public safety, and quality of life components. This comprehensive update aims to guide future development and ensure sustainable growth that meets the community’s needs. • Economic Development Program: The city’s Economic Development Division offers various services to support local businesses, such as providing public information on funding opportunities, encouraging public participation in community development, and monitoring fair housing activities. These services are designed to foster a business-friendly environment and stimulate economic activity.
Regional Initiatives:
• Comprehensive Economic Development Strategy (CEDS): Los Angeles County has developed a collaborative CEDS to direct regional economic development planning efforts. This strategy is designed to be an action-based economic plan to diversify and strengthen the regional economy, which includes Huntington Park.
• Los Angeles County Strategic Plan for Economic Development: The county’s strategic plan identifies five core aspirational goals critical to ensuring continued growth and economic success: preparing an educated workforce, creating a business-friendly environment, enhancing quality of life, implementing smart land use, and creating 21st-century infrastructure. Huntington Park’s initiatives are aligned with these regional goals to promote economic prosperity.
By integrating local efforts with regional plans, Huntington Park aims to create a cohesive strategy that leverages resources and partnerships to drive economic development, support businesses, and improve the overall well-being of its residents.
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Discussion
Huntington Park’s economic development is centered on fostering a diverse and thriving economy that supports its residents and businesses. The city’s strategic approach focuses on creating opportunities for low- and moderate-income households, supporting small businesses, and attracting new industries to the area. This effort is bolstered by Huntington Park’s location within the Los Angeles Mid-Alameda Corridor Enterprise Zone, which provides financial incentives such as sales and use tax credits, hiring credits, and business expense deductions to encourage investment and job creation. The city’s economy is driven by key sectors, including manufacturing (17.85%), education and health services (13.50%), retail trade (12.98%), and arts, entertainment, and accommodation (10.15%). While manufacturing remains a significant source of employment, Huntington Park is also expanding opportunities in the service sector to adapt to regional economic trends. Small businesses play a critical role in the city’s economy, and Huntington Park supports them through its CDBG-funded Business Assistance Program and partnerships with organizations like the HUB Cities Consortium. These programs provide technical assistance, training, and financial resources to help entrepreneurs start, grow, and sustain their businesses. Huntington Park’s infrastructure supports its economic development goals. Major commercial corridors such as Pacific Boulevard, Slauson Avenue, and Gage Avenue serve as hubs for retail and business activity, with Pacific Boulevard functioning as the city’s central business district. Additionally, the city prioritizes beautification efforts, including its Tree Ordinance, which enhances commercial and residential areas by maintaining parkway trees along major streets. Regionally, Huntington Park benefits from its alignment with Los Angeles County’s economic development initiatives, such as the Comprehensive Economic Development Strategy (CEDS) and the Strategic Plan for Economic Development. These regional plans aim to enhance workforce development, improve infrastructure, and create a business-friendly environment, all of which complement Huntington Park’s local efforts.
Despite its strengths, Huntington Park faces challenges such as limited vacant land for development, an aging housing stock, and a significant portion of its workforce lacking higher education qualifications. Approximately 15% of workers commute 60 minutes or more to their jobs, highlighting the need for improved transportation infrastructure. Workforce development programs are essential to address these gaps, particularly in growing sectors like healthcare, education, and professional services. Overall, Huntington Park’s economic development efforts are guided by a vision of inclusivity and sustainability. By leveraging local initiatives, regional partnerships, and targeted incentives, the city is positioning itself as a hub for economic growth while ensuring that the benefits reach all members of the community.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Low- and moderate-income households are disproportionately affected by housing problems in Huntington Park. According to HUD, an area of low/moderate-income concentration is defined as a census tract or block group where at least 51% of households earn 80% or less of the area median income (AMI). In Huntington Park, there are 14 census tracts that meet this definition, identifying them as areas of low- and moderate-income concentration. These areas experience significant housing challenges, particularly among renters and homeowners.
Approximately 40% of renter-occupied units in Huntington Park are overcrowded, compared to 16% of owner-occupied units. Additionally, 7,900 renter households and 2,005 owner households face at least one of HUD’s four housing problems. These housing problems include units that lack complete kitchen or plumbing facilities, overcrowding (more than one person per room), or cost burdens (housing costs exceeding 30% of household income). These figures underscore the pressing need for targeted housing interventions and support for low- and moderate-income households in Huntington Park to address the challenges of affordability, overcrowding, and inadequate living conditions.
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") 97% of the City's population is of Hispanic origin. Thus, the City's socioeconomic characteristics are almost entirely homogeneous, with no specific neighborhoods evidencing greater concentrations of racial/ethnic minorities or low-income families than the City as a whole.
Tract % Ethnic Minority Low Mod Total Population LMI%
532500 94.75% 4270 4620 92.42%
532605 93.55% 2990 3515 85.06%
532606 96.62% 5125 5790 88.51%
532607 97.96% 5030 6670 75.41%
533103 98.54% 2025 3015 67.16%
533104 96.12% 2740 3330 82.28%
533105 100.00% 585 870 67.24%
533108 93.50% 5775 6435 89.74%
533201 100.00% 2470 3280 75.30%
533204 99.81% 2395 4140 57.85%
533501 100.00% 2945 4190 70.29%
533504 95.62% 2995 3450 86.81%
534501 97.36% 5230 6480 80.71%
534502 93.84% 1290 1840 70.11%
ECAP Ethnicity Per Block Group-51%or more LMI
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What are the characteristics of the market in these areas/neighborhoods? Not applicable
Are there any community assets in these areas/neighborhoods? Not applicable
Are there other strategic opportunities in any of these areas? Not applicable
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
Access to reliable broadband is essential for households in Huntington Park, especially for lowand moderate-income families. The internet provides critical resources in education, healthcare, and employment, which can significantly improve quality of life. However, affordability remains a significant barrier, leading to a digital divide that disproportionately affects these communities.
Studies have shown that low-income households have lower rates of in-home internet connectivity compared to higher-income groups. This disparity limits access to essential services and opportunities, potentially perpetuating cycles of poverty.
According to the U.S. Census Bureau, between 2018-2022, 12% of households in Huntington Park, had no internet access of any kind. The rest had some kind of broadband, dial up or satellite.
Compare that to all of Los Angeles County, where 4% of residents don't have access to the internet. The pandemic, according to city and community groups, really exposed the need for affordable high-speed internet access for the city. Recognizing this challenge, the City of Huntington Park has secured a $25.3 million grant from the California Public Utilities Commission to expand high-speed internet access to residents. This initiative aims to bridge the digital divide by providing affordable broadband options to underserved communities.
The City successfully used the grant funding with CDBG funding to provide free public WI-FI connectivity at 5 City sites including Chelsea Circle Park, Raul Perez Park, Salt Lake Park, across City hall (installation will be on an outside poles), across from Freedom Park (installation will be on an outside poles). The installation of broadband to the 5 sites will provide free Internet access to assist low-income areas. Students with access to free Wi-Fi in City Parks will be able to engage in online learning. The pandemic brough up the need for affordable high-speed internet access for the city. With the new infrastructure, the City’s existing internet will feed the sites. This method involves relaying radio signals throughout parts of the city via a series of access points or radio antennas, each of which is connected to at least two other transmitters. To use the WiFi, residents can agree to the City’s terms and conditions on the welcome page to be granted access.
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connectivity is a crucial step toward achieving digital equity and fostering community development.
Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
In Huntington Park, California, residents have access to multiple broadband Internet service providers (ISPs), including AT&T, Spectrum, EarthLink, Verizon Home Internet, T-Mobile 5G Home Internet, HughesNet, and Viasat. These providers offer a range of connection types such as fiber, cable, DSL, 5G home, and satellite services.
The presence of multiple ISPs fosters a competitive market, which can lead to improved service quality, innovative offerings, and more affordable pricing—benefiting all consumers, especially low- and moderate-income households. Affordable and reliable broadband access is crucial for these households to utilize essential online resources in education, healthcare, and employment.
Despite the variety of providers, coverage and service quality can vary within different areas of Huntington Park. For instance, AT&T’s fiber service is available to approximately 36% of the city, while Spectrum’s cable service covers about 53%. Satellite providers like HughesNet offer nearcomplete coverage but may have limitations in speed and latency.
Increasing competition among ISPs in Huntington Park could enhance service availability and affordability. More competition may incentivize providers to expand their networks, improve infrastructure, and offer more competitive pricing, thereby reducing the digital divide and ensuring that all residents have access to the benefits of high-speed internet connectivity.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Huntington Park faces increased risks associated with climate change, which amplifies natural hazards and environmental vulnerabilities. Rising temperatures exacerbate urban heat islands, particularly in densely populated areas with limited green space. This results in hotter summers, which pose significant health risks to vulnerable populations such as the elderly, children, and individuals with pre-existing health conditions. Additionally, climate change increases the frequency and intensity of extreme weather events, such as flash flooding caused by heavy rainfall, which is further magnified by the city’s urbanized environment and limited stormwater infrastructure. Air quality concerns are also heightened due to increased temperatures and pollution, impacting the health of residents, particularly those with respiratory conditions.
Urban development patterns in Huntington Park further intensifies these risks. Concentrated energy use contributes to air pollution, while uncollected waste creates additional health hazards. Loss of urban tree cover and habitat disruption due to pollution and development reduces the city’s resilience to climate change impacts. Hazardous materials stored and transported within the city pose additional risks during natural disasters, such as earthquakes, where spills or explosions could harm public health and the environment. These compounded risks emphasize the need for proactive planning and mitigation efforts to address the growing threats posed by climate change.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
Low- and moderate-income households in Huntington Park are disproportionately vulnerable to natural hazards exacerbated by climate change. Many of these households live in older housing stock that lacks adequate weatherization, making them more susceptible to extreme temperatures during hotter summers and colder winters. Poorly insulated homes and outdated HVAC systems increase energy costs, placing an additional financial burden on households already struggling to afford necessities. Overcrowded living conditions, which are more prevalent among low-income renters, further amplify these vulnerabilities by limiting access to cooling or heating resources. Additionally, low- and moderate-income families are more likely to be behind on critical home maintenance, increasing their exposure to hazards such as mold, structural damage, and health risks from poor air quality during extreme weather events.
Huntington Park has implemented several programs and initiatives to mitigate natural hazard risks and enhance community resilience. The city maintains an Emergency Preparedness Plan, which outlines responsibilities and procedures in the event of disasters such as earthquakes or Consolidated Plan HUNTINGTON PARK 108
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floods. This includes maintaining a Disaster Response Database to identify volunteers and resources for emergency recovery efforts. Additionally, the city enforces seismic safety standards, including retrofitting requirements for buildings to withstand ground-shaking hazards, and implements noise insulation standards to reduce environmental health risks.
Hazardous materials management is a critical component of Huntington Park’s mitigation strategy. Businesses that handle hazardous materials must submit annual reports to the Huntington Park Police Department and Los Angeles County Fire Department, ensuring proper storage, use, and disposal practices. The city also promotes public education on hazardous waste disposal and supports collection programs for household and commercial hazardous materials.
Despite these efforts, additional measures are needed to address the vulnerabilities of low- and moderate-income households. Enhanced weatherization programs expanded green infrastructure, and improved community education on climate resilience are critical to reducing the risks associated with climate change. Proactively addressing these challenges will help safeguard Huntington Park’s residents and enhance the city’s overall sustainability and resilience.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Housing and Community Development Strategy is the centerpiece of the Consolidated Plan. The Strategy describes:
• General priorities for assisting households
• Programs to assist those households in need
• Five-year objectives identifying proposed accomplishments The Strategic Plan also addresses the following areas:
• Supportive public service programming for both the income eligible persons an special needs population (after school youth programs, senior program, job training, food banks, etc • Homeless assistance and homeless prevention services
• Home repair programs to improve quality of life (Home Repair Program) • Housing Program that will address affordability (First Time Homebuyer Program) • Capital Improvement and Public Infrastructure in HUD eligible census tracts (Street Improvement Projects and City Park Projects)
In establishing five-year priorities for assistance with CDBG and HOME funds, the City of Huntington Park has taken several factors into consideration: 1) those households most in need of housing and community development assistance, as determined through the Consolidated Plan Needs Assessment, Agency consultation, Community Needs Survey, and public participation process; and 2) the extent of other non-federal resources and programs available to address the needs.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1 Area Name: City of
Huntington Park
Area Type: City of
Huntington Park
Other Target Area Description: City of
Huntington Park
HUD Approval Date:
% of Low/ Mod:
Revital Type:
Other Revital Description:
Identify the neighborhood boundaries for this target area.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Table 46 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City utilizes CDBG and HOME funds for projects and programs operated citywide. However, the majority of CDBG-funded infrastructure and facility projects are targeted to the most-needy neighborhoods: those census tracts where 51% or more of the residents are low- or moderateincome. Of Huntington Park’s forty-three census tracts/block groups, forty-two are majority (>50%) low/mod income, and are thus designated “low/mod” tracts by HUD. In conclusion, only one census tract/block group is does not meet HUD's standards for low/mod income; however, it is close at 41.27%.
Some neighborhoods may not meet the definition of a R/ECAP, but nevertheless are areas of high segregation and poverty. In Huntington Park, these are the central areas in the downtown area and the Consolidated Plan HUNTINGTON PARK 111
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southern portion of the city along E. Florence Avenue, which borders portions of unincorporated areas of Los Angeles County.
The City’s infrastructure and facility projects programs that are funded by HUD are based on census tract/block groups in the City designated as low-moderate income areas based on HUD standards. All other activities funded as part of this Consolidated Plan are offered on a citywide basis to low and moderate-income Huntington Park residents, except for HOME-funded Housing Development activities.
The City’s rationale for implementing activities on a citywide basis, rather than geographically targeting certain neighborhoods is as follows:
• Providing services to the individual and or family based on their income assures that the eligible participant won't be left out based on where they live
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need
Name
Support Special Needs and LMI Services
Priority Level High
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Elderly
Frail Elderly
Geographic
Areas Affected
City of Huntington Park
Associated Goals Support special needs populations in the City.
Description Afterschool Care: Support the academic, social, and emotional development of youth
Senior Assistance: Provide support for LMI elderly individuals, help them live independently and improve their quality of life.
Homeless: Provide support for homeless to regain stability and secure permanent housing.
Basis for Relative
Priority
Support special needs populations in the City.
2 Priority Need
Name
Support Housing Services
Priority Level High
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Population Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic
Areas Affected
City of Huntington Park
Associated Goals Fair Housing is mandated by HUD under the Fair Housing Act.
Ensures that all individuals have equal access to housing opportunities, free from discrimination based on race, color, national origin, religion, sex, familial status, or disability
Description Provide support to protect individuals from housing discrimination with education, complaint investigation, mediation, and legal assistance.
Basis for Relative
Priority
Fair Housing is mandated by HUD under the Fair Housing Act.
Ensures that all individuals have equal access to housing opportunities, free from discrimination based on race, color, national origin, religion, sex, familial status, or disability
3 Priority Need
Name
Create Economic Opportunities
Priority Level High
Population Non-housing Community Development
Other
Geographic
Areas Affected
City of Huntington Park
Associated Goals Aim to support job creation, workforce development, and small business growth through business development grants or loans.
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Description Façade Improvement Loans / grants: Support businesses to enhance their building façade to promote economic development by revitalizing the neighborhood
Job Retention Activities: Support businesses to retain existing LMI jobs Business Attraction Activities: Financial incentives to attract businesses and create jobs
Economic Assistance to expand or grow the company: Support businesses to increase their operations or hire additional LMI staff
Basis for Relative
Priority
There is a need to create economic opportunities within the City of Huntington Park.
4 Priority Need
Name
Preserve Existing & Create New Affordable Housing
Priority Level High
Population Non-housing Community Development
Other
Geographic
Areas Affected
City of Huntington Park
Associated Goals Affordable Housing
Description Housing Rehabilitation: Improve condition, safety, and livability of homes for LMI households
Purchase of Homes for Affordable Housing: Acquire properties to be rehabilitated as affordable housing for LMI individuals and families.
Multifamily Rehabilitation (Apt. Complexes): renovation and repair of multifamily buildings to improve their condition, safety, and livability for LMI tenants
Homeless Assistance: Provide shelter and long-term housing solutions for individuals and families experiencing homelessness or at risk of becoming homeless.
Basis for Relative
Priority
Need for creating and maintaining affordable housing opportunities. 5 Priority Need
Name
Improve Public Facilities
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Priority Level High
Population Non-housing Community Development
Geographic
Areas Affected
City of Huntington Park
Associated Goals Provide Needed Infrastructure Improvements Description Provide needed infrastructure improvements in low/mod neighborhoods throughout Huntington Park.
Basis for Relative
Priority
Low and moderate income neighborhoods are in need of street, curb, and sidewalk repairs within the City of Huntington Park.
6 Priority Need
Name
Disaster Recovery
Priority Level High
Population Non-housing Community Development
Other
Geographic
Areas Affected
City of Huntington Park
Associated Goals Disaster Recovery
Description Provide emergency services for housing, food, and medical care after a natural disaster.
Repair to homes, businesses, and public infrastructures Implement sustainable and climate-resilient practices to reduce vulnerability to future disasters.
Basis for Relative
Priority
Aim to minimize disruption, ensure the safety and well-being of residents, and rebuild in a way that strengthens resilience after natural disaster 7 Priority Need
Name
Planning and Community Development Administration
Priority Level High
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Population Extremely Low
Low
Moderate
Large Families
Families with Children
Elderly
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas Affected
City of Huntington Park
Associated Goals Provide administrative support to achieve the City’s goals.
Description Administrative activities needed to implement housing and community development needs in the city.
Basis for Relative
Priority
CDBG and HOME administration funds are needed to assist with the implementation and management of CDBG and HOME programs.
Table 47 – Priority Needs Summary
Narrative (Optional)
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
TBRA is the fastest way to provide affordable housing to those in need as it partners existing rental housing owners with voucher holders. With nearly 6,000 low and moderate renter households cost burdened, and approximately 300 applicants on HACoLA's Section 8 waiting list, the need for additional rental assistance is substantial. Market rents in Huntington Park are generally below FMR payment standards, which facilitates the participation of private landlords in the Section 8 rental subsidy program, as evidenced by over 450 active Section 8 leases in Huntington Park.
TBRA for NonHomeless Special
Needs
Similar characteristics that influence the use of TBRA above are applicable to the use of TBRA to serve persons with special needs who are not homeless. However, special needs populations, on average, likely have an even greater need for TBRA than the general low and moderate income population in Huntington Park.
New Unit
Production
In Huntington Park, the distribution of households by income level shows the following percentages of the total 14,620 households: 33.3% of households fall in the 0-30% HAMFI range, 23.7% in the >30-50% HAMFI range, 24.8% in the >50-80% HAMFI range, 7.8% in the >80-100% HAMFI range, and 10.4% in the >100% HAMFI range. The City has a high proportion of low income, the largest group, 33.3%, of households falls within the 0-30% HAMFI range, with many being small family households (2,155) and large family households (820). This data indicates a significant portion of the population is living in low-income conditions. These households would theoretically qualify for new affordable housing if sufficient resources existed to build them. The cost of land, labor and materials affects the total development costs and the number of units the City can support in any given year. While funds are limited, the City will use regulatory tools - such as flexible development standards, density bonus and other incentives - to support in the expansion of needed affordable housing.
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Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Rehabilitation As presented within the Market Analysis, the biggest contributors to substandard housing in Huntington Park are the aging housing stock, household overcrowding, and absentee landlords. The City has a significant number of garages converted into living quarters, with code enforcement staff issuing citations and fines on an ongoing basis requiring garage conversions to be “unconverted”, but continually find new conversions occurring throughout the City. The predominance of older housing (built prior to 1980) in Huntington Park increases the likelihood of exposure to lead based paint hazards. Low and moderate income households occupying units in substandard condition and/or with the presence of lead based paint would theoretically qualify for rehabilitation assistance if sufficient resources existed. The City's rehabilitation resources support combined acquisition and rehabilitation projects in partnership with non-profits that leverage City dollars with other funding sources. Homeowners of properties in violation of codes are encouraged to apply for City rehabilitation loans, though funding is inadequate to service the number of households in need.
Acquisition,
including
preservation
Many households are cost burdened, with over 5,689 renter households and 1,453 owner households spending over 30% of their income on housing. Renter households are much more likely to experience high-cost burden and severe housing problems, especially those in the 0-30% AMI group. The data shows over 6,000 renter households experiencing at least one severe housing problem. Typically the City's rehabilitation resources support combined acquisition and rehabilitation projects in partnership with non-profits that leverage city dollars with other funding sources. The cost of land, labor and materials affects the total development costs and the number of units that the City can support in any given year. Another critical issue that influences the use of funds to acquire properties for the creation or preservation of affordable units is the lack of a permanent source of financing. The elimination of the Huntington Park Redevelopment Agency, coupled with continued reductions in the HOME entitlement, makes addressing priority housing needs more challenging.
Table 48 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Anticipated Resources [Amounts Pending Allocation]
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative
Annual Description
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG public
-
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
HOME public
-
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA
Table 49 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Consolidated Plan HUNTINGTON PARK 120
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Federal funds play a crucial role in implementing the Consolidated Plan. Local private and non-federal funds are usually insufficient to meet the heavy demand for housing and services in our community.
Agencies receiving CDBG and HOME funds use those funds as a commitment to receiving other funding sources. Likewise, the City also leverages other resources among the formula grant programs. For example, the HOME program is matched by a variety of sources, including: private investment, public investment, and tax credits.
The HOME Program requires a match of every dollar drawn; however, the City remains exempt from meeting this mandate. Since its inception, the City of Huntington Park has received a 100% match reduction, and expects to receive such a reduction until otherwise indicated by HUD.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Discussion
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Huntington Park Government Economic
Development
Ownership
Planning
neighborhood
improvements
public facilities
public services
Jurisdiction
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City works with both non-profit agencies and for- profit developers in planning affordable housing through various programs. As funds are limited, Huntington Park will use regulatory tools, such as modified parking and development standards, density bonus, and other incentives to support the expansion of needed affordable housing. The City helps developers by working with City Departments to streamline the process of project approval. Lastly, Huntington Park will expand its existing relationships with local jurisdictions through cooperative agreements, and with the County, State and federal agencies by applying for funds available for producing affordable housing.
The Community Development Department (CDD) maintains direct communication with other City departments when revising or updating housing policies, issues and services. Through daily contact and inter-working relations, City staff implements programs and services and tracks issues of concern. This process allows easy access to data on building activity, housing conditions, code requirements, zoning, employment trends, and other demographic data.
In addition to the City’s internal network, through its federal entitlement and other resources, Huntington Park interacts with various non-profit agencies and public service groups in the delivery of programs. These agencies are assisted by City staff in planning programs and projects, ensuring activity eligibility and costs, complying with federal regulations and requirements, and monitoring the timely expenditure of annually allocated program funds. The City requires agencies to submit quarterly and annual reports to meet federal requirements, and periodically conducts sub-recipient audits and on-site reviews.
Furthermore, the City of Huntington Park performs project monitoring of all rent restricted affordable units assisted with HOME, CDBG, and former Redevelopment Agency housing funds.
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• Annually, audits are performed to ensure compliance with regulatory agreements and affordability covenants; and
• Periodic, on-site visits are conducted, which will include a property inspection and an in-depth review of all the rent restricted affordable unit files assisted with HOME, CDBG, and the former Redevelopment Agency.
As part of the Consolidated Plan process, the City received input from housing and public service agencies through a combination of consultation workshops, interviews and a Needs Assessment Survey. These agencies provided valuable input into the identification of needs and gaps in service, and in development of the City’s five year Strategic Plan
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance
Mortgage Assistance
Rental Assistance X
Utilities Assistance
Street Outreach Services
Law Enforcement
Mobile Clinics X
Other Street Outreach Services
Supportive Services
Alcohol & Drug Abuse X
Child Care X X
Education X
Employment and Employment
Training X
Healthcare X
HIV/AIDS
Life Skills X
Mental Health Counseling X
Transportation X X
Other
Table 51 - Homeless Prevention Services Summary
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Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) There are many institutions in the service delivery system that provide services to the homeless, particularly the chronically homeless, veterans and their families, and unaccompanied youth. LAHSA is one of the lead agencies in regards to services and the unique need of the homeless population. In many cases, services for homeless population requires that each individual receive multiple or separate services. The following lists the primary services available to the homeless population in Huntington Park (refer to Section MA-30 Homeless Facilities for a description of services provided).
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above
Coordination between public agencies providing housing resources, assisted housing providers, private and governmental health, mental health and human service agencies are critical to the delivery of viable products/services.
The primary gap in Huntington Park's service delivery system is a function of the significant cuts in public and private funding and associated reductions in service. Loss of Redevelopment Agency funding, and funding cuts in the CDBG and HOME programs over the last several years, combined with the increased demand for services stemming from the increase of housing cost and high levels of homelessness has resulted in significant gaps in service.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs Overcoming gaps in institutional structure can be a challenge when fund sources are decreased and fluctuate each fiscal year, the City will work with current stakeholders to address priority needs.
Huntington Park will collaborate with non-profit agencies, for-profit developers, advocacy groups, clubs, and organizations, neighborhood leadership groups, City departments and with the private sector to implement the City’s five-year strategy to address the priority needs outlined in the Consolidated Plan for Fiscal Years 2019/2020 – 2024/2025. Engaging the community and stakeholders in the delivery of services and programs for the benefit of low to moderate residents will be vital in the overcoming gaps in service delivery. The City will also utilize public notices, Community Workshops and Meetings (as appropriate), the City’s website, and other forms of media to deliver information on carrying out the Consolidated Plan strategies.
Through the City’s Inter-departmental Team, comprised of staff from Community Development, Code Enforcement, Public Works, Parks and Recreation, Building and Safety, and Police Departments, the City is working closer with residents and property owners to improve the City’s physical appearance, Consolidated Plan HUNTINGTON PARK 124
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promote neighborhood improvement programs/projects, work with and develop self-sustaining neighborhood associations (neighborhood/resident groups), and educate community residents, property owners, and businesses of City codes, processes, and services.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information [Pending Information from City] Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal
Outcome
Indicator
1 Support Special Needs and
LMI Services
2025 2029 Non-Homeless
Special Needs
City of Huntington
Park
Priority Special Needs
Populations
CDBG:
$____
2 Support Fair Housing Services 2025 2029 Affordable Housing City of Huntington Park
Priority Housing Needs CDBG:
$____
HOME:
$____
3 Create Economic
Opportunities
2025 2029 Community
Development
City of Huntington
Park
Priority Homeless Needs CDBG:
$____
4 Preserve Existing & Create
New Affordable Housing
2025 2029 Affordable Housing City of Huntington
Park
Priority Special Needs
Populations
CDBG:
$____
5 Improve Public Facilities 2025 2029 Non-Housing
Community
Development
City of Huntington
Park
Priority Infrastructure
Needs
CDBG:
$____
6 Disaster Recovery 2025 2029 Community
Development
City of Huntington
Park
Priority Disaster Recovery
Needs
CDBG:
$____
7 Planning and Community
Development Administration
2025 2029 Non-Housing
Community
Development
City of Huntington
Park
Other Housing and
Community Development
Needs
CDBG:
$____
Table 52 – Goals Summary
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Goal Descriptions
1 Goal Name Support Special Needs and LMI Services
Goal
Description
Afterschool Care: Support the academic, social, and emotional development of youth Senior Assistance: Provide support for LMI elderly individuals, help them live independently and improve their quality of life.
Homeless: Provide support for homeless to regain stability and secure permanent housing. 2 Goal Name Support Fair Housing Services
Goal
Description
Provide support to protect individuals from housing discrimination with education, complaint investigation, mediation, and legal assistance
3 Goal Name Create Economic Opportunities
Goal
Description
Façade Improvement Loans / grants: Support businesses to enhance their building façade to promote economic development by revitalizing the neighborhood
Job Retention Activities: Support businesses to retain existing LMI jobs Business Attraction Activities: Financial incentives to attract businesses and create jobs 4 Goal Name Preserve Existing & Create New Affordable Housing Goal
Description
Housing Rehabilitation: Improve condition, safety, and livability of homes for LMI households Purchase of Homes for Affordable Housing: Acquire properties to be rehabilitated as affordable housing for LMI individuals and families.
Multifamily Rehabilitation (Apt. Complexes): renovation and repair of multifamily buildings to improve their condition, safety, and livability for LMI tenants
Homeless Assistance: Provide shelter and long-term housing solutions for individuals and families experiencing homelessness or at risk of becoming homeless.
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5 Goal Name Improve Public Facilities
Goal
Description
Provide needed infrastructure improvements in low/mod neighborhoods throughout Huntington Park. 6 Goal Name Disaster Recovery
Goal
Description
Activities aimed to help the community withstand and recover from extreme events and evolving climate conditions, including natural hazard risks. The strategy aims to minimize damage and speed up recovery through sustainable practices, resilient infrastructure, and community-centered planning, including climate-smart urban planning and improved disaster preparedness.
7 Goal Name Planning and Community Development Administration Goal
Description
Administrative activities needed to implement housing and community development needs in the city.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
20 Consolidated Plan HUNTINGTON PARK 128
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Not applicable.
Activities to Increase Resident Involvements
Not applicable.
Is the public housing agency designated as troubled under 24 CFR part 902? Not applicable.
Plan to remove the ‘troubled’ designation
Not applicable.
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
• Decrease in state and federal funding resources to subsidize affordable housing projects and rehabilitation. Governmental regulations, while intended to protect public health, safety, and welfare, can also unintentionally increase the cost of housing. Potential governmental constraints include land use controls, building codes and their enforcement, site improvements, fees and other exactions required of developers, and local development processing and permit procedures.
• Older housing stock that requires extensive modifications and rehabilitation • Lack of vacant land lack of parking, limited open space impacting housing negatively. • Various factors also include include land cost, construction costs, and availability of financing. • Home developers frequently cite problems of working through zoning issues in the most local municipalities as a cost that impedes development. Development standards can affect the feasibility of development projects, particularly housing that is affordable to lower-income households. The most significant of these standards is density. Higher densities generally result in lower per-unit land costs, thereby reducing overall development cost, although this is not always the case. For example, at some point, higher density may require more expensive construction methods such as parking structures or below-grade garages.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City firmly believes that its policies and current practices do not create barriers to affordable housing. In 2024, the City updated its Analysis of Impediments to Fair Housing Choice in which it reviewed various City policies and regulations, and has determined that none of these is an impediment to housing. The City will continue to review any new policies and procedures to ensure they do not serve as an actual constraint to development.
The State Department of Housing and Community Development, in their review of Huntington Park’s 2021-2029 Housing Element, determined the City’s land use controls, building codes, fees and other local programs intended to improve the overall quality of housing do not serve as a development constraint. Furthermore, the City’s Housing Element sets forth the following programs as a means of continuing to facilitate the production of affordable housing:
• Affordable Housing Development Assistance
• Homeownership Assistance
• Affordable Housing Incentives Ordinance
• Modified Standards for Affordable and Special Needs Housing • Provision of Sites in the CBD and Affordable Housing Overlay Districts • By-Right Zoning Provisions for Emergency Shelters, Transitional Housing, Supportive Housing and Second Units
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To specifically address the removal of barriers for persons with disabilities, Huntington Park recently adopted a Reasonable Accommodation Ordinance. The Ordinance clearly sets forth the procedures under which a disabled person may request a reasonable accommodation in application of the City’s land use and zoning regulations. Such a request may include a modification or exception to the requirements for siting, development and use of housing or housing-related facilities that would eliminate regulatory barriers. Reasonable accommodation requests may be approved administratively the Community Development Director, eliminating the requirement for the disabled applicant to undergo a zoning variance.
The City must also accommodate any unmet need from the previous Housing Element cycle. Pursuant to Government Code Section 65584.09, if a jurisdiction failed to make adequate sites available to accommodate the regional housing need in the prior planning period, the jurisdiction must zone or rezone sites to accommodate any unaccommodated need. In addition to the City’s 6th Cycle RHNA, Huntington Park’s total unaccommodated need from the 5th cycle (895 units) must be planned for in the 6th Cycle. Huntington Park is obligated to demonstrate a total available capacity of 2,500 units.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
According to the 2023 Point-in-Time Count, there were 89 homeless individuals in the city, with a substantial proportion living in unsheltered conditions. These individuals often struggle with housing instability due to high housing costs, limited affordable options, and the absence of sufficient supportive services, such as mental health and substance abuse treatment, that could assist in their transition to stable housing.
To address the local and regional need for homeless services and housing, the City notes in the Housing Element that it will administer programs and funding, including:
• The City of Huntington Park Police Department will provide support and participate in the Southeast Regional Mental Evaluation Team (SERMET), a successful mental health and homeless outreach partnership with the Los Angeles County Department of Mental Health. Concentrate outreach efforts in the Downtown Specific Plan area, along railroad rights-of-way, parks, and in the northwest part of the city.
• The City will seek new funding for the development and operation of emergency shelters, transitional housing, and permanent supportive housing, and emergency housing assistance Potential new funding sources include Project Homekey, and the Continuum of Care program. • Train SERMET team members to inform veterans of available Housing Authority of the County of Los Angeles veterans’ housing programs, and provide SERMET team with printed materials to distribute.
• Together with SERMET, Los Angeles Homeless Services Authority (LAHSA), and service providers local to Southeast Los Angeles, conduct increased outreach to people experiencing homelessness within the City to ascertain needs and better tailor efforts to decrease homelessness within the City.
The City of Huntington Park does not administer a homeless prevention program. In the past, the City has worked with a local homeless provider, the Salvation Army Southeast Communities, provides a referral service and transportation to the nearby Salvation Army Bell Shelter in the city of Bell. The Bell Shelter assesses the individual needs of homeless persons including case management, supportive and transitional housing, individual or group counseling, a drug and alcohol program, job search assistance, homeless veteran’s reintegration, adult education, and a mobile medical clinic.
Addressing the emergency and transitional housing needs of homeless persons Homelessness has generally increased over time throughout California, but crisis housing resources established or improved during the COVID-19 pandemic were successful at temporarily housing many people formerly experiencing homelessness. However, many of those programs were temporary in nature, and increased local and regional resources are still needed.
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There are currently no homeless shelters in the City of Huntington Park, but there is one permanent housing facility serving the City’s homeless population. Mosaic Gardens at Huntington Park has a total of 24 beds. Tiki Gardens is a transitional housing project with 35 units for homeless persons.
The City of Huntington Park does not administer a homeless prevention program; however, two local homeless providers, the Southeast Churches Service Center (partially funded with CDBG funds) and the Salvation Army Southeast Communities, both provide a referral service and transportation to the nearby Salvation Army Bell Shelter in the City of Bell. The Bell Shelter assesses the individual needs of homeless persons including case management, supportive and transitional housing, individual or group counseling, a drug and alcohol program, job search assistance, homeless veteran’s reintegration, adult education, and a mobile medical clinic.
The Los Angeles County Development Authority (LACDA) offers several programs and is involved in County initiatives designed to assist homeless individuals, families, and veterans in securing stable housing.
The City of Huntington Park Police Department (HPPD) is a member of the Southeast Regional Mental Evaluation Team (SERMET), a successful mental health and homeless outreach partnership with the Los Angeles County Department of Mental Health. SERMET facilitates police officers and mental health clinicians to work together to provide support and resources to the mentally ill and homeless population in the community. Resources include outreach, referral services to other Huntington Park also responds to the emergency needs of the homeless and other persons needing emergency shelter by participating in programs administered by homeless service agencies. The City supports the motel voucher program administered by the local Salvation Army and the Southeast Churches Service Center in Huntington Park.
Both organizations will continue to provide transportation assistance to those individuals who wish to go to the Bell regional shelter, or other shelters in neighboring communities.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
In an ongoing effort to continue to address the needs of the homeless and those at risk of homelessness, the City will include a greater focus on the development of sustainable and effective programming, which will consist of: applying for short and long-term available funding; partnerships with experienced service providers capable of leveraging other funding; the ability to create or secure affordable housing; perform homeless case management; and engage the homeless through a street outreach component in order to connect them to available services. The City’s goal is to continue and support current homeless programs and activities with a continued effort on homeless prevention and assistance for families to assist with their successful transition toward self-sufficiency.
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Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
Huntington Park will continue to contract with a fair housing provider to provide a wide range of fair housing services to ensure equal housing opportunities for its residents. LAHSA is the lead agency through their continuum of care(CoC) program and homeless individuals or families and those at-risk of homelessness have the opportunity to get connected to supportive services, treatments, public resources and support groups through the Salvation Army and Southeast Churches Service Center (SCSC). The SCSC receives CDBG funding on an annual basis and should additional funds become available in the future, the City may opt to provide funding support to the Salvation Army as well.
Lastly, lower income households overpaying for housing are likely to be at risk of becoming homeless upon loss of employment, underemployment and cost burden. The City will continue to coordinate with the Los Angeles County Housing Authority to provide Section 8 rental assistance to homeless individuals and families as well as those at risk of becoming homeless.
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards As a means of better protecting children and families against lead poisoning, in 1999 HUD instituted revised lead-based paint regulations focused around the following five activities:
• Notification
• Lead Hazard Evaluation
• Lead Hazard Reduction
• Ongoing Maintenance
• Response to Children with Environmental Intervention Blood Lead Level The City has implemented HUD Lead Based Paint Regulations (Title X), which requires federally funded rehabilitation projects to address lead hazards. Lead-based paint abatement is part of the City's Home Repair Program and the Acquisition/Rehabilitation of Affordable Rental Housing Program. Units within rental housing projects selected for rehabilitation are tested if not statutorily exempt. Elimination or encapsulation remedies are implemented if lead is detected, and is paid for through CDBG or HOME funds, as appropriate.
How are the actions listed above related to the extent of lead poisoning and hazards? As discussed earlier in the Housing Market Analysis, Most of the city’s housing is aging, with 61% of owner-occupied homes and 36% of renter-occupied units built before 1950, and an additional 21% of owner-occupied homes and 39% of renter-occupied units constructed between 1950 and 1979. The aging homes, combined with 53% of renter-occupied and 45% of owner-occupied units exhibiting at least one housing problem—such as overcrowding, cost burden, or inadequate facilities—highlight the critical need for rehabilitation efforts.
Another risk factor is household income, with lower income households having a greater risk of exposure. Renters in the 0-30% and >30-50% AMI income ranges are the most impacted by overcrowding, housing cost burdens, and substandard housing, with many spending over 50% of their income on housing and living in overcrowded conditions. Small family households, especially those in lower-income categories, also face challenges with overcrowding and high housing costs.
Extremely low-income seniors and people with disabilities represent two other groups that are at high risk of homelessness due to their limited income and additional needs. Elderly households, particularly those with members aged 75 or older, are vulnerable to housing cost burdens and substandard housing, often living on fixed incomes that limit their housing options. People with disabilities are likely to face additional barriers to finding affordable and accessible housing.
How are the actions listed above integrated into housing policies and procedures? The Community Development Department coordinates the City's efforts to reduce lead-based paint hazards. To reduce lead in existing housing, all rehabilitation and home repair projects funded with Consolidated Plan HUNTINGTON PARK 135
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CDBG and HOME are tested for lead and asbestos. When a lead-hazard is present, a lead consultant is hired to provide abatement or implementation of interim controls.
The City will also coordinate with the L.A. County Childhood Lead Prevention Program (CCLPP). CCLPP is responsible for enforcement of L.A. County's Lead Abatement Ordinance, including inspection, regulations and consultation. The CCLPP provides the City with the address of any household where there is evidence of lead poisoning or elevated blood levels in children or any other evidence of lead from a physical inspection of a property. The City will contact the property owner and offer financial aid to assist in the abatement of the hazard. The City will provide lead hazard education and outreach through its newsletter and at other information distribution outlets (e.g., City Hall, Parks and Recreation, and the Library).
Lastly, the City’s Home Repair program can provide weatherization services, and as needed exterior paint, and perform healthy home interventions focusing on repairs for integrated pest management, moisture problems, smoke alarms, and correction or replacement of faulty appliances.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families In Huntington Park, factors that contribute to over one-quarter of the population living below poverty include: low level of education; inadequate job skills; unemployment or underemployment at minimum wage; and language barriers. The City’s ability to reduce or assist in reducing the number of households with incomes below the poverty line is dependent on its ability to increase the local employment base, and to increase educational and job training opportunities. The City has designated Economic Development as a High Priority, and will actively continue to support a variety of activities in support of these goals.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
Huntington Park's overall program for affordable housing is integral to the City’s strategy for reducing the number of poverty level families and individuals in the community. Examples of the interrelatedness of Huntington Park's housing programs to poverty reduction include:
• Participation by nearly 300 low and extremely low-income Huntington Park households in the Housing Choice Rental Assistance Voucher Program administered by the Los Angeles County Housing Authority (LACoLA).
• Implementation of city-wide Tenant-Based Rental Assistance Program, with funding preference given to low-income elderly households.
• The City utilized HOME funds to assist in the adaptive reuse of a former vacant motel to provide 24 units of affordable housing for lower income families and transition age youth receiving services from the Los Angeles Department of Mental Health (LACDMH). Residents will participate in services provided on-site by LINC Cares, in addition to receiving ongoing services from LACDMH.
• During 2020/21, the City will utilize HOME funds to gap finance an affordable housing project at a location yet to be determined.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
Huntington Park follows HUD monitoring procedures for CDBG-funded public service subrecipients which includes desk reviews of quarterly progress reports and expenditures, and periodic on-site visits to ensure compliance with federal regulations. All subrecipients are required by their subrecipient agreement to submit performance reports that demonstrate work is being performed in accordance with the scope of service, that evidence progress in meeting performance milestones, and that shows expenditures are allowable under the agreement. Staff also conduct periodic on-site monitoring of project activities to document compliance with HUD eligibility guidelines, performance in reaching contract goals, to determine if administrative and fiscal systems are adequate, and to ensure compliance with other crosscutting federal regulations.
CDBG-funded capital projects are monitored by regular status and fiscal reports for Davis/Bacon requirements throughout the course of the project, as well as frequent site visits by staff. For some projects, the City's Community Development Department outsources monitoring and project inspections on construction work.
The City is also responsible to HUD for monitoring HOME-assisted rental projects. The City’s monitoring protocol serves to determine if HOME-assisted rental housing remains affordable, its occupants are lowand very low-income, and that the property is maintained in standard condition throughout the affordability period. Rental project monitoring occurs at four levels:
• Annually, a desk audit is performed wherein the owner/property manager will submit information certifying household sizes, household incomes and rents for all HOME-restricted units;
• An on-site visit will be conducted triennially during which an in-depth review will occur of all HOME and federal crosscutting requirements, e.g., affirmative marketing and tenant selection procedures;
• Projects are inspected in accordance with the HOME regulations; • Upon receipt of a developer’s project pro forma, the City conducts an economic analysis to ensure that, in accordance with the City’s adopted underwriting and layering review guidelines, the amount of warranted HOME assistance is necessary to provide affordable housing.
The City has adopted layering review guidelines in compliance with HOME requirements. The City asserts that (a) prior to the commitment of funds to a project, the project is to be evaluated based upon its layering guidelines, and that (b) it will not invest any more HOME funds in combination with other governmental assistance than is necessary to provide affordable housing. The City’s layering review Consolidated Plan HUNTINGTON PARK 138
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guidelines is also to be used when determining the level of HOME funds to be used in a project absent other governmental assistance. In the event that additional sources of funds not initially contemplated are later infused, the City may opt to update the evaluation.
The City shall also follow steps to monitor beneficiaries of the Single-Family Residential Rehabilitation Program. During the pre-monitoring phase, applicants will sign a clause on the application form certifying that the property is the principal residence Consolidated Plan HUNTINGTON PARK 139
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CITY OF HUNTINGTON PARK
Annual Ac�on Plan
(AAP)
2025-2026
DRAFT
Public Comment Period (English and Spanish):
February 20, 2025 – March 22, 2025
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The Fiscal Year 2025 Annual Action Plan represents the first year of the City of Huntington Park Consolidated Plan for the Fiscal Years 2025-2029. The City qualifies as an Entitlement Jurisdiction for Community Development Block Grant (CDBG) funds and a Participating Jurisdiction for HOME Investment Partnerships (HOME) funds. The U.S. Department of Housing and Urban Development (HUD) allocates these funds to the City annually. The Annual Action Plan provides a concise summary of the actions, activities, and other resources that will be used to address the priority needs identified by the Consolidated Plan.
The 2024/25 Annual Action Plan includes an application for funds under two different HUD entitlement programs - CDBG and HOME for the program period beginning July 1, 2025 and ending June 30, 2026.
The City will receive a total of $ $1,472,328.70 in entitlement funds for program year 2024/25. It is anticipated that the City will receive $1,007,286 in CDBG funds that will be reduced according to the final approved Voluntary Grant Reduction by HUD. Additionally, the City will receive $441,790.57 in HOME funds that will be reduced according to the final approved Voluntary Grant Reduction by HUD.
Anticipated Resources
Program Source
of
Funds
Uses
of
Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
Annual Description
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
Table 53 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.
The City is working to secure additional resources with other local, state, federal and private resources, such as Permanent Local Housing Allocation (PLHA) funds to acquire and rehabilitate properties to provide affordable housing for low- and moderate-income households. The City secured and HOME-American Rescue Plan (ARP) funding for acquisition/rehabilitation of noncongregate units within the City to serve people experiencing homelessness or who are at risk of homelessness. Additionally, the City plans to apply for the Economic Development Initiative Consolidated Plan HUNTINGTON PARK 141
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(EDI) grants provide investment in a wide variety of public service projects to address the deficiency by the anticipated Voluntary Grant Reduction.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan As of the execution of this document there is currently no publicly owned land or property located within the City that may be used to address the needs identified in the plan.
Discussion
During the 2025-2026 program year, the City will leverage CDBG and HOME funds, and will rely heavily on other local, state, federal and private resources to increase the development and preservation of affordable housing within the community.
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Annual Goals and Objectives
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Support
Special Needs
and LMI
Services
2025 2029 Non-Homeless
Special Needs
Homeless
City of
Huntington
Park
Priority
Homeless
Needs
Priority
Special Needs
Populations
CDBG:
$88,331.18
Homelessness
Prevention:
persons assisted
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 100
persons
assisted
2 Support Fair
Housing
Services
2025 2029 Non-Homeless
Special Needs
City of
Huntington
Park
Priority
Special Needs
Populations
CDBG:
$20,000
Public service
activities other
than
Low/Moderate
Income Housing
Benefit: 80
persons assisted
3 Create
Economic
Opportunities
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Priority
Economic
Opportunity
CDBG:
$382,768.45
4 Preserve
Existing &
Create New
Affordable
Housing
2025 2029 Affordable
Housing
City of
Huntington
Park
Priority
Housing
Needs
N/A N/A
5 Improve Public
Facilities
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Priority
Infrastructure
Needs
N/A N/A
6 Disaster
Recovery
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Priority
Disaster
Recovery
Needs
N/A N/A
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AP-20 Annual Goals and Objectives
Goals Summary Information
Table 54 – Goals Summary
Goal Descriptions
7 Planning and
Community
Development
Administration
2025 2029 Planning and
Community
Development
City of
Huntington
Park
Other
Housing and
Community
Development
Needs
CDBG:
$97,774.90
Other:
1 Goal Name Support Special Needs and LMI Services
Goal Description Afterschool Care: Support the academic, social, and emotional development of youth
Senior Assistance: Provide support for LMI elderly individuals, help them live independently and improve their quality of life.
Homeless: Provide support for homeless to regain stability and secure permanent housing.
2 Goal Name Support Fair Housing Services
Goal Description Ensures that all individuals have equal access to housing opportunities, free from discrimination based on race, color, national origin, religion, sex, familial status, or disability 3 Goal Name Create Economic Opportunities
Goal Description Aim to support job creation, workforce development, and small business growth through business development grants or loans. 4 Goal Name Preserve Existing & Create New Affordable Housing Goal Description Aim to maintain and expand affordable housing options for LMI individuals and families.
5 Goal Name Improve Public Facilities
Goal Description Using CDBG funds, the City will provide financial assistance to improve public infrastructure.
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6 Goal Name Disaster Recovery
Goal Description Aim minimize disruption, ensure the safety and well-being of residents, and rebuild in a way that strengthens resilience after natural disaster
7 Goal Name Planning and Community Development Administration Goal Description CDBG administration CAP is at 20% and HOME administration CAP is at 10% of total annual allocation for staff salaries and professional services.
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Projects
AP-35 Projects – 91.220(d)
Introduction
The following projects are based on the City’s identified priority needs and activities.
Projects/programs operated citywide are noted. Most of the projects are targeted to low- and moderate-income persons, or neighborhoods in census tracts with 51% or more who are lowor moderate-income. All proposed activities are eligible and meet program service targets.
Note each project below begins with one of the following codes to indicate the type of activity it is:
PS – Public Service
PF – Public Facilities and Infrastructure
AH – Affordable Housing
RN – Rental Assistance
AD – Planning and Administration
Projects
# Project Name
CDBG
1 PS-Huntington Park Afterschool Program
2 PS-Huntington Park Senior Program
3 AD-Fair Housing Foundation
4 PF-Façade Improvement Program
5 AD-CDBG Administration
Table 55 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The proposed activities listed were based on the City's Needs Assessment, Market Analysis and public outreach as reported in the City’s 2025-2029 Consolidated Plan.
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AP-38 Project Summary
Project Summary Information
1 Project Name City of Huntington Park After School Program Target Area Citywide
Goals Supported Provide Needed Community Services to LMI Persons Needs Addressed Enhance the availability of community services Funding CDBG: $44,165.58
Description This program provides a safe place for low/income youth clientele to participate in physical activities,
homework assistance, and various activities such as
arts, science, and health to minimize juvenile
delinquency, child obesity, and promote health and
well-being.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
Approximately 120 total youth clients will be served.
Location Description City Parks:
Robert Keller Park - 6550 Miles Ave. Huntington Park,
CA 90255
Freedom Park - 3801 E 61st St, Huntington Park, CA
90255
Salt Lake - 3401 E. Florence Ave. Huntington Park, CA
90255
Planned Activities Provide physical activities, homework assistance, and various activities such as arts, science, and health for 80 Huntington Park residents.
HUD Matrix Code: 05D – Youth Services
National Objective: LMC
2 Project Name City of Huntington Park Senior Program
Target Area Citywide
Goals Supported Support Agencies that Assist Special Needs Pop.
Needs Addressed Support high quality public services
Funding CDBG: $44,165.58
Description The program assists persons aged 55 or older through free educational workshops, nutrition, physical
activity, and financial health.
Target Date 6/30/2026
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Estimate the number and type of
families that will benefit from the
proposed activities
Provide educational workshops, nutrition, physical
activity, and financial health to 120 unduplicated
seniors aged 55 or older.
Location Description Huntington Park Community Center
6925 E. Florence Ave.
Planned Activities The program promotes the benefit of a healthy lifestyle among older adults 55 years or older through
educational workshop, physical activities, and other
recreation-based events.
HUD Matrix Code: 03A – Senior Center
National Objective: LMC
3 Project Name Fair Housing Foundation
Target Area Citywide
Goals Supported Planning and Community Development
Needs Addressed Fair Housing
Funding CDBG: $20,000
Description Fair Housing services will include housing
discrimination counseling and investigative services,
landlord-tenant housing dispute resolution services,
education, and outreach services.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
200 Huntington Park residents
Location Description Citywide
Planned Activities Provide fair housing education, counseling, and enforcement; and related housing activities to
affirmatively further housing laws on behalf of the city to comply with federal regulations.
HUD Matrix Code : 21D – Fair Housing Activities
(Subject to admin cap)
National objective: LMC
4 Project Name Façade Improvement Program
Target Area Citywide
Goals Supported Sustain and Strengthen Neighborhoods
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Needs Addressed Priority economic opportunity
Funding CDBG: $382,768.45
Description Façade improvement program aims for commercial revitalization by creating a pedestrian-friendly and
aesthetically pleasing environment for residents,
visitors, and tourist in the Pacific Blvd area. Business owners can receive a grant of up to $35,000 for the
improvements of their storefront.
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
Enhance the façade of 9 commercial buildings
Location Description Pacific Blvd
Planned Activities Provide an assistance of up to $35,000 for improvements to the business façade available to
Huntington Park property owners.
HUD Matrix Code: 17D – Other Improvements
National Objective: LMC
5 Project Name CDBG Administration
Target Area Citywide
Goals Supported Planning and Community Development
Needs Addressed Program Administration
Funding CDBG: $97,774.90
Description This program provides for the overall development, financial management, coordination, and monitoring
of the CDBG program, HUD communication, and public
participation. It will cover salary and wages of local
staff as well as professional fees for consultants to
assist with the administration of HOME and CDBG
programs.
HUD Matrix Code : 21A – General Program
Administration
National objective: LMC
Target Date 6/30/2026
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Estimate the number and type of
families that will benefit from the
proposed activities
N/A
Location Description Citywide
Planned Activities The activity will reimburse the City of salary and wages of employees administering the CDBG programs.
Funds may also be used to pay for professional
services.
HUD Matrix Code: 21A General Administration
National Objective: LMC
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City utilizes CDBG and HOME funds for projects and programs operated citywide. However, most CDBG-funded facility projects are targeted in census tracts/block groups where at least 51% of the residents are low-to moderate income
Geographic Distribution
Target Area Percentage of Funds
City of Huntington Park 100%
Table 56 - Geographic Distribution
Rationale for the priorities for allocating investments geographically There are no specific geographic target areas in the City; however, all public service programs funded with CDBG will be available citywide to eligible persons. The City will also allocate CDBG funds for public facility and public infrastructure projects located in eligible low- and moderate- income areas. Finally, HOME funds are allocated to housing projects located citywide.
Discussion
The City will provide CDBG funding to both income eligible residents and income eligible census tract/block groups. Through the HOME program, the City will provide financial assistance to income eligible residents and or participants.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The Affordable Housing section of Huntington Park’s Consolidated Plan outlines the City’s strategic approach to addressing housing needs for its low- and moderate-income residents.
Affordable housing is a cornerstone of community development, ensuring that all residents have access to safe, stable, and affordable living environments. Huntington Park is committed to leveraging federal, state, and local resources to increase the supply of affordable housing, preserve existing units, and provide rental assistance to households most in need.
This section highlights the City’s goals for affordable housing development, including efforts to reduce housing cost burdens, alleviate overcrowding, and address the unique needs of vulnerable populations such as seniors, persons living with disabilities, and large families. By collaborating with nonprofit organizations, housing developers, and community stakeholders, Huntington Park aims to foster equitable housing opportunities and improve quality of life for all residents.
One Year Goals for the Number of Households to be
Supported
Homeless
Non-Homeless
Special-Needs
Total
Table 57 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported
Through
Rental Assistance
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total
Table 58 - One Year Goals for Affordable Housing by Support Type Discussion
9 3
3 15
15 15
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AP-60 Public Housing – 91.220(h)
Introduction
This section does not apply to the City of Huntington Park, as the City does not directly administer public housing or Section 8 program. The Housing Assistance Voucher (formerly Section 8) Rental Assistance Program is administered by the Los Angeles County Development Authority (LACDA).
The information provided below is for educational purposes only. The main difference between Section 8 and Public Housing is ownership and management of the properties. For Section 8, private landlords own the properties and accept Section 8 vouchers on behalf of their renters from the government. For Public Housing, the government owns and operates the properties.
Based on LACDA’s Annual Plan for Fiscal Year 2022-2023, the Section 8 and Public Housing programs currently have a waiting list of 37,228 applicants and 24,685 applicants, respectively.
The amount of time spent on the waiting list for each program varies but can be as long as 14 years for Section 8 and five (5) years for Public Housing. The LACDA administers 1,745 ProjectBased Vouchers (PBV) across 48 properties. This section does not apply to the City of Huntington Park, as the City does not directly administer public housing or Section 8 program. The Housing Assistance Voucher (formerly Section 8) Rental Assistance Program is administered by the Los Angeles Community Development Authority (LACDA).
LACDA administers the Section 8 Housing Choice Voucher (HCV) Program assists very low-income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Based on the data provided by LACDA, There are a total of 502 HCV participants that reside in the City of Huntington Park. There are currently 122 people that the HCV Program waiting list that currently resides in the City of Huntington Park. At this time, a family cannot be added to the LACDA's HCV Program waiting list for traditional or special-purpose vouchers without a referral. The LACDA's HCV Program continually accepts referrals from a Coordinated Entry System (CES) and/or other partnering agencies.
Actions planned during the next year to address the needs to public housing The Los Angeles County Development Authority (LACDA) is implementing several key changes and updates to its housing programs and has outlined long-term objectives in its Five-Year Agency Plan for Fiscal Years 2025-2030. These initiatives aim to enhance housing availability and quality, promote self-sufficiency among residents, and ensure equal access to housing programs. For the 2023-2024 program year, LACDA has proposed updates to its Public Housing and Housing Choice Voucher (HCV) programs, including:
• Expansion of Waiting List Jurisdiction: This will provide greater flexibility for applicants and increase opportunities for housing placements in a wider range of areas. • Online Annual Reexaminations: To improve efficiency and accessibility, annual reexaminations Consolidated Plan HUNTINGTON PARK 154
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for tenants will now be conducted online only.
• Transitional Aged Youth (TAY) Preference: LACDA has introduced a preference in housing programs for TAY populations to address the unique housing needs of youth transitioning out of foster care or homelessness.
• Additions to Lease Agreements: Updates to lease terms aim to enhance tenant understanding and clarify responsibilities.
Additionally, LACDA is expanding its housing portfolio through the Rental Assistance Demonstration (RAD) program, which will convert selected public housing properties to ProjectBased Rental Assistance or Project-Based Vouchers. This strategy will improve long-term sustainability and create new opportunities for affordable housing development. In Huntington Park, the HCV program currently serves 502 participants, with 122 individuals on the waiting list.
However, new applicants cannot join the list without a referral from the Coordinated Entry System (CES) or a partnering agency. LACDA is also implementing the Small Area Fair Market Rents (SAFMRs) initiative in 2025, which will adjust payment standards to localized ZIP code levels, helping families access housing in high-opportunity areas.
LACDA’s Five-Year Agency Plan includes the following priorities:
1. Enhance Housing Availability and Quality:
• Expand housing opportunities for vulnerable populations, including chronically homeless individuals and transition-aged youth.
• Reposition the public housing portfolio through RAD strategies for long-term stability. • Increase the number of housing units with accessibility features to meet growing demand.
2. Promote Self-Sufficiency and Asset Development:
• Implement programs focused on improving employability, education, and financial literacy for residents.
• Connect residents to supportive services that foster economic independence and stability.
3. Ensure Equal Opportunity in Housing:
• Maintain compliance with fair housing laws and promote inclusive practices to ensure all eligible individuals have equitable access to housing programs.
Public input is central to LACDA’s planning process. The agency is encouraging community members and stakeholders to provide feedback during the public comment period, which runs through early 2025. A public hearing on the Five-Year Agency Plan is scheduled for April 8, 2025, to finalize the objectives and strategies for the upcoming years.
Actions to encourage public housing residents to become more involved in management and Consolidated Plan HUNTINGTON PARK 155
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participate in homeownership
The City of Huntington Park will provide outreach to the community to inform them of the FirstTime Homebuyer Program, and any other homebuyer initiatives as applicable.
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable, LACDA is designated as a High Performing PHA.
Discussion
None
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City of Huntington Park is committed to addressing homelessness and supporting individuals with special needs through comprehensive programs and strategic partnerships. While the City does not directly operate shelters or homelessness prevention programs, it collaborates with local and regional organizations to ensure individuals experiencing homelessness, as well as those at risk, have access to critical resources. Through initiatives like the Community Development Block Grant (CDBG)-funded programs and partnerships with service providers such as the Salvation Army Southeast Community, Huntington Park connects vulnerable populations to emergency shelter, transitional housing, case management, and supportive services.
According to recent data, Huntington Park’s homeless count totaled 89 individuals, with 12 sheltered and 77 unsheltered. Of the unsheltered population, 29% were living in makeshift shelters, while 52% were living on the streets. The homeless population consists of 68% males and 32% females, with the largest age group being 25–54 years old, representing 59% of the total homeless population. These statistics highlight the urgent need for targeted interventions to address the diverse needs of individuals experiencing homelessness in Huntington Park.
The City’s efforts focus on reducing homelessness by facilitating access to housing opportunities, addressing emergency shelter and transitional housing needs, and supporting individuals transitioning to permanent housing and independent living. Huntington Park prioritizes assisting low- and moderate-income families, veterans, unaccompanied youth, and individuals with disabilities who are particularly vulnerable to housing instability. By fostering partnerships, expanding affordable housing options, and supporting wraparound services, Huntington Park continues to prioritize the well-being of its homeless population and those at risk of homelessness. These efforts aim to improve quality of life, promote housing stability, and create pathways to self-sufficiency for the City’s most vulnerable residents.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
The City of Huntington Park does not directly manage a homeless prevention program but collaborates with local organizations like the Salvation Army Southeast Community. The Salvation Army provides transportation to the regional Bell Shelter, which evaluates the needs of everyone through case management services. Programs offered include supportive and transitional housing, individual and group counseling, drug and alcohol rehabilitation, job search assistance, and other essential services. The shelter also addresses unsheltered homelessness by conducting outreach to connect individuals with the resources they need.
Reaching out to homeless persons (especially unsheltered persons) and assessing their Consolidated Plan HUNTINGTON PARK 157
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individual needs
Addressing the emergency shelter and transitional housing needs of homeless persons While Huntington Park does not have an emergency shelter within city limits, it utilizes nearby facilities such as the Bell Shelter. This regional shelter offers a wide array of services, including case management, on-site healthcare, counseling, substance abuse rehabilitation, and transitional housing programs. Educational and job training opportunities, including ESL classes provided by the Los Angeles Unified School District (LAUSD), help individuals build skills that lead to vocational certifications. The County of Los Angeles Department of Mental Health also provides various supportive services to meet the mental health needs of homeless individuals.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
Huntington Park refers individuals and families to shelters and programs that help transition them to permanent housing and independent living. Programs like the Salvation Army’s transportation assistance ensure that individuals can access resources, including transitional housing and supportive services. By facilitating access to affordable housing units, the City aims to shorten the period individuals experience homelessness and provide a pathway to stable housing. Additionally, the City emphasizes preventing homelessness recurrence by connecting individuals with ongoing case management, employment opportunities, and housing stability resources.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City focuses on helping extremely low-income individuals and families avoid homelessness by expanding affordable housing options and providing connections to supportive services. The Middleton Project, a local housing initiative, has added 20 units of affordable housing, including 10 for very low-income households, nine for extremely low-income households, and one manager’s unit. The City also collaborates with the Los Angeles County Housing Authority to provide Section 8 rental assistance to homeless individuals and those at risk of homelessness.
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Individuals discharged from publicly funded institutions, such as healthcare facilities and correctional programs, are referred to supportive services to ensure they have access to stable housing and resources.
Discussion
Huntington Park is committed to expanding homeless programs and activities through partnerships with service providers and leveraging additional funding sources. These efforts aim to create affordable housing, enhance homeless case management, and establish street outreach programs to connect individuals to critical resources. The City prioritizes assisting homeless veterans and families by developing targeted programs to address their unique needs.
Huntington Park’s agreement with fair housing organizations ensures equal housing opportunities for residents, with supportive services offered through programs like the Salvation Army.
The City also recognizes the vulnerability of low-income households, particularly those who overpay for housing. Individuals in these households are at greater risk of homelessness during economic downturns or job loss. To mitigate this risk, Huntington Park works closely with the Los Angeles County Housing Authority to provide rental assistance and supportive housing resources, ensuring that vulnerable residents receive the help they need to maintain housing stability.
Through these comprehensive efforts, the City continues to address homelessness and improve the quality of life for its most vulnerable populations.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The City of Huntington Park has a long history of supporting affordable housing initiatives through innovative policies and targeted financial assistance. Over the years, the City has adopted numerous provisions within its Zoning Ordinance to facilitate a variety of residential development types and encourage the construction of affordable housing. These include flexible development standards for affordable housing, a density bonus ordinance, and reasonable accommodation procedures for people with disabilities. Additionally, the City, through its former Redevelopment Agency, has provided financial assistance to support mixed income housing projects, contributing to the creation of affordable units within the community.
Despite these efforts, Huntington Park faces several significant challenges in meeting its affordable housing needs. One of the primary barriers is the lack of vacant land suitable for residential development. Much of the underdeveloped and residentially zoned land in the City is held by separate owners of smaller parcels, making it difficult to assemble land for large-scale projects. Additionally, funding constraints, such as the loss of Redevelopment Housing Funds and reductions in Federal HOME funds, have limited the City’s ability to sustain the production of affordable housing at the levels needed to meet demand.
These challenges are reflected in the current housing landscape. For example, 40% of renteroccupied units in the City are overcrowded, compared to 16% of owner-occupied units, and 7,900 renter households and 2,005 owner households experience at least one of HUD’s four housing problems, including cost burdens, overcrowding, and inadequate facilities. Additionally, data from the homeless population shows that 68% of the homeless are male, 32% are female, and 59% fall between the ages of 25–54. Many of these individuals struggle to access affordable and stable housing due to systemic barriers and economic challenges.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
To address the barriers to affordable housing, Huntington Park is actively developing a long-term strategic plan to guide its efforts in overcoming these challenges. The City is taking the following steps:
1. Update Land Use Controls and Zoning Ordinances: Huntington Park is working to amend zoning regulations to encourage higher-density infill developments. Policies promoting lot consolidation and the redevelopment of older structures are being prioritized to create new Consolidated Plan HUNTINGTON PARK 160
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opportunities for affordable housing.
2. Streamline Permitting Processes and Reduce Fees: The City aims to simplify permitting procedures and reduce development fees to lower the cost of constructing affordable housing projects, making them more attractive to developers.
3. Promote Mixed-Use and Transit-Oriented Development: To maximize the use of limited land, the City is encouraging mixed-use projects near commercial corridors and transit hubs, leveraging its location in the Los Angeles Mid-Alameda Corridor Enterprise Zone to attract investments.
4. Pursue Alternative Funding Sources: Recognizing the decline in traditional funding sources like Federal HOME funds, Huntington Park is actively seeking grants and forming partnerships with state and federal agencies to secure additional financial resourcesfor affordable housing projects.
5. Expand Reasonable Accommodation Policies: To ensure accessibility for persons with disabilities, the City plans to enhance its reasonable accommodation procedures and incorporate more accessible units into new developments.
6. Facilitate Public-Private Partnerships: Huntington Park is fostering collaborations between developers, nonprofit organizations, and public agencies to pool resources and expertise for affordable housing development.
Discussion:
The challenges Huntington Park faces in producing and preserving affordable housing are reflective of broader trends in urban areas, particularly those with high population densities and limited land availability. The City’s efforts to address these barriers through innovative policy measures and strategic planning underscore its commitment to meeting the housing needs of its residents. However, these challenges are multi-faceted and require sustained collaboration with regional and state partners, as well as the involvement of local stakeholders.
A key factor exacerbating housing challenges is the economic vulnerability of residents, particularly low- and moderate-income households. Overcrowding, housing cost burdens, and a lack of affordable options disproportionately affect these groups. The City’s data highlights this, showing that 40% of renters live in overcrowded conditions and that thousands of households face significant housing problems. Additionally, the homeless population reflects the broader housing crisis, with 77% unsheltered and a majority citing economic hardship as the primary cause of their homelessness.
Huntington Park recognizes that addressing these challenges requires not only increasing the supply of affordable housing but also addressing systemic issues such as poverty, lack of job opportunities, and inadequate access to supportive services. The City is leveraging partnerships Consolidated Plan HUNTINGTON PARK 161
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with regional organizations like the Los Angeles County Development Authority (LACDA) and the Salvation Army Southeast Community to provide transitional housing, job training, and case management for vulnerable populations. By focusing on equitable growth and sustainability, the City aims to improve the quality of life for all its residents and create a more inclusive housing market that supports its most vulnerable populations.
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AP-85 Other Actions – 91.220(k)
Introduction:
The City of Huntington Park has developed long-term strategies, identified activities, and allocated funding sources to meet its goals for housing and community development. These efforts aim to address the needs of its low- and moderate-income residents and underserved populations. The City’s approach is built on fostering partnerships, leveraging federal funding, and implementing programs that enhance quality of life, economic opportunities, and housing stability.
Actions planned to address obstacles to meeting underserved needs To overcome obstacles in meeting underserved needs, the City of Huntington Park plans to:
• Seek additional funding sources, including federal, state, and private resources, to address funding gaps.
• Implement innovative approaches to enhance the efficiency and effectiveness of delivery systems while maintaining partnerships with for-profit and nonprofit organizations. • Promote the HOME-funded First-Time Homebuyer Program to help residents achieve homeownership.
• Address housing availability, quality, and fair housing practices with federal funding to reduce homelessness risks.
• Use federal funds to improve community infrastructure, public facilities, and code enforcement to support the needs of low-income communities.
Actions planned to foster and maintain affordable housing The City aims to expand access to affordable housing through the following efforts:
• The First-Time Homebuyer Program will assist eligible low- and moderate-income households in purchasing homes, fostering long-term housing stability. • Continued financial support to public service agencies such as the Salvation Army, which provides services to homeless individuals and families at risk of homelessness.
Actions planned to reduce lead-based paint hazards
The City is committed to protecting residents from lead poisoning through the implementation of HUD Lead-Based Paint Regulations (Title X). Key actions include:
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hazards.
• Engaging licensed lead consultants to implement abatement or interim controls when hazards are identified, with funding from CDBG or HOME programs. • Coordinating with the Los Angeles County Childhood Lead Prevention Program (CCLPP) to enforce the Lead Abatement Ordinance and respond to cases of lead poisoning. • Educating residents on lead hazards through newsletters, outreach at City Hall, libraries, and recreational facilities.
• Offering financial assistance to property owners for lead abatement in homes where lead hazards are identified.
• Through the Home Repair Program, providing weatherization, exterior paint, and other healthy home interventions to improve safety and environmental conditions.
Actions planned to reduce the number of poverty-level families The City has prioritized reducing poverty among its residents through the following actions:
• Allocating a minimum of 15% of its CDBG entitlement funds to public service programs that promote family stability and life skills development.
• Promoting affordable homeownership through the First-Time Homebuyer Program. • Collaborating with local service providers, housing developers, and the private sector to create job opportunities for low-income individuals.
• Complying with Section 3 of the Housing and Community Development Act to ensure local economic development and self-sufficiency by requiring job training and employment opportunities for low-income residents connected to public construction and housing projects.
Actions planned to develop institutional structure
The Federal Funding and Grants Division of Huntington Park is responsible for administering HUD funds and ensuring compliance with federal regulations. Key responsibilities include:
• Preparing the Consolidated Plan, Annual Action Plan, and CAPER. • Developing the Analysis of Impediments to Fair Housing Choice to guide equitable housing practices.
• Collaborating with nonprofit agencies, advocacy groups, developers, and neighborhood organizations to implement the City’s five-year strategy. • Engaging the community through public notices, workshops, meetings, and digital platforms to Consolidated Plan HUNTINGTON PARK 164
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inform residents about housing programs and services.
Actions planned to enhance coordination between public and private housing and social service agencies
The City continues to strengthen collaboration between local service providers, City departments, and regional agencies to address homelessness and housing needs. Notable partnerships include:
• Huntington Park Police Department, Parks and Recreation, and Public Works Department for community programs and safety initiatives.
• Collaboration with organizations such as the Southeast Churches Service Center, The Salvation Army, Los Angeles Homeless Services Authority (LAHSA), and the YMCA to expand services for low-income individuals and families.
• Developing new partnerships and enhancing existing collaborations to better address homelessness, housing instability, and community development.
Discussion:
The City of Huntington Park will continue to evaluate its programs and refine its strategies to address housing and community development needs. By leveraging federal funds, fostering partnerships, and engaging the community, the City aims to improve the quality of life for its residents, reduce homelessness, and address systemic challenges related to housing affordability and economic instability. Huntington Park’s coordinated efforts ensure that its actions remain impactful, equitable, and aligned with the needs of its most vulnerable populations.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan.
5. The amount of income from float-funded activities
Total Program Income
Other CDBG Requirements
1. The amount of urgent need activities
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section
92.205 is as follows:
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
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required that will be used under 24 CFR 92.206(b), are as follows:
5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and
91.220(l)(2)(vii)).
7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of people on any basis prohibited by the laws listed under 24 CFR 5.105(a).
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Appendix - Alternate/Local Data Sources
1 Data Source Name
Community Needs Survey
List the name of the organization or individual who originated the data set.
City of Huntington Park
Provide a brief summary of the data set.
The Community Needs Survey consisted of 23 questions related to the demographics and priority needs for the City. Below are the top priority answers received: Housing, Public Services, Homeless Needs, Public Facility Improvements Economic Development, Fair Housing Services and Broadband. The City received 289 responses to the survey. The survey distribution was citywide and was distributed digitally, via flyers to schools, community organizations and additional programs throughout the City of Huntington Park.
What was the purpose for developing this data set?
The purpose of the Community Needs Survey is to gather input from residents identifying and prioritizing local needs. This will help the City set the goals for the program.
Provide the year (and optionally month, or month and day) for when the data was collected.
October 1 - November 30 2024
Briefly describe the methodology for the data collection.
During the preparation of the Consolidated Plan, both English and Spanish Community Needs Surveys were administered through the online survey tool, Survey Monkey.
Participants were asked to participate in the survey by accessing a link or QR Code. For those who did not have access to WiFi or Internet, flyers were distributed to residents using City Programs (Utility Bills, Monthly Mailers, Monthly Newsletters). A paper form of the survey was made available at the City Planning Counter, Senior Center, Schools, Parks and Community Centers. The survey was promoted on the City website, through Social Media, and at City events.
Describe the total population from which the sample was taken.
A total of 289 residents participated in the survey. of the 289 respondents, 123 were homeowners, 151 were renters, 14 declared "Other".
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Describe the demographics of the respondents or characteristics of the unit of measure, and the number of respondents or units surveyed.
Of the 289 respondents, the overwhelming majority were Hispanic, 89%, which reflects the City's predominantly Hispanic population; White was next at 6%, Asian, Black and American Indian all had 2 respondents and this equates to 0.7%. 18 respondents decided not to state race or ethnicity.
2 Data Source Name
Administrative Data Sets
List the name of the organization or individual who originated the data set.
City of Huntington Park
Provide a brief summary of the data set.
The following data sets were used to analyze housing conditions, demographics, and social conditions within the City of Huntington Park: American Community Survey, Decennial Census, Comprehensive Housing Affordability Strategy (CHAS), Los Angeles County Homeless Point in Time Count (PIT), Community Reinvestment act, Brown University's Index of Dissimilarity, and Home Mortgage Disclosure Act (HMDA).
What was the purpose for developing this data set?
American Community Survey (ACS) 2016 - 2020 five-year estimate and 2022 one-year data was used to gather demographic and housing insights. The 2000, 2010 and 2020 Decennial Census Data was used for population information. CHAS Data on housing needs of the Low Income and Moderate-Income households. The Los Angeles County PIT provided data on the number of homeless in Huntington Park. The Index of Dissimilarity was used to measure segregation. Finally, the HMDA Data on lending was analyzed for the Consolidated Plan.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? The data sets were analyzed and concentrated for the City of Huntington Park. This covers the various ethnic populations within the City.
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
October 1 - November 30 2024
What is the status of the data set (complete, in progress, or planned)? Complete
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CITY OF HUNTINGTON PARK
Consolidated Plan
2025-2029
OUTREACH RESULT
Community Engagement Mee�ng
Phase 1 : November 12, 2024 and November 13, 2024
Phase 2: January 14, 2025 and January 16, 2025
APPENDIX "A"