Agenda packet — Huntington Park City Council, June 16, 2025 (part 2 of 3)

The NIB was published on April 7th, 2025. The contract specifications were posted in the City’s website and redistributed by several electronic media outlets that post the bid package in e-bid boards. A bid opening was held on April 29th, 2025, where the city clerk opened and read five (5) bids. The following is the ranking of the bids commencing from lowest responsive, responsible bid:

Bidder (lowest bid first) Total Amount
Aneen Construction Inc. $1,795,506.59
Sequel Contractors Inc. $1,829.273.75
Palp Inc DBA, Excel $1,948,994.00
Hardy & Harper, Inc. $2,190,000.00
Onyx Paving Company, Inc. $3,069.000.00
Aneen Construction Inc. is the apparent low bidder. The bid analysis was conducted to ensure that the lowest responsive, responsive bid met all federal, state, and local requirements. Based on the investigation, staff’s recommendation is to award Aneen Construction Inc. the contract agreement (Attachment 1). The remaining bid proposals are available in the city clerk’s office for review and the itemized bid results.

LEGAL REQUIREMENT
The City has adhered to Public Contract Code sections 20161 and 20162, which mandates California public works projects to be competitively bid. The public works competitive bidding laws are intended to eliminate favoritism, fraud, and corruption in the awarding of public contracts. The construction contract agreement conforms with all applicable State, local and public contracting codes and consents to the proper execution by the City Manager. The City Clerk’s Office will release the bid bonds for all construction firms that were not selected after approval from the City Council.

FISCAL IMPACT/FINANCING
Approval of this action will allow staff to proceed with construction of this capital project, with the estimated construction cost of $ 1,974,77 which includes a 10% contingency of $179,550.66. Staff recommends awarding the contract to Aneen Construction, Inc. as the lowest responsive and responsible bidder for not to exceed amount of $ $ 1,795,252.09

CONCLUSION
Upon Council approval, staff will proceed with the recommended actions.

CONSIDERATION AND APPROVAL OF AWARD OF A CONSTRUCTION CONTRACT FOR CIP 2023-01 SB1 STREET ENHANCEMENT PROJECT
June 16, 2025

Page 3 of 3 ends

Respectfully submitted,

RICARDO REYES
City Manager

GERARDO LOPEZ
Director of Public Works

ATTACHMENT(S)

1. Aneen Construction Inc. Agreement

2. Bid Results
ATACHMENT "A"

CITY OF HUNTINGTON PARK CIP NO.2023-01 SB1 STREET IMPROVEMENT PROJECT BID RESULTS Engineers Estimate Aneen Construction, Inc. Sequel Contractors Inc. Palp Inc DBA, Excel Hardy & Harper, Inc. Onyx Paving Company, Inc.

ITEM ITEM DESCRIPTION UNITS EST. QTY UNIT PRICE EXTENDED AMMOUNT UNIT PRICE EXTENDED AMMOUNT UNIT PRICE EXTENDED AMMOUNT UNIT PRICE EXTENDED AMMOUNT UNIT PRICE EXTENDED AMMOUNT UNIT PRICE EXTENDED AMMOUNT 1 Mobilization and Demobilization (Not
to Exceed 3%) LS 1 $57,000.00 $57,000.00 $52,200.00 $52,200.00 $50,000.00 $50,000.00 $57,000.00 $57,000.00 $60,000.00 $60,000.00 $88,000.00 $88,000.00 2 Implementation of BMP's LS 1 $19,000.00 $19,000.00 $5,000.00 $5,000.00 $8,000.00 $8,000.00 $49,000.00 $49,000.00 $56,409.00 $56,409.00 $66,350.53 $66,350.53 3 Traffic Control (Not to Exceed 5%) LS 1 $94,000.00 $94,000.00 $83,000.00 $83,000.00 $88,400.00 $88,400.00 $96,000.00 $96,000.00 $100,000.00 $100,000.00 $148,000.00 $148,000.00 4 Construction Survey LS 1 $20,000.00 $20,000.00 $20,000.00 $20,000.00 $48,000.00 $48,000.00 $46,000.00 $46,000.00 $50,000.00 $50,000.00 $111,714.00 $111,714.00 5 Install Public Improvement Project
Sign EA 2 $2,500.00 $5,000.00 $1,500.00 $3,000.00 $2,000.00 $4,000.00 $1,500.00 $3,000.00 $2,500.00 $5,000.00 $2,800.00 $5,600.00 6 Adjust Gas Valve Box to Grade
[Revocable Bid Item] EA 14 $900.00 $12,600.00 $200.00 $2,800.00 $500.00 $7,000.00 $640.00 $8,960.00 $1,300.00 $18,200.00 $555.00 $7,770.00 7 Remove and Replace Water Valve Box EA 21 $2,000.00 $42,000.00 $1,000.00 $21,000.00 $1,200.00 $25,200.00 $1,600.00 $33,600.00 $1,800.00 $37,800.00 $1,111.00 $23,331.00 8 Adjust Sanitary Sewer Manhole Frame
and Cover to Grade EA 12 $1,300.00 $15,600.00 $2,500.00 $30,000.00 $1,600.00 $19,200.00 $1,400.00 $16,800.00 $1,300.00 $15,600.00 $2,222.00 $26,664.00 9 Adjust Storm Drain Manhole Frame
and Cover to Grade [Revocable Bid
Item] EA 4 $1,300.00 $5,200.00 $2,500.00 $10,000.00 $1,600.00 $6,400.00 $1,300.00 $5,200.00 $1,300.00 $5,200.00 $2,222.00 $8,888.00 10 Adjust Electrical Manhole Frame and
Cover to Grade [Revocable Bid Item] EA 2 $2,000.00 $4,000.00 $4,000.00 $8,000.00 $1,600.00 $3,200.00 $3,500.00 $7,000.00 $2,200.00 $4,400.00 $11,000.00 $22,000.00 11 Relocate Traffic Signal or Street Light
Pull Box Outside Curb Ramp
[Revocable Bid Item] EA 2 $1,000.00 $2,000.00 $16,000.00 $32,000.00 $25,000.00 $50,000.00 $13,000.00 $26,000.00 $8,000.00 $16,000.00 $14,200.00 $28,400.00 12 Prune Tree Roots and Install Root
Barrier (10’ Long and 18” Depth) EA 7 $1,500.00 $10,500.00 $1,500.00 $10,500.00 $1,000.00 $7,000.00 $900.00 $6,300.00 $1,000.00 $7,000.00 $2,444.00 $17,108.00 13 Remove and Replace Concrete Curb
and Gutter LF 2,268 $110.00 $282,513.00 $60.00 $154,080.00 $120.00 $308,160.00 $134.00 $344,112.00 $135.00 $346,680.00 $142.00 $364,656.00 14 Remove and Replace Concrete Cross
Gutter and Aprons SF 1,136 $50.00 $56,800.00 $50.00 $56,800.00 $40.00 $45,440.00 $39.00 $44,304.00 $45.00 $51,120.00 $55.00 $62,480.00 15 Remove and Replace Concrete
Driveway Approach SF 4,653 $40.00 $124,080.00 $18.00 $83,754.00 $30.00 $139,590.00 $25.00 $116,325.00 $28.00 $130,284.00 $48.00 $223,344.00 16 Concrete Curb Ramp EA 8 $9,500.00 $39,429.00 $7,000.00 $56,000.00 $8,500.00 $68,000.00 $9,800.00 $78,400.00 $9,000.00 $72,000.00 $1,550.00 $12,400.00 17 Sidewalk Transition Panel SF 1,262 $25.00 $31,550.00 $12.00 $15,144.00 $20.00 $25,240.00 $24.00 $30,288.00 $28.00 $35,336.00 $33.00 $41,646.00 18 Remove and Replace Concrete
Alleyway Approach with Detectable
Warning Surface SF 3,102 $40.00 $124,080.00 $30.00 $93,060.00 $30.00 $93,060.00 $37.00 $114,774.00 $40.00 $124,080.00 $52.00 $161,304.00 19 Prepare Road Base SY 4,381 $9.00 $39,429.00 $2.00 $8,762.00 $3.00 $13,143.00 $2.00 $8,762.00 $3.00 $13,143.00 $28.00 $122,668.00 20 Subgrade Over-Excavation and
Replacement with CMB (6" Depth)
[Revocable Bid Item] CY 183 $250.00 $45,750.00 $400.00 $73,200.00 $200.00 $36,600.00 $270.00 $49,410.00 $150.00 $27,450.00 $234.00 $42,822.00 21 Cold Mill Asphalt Pavement (2.0"
Depth) SY 5,432 $6.00 $32,592.00 $6.14 $33,352.48 $4.00 $21,728.00 $4.00 $21,728.00 $4.00 $21,728.00 $8.88 $48,236.16 22 Cold Mill Asphalt Pavement (2.5"
Depth) SY 5,845 $7.00 $40,915.00 $7.70 $45,006.60 $4.15 $24,256.75 $4.00 $23,380.00 $4.00 $23,380.00 $9.99 $58,391.55 23 Cold Mill Asphalt Pavement (6.0"
Depth) SY 2,990 $11.00 $32,890.00 $16.90 $50,531.00 $6.00 $17,940.00 $7.00 $20,930.00 $7.00 $20,930.00 $22.00 $65,780.00 24 Remove Surfacing and Base (3.0"
Depth) CY 366 $175.00 $64,050.00 $110.00 $40,260.00 $85.00 $31,110.00 $72.00 $26,352.00 $75.00 $27,450.00 $196.00 $71,736.00 25 ARHM Pavement (1.5" Depth) TON 407 $170.00 $69,190.00 $160.00 $65,120.00 $127.00 $51,689.00 $138.00 $56,166.00 $140.00 $56,980.00 $163.00 $66,341.00 26 ARHM Pavement (2.0" Depth) TON 1,157 $170.00 $196,690.00 $160.00 $185,120.00 $127.00 $146,939.00 $138.00 $159,666.00 $140.00 $161,980.00 $163.00 $188,591.00 27 ARHM Pavement (2.5" Depth) TON 724 $170.00 $123,080.00 $160.00 $115,840.00 $127.00 $91,968.00 $138.00 $99,912.00 $140.00 $101,360.00 $163.00 $118,012.00 28 HMA Pavement (1.5" Depth) TON 407 $160.00 $65,120.00 $145.00 $59,015.00 $120.00 $48,840.00 $120.00 $48,840.00 $140.00 $56,980.00 $155.00 $63,085.00 29 HMA Pavement (4.0" Depth) TON 741 $160.00 $118,560.00 $145.00 $107,445.00 $120.00 $88,920.00 $120.00 $88,920.00 $140.00 $103,740.00 $155.00 $114,855.00 30 Base Repairs (6.0" Depth) SF 1,368 $10.00 $13,680.00 $11.00 $15,048.00 $9.00 $12,312.00 $12.00 $16,416.00 $15.00 $20,520.00 $13.00 $17,784.00 31 Base Repairs (8.0" Depth) SF 3,134 $12.00 $37,608.00 $14.50 $45,443.00 $12.00 $37,600.00 $15.00 $47,010.00 $18.00 $56,412.00 $16.00 $50,144.00 32 Caltrans Type "E" Detector Loop EA 4 $500.00 $2,000.00 $1,000.00 $4,000.00 $1,000.00 $4,000.00 $600.00 $2,400.00 $700.00 $2,800.00 $888.00 $3,552.00 33 Caltrans Type "F" Detector Loop EA 6 $500.00 $3,000.00 $600.00 $3,600.00 $1,000.00 $6,000.00 $610.00 $3,660.00 $700.00 $4,200.00 $888.00 $5,328.00 34 Curb Paint (Red) LF 1,207 $2.00 $2,414.00 $2.20 $2,655.20 $2.00 $2,414.00 $2.00 $2,414.00 $2.50 $3,017.50 $3.50 $4,224.50 35 Thermoplastic Advanced Limit Line LF 36 $5.00 $180.00 $5.75 $207.00 $6.00 $216.00 $6.00 $216.00 $6.00 $216.00 $5.00 $180.00 36 Thermoplastic Limit Line LF 236 $4.00 $1,180.00 $5.75 $1,357.00 $6.00 $1,416.00 $6.00 $1,416.00 $6.00 $1,416.00 $5.00 $1,180.00 37 Thermoplastic Continental Crosswalk
(White) LF 588 $4.50 $2,646.00 $10.73 $6,309.22 $10.00 $5,880.00 $10.00 $5,880.00 $10.00 $5,880.00 $10.00 $5,880.00 38 Thermoplastic Stripe - Caltrans Detail
1 LF 3,105 $1.00 $3,105.00 $2.15 $6,675.75 $2.00 $6,210.00 $2.00 $6,210.00 $2.00 $6,210.00 $2.50 $7,762.50 39 Thermoplastic Stripe - Caltrans Detail
22 LF 900 $2.00 $1,800.00 $2.48 $2,475.00 $2.40 $2,160.00 $3.00 $2,700.00 $3.00 $2,700.00 $3.50 $3,150.00 40 Thermoplastic Marking - Parking "T" EA 248 $25.00 $6,300.00 $36.30 $9,002.40 $33.00 $8,184.00 $34.00 $8,432.00 $40.00 $9,920.00 $25.00 $6,200.00 41 Thermoplastic Marking - "STOP" EA 15 $300.00 $4,500.00 $330.00 $4,950.00 $350.00 $5,250.00 $310.00 $4,650.00 $300.00 $4,500.00 $250.00 $3,750.00 42 Thermoplastic Marking - "Railroad
Crossing Symbol" EA 1 $500.00 $500.00 $825.00 $825.00 $1,000.00 $1,000.00 $800.00 $800.00 $800.00 $800.00 $400.00 $400.00 43 Thermoplastic - 1' Wide White Stripe LF 24 $5.00 $120.00 $5.78 $138.72 $6.00 $144.00 $6.00 $144.00 $10.00 $240.00 $5.00 $120.00 44 Fire Hydrant Blue Marker EA 9 $100.00 $900.00 $27.50 $247.50 $25.00 $250.00 $26.00 $234.00 $30.00 $270.00 $10.00 $90.00 45 Pre-Construction CCTV Inspection
and Cleaning of Sewer Main LF 2,057 $3.50 $7,199.00 $11.00 $22,627.00 $10.00 $20,570.00 $11.00 $22,627.00 $7.00 $14,399.00 $11.00 $22,627.00 46 Post-Construction CCTV Inspection of
Sewer Main LF 2,057 $2.75 $5,656.75 $3.30 $6,788.10 $3.00 $6,171.00 $4.00 $8,228.00 $7.00 $14,399.00 $11.00 $22,627.00 47 Post-Construction CCTV Inspection of
Sewer Main LS 1 $10,000.00 $10,000.00 $15,000.00 $15,000.00 $7,500.00 $7,500.00 $6,000.00 $6,000.00 $60,000.00 $60,000.00 $111,213.76 $111,213.76 48 Sewer Main Relining - CIPP (6"
Diameter) LF 62 $82.00 $5,084.00 $281.00 $17,422.00 $300.00 $18,600.00 $280.00 $17,360.00 $325.00 $20,150.00 $345.00 $21,390.00 49 Sewer Main Relining - CIPP (8"
Diameter) LF 672 $95.00 $63,840.00 $77.00 $51,744.00 $80.00 $53,760.00 $72.00 $48,384.00 $110.00 $73,920.00 $222.00 $149,184.00 50 Sewer Main Point Repair - CIPP
Segment Lining (6" Diameter) LF 4 $500.00 $2,000.00 $1,000.00 $4,000.00 $900.00 $3,600.00 $900.00 $3,600.00 $1,800.00 $7,200.00 $1,777.00 $7,108.00 51 Sewer Main Point Repair - CIPP
Segment Lining (8" Diameter) LF 16 $550.00 $8,800.00 $800.00 $12,800.00 $700.00 $11,200.00 $700.00 $11,200.00 $1,400.00 $22,400.00 $1,444.00 $23,104.00 52 Restore Sewer Lateral Connections
Following CIPP Lining and CIPP Lining
Point Repair EA 17 $160.00 $2,720.00 $70.00 $1,190.00 $50.00 $850.00 $52.00 $884.00 $3,600.00 $61,200.00 $4,400.00 $74,800.00 53 Sewer Main Cleaning - Calcium
Removal at Joint EA 2 $2,500.00 $5,000.00 $4,000.00 $8,000.00 $5,000.00 $10,000.00 $4,000.00 $8,000.00 $5,500.00 $11,000.00 $7,700.00 $15,400.00 54 Sewer Main Cleaning - Cleaning &
Grinding of Hardened Material EA 2 $7,000.00 $14,000.00 $4,000.00 $8,000.00 $5,000.00 $10,000.00 $4,000.00 $8,000.00 $5,500.00 $11,000.00 $7,700.00 $15,400.00 55 Allowance to Provide Soil and
Pavement Testing Services as
Directed by the
Engineer Allowance $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 TOTAL SUM: $2,002,850.75 TOTAL SUM: $1,795,494.97 TOTAL SUM: $1,829,310.75 TOTAL SUM: $1,948,994.00 TOTAL SUM: $2,189,999.50 TOTAL SUM: $2,977,772.00

CITY OF HUNTINGTON PARK
CIP NO.2023-01 SB1 STREET ENHANCEMENT PROJECT

BID RESULTS
ATTACHMENT "B"
ITEM 4

CITY OF HUNTINGTON PARK
Finance Department
City Council Agenda Report
June 16, 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 TO PROVIDE DIRECTION, TAKE PUBLIC

INPUT, AND DIRECT THE CITY MANAGER AND FINANCE DIRECTOR TO MAKE

FINAL CHANGES TO THE PROPOSED BUDGET FOR THE FISCAL YEAR BEGINNING JULY 1, 2025, AND ENDING JUNE 30, 2026
IT IS RECOMMENDED THAT THE CITY COUNCIL:

1. Review and Present the Draft FY 2025 – 2026 Proposed Budget; and

2. Direct the City Manager and Finance Director to make any final changes to the Proposed Budget.

Presented for City Council’s consideration and review is the City of Huntington Park’s Proposed Fiscal Year 2025-26 Annual Operating and Capital Improvement Program Budget.

Since January, the Finance Department working closely with all City departments has been developing the Fiscal Year 2025–2026 Budget. This in-depth, collaborative process ensures that every aspect of the City’s operations is carefully reviewed and aligned with financial goals to present a balanced and responsible budget to the City’s residents.

Throughout the past several months, multiple budget planning meetings have been held, bringing together department heads, the City Manager, and finance staff to evaluate priorities and funding needs. In addition to examining projected revenues and anticipated expenditures, a comprehensive fund balance analysis was conducted to ensure longterm fiscal sustainability.

CONSIDERATION AND APPROVAL TO PROVIDE DIRECTION, TAKE PUBLIC

INPUT, AND DIRECT THE CITY MANAGER AND FINANCE DIRECTOR TO MAKE

FINAL CHANGES TO THE PROPOSED BUDGET FOR THE FISCAL YEAR BEGINNING JULY 1, 2025, AND ENDING JUNE 30, 2026
June 16, 2025

Page 2 of 2 ends

This thorough approach reflects a commitment to transparency, sound financial stewardship, and strategic planning in service to the community.

Please review and inform the City Manager and Director of Finance of any changes to the proposed budget that are required.

Respectfully submitted,

RICARDO REYES
City Manager

JEFF JONES
Director of Finance

ATTACHMENT(S)
A. (Draft) FY 2025 - 2026 Proposed Budget
City of
Huntington Park
Proposed Budget
Fiscal Year 2025 – 2026

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 1 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 2 Revised as of May 30, 2025 (DRAFT) City of Huntington Park
List of Principal Officials

CITY COUNCIL
Mayor........................................................................................................................... Arturo Flores Vice Mayor............................................................................................... Eduardo “Eddie” Martinez Council Member ........................................................................................................ Karina Macias Council Member ................................................................................................. Jonathan Sanabria Council Member ........................................................................................................... Nancy Martiz

ADMINISTRATION AND DEPARTMENT HEADS
City Manager ..............................................................................................................Ricardo Reyes Interim City Attorney ................................................................................................. Andrew Sarega City Clerk ................................................................................................Eduardo “Eddie” Sarmiento Director of Communications and Community Relations ...........................................Sergio Infanzon Interim Director of Community Development...............................................................Louis Morales Director of Finance ............................................................................................................Jeff Jones Director of Parks and Recreation....................................................................... Cynthia Norzagaray Chief of Police ...........................................................................................................Cosme Lozano Director of Public Works ................................................................................Gerardo “Gerry” Lopez Human Resources Risk Manager................................................................................. Marisol Nieto FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 3 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 4 Revised as of May 30, 2025 (DRAFT) Table of Contents
City Organizational Chart.................................................................................................................8 Budget Introduction and Overview.................................................................................................10 Budget Introduction and Overview.................................................................................................11 Budget Introduction and Overview.................................................................................................12 Budget Introduction and Overview.................................................................................................13 Revenue Introduction & Overview .................................................................................................15 Revenue Introduction & Overview .................................................................................................16 Revenue Introduction & Overview .................................................................................................17 Revenues Summary Overview ......................................................................................................18 Revenues Summary Overview ......................................................................................................19 General Fund Revenues................................................................................................................20 General Fund Revenues................................................................................................................21 General Fund Revenues................................................................................................................22 General Fund Revenues................................................................................................................23 Special Fund Revenues.................................................................................................................24 Special Fund Revenues.................................................................................................................25 Special Fund Revenues.................................................................................................................26 Special Fund Revenues.................................................................................................................27 Special Fund Revenues.................................................................................................................28 Enterprise Fund Revenues............................................................................................................29 Enterprise Fund Revenues............................................................................................................30 Internal Service Fund Revenues ...................................................................................................31 Internal Service Fund Revenues ...................................................................................................32 Fiduciary Fund Revenues..............................................................................................................33 Fiduciary Fund Revenues..............................................................................................................34 Expenditures..................................................................................................................................35 City Council Overview....................................................................................................................37 City Council Overview....................................................................................................................38 City Council Organizational Chart..................................................................................................39 City Council ...................................................................................................................................40 City Council ...................................................................................................................................41 City Council ...................................................................................................................................42 City Manager Overview .................................................................................................................44 City Manager Overview .................................................................................................................45 FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 5 Revised as of May 30, 2025 (DRAFT) City Manager Organizational Chart ...............................................................................................46 City Manager .................................................................................................................................47 City Manager .................................................................................................................................48 City Manager .................................................................................................................................49 City Clerk Overview .......................................................................................................................51 City Clerk Organizational Chart .....................................................................................................52 City Clerk .......................................................................................................................................53 City Clerk .......................................................................................................................................54 City Clerk .......................................................................................................................................55 Communications & Community Relations Overview......................................................................57 Communications & Community Relations Overview......................................................................58 Communications & Community Relations Organizational Chart....................................................59 Communications & Community Relations......................................................................................60 Communications & Community Relations......................................................................................61 Communications & Community Relations......................................................................................62 Community Development Overview ..............................................................................................64 Community Development Overview ..............................................................................................65 Community Development Overview ..............................................................................................66 Community Development Overview ..............................................................................................67 Community Development Overview ..............................................................................................68 Community Development Overview ..............................................................................................69 Community Development Organizational Chart.............................................................................70 Community Development ..............................................................................................................71 Community Development ..............................................................................................................72 Community Development ..............................................................................................................73 Community Development ..............................................................................................................74 Human Resources Overview.........................................................................................................76 Human Resources Overview.........................................................................................................77 Human Resources Organizational Chart .......................................................................................78 Human Resources.........................................................................................................................79 Human Resources.........................................................................................................................80 Human Resources.........................................................................................................................81 Finance Overview..........................................................................................................................83 Finance Overview..........................................................................................................................84 Finance Organizational Chart ........................................................................................................85 FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 6 Revised as of May 30, 2025 (DRAFT) Finance..........................................................................................................................................86 Finance..........................................................................................................................................87 Finance..........................................................................................................................................88 Finance..........................................................................................................................................89 Parks & Recreation Overview........................................................................................................91 Parks & Recreation Overview........................................................................................................92 Parks & Recreation Organizational Chart......................................................................................93 Parks & Recreation........................................................................................................................94 Parks & Recreation........................................................................................................................95 Parks & Recreation........................................................................................................................96 Parks & Recreation........................................................................................................................97 Police Overview.............................................................................................................................99 Police Overview...........................................................................................................................100 Police Organizational Chart.........................................................................................................101 Police...........................................................................................................................................102 Police...........................................................................................................................................103 Police...........................................................................................................................................104 Police...........................................................................................................................................105 Public Works Overview................................................................................................................107 Public Works Overview................................................................................................................108 Public Works Overview................................................................................................................109 Public Works Organizational Chart..............................................................................................110 Public Works................................................................................................................................111 Public Works................................................................................................................................112 Public Works................................................................................................................................113 Public Works................................................................................................................................114 Public Works................................................................................................................................115 Non-Departmental .......................................................................................................................117 Non-Departmental .......................................................................................................................118 Non-Departmental .......................................................................................................................119 Non-Departmental .......................................................................................................................120 Special Events.............................................................................................................................123 Full-Time and Part-Time Positions ..............................................................................................125 Full-Time and Part-Time Positions ..............................................................................................126 Full-Time and Part-Time Positions ..............................................................................................127 FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 7 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 8 Revised as of May 30, 2025 (DRAFT) City Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 9 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 10 Revised as of May 30, 2025 (DRAFT) Budget Introduction and Overview
The operating budget of the City of Huntington Park includes citywide information and fund-specific information in addition to department-by-department information. Each fund in the budget is a separate operation of the City with the purpose of recording the costs associated with implementing and achieving specific goals and objectives. Although the different funds are interrelated, each fund has its own budget with its own expenditures and revenues. Each of these funds are described in more detail below. Their budgets can be seen in the following section. The City’s use of Fund Accounting is one of the basic requirements of Generally Accepted Accounting Principles (GAAP) for government and one of the differences between government and commercial accounting. It requires separate record keeping for each individual fund that a government uses.

Governmental Funds
General Fund 111
The City’s General Fund accounts for all the general revenues of the City such as fees, code citations, parking citations, property tax, sales tax, transient occupancy tax, and utility user tax. These funds are allocated by the City Council for various citywide services, events, and projects.

Other Governmental Funds
The City maintains a series of Governmental funds to include Special Revenue Funds and Capital Project Funds. These funds accumulate resources and expenditures that are generally restricted to the specific purpose of each individual fund. That is, they account for revenues that are designated for specific purposes, are restricted in their use, and may not be expended for general government purposes.

These funds account for federal grants, such as HOME and Community Development Block Grants (CDBG); State sources such as gas tax, air quality, and waste reduction funds; County derived funding such as Proposition A, Proposition C, Measure M, Measure R, and Measure W, special assessments such as street lighting (Measure L); and City Capital Project funds.

American Rescue Plan Act (ARPA) Fund 113 – This revenue is derived from a one-time grant award from the Federal government to help cities manage the economic impacts of the Covid-19 pandemic. The funds per Federal Treasury rules have been fully committed to various projects.

Special Event Contributions Fund 114 – This revenue is derived from various donations and grants received by the Parks department. The expenditures for this fund must be related to Parks programs and improvements.

Measure M Fund 210 - This revenue is derived from a county voter approved sales tax to meet the transportation needs of Los Angeles County. The expenditures for this fund must be related to transportation projects and programs, such as roadway repairs, traffic signal synchronization, and pedestrian walkways & paths. Measure M increases to 1 percent once Measure R expires in 2039.

Employee Retirement Fund 216 – This revenue is derived from property taxes from areas that were formerly under the redevelopment agency. These revenues are disbursed by the L.A. County Auditor Controller and are expected to end with the final closing of the City’s Successor Agency.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 11 Revised as of May 30, 2025 (DRAFT) Budget Introduction and Overview
Sales Tax – Transit Fund Proposition “A” Fund 219 - This revenue is derived from a L.A. County voter approved ½ cent sales tax. These funds are used to support the City’s Transit Program. The Transit Program provides Dial-A-Ride, shared curb-to-curb services for senior citizens 65 years and older and/or those with disabilities. The City also provides a fixed-route bus service that offers two routes.

Sales Tax – Transit Fund Proposition “C” Fund 220 - Like Prop A, Prop C, revenue is derived from a county voter approved ½ cent sales tax. The expenditures for this fund must be related to transit programs, which may include street improvement projects.

State Gasoline Tax Fund 221 - Street and Highway Code sections 2106, 2107, and 2107.5 provide apportionment of certain monies from the State Highway Fund between the cities and counties; the City shares in proportion to its population. These funds must be used exclusively for the purposes of extensive maintenance, right-of-way acquisition, or construction of streets that are major thoroughfares or collector streets.

Measure R Fund 222 - This revenue is derived from a county voter approved sales tax to meet the transportation needs of Los Angeles County. The expenditures for this fund must be related to transportation projects and programs, such as roadway repairs, traffic signal synchronization, and pedestrian walkways & paths.

Air Quality Improvement Fund 226 - Assembly Bill 2766 authorized a fee on motor vehicle registrations to fund programs to reduce mobile source air pollution. The South Coast Air Quality Management District (AQMD) administers the program, which distributes forty cents of every dollar collected to cities based on population. Additional grant funds may also be available from the Air Quality Management District (AQMD).

Police Forfeiture Fund 229 - This public safety related fund is used to account for resources received through the Federal equitable sharing program.

Federal Community Development Block Grant (CDBG) Fund 239 - The CDBG fund is required by federal regulations to account for the use of grant funds received from the federal government. Other revenues in this fund are reimbursements of loans to beneficiaries of a particular housing program or the sale of real property in the furtherance of block grant programs. All such other revenues are “program income” and are considered to be federal revenues.

Housing Program Funds (Funds 239, 240, 241, 242) – These funds are used to account for the operation of the various housing programs managed by Community Development. The revenues in these funds can only be used to pay for specific housing related expenses and are regulated by both Federal and State oversight.

Streetlight & Landscape Assessment Fund 535 - This fund is used to account for the property taxes and assessments levied on real property located within the City. The revenues from this fund are used to pay for electricity and other costs associated with the streetlights, traffic signals, and street trees.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 12 Revised as of May 30, 2025 (DRAFT) Budget Introduction and Overview
Grant Funds - These funds account for revenues and expenditures of various grants the City receives which are restricted for a specific grant purpose.

Proprietary Funds
Enterprise Funds – Enterprise Funds are used to account for two kinds of operations. One is an operation run in a manner like private business enterprises, where costs and expenses are financed or recovered primarily through user fee charges. The other type of Enterprise Fund is one in which the City has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City currently operates the Solid Waste, Sewer, and Water Utilities as enterprise funds. However, in the future the city is also planning to add Broadband and Rent Stabilization as enterprise funds.

Water Utility Fund 681 – Water Utility Fund was established to provide water services to the residents of the City. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operations, capital improvements, maintenance, and billing & collection.

Sewer Fund 283 – The Sewer Fund was established to provide sewer services to the residents of the City. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operations, capital improvements, maintenance, and billing & collection.

Solid Waste Management Fund 285 – The Solid Waste Management Fund was established to oversee the City’s contracted trash hauler and ensure the City is remitted all AB 939 fees collected by the hauler. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, operations, capital improvements, and maintenance.

Internal Service Funds – The Internal Service Funds are used to account for the financing of goods or services provided by one department to other departments of the City on a cost-reimbursement basis.

Self-Insurance Fund 745 – The Self Insurance Fund is used to charge various funds and departments for various Independent Cities Risk Management Authority (ICRMA) insurance premiums on a reimbursement basis.

Fleet Maintenance Fund 741 – The Fleet Maintenance Fund was established to finance and account for the replacement and maintenance of vehicles used by City departments on a cost reimbursement basis.

Information Technology Fund 742 – The Information Technology Fund was established to finance and centralize all the Information Technology expenses used by City departments on a cost reimbursement basis.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 13 Revised as of May 30, 2025 (DRAFT) Budget Introduction and Overview
Fiduciary Fund 275
Fiduciary funds in governmental accounting are used to account for resources held by a government in a trustee or agency capacity for parties outside the government. These resources are custodial and trust funds. The City currently has two fiduciary funds, the Successor Agency and the Huntington Park Public Financing authority. Both of which were primarily used to service debt obligations entered prior to the dissolution of the Redevelopment Agencies in 2012.

Capital Improvement Projects Fund 787
The City’s Capital Improvement Projects Fund accounts for all major construction projects & programs undertaken by the City, such as street rehabilitations or upgrading City facilities. These projects are largely funded by special taxes and awards allocated to the City from State and Federal agencies.

Department and Enterprise Fund Information
The budget document includes the following information for each department:
• Department narratives describing the prior fiscal year achievements and goals/objectives for the upcoming fiscal year
• Department budget summary charts and graphs by type of expenditure, division, and fund • Division Budget Summary charts outlining expenditures for personnel, operations, contract services, and other notable expenses
• Division Sections with division organizational charts, summary of full-time positions, narrative description of the division purpose, division performance measures, budget narrative, budget summary, and detail regarding contractual & professional expenditures
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 14 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 15 Revised as of May 30, 2025 (DRAFT) Revenue Introduction & Overview
Revenues
This section presents information about the City's revenues and will both describe and define all major revenue sources. This information is then summarized and presented in a pie chart depicting the total City revenues and a similar chart prepared for General Fund revenues.

Revenue Descriptions
Huntington Park receives money from numerous sources in order to pay for City services. This section describes the City's major revenue sources and then provides a detailed listing that includes a multi-year history of City revenues.

Taxes
Huntington Park receives several different types of taxes as described below.

Property Taxes: These are taxes paid by people and businesses who own property in Huntington Park. The amount each property owner pays is largely based on the provisions of Proposition 13, which was added to the State Constitution in 1976 by the voters. The amount that the City receives from property tax payments is determined by formulas established in State law. Currently, the City’s basic share of local property tax payment is 6.62 percent of all local property payments. Starting in fiscal year 2004-05, the City also started to receive a portion of the Augmentation Fund, which is also derived from Property Tax payments. The actual collections and administration are handled by the County Tax Assessor and the County Tax Collector. The City of Huntington Park is not involved.

Sales Taxes: These taxes are paid as consumers purchase goods and materials at stores or online. Effective April 1, 2025, Huntington Park’s sales tax became 10.50 percent and is divided as follows:

In all cases, the State government collects the revenue and then disburses the City’s share once a month.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 16 Revised as of May 30, 2025 (DRAFT) Revenue Introduction & Overview
Utility Users Taxes: This tax is paid by gas, electric, and telecommunication customers on their utility bills. The current rate is 9.75 percent for gas and electricity. The utility companies collect the tax and then forward the money to the City. The tax for telecommunication service is at the rate of 9.25 percent. The telecommunication service supplier or its billing agent collects it and remits it to the City monthly.

Franchise Taxes: This tax is paid by the local gas, electricity, cable TV, rubbish, and other utility companies. It is a special tax paid in recognition that these businesses have special privileges to be the sole operator and have access to the public-right-of-way. The tax amounts to 3% of the business’ gross revenue receipts.

City Business License Fees: The business license fee is paid by all businesses operating in the City of Huntington Park. The payments are collected by the City and the amounts are based on the business’ gross revenue receipts.

Transient Occupancy Tax: The transient occupancy tax is paid by Huntington Park hotel operators and amounts to 5 percent of their gross receipts. Hotel operators collect and remit it to the City.

Real Property Transfer Stamp Tax: The real property transfer stamp tax is paid when property transfers are recorded at the County. The rate is $1.10 per $1,000; half (or $0.55 of every $1,000) goes to the City and half is retained by the County.

Licenses, Fees, and Permits
The City has several ordinances that require people to pay certain license or fees before being authorized to do certain things or to obtain services from the City. The biggest example of such fees for Huntington Park is the building permit that must be paid by people planning to do any construction work within the City. Other fees are alarm fees and business license fees. In each of these cases, the fees are designed to cover the costs of related City operations such as administration costs and staff time.

Fines, Forfeitures, and Penalties
This revenue is collected from people issued citations for various offenses, such as traffic and parking violations.

Interest
This revenue comes from investing cash balances in various safe investments. The City Treasurer works hard at trying to maximize interest earnings while ensuring the principal is protected. With the City’s current investment strategy, at no point is a single dollar of principal at risk of being lost.

Intergovernmental Revenue
This revenue source includes several types of grants that the City receives from the State and Federal governments.

The major types are described below:

Motor Vehicle Fees: This revenue is collected by the State when vehicle owners pay their annual registration fees.

These fees were established several years ago and replaced the personal property tax levied on automobiles. It was deemed to be more efficient and accurate if the Department of Motor Vehicles (DMV) collected this revenue in conjunction with their vehicle registration process. By State law, then, a certain portion of the vehicle registration fees comes back to the City. This fee was reduced during the 2003-04 fiscal year which reduced the City’s revenue for this category. In order to replace this revenue, the State passed a law that distributes additional property tax revenue to the City.

Gas Tax: This revenue is also collected by the State as part of the State's 51.1 cent ($0.511) per gallon gasoline tax.

Community Development Block Grant (CDBG): This revenue comes from the Federal government. CDBG revenues are restricted in their use to specified purposes, mostly related to low-income housing improvement programs and the redevelopment of blighted areas.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 17 Revised as of May 30, 2025 (DRAFT) Revenue Introduction & Overview
Other Grants: The City also receives numerous smaller revenue amounts from the State and Federal government.

These payments are for numerous special purposes such as special street projects, police programs, library support, and park improvement projects.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 18 Revised as of May 30, 2025 (DRAFT) Revenues Summary Overview
FY 2025
Adopted
FY 2025
YTD
FY 2026
Proposed $ Difference % Change
Revenues Budget 5/21/2024 Budget FY 2026 - FY 2025 FY 2026 - FY 2025 General Fund $ 46,730,900 $ 34,468,554 $ 42,912,900 $ (3,818,000) -8.2% Special Revenue Funds 34,927,780 27,251,134 38,189,366 $ 3,261,586 9.3% Internal Service Funds 6,361,800 147,020 8,868,679 $ 2,506,879 39.4% Enterprise Funds 4,652,100 4,292,271 6,616,000 $ 1,963,900 42.2% Fiduciary Funds 1,259,100 569,251 1,273,250 $ 14,150 1.1% Total $ 93,931,680 $ 66,728,231 $ 97,860,195 $ 3,928,515 4.2% FY 2025 Adopted Revenue Budget: $93,931,680
FY 2026 Proposed Revenue Budget: $97,860,195
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 19 Revised as of May 30, 2025 (DRAFT) Revenues Summary Overview
General Fund: The City’s General Fund accounts for all the general revenues of the City such as fees, code citations, parking citations, property tax, sales tax, transient occupancy tax, and utility user tax. These funds are allocated by the City Council for various citywide services, events, and projects.

Special Revenue Funds: The City maintains a series of Special Revenue Funds. These funds are used to account for resources that are legally restricted or designated for specific purposes. Revenues within these funds are earmarked for particular uses and cannot be expended for general governmental operations. Each fund is structured to ensure transparency and accountability in the use of resources for their intended objectives.

Enterprise Funds: Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. These funds are typically supported primarily through user charges, with the intent that the costs of providing services, including expenses and capital needs, are fully recovered. The City currently operates the Solid Waste, Sewer, and Water Utilities as enterprise funds. However, in the future the city is also planning to add Broadband and Rent Stabilization as enterprise funds.

Fiduciary Funds: Fiduciary funds in governmental accounting are used to account for resources held by a government in a trustee or agency capacity for parties outside the government. These resources are custodial and trust funds. The City currently has two fiduciary funds, the Successor Agency and the Huntington Park Public Financing authority. Both of which were primarily used to service debt obligations entered prior to the dissolution of the Redevelopment Agencies in 2012.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 20 Revised as of May 30, 2025 (DRAFT) General Fund Revenues
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

GENERAL FUND

PROPERTY TAXES
111-0000-311-10-10 Property Tax Secured 1,100,000 942,784 1,120,000 20,000 1.8% 111-0000-311-40-00 Real Property Transfer 50,000 78,315 85,000 35,000 70.0% 111-0000-311-60-00 RDA Pass Through 635,000 31,456 647,000 12,000 1.9% PROPERTY TAXES TOTAL 1,785,000 1,052,555 1,852,000 67,000 3.8%

SALES TAX
111-0000-313-10-00 Sales & Use Tax 8,455,800 5,854,764 8,160,000 (295,800) -3.5% 111-0000-313-10-05 Measure S Sales Tax 6,636,300 4,215,062 6,404,000 (232,300) -3.5% 111-0000-342-10-10 Public Safety Augmentation 186,400 151,876 190,000 3,600 1.9% SALES TAX TOTAL 15,278,500 10,221,702 14,754,000 (524,500) -3.4%

UTILITY USERS' TAX
111-0000-316-10-00 Utility Users' Tax 5,650,000 4,714,023 6,000,000 350,000 6.2% 111-0000-316-10-05 Prepaid Wireless 85,000 72,325 95,000 10,000 11.8% 111-0000-316-15-00 Telephone UUT 672,500 511,640 700,000 27,500 4.1% UTILITY USERS' TAX TOTAL 6,407,500 5,297,988 6,795,000 387,500 6.0%

MOTOR VEHICLE LICENSE FEES
111-0000-336-20-00 Motor Vehicle License Fee 8,300,000 4,270,339 8,600,000 300,000 3.6% 111-0000-336-40-00 Motor Vehicle In-Lieu Pmt - - - - 0.0% MOTOR VEHICLE LICENSE FEES TOTAL 8,300,000 4,270,339 8,600,000 300,000 3.6%

LICENSES AND PERMITS
111-0000-321-10-50 Animal License 15,000 8,151 11,500 (3,500) -23.3% 111-0000-322-10-10 Building 800,000 575,926 700,000 (100,000) -12.5% 111-0000-322-10-40 Misc. Building 1,400 - 1,000 (400) -28.6% 111-0000-322-10-45 Occupancy Permit 7,000 7,240 7,300 300 4.3% 111-0000-322-10-50 Encroachment Fees 68,000 63,928 70,000 2,000 2.9% 111-0000-322-60-05 Fireworks Fee 2,800 2,589 2,500 (300) -10.7% 111-0000-342-10-20 Burglar Alarm Fees 60,000 51,312 60,000 - 0.0% LICENSES AND PERMITS TOTAL 954,200 709,146 852,300 (101,900) -10.7%

COMMUNITY DEVELOPMENT FEES
111-0000-322-20-00 Plan Check 475,000 349,255 400,000 (75,000) -15.8% 111-0000-322-30-00 Engineering Plan Check 1,000 - - (1,000) -100.0% 111-0000-322-40-00 SMIP FEES 3,000 (644) 2,000 (1,000) -33.3% 111-0000-322-40-05 BSASRF 1,000 137 1,000 - 0.0%
111-0000-322-55-05 Dispensary Fee 70,500 1,136,110 75,000 4,500 6.4% 111-0000-341-10-00 Zoning & Subdivision 245,000 275,734 200,000 (45,000) -18.4% 111-0000-342-20-00 Residential Pre-Sale Inspection 9,200 11,785 10,000 800 8.7% 111-0000-399-90-40 Engineering Permits 265,000 184,155 200,000 (65,000) -24.5% COMMUNITY DEVELOPMENT FEES TOTAL 1,069,700 1,956,531 888,000 (181,700) -17.0%

BUSINESS LICENSE
111-0000-321-10-00 Business 1,700,000 1,349,703 1,700,000 - 0.0% 111-0000-321-10-20 Processing Fee Business 185,000 174,619 194,100 9,100 4.9% 111-0000-321-10-30 SB1186-Disability Access 14,000 13,623 16,000 2,000 14.3% BUSINESS LICENSE TOTAL 1,899,000 1,537,945 1,910,100 11,100 0.6% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 21 Revised as of May 30, 2025 (DRAFT) General Fund Revenues

GENERAL FUND CONTINUED
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

OTHER GOVERNMENTAL REVENUE
111-0000-335-20-10 STC Training for Corrections 2,200 4,611 3,000 800 36.4% 111-0000-335-20-15 Mental Health Trng Grant - - - - 0.0% 111-0000-335-20-20 Standard Training 26,000 15,972 26,000 - 0.0% 111-0000-335-50-05 Settlement Revenue - 117,038 20,000 20,000 0.0% 111-0000-335-55-00 Urban Forestry Grant - 278,751 - - 0.0% 111-0000-335-65-00 Dept of Transportation - 3,516,732 - - 0.0% OTHER GOVERNMENTAL REVENUE TOTAL 28,200 3,933,105 49,000 20,800 73.8%

CHARGES FOR SERVICES
111-0000-342-10-30 Special Police Services 95,000 68,413 100,000 5,000 5.3% 111-0000-342-10-35 CCW Permit 3,000 3,726 3,000 - 0.0%
111-0000-342-10-40 Vehicle Impound Release 105,000 109,028 100,000 (5,000) -4.8% 111-0000-342-10-45 Towing Admin Fees 60,000 75,404 65,000 5,000 8.3% 111-0000-342-10-55 Booking Fee City of Vernon 68,000 43,091 60,000 (8,000) -11.8% 111-0000-342-30-10 Meter Parking 600,000 120,091 300,000 (300,000) -50.0% 111-0000-344-20-20 Residential Trash - 184 - - 0.0%
111-0000-345-10-70 IC Inspection 1,300 594 1,000 (300) -23.1% 111-0000-346-10-00 Animal Various Services 1,000 1,263 1,500 500 50.0% 111-0000-362-40-10 Parking Pilot Program 16,000 1,880 8,000 (8,000) -50.0% 111-0000-395-10-00 Reimbursements 25,000 62,124 30,000 5,000 20.0% 111-0000-395-10-05 Damage to City Property 50,000 25,199 50,000 - 0.0% 111-0000-395-10-15 Grants - 259,861 - - 0.0%
111-0000-395-30-00 State Mandated Costs 40,000 4,730 40,000 - 0.0% 111-0000-395-30-05 Dept of Corrections - 13,738 - - 0.0% CHARGES FOR SERVICES TOTAL 1,064,300 789,326 758,500 (305,800) -28.7%

PARKS AND RECREATION FEES
111-0000-347-20-00 Sports Youth 11,500 19,905 15,000 3,500 30.4% 111-0000-347-20-05 Splash Pad Fees 4,000 2,662 - (4,000) -100.0% 111-0000-347-25-00 Sports Adult 7,800 6,320 8,000 200 2.6% 111-0000-347-30-00 Personnel Fees 200 228 1,000 800 400.0% 111-0000-347-40-00 Pre-School - 4,025 1,000 1,000 0.0%
111-0000-347-50-00 Special Interest 43,000 47,808 40,000 (3,000) -7.0% 111-0000-347-70-00 Facility Fees 125,000 87,545 100,000 (25,000) -20.0% 111-0000-347-70-05 Passes 13,000 11,086 10,000 (3,000) -23.1% 111-0000-347-90-00 Misc Revenue 3,000 3,688 3,000 - 0.0% PARKS AND RECREATION FEES TOTAL 207,500 183,266 178,000 (29,500) -14.2%

FINES AND FORFEITURES
111-0000-351-10-10 Citations 2,330,000 1,766,466 2,300,000 (30,000) -1.3% 111-0000-351-10-30 Local Municipal Court 7,000 3,843 5,000 (2,000) -28.6% 111-0000-351-30-00 Vehicle Code Fines 26,000 40,540 30,000 4,000 15.4% 111-0000-380-05-00 Claims and Judgements 25,000 33,321 10,000 (15,000) -60.0% FINES AND FORFEITURES TOTAL 2,388,000 1,844,170 2,345,000 (43,000) -1.8% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 22 Revised as of May 30, 2025 (DRAFT) General Fund Revenues

GENERAL FUND CONTINUED
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

MISCELLANEOUS REVENUE
111-0000-395-10-10 Employee Benefit Share 200 278 - (200) -100.0% 111-0000-399-77-05 Special Events 19,000 33,237 15,000 (4,000) -21.1% 111-0000-399-90-30 Cash Short/Over - (17) - - 0.0%
111-0000-399-90-90 Miscellaneous Income 67,000 100,961 70,000 3,000 4.5% 111-0000-399-90-92 NSF Fees - 350 - - 0.0%
111-0000-399-90-91 Miscellaneous Income - 5,000 - - 0.0% MISCELLANEOUS REVENUE TOTAL 86,200 134,809 85,000 (1,200) -1.4%

INVESTMENT AND RENTAL INCOME
111-0000-361-10-00 Interest Income 2,200,000 767,976 2,000,000 (200,000) -9.1% 111-0000-362-10-00 Rents & Concessions 15,000 11,231 15,000 - 0.0% 111-0000-362-20-10 Lease Payment 148,000 269,688 175,000 27,000 18.2% 111-0000-362-20-15 Metro Transit Lease 30,000 31,963 30,000 - 0.0% INVESTMENT AND RENTAL INCOME TOTAL 2,393,000 1,080,858 2,220,000 (173,000) -7.2%

TRANSFERS IN
111-0000-391-10-00 Transfer from Fund 219 1,424,400 - - (1,424,400) -100.0% 111-0000-391-10-00 Transfer from Fund 220 738,300 - - (738,300) -100.0% 111-0000-391-10-00 Transfer from Fund 222 473,400 - - (473,400) -100.0% 111-0000-391-10-00 Transfer from Fund 229 450,000 - - (450,000) -100.0% 111-0000-391-82-99 Transfer from Fund 283 100,000 - - (100,000) -100.0% TRANSFERS IN TOTAL 3,186,100 - - (3,186,100) -100.0%

FRANCHISE FEE
111-0000-318-10-00 Franchise Fee 1,559,500 1,363,765 1,500,000 (59,500) -3.8% FRANCHISE FEE TOTAL 1,559,500 1,363,765 1,500,000 (59,500) -3.8%

TRANSIENT OCCUPANCY TAX
111-0000-318-30-00 Transient Occupancy Tax 124,200 88,050 126,000 1,800 1.4% TRANSIENT OCCUPANCY TAX TOTAL 124,200 88,050 126,000 1,800 1.4% GENERAL FUND TOTAL 46,730,900 34,468,554 42,912,900 (3,818,000) -8.2% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 23 Revised as of May 30, 2025 (DRAFT) General Fund Revenues
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 24 Revised as of May 30, 2025 (DRAFT) Special Fund Revenues
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

SPECIAL REVENUE FUNDS

AMERICAN RESCUE PLAN ACT
113-0000-331-55-00 American Rescue Plan 7,600,000 - 9,200,000 1,600,000 21.1% ARPA TOTAL 7,600,000 - 9,200,000 1,600,000 21.1%

SPECIAL EVENTS CONTRIBUTIONS
114-0000-364-10-00 Special Event 33,480 33,325 33,480 - 0.0% 114-0000-361-10-00 Interest Income 100 5,734 - (100) -100.0% SPECIAL EVENTS CONTRIBUTIONS TOTAL 33,580 39,059 33,480 (100) -0.3%

SPECIAL REVENUE DNA ID
120-0000-355-20-05 County of L.A. 2,700 3,030 3,000 300 11.1% 120-0000-361-10-00 Interest Income 100 2,493 - (100) -100.0% SPECIAL REVENUE DNA ID TOTAL 2,800 5,523 3,000 200 7.1%

PREVENTION INTERVENTION
122-0000-361-10-00 Interest Income - 1,134 - - 0.0%
PREVENTION INTERVENTION TOTAL - 1,134 - - 0.0%

GREENWAY LINEAR PARK PROJECT
152-0000-361-10-00 Interest Income - 10,934 - - 0.0%
GREENWAY LINEAR PARK PROJECT TOTAL - 10,934 - - 0.0%

STATE GRANTS
201-0000-335-90-10 PLHA Funds - 1,012,910 - - 0.0%
201-0000-361-10-00 Interest Income - 4,384 - - 0.0%
STATE GRANTS TOTAL - 1,017,294 - - 0.0%

CROSSWALK SAFETY
202-0000-336-75-00 Crosswalk Safety 7,100 - - (7,100) -100.0% CROSSWALK SAFETY TOTAL 7,100 - - (7,100) -100.0%

FEDERAL GRANTS
203-0000-399-90-91 Cops Hiring Grant 375,000 - 375,000 - 0.0% FEDERAL GRANTS TOTAL 375,000 - 375,000 - 0.0%

CFP PACIFIC BLVD
205-0000-361-10-00 Interest Income - 3,135 - - 0.0%
CFP PACIFIC BLVD TOTAL - 3,135 - - 0.0%

CFP I PARK PAY STATION
206-0000-361-10-00 Interest Income - 1,380 - - 0.0%
CFP I PARK PAY STATION TOTAL - 1,380 - - 0.0%

CMAQ METRO RAPID
208-0000-361-10-00 Interest Income - 1,757 - - 0.0%
CMAQ METRO RAPID TOTAL - 1,757 - - 0.0%

CFP CITY STREET RESURFACE
209-0000-361-10-00 Interest Income - 1,371 - - 0.0%
CFP CITY STREET RESURFACE TOTAL - 1,371 - - 0.0%

MEASURE M
210-0000-314-50-00 Measure M 1,056,600 796,792 971,000 (85,600) -8.1% 210-0000-361-10-00 Interest Income 2,500 153,691 - (2,500) -100.0% MEASURE M TOTAL 1,059,100 950,483 971,000 (88,100) -8.3% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 25 Revised as of May 30, 2025 (DRAFT) Special Fund Revenues

SPECIAL REVENUE FUNDS CONTINUED
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

EMPLOYEES' RETIREMENT
216-0000-311-10-10 Secured 3,412,400 2,838,803 3,475,000 62,600 1.8% 216-0000-311-50-00 Home Owner Tax Relief 10,500 - 10,500 - 0.0% 216-0000-311-60-00 Residual Tax 4,433,700 5,334,545 5,500,000 1,066,300 24.0% 216-0000-319-10-00 Penalties & Interest Delq 26,100 - 15,000 (11,100) -42.5% 216-0000-361-10-00 Interest Income 17,500 481,792 - (17,500) -100.0% EMPLOYEES' RETIREMENT TOTAL 7,900,200 8,655,141 9,000,500 1,100,300 13.9%

SALES TAX- TRANSIT PROPOSITION A
219-0000-314-10-00 Prop A 1,498,600 1,144,247 1,377,000 (121,600) -8.1% 219-0000-314-30-00 MTA Bus Passes 4,600 1,827 4,000 (600) -13.0% 219-0000-340-10-00 Dial-A-Ride Services 1,200 875 1,000 (200) -16.7% 219-0000-340-30-00 Fixed Route Fares 30,800 12,914 20,000 (10,800) -35.1% 219-0000-340-40-00 National Transit Database 185,600 - 180,000 (5,600) -3.0% 219-0000-361-10-00 Interest Income 800 49,925 - (800) -100.0% 219-0000-395-41-15 Fuel Reimbursement 66,000 43,614 75,000 9,000 13.6% SALES TAX- TRANSIT PROPOSITION A TOTAL 1,787,600 1,253,401 1,657,000 (130,600) -7.3%

SALES TAX- TRANSIT PROPOSITION C
220-0000-314-20-00 Prop C 1,243,000 949,122 1,142,000 (101,000) -8.1% 220-0000-361-10-00 Interest Income 1,500 75,726 - (1,500) -100.0% SALES TAX- TRANSIT PROPOSITION C TOTAL 1,244,500 1,024,848 1,142,000 (102,500) -8.2%

STATE GASOLINE TAX
221-0000-335-40-10 Fund 2105 318,500 280,386 328,000 9,500 3.0% 221-0000-335-40-20 Fund 2106 186,700 163,620 192,000 5,300 2.8% 221-0000-335-40-30 Fund 2107 375,600 367,727 387,000 11,400 3.0% 221-0000-335-40-40 Fund 2107.5 7,900 7,500 7,500 (400) -5.1% 221-0000-335-45-00 Road and Maint Rehab SB1 1,248,500 985,998 1,310,000 61,500 4.9% 221-0000-335-50-00 National Opioid Settlement 463,500 427,699 450,000 (13,500) -2.9% 221-0000-361-10-00 Interest Income 3,500 68,539 - (3,500) -100.0% STATE GASOLINE TAX TOTAL 2,604,200 2,301,470 2,674,500 70,300 2.7%

MEASURE R
222-0000-340-65-05 Street Project 932,300 8,706,803 856,000 (76,300) -8.2% 222-0000-361-10-00 Interest Income 1,400 42,257 - (1,400) -100.0% MEASURE R TOTAL 933,700 8,749,060 856,000 (77,700) -8.3%

OFFICE OF TRAFFIC & SAFETY
224-0000-335-30-96 OTS STEP 41,500 71,912 100,000 58,500 141.0% 224-0000-351-50-00 Vehicle Impound PT0703 4,400 5,259 4,500 100 2.3% 224-0000-361-10-00 Interest Income 1,800 3,184 - (1,800) -100.0% OFFICE OF TRAFFIC & SAFETY TOTAL 47,700 80,355 104,500 56,800 119.1%

CAL COPS
225-0000-335-30-10 Supplemental Law Enforcement 171,200 194,663 200,000 28,800 16.8% 225-0000-361-10-00 Interest Income 200 17,036 - (200) -100.0% CAL COPS TOTAL 171,400 211,699 200,000 28,600 16.7%

AIR QUALITY IMPROVEMENT TRUST
226-0000-330-10-00 AB2766 58,600 70,036 60,000 1,400 2.4% 226-0000-361-10-00 Interest Income 400 4,279 - (400) -100.0% AIR QUALITY IMPROVEMENT TRUST TOTAL 59,000 74,315 60,000 1,000 1.7% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 26 Revised as of May 30, 2025 (DRAFT) Special Fund Revenues

SPECIAL REVENUE FUNDS CONTINUED
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

OFFICE OF CRIMINAL JUSTICE
227-0000-331-10-50 JAG Bureau of Justice - 64,319 - - 0.0% 227-0000-331-20-00 JAG 30,000 - 30,000 - 0.0%
227-0000-361-10-00 Interest Income - 348 - - 0.0%
OFFICE OF CRIMINAL JUSTICE TOTAL 30,000 64,667 30,000 - 0.0%

STATE DEPARTMENT OF JUSTICE FUND
228-0000-361-10-00 Interest Income - 713 - - 0.0%
STATE DEPARTMENT OF JUSTICE FUND TOTAL - 713 - - 0.0%

POLICE FORFEITURE
229-0000-352-15-05 L.A. Impact Reimbursement - - - - 0.0% 229-0000-352-20-00 Treasury Fed Asset 250,000 316,296 150,000 (100,000) -40.0% 229-0000-361-10-00 Interest Income - 29,585 - - 0.0%
POLICE FORFEITURE TOTAL 250,000 345,880 150,000 (100,000) -40.0%

HOMELAND SECURITY FUND
230-0000-335-30-70 Entitlement Revenue 95,500 75,730 50,000 (45,500) 0.0% 230-0000-361-10-00 Interest Income - 2,872 - - 0.0%
HOMELAND SECURITY FUND TOTAL 95,500 75,730 50,000 (45,500) -47.6%

ART IN PUBLIC PLACES
232-0000-318-50-00 Art In Pblc Place Assessment 13,300 - 10,000 (3,300) -24.8% 232-0000-361-10-00 Interest Income 100 3 - (100) -100.0% ART IN PUBLIC PLACES TOTAL 13,400 3 10,000 (3,400) -34.0%

BULLETPROOF VEST GRANT
233-0000-331-10-30 Bullet Proof Vest 7,500 - 7,500 - 0.0% 233-0000-361-10-00 Interest Income - 25 - - 0.0%
BULLETPROOF VEST GRANT TOTAL 7,500 - 7,500 - 0.0%

COMMUNITY DEVELOPMENT BLOCK GRANT
239-0000-331-40-10 HCDA 1,973,900 829,328 528,775 (1,445,125) -73.2% 239-0000-361-10-00 Interest Income - 11,418 - - 0.0%
239-0000-399-90-91 Miscellaneous Income - - - - 0.0%
COMMUNITY DEVELOPMENT BLOCK GRANT TOTAL 1,973,900 840,746 528,775 (1,445,125) -73.2%

HUD EZ/EC SOC SEC BLOCK
240-0000-361-10-00 Interest Income - 368 - - 0.0%
BULLETPROOF VEST GRANT TOTAL - 368 - - 0.0%

CALHOME
241-0000-334-30-00 HOME - 105,510 - - 0.0%
241-0000-334-60-20 Home Loan Payment 420,500 299 3,417,893 2,997,393 712.8% 241-0000-361-10-00 Interest Income - - - - 0.0%
CALHOME TOTAL 420,500 106,177 3,417,893 2,997,393 712.8% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 27 Revised as of May 30, 2025 (DRAFT) Special Fund Revenues

SPECIAL REVENUE FUNDS CONTINUED
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

HUD HOME PROGRAM
242-0000-331-30-00 County Grant 3,584,300 439,017 3,000,194 (584,106) -16.3% 242-0000-361-10-00 Interest Income - 47,317 - - 0.0%
HUD HOME PROGRAM TOTAL 3,584,300 486,334 3,000,194 (584,106) -16.3%

HOME ARP GRANT
254-0000-331-40-50 ARP Grant 1,772,700 - 1,772,700 - 0.0% HUD HOME PROGRAM TOTAL 1,772,700 - 1,772,700 - 0.0%

ILLEGAL DISPOSAL ABATEMENT GRANT
286-0000-361-10-00 Interest Income - 893 - - 0.0%
ILLEGAL DISPOSAL ABATEMENT GRANT TOTAL - 893 - - 0.0%

SOLID WASTE RECYCLE GRANT
287-0000-334-10-00 Beverage Container Grant 15,000 13,589 15,000 - 0.0% 287-0000-334-20-00 Used Oil Recycling Grant 8,500 7,817 8,500 - 0.0% 287-0000-361-10-00 Interest Income 100 9,128 - (100) -100.0% SOLID WASTE RECYCLE GRANT TOTAL 23,600 30,534 23,500 (100) -0.4%

PED/BIKE PATH
334-0000-334-30-00 TDA/Bike Path 54,700 - 45,000 (9,700) -17.7% 334-0000-361-10-00 Interest Income - 6,926 - - 0.0%
PED/BIKE PATH TOTAL 54,700 6,926 45,000 (9,700) -17.7%

MEASURE W
335-0000-333-30-00 Meas. W-Safe Clean Water 430,000 - 430,000 - 0.0% 335-0000-361-10-00 Interest Income - - - - 0.0%
MEASURE W TOTAL 430,000 - 430,000 - 0.0%

MEASURE A LOCAL SOLUTIONS FUND
336-0000-334-30-00 Measure A Local Solutions Fund - - 446,824 446,824 0.0% MEASURE A LOCAL SOLUTIONS TOTAL - - 446,824 446,824 0.0%

STREET LIGHT & LANDSCAPE ASSESSMENT
535-0000-311-30-30 Measure L 1,945,600 1,845,739 2,000,000 54,400 2.8% 535-0000-361-10-00 Interest Income 200 - - (200) -100.0% STREET LIGHT & LANDSCAPE ASSESSMENT TOTAL 1,945,800 1,845,739 2,000,000 54,200 2.8%

CITYWIDE CIP
787-0000-391-10-12 Transfer from 113 500,000 (938,465) - (500,000) -100.0% CITYWIDE CIP TOTAL 500,000 (938,465) - (500,000) -100.0% SPECIAL REVENUE FUNDS GROUP TOTAL 34,927,780 27,251,134 38,189,366 3,261,586 9.3% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 28 Revised as of May 30, 2025 (DRAFT) Special Fund Revenues
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 29 Revised as of May 30, 2025 (DRAFT) Enterprise Fund Revenues

ENTERPRISE FUNDS
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

RENT STABILIZATION ORDINANCE
280-0000-345-50-00 Rent Stabilization Ordinance - - 750,000 750,000 0.0% RENT STABILIZATION ORDINANCE TOTAL - - 750,000 750,000 0.0%

BROADBAND
281-0000-345-50-00 Broadband Grant - - - - 0.0%
BROADBAND TOTAL - - - - 0.0%

SEWER MAINTENANCE
283-0000-344-30-00 Sewer Maintenance 266,300 192,570 270,000 3,700 1.4% 283-0000-361-10-00 Interest Income 1,300 28,775 - (1,300) -100.0% SEWER MAINTENANCE TOTAL 267,600 221,345 270,000 2,400 0.9%

SOLID WASTE MANAGEMENT
285-0000-344-20-10 AB 939 Fees 192,800 119,534 200,000 7,200 3.7% 285-0000-344-20-30 Solid Waste Admin Reimb - 8 - - 0.0% 285-0000-361-10-00 Interest Income 1,400 52,124 - (1,400) -100.0% SOLID WASTE MANAGEMENT TOTAL 194,200 171,666 200,000 5,800 3.0% WATER
681-0000-322-55-05 Dispensary Fee 29,300 200,490 30,000 700 2.4% 681-0000-345-10-10 Water 4,065,000 3,517,039 5,300,000 1,235,000 30.4% 681-0000-345-10-20 Meter Services - (3,418) - - 0.0%
681-0000-345-10-40 Delinquent Charges 34,000 30,305 30,000 (4,000) -11.8% 681-0000-361-10-00 Interest Income 10,000 10,114 - (10,000) -100.0% 681-0000-399-10-10 Reimbursements 29,000 125,818 15,000 (14,000) -48.3% 681-0000-399-10-20 Stand By Charges 23,000 18,913 21,000 (2,000) -8.7% WATER TOTAL 4,190,300 3,899,261 5,396,000 1,205,700 28.8% ENTERPRISE FUNDS GROUP TOTAL 4,652,100 4,292,271 6,616,000 1,963,900 42.2% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 30 Revised as of May 30, 2025 (DRAFT) Enterprise Fund Revenues
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 31 Revised as of May 30, 2025 (DRAFT) Internal Service Fund Revenues

INTERNAL SERVICE FUNDS
FY 2025
Adopted
FY 2025 YTD
5/21/25
FY 2026
Proposed
Difference $
(FY 26 - FY 25)
% Change
FY 26 Budget /
FY 25 Budget

OTHER POST-EMPLOYMENT BENEFITS
217-0000-361-10-00 Interest Income 100 76,069 - (100) -100.0% 217-0000-391-10-05 Pension Tax 2,100 - 2,100 - 0.0%
217-0000-391-10-10 General Fund 1,513,400 - 1,513,400 - 0.0% 217-0000-391-20-10 Water 37,800 - 37,800 - 0.0%
217-0000-391-20-20 Sewer 2,200 - 2,200 - 0.0%
217-0000-391-20-30 Solid Waste 1,000 - 1,000 - 0.0%
217-0000-391-40-10 Prop C Sales Tax 17,200 - 17,200 - 0.0% 217-0000-391-40-20 Prop A Sales Tax 5,500 - 5,500 - 0.0% 217-0000-391-40-22 Measure R 3,000 - 3,000 - 0.0%
217-0000-391-40-30 Gas Tax 33,000 - 33,000 - 0.0%
217-0000-391-65-40 Street Light Assessment 7,900 - 7,900 - 0.0% 217-0000-391-81-20 Successor Agency 4,100 - 4,100 - 0.0% 217-0000-395-10-00 Reimbursements - 332 - - 0.0%
OTHER POST-EMPLOYMENT BENEFITS TOTAL 1,627,300 76,401 1,627,200 (100) 0.0%

FLEET MAINTENANCE
741-0000-391-10-10 General Fund 812,500 - 812,500 - 0.0% 741-0000-361-10-00 Interest Income 100 111 - (100) -100.0% FLEET MAINTENANCE TOTAL 812,600 111 812,500 (100) 0.0%

INFORMATION TECHNOLOGY TOTAL
742-0000-391-10-10 General Fund - - 2,498,379 2,498,379 0.0% INFORMATION TECHNOLOGY TOTAL - - 2,498,379 2,498,379 0.0%

RISK MANAGEMENT
745-0000-361-10-00 Interest Income 1,100 58,169 - (1,100) -100.0% 745-0000-391-10-05 Pension Tax 12,100 - 12,100 - 0.0%
745-0000-391-10-10 General Fund 3,432,100 - 3,432,100 - 0.0% 745-0000-391-20-10 Water 398,200 - 398,200 - 0.0%
745-0000-391-20-20 Sewer 30,400 - 30,400 - 0.0%
745-0000-391-20-30 Solid Waste 3,500 - 3,500 - 0.0%
745-0000-391-40-10 Prop C Sales Tax 16,600 - 16,600 - 0.0% 745-0000-391-40-20 Prop A Sales Tax 2,900 - 2,900 - 0.0% 745-0000-391-40-22 Measure R 1,500 - 1,500 - 0.0%
745-0000-391-40-30 Gas Tax 17,000 - 17,000 - 0.0%
745-0000-391-65-40 Street Light Assessment 4,100 - 4,100 - 0.0% 745-0000-391-81-20 Successor Agency 2,200 - 2,200 - 0.0% 745-0000-395-10-00 Reimbursements 200 11,289 10,000 9,800 4900.0% 745-0000-399-90-91 Income - 52 - - 0.0%
RISK MANAGEMENT TOTAL 3,921,900 69,510 3,930,600 8,700 0.2%

EMPLOYEE BENEFIT SHARE
746-0000-361-10-00 Interest Income - 998 - - 0.0%
EMPLOYEE BENEFIT TOTAL - 998 - - 0.0%
INTERNAL SERVICE FUNDS GROUP TOTAL 6,361,800 147,020 8,868,679 2,506,879 39.4% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 32 Revised as of May 30, 2025 (DRAFT) Internal Service Fund Revenues
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 33 Revised as of May 30, 2025 (DRAFT) Fiduciary Fund Revenues

FIDUCIARY FUNDS

SUCCESSOR AGENCY
275-0000-312-50-05 RPTTF ALLOCATION 1,256,100 350,601 1,273,250 17,150 1.4% 275-0000-361-10-00 Interest Income - 26,161 - - 0.0%
SUCCESSOR AGENCY TOTAL 1,256,100 376,762 1,273,250 17,150 1.4%

PUBLIC FINANCING AUTHORITY
475-0000-361-10-00 Interest Income 3,000 192,490 - (3,000) -100.0% PUBLIC FINANCING AUTHORITY TOTAL 3,000 192,490 - (3,000) -100.0% FIDUCIARY FUNDS GROUP TOTAL 1,259,100 569,251 1,273,250 14,150 1.1% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 34 Revised as of May 30, 2025 (DRAFT) Fiduciary Fund Revenues
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 35 Revised as of May 30, 2025 (DRAFT) Expenditures
FY 2025 FY 2026 FY 2026 $ Difference % Difference
Expenditures Adopted YTD 5/21/25 Actuals Proposed FY 2026 - FY 2025 FY 2026 - FY 2025 General Fund $ 46,101,585 $ 31,902,249 $ 42,912,047 $ (3,189,538) -7% Special Funds 28,052,829 14,825,974 28,355,313 $ 302,484 1% Internal Service Funds 4,768,442 2,619,977 11,338,829 $ 6,570,387 138% Enterprise Funds 9,429,155 3,537,578 7,263,590 $ (2,165,565) -23% Fiduciary Funds 1,257,400 1,078,526 582,726 $ (674,674) -54% Total $ 89,609,411 $ 53,964,305 $ 90,452,505 $ 843,094 1% FY 2025 Adopted Expenditure Budget: $89,609,411
FY 2026 Proposed Expenditure Budget: $90,452,505

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 36 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 37 Revised as of May 30, 2025 (DRAFT) City Council Overview

Mission Statement Departmental Oversight
Dedicated to improving the quality of life for the
residents of our community, in an environment of
excellence, with financial integrity, and with
mindfulness about the impact on our taxpayers.

• City Attorney
• City Manager
• Boards & Commissions

Responsibilities
The Council makes policy determinations, approves agreements & contracts, adopts ordinances, resolutions (local laws) & regulations, and authorizes all expenditures of City funds. In addition, the City Council reviews and adopts the annual City Budget.

Major Accomplishments 2024-2025
❖ Led efforts to provide the same level of municipal services to residents through the year. ❖ Enacted the Rent Stabilization Ordinance
❖ Enacted Citywide Wi-Fi program for residents of Huntington Park ❖ Hosted regular food drives for residents
❖ Hosted regular community clean-up events through various parts of the City ❖ Hosted several spay and neuter events
❖ Successfully kept the community informed and updated with announcements sent weekly to residents ❖ Successfully brought the annual Earth Day Celebration / bulky items / community clean up event ❖ Successfully brought the Annual Art Walk for the community and residents ❖ Worked with City Staff and Commission to host and continue with the Annual LGBTQ resource event ❖ Successfully brought the annual Veterans Resource Fair ❖ Successfully brought the “Haunt”ington Park Halloween event in the community ❖ Successfully brought the Annual Huntington Park Holiday Parade ❖ Successfully brought the Rent Stabilization informational and assistance workshops Expected outcome for 2025-2026
❖ Increase affordable housing opportunities and provide improved living conditions for low-income residents and the homeless population.
❖ Invest in the renovation and expansion of existing parks and recreational facilities. ❖ Revitalize Pacific Blvd to boost economic activity and community engagement. ❖ Build a sense of pride and belonging among residents, encouraging active participation and engagement in community activities.
❖ Enhance infrastructure reliability to reduce maintenance costs and better support future economic developments.
❖ Create a long-term strategic plan that outlines the city's vision, goals, and actionable steps for growth and development.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 38 Revised as of May 30, 2025 (DRAFT) City Council Overview
❖ Strengthen governance structures to ensure they work effectively for all stakeholders, promoting transparency, accountability, and collaboration.
❖ Equip city staff and residents with the skills and opportunities needed for job success and career advancement. ❖ Leverage modern technology to improve city services and operations. ❖ Conduct regular reviews of vendor contracts, assess performance metrics, and renegotiate terms to optimize service delivery and cost-effectiveness.
❖ Continue to provide exceptional municipal services to the residents of the City of Huntington Park while enjoying a balance budget
❖ Continue to implement safety measures at City Hall and other city facilities that will serve to create a welcoming and secure atmosphere for employees and guests alike
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 39 Revised as of May 30, 2025 (DRAFT) City Council Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 40 Revised as of May 30, 2025 (DRAFT) City Council
Council Development – This budget allocation supports City Council members in attending conferences and training opportunities that promote their ongoing professional development. It covers associated expenses, including travel, perdiem, and registration fees, enabling Councilmembers to stay informed on best practices, legislative updates, and emerging issues relevant to municipal governance.

Council Stipend – Councilmembers receive a stipend instead of a full salary because their role is considered civic service, not a full-time job. The stipend is to compensate for time and expenses related to meetings and official duties without creating a full employment relationship or high personnel cost for the city. This supports the idea of public service being a contribution to the community rather than a career.

Community Outreach – These discretionary expenses are allocated to the Mayor and City Councilmembers for the purchase of promotional items such as tote bags, pens, cups, and notebooks that are distributed at community events to enhance public engagement and visibility. This budget is for the City Council’s personal office supplies used at their office space in City Hall.

Operational Materials & Supplies – This includes City Council meeting expenses, such as meals for all council members and department heads (as meetings are held on Monday nights), proclamations presented to community members, and certificates awarded for recognition. This also cover the material and supplies that support staff need Personnel Services – This budget line covers the salaries & benefits of staff members who provide essential administrative and operational support to the Mayor and City Council, enabling them to effectively carry out their official duties and serve the community.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 41 Revised as of May 30, 2025 (DRAFT) City Council
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 73,117 135,550 136,400 63,283 86.6% Stipend 129,809 28,325 129,900 91 0.1%
Additional Pay 2,700 2,129 2,700 - 0.0%
Allowances 720 90 - (720) -100.0%
Sick Leave Buy Back 1,450 1,608 1,500 50 3.4%
PARS/PERS Retirement 42,060 30,158 31,300 (10,760) -25.6% CalPERS Unfunded Liability 72,930 52,343 98,500 25,570 35.1% Fringe Benefits 121,750 96,755 55,900 (65,850) -54.1%
Medicare 3,000 2,442 2,000 (1,000) -33.3%
Salary & Benefits Total 447,536 349,401 458,200 10,664 3.1% Maintenance & Operations
Community Outreach/Materials 39,500 9,924 38,500 (1,000) -2.5% Council Meeting Expenses 15,000 11,186 15,000 - 0.0%
Material and Supplies 10,000 3,081 10,500 500 5.0%
Membership and Dues 1,000 - - (1,000) -100.0%
Professional Development 50,000 5,689 50,000 - 0.0%
Telephone & Wireless 8,500 - - (8,500) -100.0%
Maintenance & Operations Total 124,000 29,880 114,000 (10,000) -8.1% Internal Service Charges
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total - - 133,950 133,950 0.0% Total Expenditures/Expenses 571,536 379,281 706,150 134,614 23.6%

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 498,606 326,938 607,650 109,044 21.9% 216- Employees Retirement 72,930 52,343 98,500 25,570 35.1% 571,536 379,281 706,150 134,614 23.6%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 42 Revised as of May 30, 2025 (DRAFT) City Council
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 43 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 44 Revised as of May 30, 2025 (DRAFT) City Manager Overview

Mission Statement Departmental Oversight
To provide professional, responsive, and effective
public administration that enhances the quality of life for all residents of Huntington Park. The City Manager
leads the implementation of City Council policies and
directives by guiding department managers and staff
in the delivery of high-quality municipal services that are efficient, accountable, and community focused.

• City Clerk
• Communications and Community Relations
• Community Development
• Finance
• Human Resources
• Parks & Recreation
• Police
• Public Works

Responsibilities
The City Manager oversees the day-to-day operations of all City departments, ensuring effective coordination and delivery of municipal services. As the chief administrative officer, the City Manager upholds and promotes high ethical standards and organizational values, providing strategic guidance and expert advice to the City Council on matters affecting City operations and policy. The City Manager serves as a key representative of the City, engaging with the media and the public to address community concerns and communicate City initiatives. Additionally, the City Manager identifies opportunities to improve operational efficiency, ensuring services are consistently delivered with responsiveness, accountability, and excellence.

Major Accomplishments 2024-25
❖ Advanced infrastructure improvements at City Hall and various public facilities. ❖ Successfully recruited key executive and department leadership positions. ❖ Launched and implemented a comprehensive Rental Stabilization Program. ❖ Secured passage of a Citywide Lobbying Ordinance to enhance transparency and public trust. ❖ Reinforced the Council-Manager form of government through organizational alignment and administrative clarity.
❖ Held the first Council-Manager Retreat in over a decade, reestablishing strategic dialogue and long-term planning.
❖ Expanded Community Engagement and Transparency through new public outreach tools, multilingual communications, or participatory budgeting efforts.
❖ Balanced and Adopted a Fiscally Responsible Budget aligned with strategic priorities and long-term sustainability.
❖ Secured new grant funding to support homelessness prevention, outreach, and housing initiatives.

Expected Outcomes 2025-26
❖ Continue infrastructure enhancement initiatives at City Hall and other municipal buildings. ❖ Complete the implementation of the Tyler Munis - Enterprise Resource Planning (ERP) system across all City departments.
❖ Deliver the Broadband Infrastructure Project to improve digital connectivity citywide. ❖ Develop and Implement a Downtown Revitalization Plan centered on Pacific Boulevard, supporting small businesses, pedestrian-friendly design, and long-term economic growth. ❖ Develop and implement comprehensive administrative policies and procedures to strengthen internal operations.
❖ Launch a citywide residential parking permit program to improve parking management and neighborhood access.
❖ Launch a Strategic Planning Process to define long-term goals and performance metrics for all departments.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 45 Revised as of May 30, 2025 (DRAFT) City Manager Overview
❖ Conduct a Comprehensive Organizational Assessment to ensure alignment of staffing, structure, and service delivery.
❖ Implement a Digital Service Initiative to modernize resident access to city services and improve online service delivery.
❖ Expand Affordable Housing Opportunities in coordination with regional and state programs.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 46 Revised as of May 30, 2025 (DRAFT) City Manager Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 47 Revised as of May 30, 2025 (DRAFT) City Manager
Contract Services – The City Manager oversees the annual cost for the City’s website. This budget also accounts for unforeseen but necessary contractual services that may arise during the fiscal year and are not included in this original budget.

Operational Materials & Supplies – This covers the costs for traditional office supplies. This also includes the costs for the City’s different memberships e.g. Gateway Council of Governments, the League of CA Cities, the CA Contract Cities Association etc.

These memberships provide access to pooled resources, shared services (e.g., grant writing, planning staff), and costsharing opportunities that save money and increase efficiency. These organizations advocate on behalf of member cities at the state and federal levels, giving municipalities a stronger, collective voice in policy-making and funding decisions.

These groups often provide professional development, technical assistance, and a platform for cities to exchange ideas, policies, and innovations.

Personnel Services – This includes the salaries & benefits for the City Manager, the Assistant City Manager, Executive Assistant, and Management Analyst.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 48 Revised as of May 30, 2025 (DRAFT) City Manager
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 582,662 314,889 803,500 220,838 37.9% Salaries Temporary/Part Time - 11,801 - - 0.0%
Additional Pay 5,400 6,387 8,000 2,600 48.1%
Allowances 6,500 4,875 6,500 - 0.0%
Holiday Pay 140 - - (140) -100.0%
Sick Leave Buy Back 5,550 4,924 5,500 (50) -0.9%
Payout 7,820 - 5,000 (2,820) -36.1%
Overtime - - - - 0.0%
PARS/PERS Retirement 18,860 20,155 66,700 47,840 253.7% CalPERS Unfunded Liability 128,640 40,385 100,500 (28,140) -21.9% Fringe Benefits 53,510 42,372 139,100 85,590 160.0%
Medicare 9,800 5,290 10,100 300 3.1%
City Paid Deferred Compensation 22,920 19,323 24,900 1,980 8.6% Salary & Benefits Total 841,802 470,402 1,169,800 327,998 39.0% Maintenance & Operations
Equipment Lease - - - - 0.0%
Community Services 5,000 5,000 10,000 5,000 100.0%
Legal Services 700,000 382,212 - (700,000) -100.0%
Holiday Parade 11,600 11,708 17,000 5,400 46.6%
Material and Supplies 5,200 4,512 7,500 2,300 44.2%
Membership and Dues 74,700 74,237 25,000 (49,700) -66.5% Professional Development 7,000 8,326 15,500 8,500 121.4% Professional/Contractual Services 194,000 78,185 280,000 86,000 44.3% Public Events 6,500 4,388 - (6,500) -100.0%
Maintenance & Operations Total 1,004,000 568,568 355,000 (649,000) -64.6% Internal Service Charges
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total - - 133,950 133,950 0.0% Capital Outlay
Equipment 15,000 - - (15,000) -100.0%
Capital Outlay Total 15,000 - - (15,000) -100.0%
Total Expenditures/Expenses 1,860,802 1,038,971 1,658,750 (202,052) -10.9%

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General fund 1,732,162 998,586 1,558,250 (173,912) -10.0% 216- Employees Retirement 128,640 40,385 100,500 (28,140) -21.9% 1,860,802 1,038,971 1,658,750 (202,052) -10.9%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 49 Revised as of May 30, 2025 (DRAFT) City Manager
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 50 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 51 Revised as of May 30, 2025 (DRAFT) City Clerk Overview

Mission Statement Responsibilities
To oversee and administer democratic processes such
as elections, access to city records, and all legislative actions for residents of Huntington Park, ensuring
transparency to the public.

• Elections Official
• Local Legislation Auditor
• Municipal Officer
• Political Reform Filing Officer
• Records & Archives
• Public Inquiries & Relationships

Department Responsibilities
The City Clerk is the local official who administers democratic processes such as elections, access to city records, and all legislative actions ensuring transparency to the public. The City Clerk acts as a compliance officer for federal, state, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk manages public inquiries and relationships and arranges ceremonial and official functions.

Accomplishments in FY 2024-25
❖ Continued close coordination with all departments related to agenda management and timely submission of Staff-Reports
❖ Coordinate with executive team in preparation for the 2024 Presidential election cycle ❖ Hiring of Deputy City Clerk
❖ Facilitated the upgrade of the city council chambers audio system ❖ Recovered thousands of dollars in city property damage through the subrogation process Goals and Objective in FY 2023-24
❖ Update records retention schedule and coordinate document purging event ❖ Completion of Risk Management Certification process
❖ Coordinate with Information Technology staff to execute audio visual improvements in the City Council Chambers
❖ Restart the Passport program
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 52 Revised as of May 30, 2025 (DRAFT) City Clerk Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 53 Revised as of May 30, 2025 (DRAFT) City Clerk
Municipal Election – These are costs associated with municipal elections that occur each election cycle.

Contract Services – The City Clerk is responsible for overseeing both the interpreter and the media technician who support each City Council meeting. The interpreter ensures language accessibility by providing real-time interpretation services to residents and attendees who require assistance, thereby promoting inclusive civic engagement and ensuring all participants can fully understand and follow the proceedings. The media technician is tasked with managing the audiovisual systems, including microphones and projectors, to ensure seamless communication and clear presentation of all agenda items for both the Council and the public.

Operational Materials & Supplies – This covers the costs for traditional office supplies.

Personnel Services – This includes the salaries & benefits for the City Clerk, the Deputy City Clerk, and an Administrative Specialist.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 54 Revised as of May 30, 2025 (DRAFT) City Clerk
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 246,641 176,856 239,100 (7,541) -3.1% Additional Pay 2,700 2,129 2,700 - 0.0%
Overtime 10,000 899 3,000 (7,000) -70.0%
Payout 2,300 - 2,500 200 8.7%
Sick Leave Buy Back 1,230 1,284 1,600 370 30.1%
PARS/PERS Retirement 16,650 14,641 19,800 3,150 18.9%
CalPERS Unfunded Liability 42,030 13,351 42,600 570 1.4% Fringe Benefits 29,530 26,126 35,600 6,070 20.6%
Medicare 3,700 2,857 3,500 (200) -5.4%
Salary & Benefits Total 354,781 238,143 350,400 (4,381) -1.8% Maintenance & Operations
Advertising & Publication 7,000 4,573 7,000 - 0.0%
Material and Supplies 1,000 477 1,600 600 60.0%
Membership and Dues 1,000 275 1,000 - 0.0%
Municipal Election 15,000 123,807 175,000 160,000 1066.7% Professional Development 8,000 945 2,000 (6,000) -75.0% Professional/Contractual Services 43,000 42,920 67,000 24,000 55.8% Maintenance & Operations Total 75,000 172,996 253,600 178,600 238.1% Internal Service Charges
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total - - 133,950 133,950 0.0% Total Expenditures/Expenses 429,781 411,139 737,950 308,169 71.7%

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 387,751 397,789 695,350 307,599 79.3% 216- Employees Retirement 42,030 13,351 42,600 570 1.4% 429,781 411,139 737,950 308,169 71.7%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 55 Revised as of May 30, 2025 (DRAFT) City Clerk
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 56 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 57 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations Overview
Mission Statement Departmental Oversight
To inform the public in a timely and concise manner
about city issues, programs, meetings, and services to
enhance their awareness, understanding, interest,
involvement, and provide innovative and creative
communications solutions to promote the City’s
initiatives, and overall mission.

• Monthly Electronic Newsletter
• Quarterly Printed Magazine
• City’s Facebook Social Media page
• City’s Instagram Social Media page
• City’s Twitter/X Social Media page
• Supervise Media Consulting Program
• Art Walk Annual Festival
• State of the City Program
• Spay and Neuter Program
• Marketing Campaign Programs
• Planning and Implementation of Special
Programs and Activities Designed by the
Administration and City Council
Responsibilities
Communications advances the City’s strategic vision to help position the City as a thriving, healthy, smart, and innovative community. Our goal is to create an internal public relations agency that serves each of the City’s businesses through media strategy and response, marketing, graphic design, print production, social media, web management, and video production. The Department also provides support to Council and other departments with the planning, and implementation of activities and programs.

Major Accomplishments 2024-2025
❖ Successfully coordinated the Third Annual Art Walk Festival ❖ Successfully coordinated, in conjunction with the Mexican American Opportunity Foundation, the second GET UP! GET MOVING! Health Fair
❖ Provide technical support to create an on-line registration form for the Long-Term Care and In-Home Supportive Services Stipend Program
❖ Successfully published the monthly Electronic Newsletter ❖ Provided support to coordinate Food Distributions
❖ Provided support for the bi-monthly non-profit roundtable meetings ❖ Coordinated, in conjunction with City’s departments, City Council, and the Office of Speaker Rendon, the distribution of turkeys and Thanksgiving dinner groceries to the residents of the City ❖ Provided support to City’s departments to promote the following Events: PD National Night Out, Community Clean-Up, National Coffee with a Cop, ‘Haunt’ington Park Halloween 2024, Veterans Day ❖ Provided support to organize a Fair Housing Workshop for the residents ❖ Coordinated and provided support to the committees that successfully organized the 73rd Annual Huntington Park Holiday Parade 2024
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 58 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations Overview

Expected Outcomes 2025-2026
❖ Provide support to all City’s Departments with the promotion and advertising of their special events and activities
❖ Run a pro-active, educational, inventive, and creative advertising and public relations program that includes:
❖ Publicizing and advertising the City of Huntington Park’s resources, initiatives, programs, and services ❖ Support city programs and services via marketing and communications ❖ Increase community involvement and collaboration
❖ Promote and coordinate special events
❖ Develop programs for the web, social, and digital media Communications and Community Relations Department Future Goals ❖ Provide support to all City’s departments with the promotion and advertising of their special events and activities
❖ Run a pro-active, educational, inventive, and creative advertising and public relations program ❖ Provide a legislative report after every City Council meeting ❖ Create a printed quarterly magazine/brochure
❖ Create and send to residents a monthly electronic newsletter ❖ Launch a campaign to promote/create City branding and City identities ❖ Design logos or slogans that could be used to create – coffee mugs, reusable shopping bags, hats, hoodies, shirts for community engagement
❖ Discuss the possibility to create a public not-for profit “Merch Store” ❖ Update the information included on the City’s website ❖ Launch a marketing campaign to promote the City’s programs ❖ Discuss the possibility of launching a podcast for the City ❖ Produce short videos to advertise and promote the City’s main activities ❖ Coordinate the acquisition of electronic and audiovisual equipment for conference rooms and special events ❖ Acquire equipment to promote the City’s programs
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 59 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations Organizational Chart FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 60 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations
Contract Services – The Communications & Community Relations Department plays a vital role in managing contracts that support crisis communication, public information initiatives, and the production of a quarterly magazine designed to engage and inform the community.

Operational Materials & Supplies – This allocation covers expenses for office supplies and photo/video equipment necessary to document and promote the City’s annual events.

Personnel Services – This includes the salaries & benefits for the Director of Communications & Community Relations and the Administrative Specialist.

Public Events – This funding supports a variety of public events such as Earth Day, the State of the City, and the Art Walk on Pacific that foster community engagement, celebrate local culture, and promote civic pride.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 61 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 198,614 155,263 203,500 4,886 2.5% Additional Pay 2,700 2,129 2,700 - 0.0%
Allowances - 570 720 720 0.0%
Overtime 5,000 1,259 2,500 (2,500) -50.0%
Sick Leave Buy Back 4,400 4,504 4,500 100 2.3%
PARS/PERS Retirement 16,030 12,875 16,800 770 4.8%
CalPers Unfunded Liability 37,930 12,326 39,000 1,070 2.8% Fringe Benefits 24,570 19,576 24,500 (70) -0.3%
Medicare 3,000 2,412 3,000 - 0.0%
Salary & Benefits Total 292,244 210,915 297,220 4,976 1.7% Maintenance & Operations
Art Walk on Pacific 43,750 11,950 15,000 (28,750) -65.7% Community Outreach 30,000 208 2,000 (28,000) -93.3%
Material and Supplies 1,000 927 1,500 500 50.0%
Professional Development - - 1,500 1,500 0.0%
Professional/Contractual Services 80,000 56,850 180,000 100,000 125.0% Public Events 8,000 - - (8,000) -100.0%
Performing Arts at Parks - - - - 0.0%
State of the City - - - - 0.0%
Maintenance & Operations Total 162,750 69,935 200,000 37,250 22.9% Internal Service Charges
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total - - 133,950 133,950 0.0% Capital Outlay
Equipment 7,500 1,928 2,500 (5,000) -66.7%
Capital Outlay Total 7,500 1,928 2,500 (5,000) -66.7%
Total Expenditures/Expenses 462,494 282,777 633,670 171,176 37.0%

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 424,564 270,451 594,670 170,106 40.1% 216- Employees Retirement 37,930 12,326 39,000 1,070 2.8% 462,494 282,777 633,670 171,176 37.0%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 62 Revised as of May 30, 2025 (DRAFT) Communications & Community Relations
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 63 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 64 Revised as of May 30, 2025 (DRAFT) Community Development Overview
Planning & Building Divisions
Mission Statement Departmental Oversight
To provide comprehensive municipal services that
implements a comprehensive general plan within the
city’s corporate boundaries to the standards and
expectations set forth by the City Council. Process all project and building permits. With 3 Full-time
Planners and 1 Full-time Administrative Specialist
member in the Planning Division and 4 contractual
staff in the Building Division within the Community
Development Department to provide quality
community service and improve the quality of life in
the City of Huntington Park.
• General Plan Development
• Land Use Zoning Implementation
• Specific Plan Implementation
• Zoning Project Entitlements
• Environmental Reviews
• Planning Grants
• Pre-Construction Consultation
• Plan Check Services
• Inspection Services
• Community Event Permits
• Business License Clearance
• Customer Service
Responsibilities
Development Guidance – Provide development standard consultation with applicants, property owners, architects, consultants, and general members of the public.

Zoning Entitlements – Process development permits, conditional use permits, subdivisions, and other land use permits that require Planning Commission approval with findings and justifications.

Community Permits – Process resident and business owner permits for special events, temporary uses, fireworks, yard sales, etc.

Long Range Planning – Work with the community, city and state officials, and planning consultants to develop general plan updates and the creation of specific plans and special districts for the proper guidance and development of the city.

Planning Grants – Apply for and implement various planning and transportation grants.

Building Permits – Process and review applications and plans for construction to ensure structural stability and proper minimum/maximum design to be compliant with the zoning and building codes.

Building Inspections – Provide inspection services for the monitoring and evaluation of construction methods and requirements for safety and code compliance purposes. Identify any violations and/or corrections.

Business Zoning Clearances – Ensure that a proposed use is allowed per the underlying zone and appropriate for the property and/or unit the applicant plans to occupy.

Customer Service – Provide customer service through the public counter, emails, and phone for property, zoning, and project inquiries through research, guidance and coordination with other departments when not Planning or Building & Safety, and provide the most accurate information available in an expedited and reliable manner.

Major Accomplishments 2024-2025
❖ Approval of a new 100,000+ square-foot warehouse at 2501-2533 E. 56th Street. ❖ Approval of a new 9,333 square-foot warehouse at 5140 Pacific Boulevard. ❖ Finalizing and issuance of Certificate of Occupancy for new self-storage project at 1920 Randolph Street. ❖ Implementation of Rent Stabilization Citywide.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 65 Revised as of May 30, 2025 (DRAFT) Community Development Overview
Preliminary Goals 2025-2026
❖ Implementation of QLess system in Planning and Building and Safety to better service and track community needs and improve staff efficiency.
❖ Purchase an oversize digital scanner to file electronic plans and increase staff efficiency. ❖ Planning Department to partner with the Economic Development Department to manage a Facade Grant Program located on Pacific Boulevard.
❖ Partner with developers and property owners to address underutilized vacant properties on Pacific Boulevard to repurpose buildings for mix use retail, restaurants, and housing opportunities. ❖ Continue to implement policies and procedures to meet citywide housing needs and state requirements. ❖ Continue to increase Planning staff head count to better support community needs. ❖ Work toward implementation of an electronic plan check submittal process.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 66 Revised as of May 30, 2025 (DRAFT) Community Development Overview

GRANTS AND HOUSING DIVISION
Mission Statement Division Oversight
The Division currently has 5 grant programs to
support the residents with rental assistance, house
rehabilitation, homeownership, after-school care,
senior citizen programs, a public facility
improvement project, and aid for people
experiencing homelessness.

• CalHome Fund
• HOME Fund
• CDBG Fund
• CDBG-CV Fund
• HOME ARP Fund

Responsibilities
Our division oversees six grant programs: CDBG, CDBG-CV, HOME, HOME-ARP, CalHome, and PLHA. The grants fund the following programs in homeownership, home rehabilitation, after-school care, senior citizen activities, summer school program, affordable housing development, façade improvement, and people experiencing homelessness. We manage grant projects, research and apply for new funding, oversee consultants, and ensure compliance with federal and state regulations. Provide audit support, coordinate stakeholder collaboration, and facilitate community outreach to maximize program impact. Through efficient administration and strategic planning, we enhance housing stability, economic opportunities, and overall quality of life for residents.

Major Accomplishments 2024-2025
❖ Successful submission to HUD for the HOME and CDBG Voluntary Grant Reduction ❖ 3 Home Repair Program constructions completed.
❖ 2 First Time Home Buyer Programs applicants completed ❖ 1 Owner-Occupied Rehabilitation Program completed.
❖ Secured PLHA funding in partnership with the Planning Department Preliminary Goals 2025-2026
❖ Enhance housing stability, economic opportunities, and quality of life through transparent and responsive program administration. Ensure compliance with funding requirements for the following 6 grants and their respective programs:

1. CDBG Grant (HUD-funded)
• Fair Housing Foundation to assist 50 renters and owners with their housing rights. • Senior Program to offer activities and social engagement for 75 seniors. • After School Program to offer activities and new skill learning to 75 students. • Façade Improvement Program to improve 2 small business facades on Pacific Boulevard.

2. CDBG-CV Grant (HUD-funded)
• Hybrid Learning Program is designed to support 25 students adversely affected by the COVID-19 pandemic to bridge educational gaps and facilitate academic proficiency.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 67 Revised as of May 30, 2025 (DRAFT) Community Development Overview

3. HOME Grant (HUD-funded)
• Home Repair Program will provide monetary assistance to 3 homeowners for eligible home rehabilitation improvements.
• Affordable Development Program will provide funding for the acquisition and rehabilitation of 3 affordable housing for low – to moderate income (LMI) households.

4. HOME ARP Grant (HUD-funded)
• Funds to finance a non-congregate shelter (one-stop shop) for the 4 qualifying populations.

5. CalHome Loan Program (HCD-funded).
• The Owner-Occupied Rehabilitation Program to assist 2 residents in rehabilitating their homes. • First Time Home Buyer Program to assist 2 first-time home buyers with the down payment.

6. Permanent Local Housing Assistance (HCD-funded
• 1 Rental Housing Acquisition
• Supportive case management services for 50 residents experiencing homelessness.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 68 Revised as of May 30, 2025 (DRAFT) Community Development Overview
Code Enforcement Division
Mission Statement Departmental Oversight
The Division focuses on maintaining, improving, and
preserving property standards within the community.

The importance of enforcing regulations related to
ADU conversions, illegal units, and building code
violations is to ensure that our division is reactive to any complaints and proactive on any foreseeable
enforcement measure. With four full-time personnel,
the Department is focused on maintaining the City’s
building and property standards, enhancing public
safety, and fostering compliance through both
proactive and reactive enforcement measures.

• Building Maintenance
• Property Maintenance
• ADU Conversions
• Illegal Units
• Building Code Violations
• Proactive Enforcement
• Reactive Enforcement
• Rental Inspection Program

Responsibilities
Building Maintenance – Ensuring compliance with building and property maintenance standards of existing buildings through code regulations that provide clear and specific plans.

Property Maintenance – Establish compliance that is in the context of community development and maintenance standards to swiftly address building code violations to enhance public safety.

ADU Conversion– Ensure safe and healthy living conditions and offer a habitable living unit for single-family units and detached single-family units.

Illegal Units – Identify illegal, unwanted, non-conforming, or unpermitted units, being used as habitable space, within the community.

Building Code Violations – Require property owners to adhere to California Building/Housing Codes to create safe living conditions for the community.

Proactive Enforcement – Remain vigilant and focused on routine patrol, scheduled inspections, specific agendas, and enforcement of target areas on the edge of projecting blight conditions.

Reactive Enforcement – Responsive to community complaints and offering solutions to resolve identified issues.

Rental Inspection Program – Safeguard and preserve the housing stock of decent, safe, and sanitary dwelling units within the City.

Major Accomplishments 2024-2025
❖ Code Enforcement has continued to assist with the needs of the community, managing over 1,000 Code cases. Focused on timely compliance to close the cases. ❖ Code Enforcement is focused on residential and commercial properties that are in blight condition, to bring them into compliance.
❖ Same-day response time to address fire and safety issues from abandoned residential and commercial businesses.
❖ Several properties Due to their dilapidated nature and/or fire damage. Are going through the process of a court appointed receivership to manage the demolition or rehabilitation of the properties. ❖ Realigned Code Enforcement Officer shifts to provide coverage 7 days a week. ❖ Each Code Enforcement Officer will increase field time and case management. This will provide better customer service when working with residential and businesses owners.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 69 Revised as of May 30, 2025 (DRAFT) Community Development Overview
Expected Outcomes 2025-2026
❖ Code Enforcement plays a vital role in enhancing the health, safety, and overall well-being of the Huntington Park community. The Code Enforcement department remains committed to improving the aesthetics of the community as well as providing a resource that contributes to residents' quality of life. ❖ Increase staff to four Code Enforcement officers to better support community needs. ❖ Continue close coordination with Building & Safety to ensure that enforcement meets Building Code standards. ❖ Continue staff training to ensure all Code Officers have the latest information to be best equipped for better customer service for the community.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 70 Revised as of May 30, 2025 (DRAFT) Community Development Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 71 Revised as of May 30, 2025 (DRAFT) Community Development
Contract Services – The Community Development department oversees contracts relating to building & safety, program administration, and program monitoring.

Personnel Services – This includes the salaries & benefits for the Director of Community Development, a Project Manager, a Planning Manager, a Code Enforcement Manager, and 11 other support staff positions.

Recreation Programs – The programs are the senior program, the afterschool program, and the little library program. The senior program funds recreational activities for senior residents at the Community Center. The aftershool program provides a safe place for students to work on their studies CalHome Program – This program is administered by Community Development with the purpose of offering first time homebuyers mortgage assistance and owner-occupied rehabilitation assistance.

Community Development Block Grant (CDBG) Programs – The programs are the Hybrid Learning Program, Fair Housing Services, and the Pacific Boulevard Facade Improvement Porgram. The hybrid learning program HUD Home Program – The Home Repair Program will offer financial assistance to three homeowners, supporting them in making eligible rehabilitation improvements to their homes. The Affordable Development Program will provide funding for the acquisition and rehabilitation of three housing units, specifically designated for low- to moderate-income (LMI) households. Together, these initiatives aim to preserve and expand access to safe, quality housing within the community.

Permanent Local Housing Allocation (PLHA) Program – The PLHA program serves as a vital and ongoing funding source that empowers local governments to expand the availability of affordable housing in their communities. Through this program, the City will invest in the acquisition of one rental housing unit, specifically designated to support individuals facing housing insecurity. In addition, the City will allocate funds to provide comprehensive supportive case management services for approximately 50 residents experiencing homelessness, helping to address both their immediate needs and long-term stability. This strategic use of PLHA funds reflects the City's ongoing commitment to creating inclusive, sustainable housing solutions for its most vulnerable populations.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 72 Revised as of May 30, 2025 (DRAFT) Community Development
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 1,058,426 766,828 1,047,900 (10,526) -1.0% Salaries Temporary/Part Time 108,191 - 135,100 26,909 24.9% Stipend - 2,025 3,000 3,000 0.0%
Additional Pay 3,880 10,645 13,800 9,920 255.7%
Premium Pay 7,200 5,677 7,200 - 0.0%
Allowances - 2,700 6,000 6,000 0.0%
Overtime 12,000 1,409 3,700 (8,300) -69.2%
Vacation Payout 6,000 25,579 15,500 9,500 158.3%
Holiday Pay 760 1,167 1,000 240 31.6%
Sick Leave Buy Back 12,500 19,213 12,500 - 0.0%
PARS/PERS Retirement 111,670 89,067 113,100 1,430 1.3%
CalPERS Unfunded Liability 175,610 101,907 180,500 4,890 2.8% Uniform Allowance - 450 450 450 0.0%
Fringe Benefits 189,370 137,385 253,300 63,930 33.8%
Medicare 18,950 12,133 17,100 (1,850) -9.8%
Salary & Benefits Total 1,704,557 1,176,184 1,810,150 105,593 6.2% Maintenance & Operations
Acquisition of Rental Housing - - 810,328 810,328 0.0%
Affordable Development 2024 - - 232,782 232,782 0.0%
After School Program (Fund 239) 79,911 1,945 75,000 (4,911) -6.1% Audit Fees (Fund 239) 48,032 665 - (48,032) -100.0%
Contractual Admin Services (Fund 201) - - 50,646 50,646 0.0% Emergency Housing Asst (Fund 239) 440,000 25,536 - (440,000) -100.0% Façade Improvement Program (Fund 239) 137,568 35,823 273,776 136,208 99.0% Fair Housing Services (Fund 239) 20,000 12,791 30,000 10,000 50.0% First Time Home Buyer (Fund 239) - - - - 0.0%
First Time Home Buyer (Fund 242) 2,018,200 - 2,036,842 18,642 0.9% First Time Home Buyer (Fund 241) - - 2,192,625 2,192,625 0.0% Homeless Services Program (Fund 239) 125,000 - - (125,000) -100.0% Home Repair Program 2024 - - 116,000 116,000 0.0%
Hybrid Learning Program (Fund 239) 89,133 7,528 150,477 61,344 68.8% Legal Services - 30,400 - - 0.0%
Little Library Program 5,000 - 5,000 - 0.0%
Material and Supplies 8,250 2,473 6,375 (1,875) -22.7%
Membership and Dues - - 22,500 22,500 0.0%
Postage 5,500 5,210 - (5,500) -100.0%
Professional Development 37,000 3,310 16,500 (20,500) -55.4% Professional/Contractual Services 1,961,499 633,673 1,555,440 (406,059) -20.7% Professional/Contractual Services (Fund 239) 247,330 87,296 75,000 (172,330) -69.7% Professional/Contractual Services (Fund 241) 711,476 278,817 1,223,268 511,792 71.9% Professional/Contractual Services (Fund 242) 329,733 (3) - (329,733) -100.0% Professional/Contractual Services (Fund 254) 1,847,162 - 1,772,657 (74,505) -4.0% Rehabilitation of Rental/Ownership Housing - - 391,075 391,075 0.0% Residential Rehab - Azure (Fund 242) 261,087 196,197 - (261,087) -100.0% Residential Rehab (Fund 242) 1,386,480 315,019 1,009,466 (377,014) -27.2% Senior Program (Fund 239) 79,911 4,885 75,000 (4,911) -6.1% Supportive Care Management - - 151,937 151,937 0.0%
Rent Stabilization Operational Costs (Fund 280) - - 750,000 750,000 0.0% Software/License (Fund 280) 105,600 78,000 - (105,600) -135.4% Maintenance & Operations Total 9,943,872 1,719,565 13,022,694 3,078,822 31.0% Internal Service Charges
Internal Service Allocation - - 267,900 267,900 0.0%
Internal Service Charges Total - - 267,900 267,900 0.0% Capital Outlay
Equipment - - 9,900 9,900 0.0%
Improvements (Fund 239) 816,679 475,471 - (816,679) -100.0% Capital Outlay Total 816,679 475,471 9,900 (806,779) -169.7% Total Expenditures/Expenses 12,465,108 3,371,220 15,110,644 2,645,536 21.2% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 73 Revised as of May 30, 2025 (DRAFT) Community Development

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 2,833,753 1,724,367 3,419,965 586,212 20.7% 201- PLHA - - 1,403,986 1,403,986 0.0%
216- Employees Retirement 175,610 101,907 180,500 4,890 2.8% 239- Community Development Block Grant 2,151,607 671,706 772,553 (1,379,054) -64.1% 241- CalHome 711,476 278,817 3,415,893 2,704,417 380.1% 242- HUD Home Program 3,995,500 511,213 3,395,090 (600,410) -15.0% 254- Home ARP 1,847,162 - 1,772,657 (74,505) -4.0%
280- Rent Stablization 750,000 83,210 750,000 - 0.0%
12,465,108 3,371,220 15,110,644 2,645,536 21.2%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 74 Revised as of May 30, 2025 (DRAFT) Community Development
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 75 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 76 Revised as of May 30, 2025 (DRAFT) Human Resources Overview
Mission Statement Departmental Oversight
To attract, develop, and retain a diverse, and
productive workforce that provides exceptional
customer service to the citizens and patrons of
Huntington Park.

• Recruitment/Selection
• Employee Relations
• Benefits Administration
• Workers Compensation/Risk Management
• Classification/Compensation
Responsibilities
The Human Resources Department conducts recruitment and selection activities to attract, retain, and develop highly competent, qualified employees who are dedicated to delivering quality service to the citizens and customers of the City of Huntington Park.
❖ Provides guidance and assistance to other departments relating to personnel matters. ❖ Administers the City’s employee benefits programs which include retirement plans, health, dental, vision, life insurance, employee assistance program (EAP), and other optional benefits. ❖ Oversee and manage employee leave of absences in accordance with applicable federal, state, local laws, and regulations.
❖ Provides new employee orientations and job-related workers’ compensation/risk management training. ❖ Administers the City’s workers’ compensation program ensuring the safety and well-being of employees. ❖ Develops and maintains a timely employer/employee performance evaluation system. ❖ Provides administrative support to the Civil Service Commission and departmental employee hearings. ❖ Conducts labor relations activities including employee disciplinary actions and appeals. ❖ Conducts benchmarking research with professional consulting organizations regarding classification and wage compensation market studies for competitive salary schedules, cost of living adjustments, benefits, classifications, and other terms and conditions of the employment agreement. ❖ Maintains employee records and administers verifications of employment. ❖ Maintains the City's classification and compensation plans.

Major Accomplishments July 2024 – April 2025 (Present)
❖ Conducted 36 employee recruitments.
❖ Hired 32 new employees (14 full-time; 18 part-time, including commissioners) ❖ 43 Separations (Retirements, resignations, terminations, etc.) (14 F/T, 29 P/T, includes commissioners) ❖ Loss Run Report: Closed 15 workers’ compensation claims, 11 claims remain open. ❖ Implement NeoGov Insight recruitment system and online employment application software. ❖ Developed the mandatory Senate Bill (SB) 553 Workplace Violence Prevention Plan to enhance a safe work environment.
❖ Help formulate the Risk Management/Safety Committee to endure a reduction in all types of liability claims and develop an Emergency Evacuation Plan and Safety Program for major catastrophes: earthquakes, fire, power outages, etc.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 77 Revised as of May 30, 2025 (DRAFT) Human Resources Overview
Goals and Objectives 2025-2026
❖ Complete the mandatory AB1825 Sexual Harassment Prevention Training for both supervisory and nonsupervisory employees. ❖ Promote cost-effective recruitment strategies which will result in the attraction and selection of qualified and diverse individuals, demonstrating commitment to equality and diversity. ❖ Work with ICRMA (Independent Cities Risk Management Authority) to provide employee safety training and reduce workers’ compensation claims and liability.
❖ Support Citywide Training & Development; Succession and Leadership development planning. ❖ Retain motivated, highly productive, customer service driven employees by providing a supportive work environment, fair and competitive wages, benefits, and training & development that will encourage professional growth and opportunity.
❖ Continue to be a strategic partner with all departments through even-handed and firm application of the laws, rules, and regulations under which the City operates and the recommendation of appropriate corrective action when necessary.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 78 Revised as of May 30, 2025 (DRAFT) Human Resources Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 79 Revised as of May 30, 2025 (DRAFT) Human Resources
Contract Services – Human Resources oversees the costs associated with onboarding new employees, including pre-employment physicals, civil service exam rentals, the annual NEOGOV subscription, and comprehensive background investigations. This allocation also covers ongoing compliance measures, such as random alcohol and drug testing for current staff.

Operational Materials & Supplies – This includes expenses related to professional memberships and conferences, employee service recognition programs, city-branded promotional merchandise, departmental office supplies, materials and advertising for job fairs, and the design and printing of informational flyers.

Personnel Services – This budget line supports the salaries and benefits of the dedicated Human Resources team.

It also includes the budget for professional development such as training sessions and conferences that foster continued growth and skill enhancement.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 80 Revised as of May 30, 2025 (DRAFT) Human Resources
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 387,295 205,874 493,900 106,605 27.5% Additional Pay 5,400 4,777 7,850 2,450 45.4%
Stipend - 1,600 1,600 1,600 0.0%
Overtime 10,000 892 3,000 (7,000) -70.0%
Holiday Pay 260 - - (260) -100.0%
Payout 1,600 - 1,600 - 0.0%
Sick Leave Buy Back 1,100 2,585 1,500 400 36.4%
Replacement Benefit IRC 32,156 25,622 32,000 (156) -0.5% PARS/PERS Retirement 23,980 20,395 47,400 23,420 97.7%
CalPERS Unfunded Liability 24,260 8,039 28,100 3,840 15.8% Fringe Benefits 59,490 48,211 124,500 65,010 109.3%
Medicare 5,800 3,157 7,800 2,000 34.5%
Salary & Benefits Total 551,341 321,153 749,250 197,909 35.9% Maintenance & Operations
Advertising and Publication 2,000 - 2,000 - 0.0%
Civil Service Hearings - - 16,000 16,000 0.0%
Material and Supplies 21,500 16,135 13,500 (8,000) -37.2% Membership and Dues 800 - 1,800 1,000 125.0%
Professional Development 1,000 - 11,100 10,100 1010.0%
Professional/Contractual Services 195,298 183,788 50,000 (145,298) -74.4% Maintenance & Operations Total 220,598 199,923 94,400 (126,198) -57.2% Internal Service Charges
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total - - 133,950 133,950 0.0% Capital Outlay
Equipment - 2,920 2,000 2,000 0.0%
Capital Outlay Total - 2,920 2,000 2,000 0.0%
Total Expenditures/Expenses 771,939 523,996 979,600 207,661 26.9%

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 661,392 455,504 878,650 217,258 32.8% 216- Employees Retirement 56,416 33,661 60,100 3,684 6.5% 745- Risk Management 54,131 34,832 40,850 (13,281) -24.5% 771,939 523,996 979,600 207,661 26.9%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 81 Revised as of May 30, 2025 (DRAFT) Human Resources
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 82 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 83 Revised as of May 30, 2025 (DRAFT) Finance Overview
Mission Statement Department Oversight
Ensure financially strong and effective City
government, adhering to best practices in accounting,
auditing, budgeting, and financial reporting.

Implement financial policies and procedures
continuously reviewed and improved to maintain the
financial integrity of the City and expand the fiscal
capacity of the organization.

• Accounting, Auditing, and Reporting.
• Accounts Payable / Procurement.
• Accounts Receivable / Revenue Collection.
• Business Licensing.
• Payroll / Tax Reporting & Compliance.
• Utility Billing and Customer Service.
• Bonds & Debt Administration.
• Budget Preparation & Reports.

Department Responsibilities

The Finance Department is responsible for internal controls and oversight of the expenditures and revenues while providing financial accounting and reporting services in the most economical and fiscally responsible manner.

Through oversight of the City’s balance sheet, the Department manages assets and liabilities, and residual equity (fund balances), with periodic reporting to management and City Council.

The Department is a full-service fiscal services office with Accounts Payable, Payroll, Accounts Receivable, Procurement, Utility Billing, Business Licensing, Budget Preparation, Debt Administration, Audit, and Financial Reporting.

The Department has 15 FTE (full-time equivalent) positions, which includes a Director, Administrative Assistant, Accountants, Revenue Supervisor, Management Analyst, Administrative Analyst, Purchasing Agent, Business License Officer, Administrative Specialists, Finance Assistants, and Finance Technician.

Accomplishments in FY 2024-25
❖ Completed all monthly bank reconciliations for July 2024 through May 31, 2025. ❖ Closed the books in the Naviline financial system through June 30, 2024. ❖ Presented a Mid-Year Budget Update to City Council.
❖ Obtained a final audit report for Fiscal Year 2024.
❖ Prepare the FY 2026 Budget for adoption by June 30, 2025. ❖ Filled Business License Officer and Purchasing Agent positions. ❖ Conduct a Cost Allocation Plan
❖ Conduct a User Fee Study
❖ Implemented a new CAD and RMS system
❖ Update City’s Keyless Door System
❖ Rebuilt the City’s IT Infrastructure
❖ Earmarked projects to fully expend ARPA funds
❖ Presented the FY 2024-2025 Budget at a Community Budget Workshop Event Expected Outcomes in FY 2025-26
❖ Implement a New Master Fee Schedule
❖ Continue Staff Training
❖ Hire a Finance Manager to support the continued delivery of high-quality financial services to the residents of the City of Huntington Park
❖ Complete implementation of the Finance modules within the Tyler Munis Enterprise Resource Planning (ERP) system to better utilize modern technology to enhance city services and operational efficiency FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 84 Revised as of May 30, 2025 (DRAFT) Finance Overview
❖ Continue enhancing governance and internal control structures to ensure their effectiveness for all stakeholders, with a focus on transparency, accountability, and collaborative decision-making. ❖ Conduct regular reviews of vendor contracts, evaluate performance metrics, and renegotiate terms to enhance service delivery and achieve cost savings for the City
❖ Prepare the FY 2027 Budget for adoption by June 30, 2026 FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 85 Revised as of May 30, 2025 (DRAFT) Finance Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 86 Revised as of May 30, 2025 (DRAFT) Finance
Contract Services – The finance department is responsible for securing annual auditing services in compliance with regulatory requirements. In addition, the department oversees the City's Managed Service Provider—its contracted Information Technology (IT) services—as well as the Enterprise Resource Planning (ERP) software, which serves as the backbone of the City’s financial management and operational systems.

These services are vital to providing transparency and accountability due to the ERP system creating auditable trails for financial transactions. Modern IT services ensure that sensitive data and critical infrastructure are protected from cyber threats. They also support disaster recovery and business continuity in the event of disruption.

Operational Materials & Supplies – Day-to-day supplies e.g. paper, folders, envelopes, special paper for business licenses, general office supplies, etc.

Personnel Services – This allocation supports the salaries and benefits of Finance Department staff, ensuring the continued delivery of high-quality financial services. It also funds professional development opportunities, including training and conferences, which help staff stay current with evolving financial regulations, industry best practices, and GASB announcements.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 87 Revised as of May 30, 2025 (DRAFT) Finance
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 1,327,800 800,145 1,308,500 (19,300) -1.5% Additional 16,200 11,423 16,450 250 1.5%
Premium Pay 10,500 8,515 12,000 1,500 14.3%
Overtime 30,000 12,174 35,200 5,200 17.3%
Vacation Payout 35,000 10,663 15,700 (19,300) -55.1%
Holiday Pay 1,800 - - (1,800) -100.0%
Sick Leave Buy Back 12,500 13,920 9,500 (3,000) -24.0%
PARS/PERS Retirement 110,490 99,661 170,500 60,010 54.3% CalPERS Unfunded Liability 270,760 84,337 273,800 3,040 1.1% Fringe Benefits 212,040 197,938 360,900 148,860 70.2%
Medicare 22,200 12,149 20,540 (1,660) -7.5%
Salary & Benefits Total 2,049,290 1,250,924 2,223,090 173,800 8.5% Maintenance & Operations
Audit Fees 320,160 190,600 178,200 (141,960) -44.3%
Bus Passes - 532 - - 0.0%
Material and Supplies 33,100 21,712 24,500 (8,600) -26.0% Postage 29,000 21,446 28,000 (1,000) -3.4%
Professional Development 36,000 10,901 31,400 (4,600) -12.8% Professional/Contractual Services 645,220 416,823 399,800 (245,420) -38.0% Trustee Fees 2,700 2,650 2,700 - 0.0%
Maintenance & Operations Total 1,066,180 664,664 664,600 (401,580) -37.7% Internal Service Charges
Fleet Maintenance 9,000 - - (9,000) -100.0%
Internal Service Allocation - - 133,950 133,950 0.0%
Internal Service Charges Total 9,000 - 133,950 124,950 1388.3% Total Expenditures/Expenses 3,124,470 1,915,588 3,021,640 (102,830) -3.3% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 88 Revised as of May 30, 2025 (DRAFT) Finance

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 2,098,220 941,674 2,056,250 (41,970) -2.0% 216- Employees Retirement 288,568 99,749 296,200 7,632 2.6% 219- Sales Tax-Transit Proposition A 25,670 17,807.11 39,500 13,830 53.9% 220- Sales Tax-Transit Proposition C 15,448 8,277.23 19,400 3,952 25.6% 222- Measure R 25,670 17,807.11 38,750 13,080 51.0%
275- Successor Agency 86,500 62,174.55 99,900 13,400 15.5% 280- Rent Stabilization - 4,383.22 - - 0.0%
283- Sewer Maintenance 5,791 3,356.31 1,120 (4,671) -80.7% 285- Solid Waste Management 5,791 7,851.58 1,120 (4,671) -80.7% 535- Street Light & Landscape 53,337 36,528.49 58,500 5,163 9.7% 681- Water 475,807 684,831.25 356,900 (118,907) -25.0%
742- Information Technology - - - - 0.0%
745- Risk Management 43,668 31,147.46 54,000 10,332 23.7% 3,124,470 1,915,588 3,021,640 (102,830) -3.3%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 89 Revised as of May 30, 2025 (DRAFT) Finance
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 90 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 91 Revised as of May 30, 2025 (DRAFT) Parks & Recreation Overview
Mission Statement Departmental Oversight
To improve the quality of life of Huntington Park
residents by creating affordable, accessible, and
equitable recreation and leisure opportunities that
promote the benefits of living a healthier lifestyle. We accomplish this through innovative and traditional
programming facilities and parks.

• Cultural Arts
• Recreation Administration
• Sports
• Senior Programming & Community Services
Responsibilities

Provide various programs and services to the community including recreation classes, special events, afterschool programming, senior programming, free food program, youth and adult sports leagues, athletic and social facilities, and open park space.

Major Accomplishments 2024-2025
Administration Division
❖ Program and class registration with online capabilities ❖ Facility reservations, rentals, and membership
❖ City buildings management and counter hours
❖ Increased capacity of programs to serve large numbers of individuals and provide greater opportunities for participation in Tae Kwon Do, Ballet, and Folklorico ❖ Applied for and awarded grant funds for Freedom Park, Salt Lake Park and Keller Park.

Cultural Arts Division
❖ Annual city-wide events: 5K and Health/Education Expo, Parks Summer Nights, Egg Hunt Event, “Haunt’ington Park” Halloween event, Veteran’s Day Ceremony, Tree Lighting & Toy Distribution, Memorial Day Ceremony, Winter Wonderland Drive-thru.
❖ Free after-school program at park sites.
❖ Summer Camp and Spring Break Camp Programs for youth. ❖ Programming and operation of Splash Pads at Salt Lake Park and Freedom Park. ❖ Hosted Medical Camp and Resource Fair.
❖ Back-to-School Fair in partnership with Univision and Be Social Productions. ❖ Pet Vaccine Clinics
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 92 Revised as of May 30, 2025 (DRAFT) Parks & Recreation Overview

Youth & Adult Sports
❖ Grew girls’ softball league participation numbers.
❖ Applied for and awarded the Dodgers DreamTeam Grant for 6th year in a row. ❖ Scheduling & management of athletic facilities for city programs and local schools. ❖ Field Maintenance and preparation
Senior Program & Community Services
❖ Senior Program Computer classes.
❖ SELA Senior Prom in partnership with multiple cities. ❖ Collaboration with AltaMed for Senior Health Awareness Initiatives and Education. ❖ Monthly Senior Food Pantry Access partnership with Human Services Agency.

Expected Outcomes 2025-2026
❖ Reinstate Youth Basketball program for all divisions, to foster a strong community identity. ❖ New Independence Day celebration at Salt Lake Park with musical performances and first ever drone show experience for residents.
❖ Infrastructure Improvement using technological tools for public safety by adding security camera systems for additional surveillance of community parks. ❖ Continue to provide various new affordable programs and services to fulfill the needs of the community and expose to new recreational activities.
❖ Support staff with increased opportunities for professional development & retention. ❖ Invest in Parks by renovation of facilities and replacement of playgrounds at all parks. ❖ Utilize the $1.8 million awarded in grant funding from OGALS for Salt Lake Park recreation center renovation and repairs.
❖ Facilitate Community Engagement through surveys and gathering resident input regarding new upcoming Improvements at various park location.
❖ Ensure new playground structures are ADA friendly and accessible. ❖ Work toward adding shading elements to playgrounds and workout structure areas to provide residents with a comfortable environment in which to thrive outdoors.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 93 Revised as of May 30, 2025 (DRAFT) Parks & Recreation Organizational Chart
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 94 Revised as of May 30, 2025 (DRAFT) Parks & Recreation
Public Events – This funding supports a range of community-focused events, including the Holiday Parade, “Haunt”ington Park, and Fourth of July celebrations. These events are designed to foster community engagement, celebrate local culture, and promote civic pride. Additionally, the funding covers expenses for public programs such as the senior dance program and instructional classes.

Contract Services – The Parks & Recreation Department plays a key role in managing contracts that support public events and programs. These contracts typically involve services related to the planning, setup, and execution of events.

Operational Materials & Supplies – This allocation covers the cost of office and program supplies essential to the successful planning and delivery of the City’s public events and recreational programs.

Personnel Services – This budget line supports the salaries and benefits of staff who provide critical administrative and operational support for the City’s public parks and recreational facilities.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 95 Revised as of May 30, 2025 (DRAFT) Parks & Recreation
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 816,604 610,393 878,100 61,496 7.5% Salaries Temporary/Part Time 607,505 339,688 724,700 117,195 19.3% Additional Pay 27,000 20,562 30,900 3,900 14.4%
Overtime 20,685 10,905 18,000 (2,685) -13.0%
P&R Commission Stipend 1,425 338 1,425 - 0.0%
Youth Commission Stipend 1,400 - 1,400 - 0.0%
Vacation Payout 8,800 7,479 6,500 (2,300) -26.1%
Holiday Pay 8,600 53 - (8,600) -100.0%
Sick Leave Buy Back 11,500 14,168 10,500 (1,000) -8.7%
PARS/PERS Retirement 86,110 67,911 97,000 10,890 12.6%
CalPERS Unfunded Liability 165,550 117,452 154,200 (11,350) -6.9% Fringe Benefits 184,200 140,130 172,100 (12,100) -6.6%
Medicare 37,650 14,559 23,300 (14,350) -38.1%
Salary & Benefits Total 1,977,029 1,343,638 2,118,125 141,096 7.1% Maintenance & Operations
Adult Sports Supplies 7,320 1,293 6,000 (1,320) -18.0%
After School Program Supplies 4,000 3,154 8,000 4,000 100.0% Art Walk on Pacific 2,000 1,242 2,000 - 0.0%
Bank Services - 2,082 - - 0.0%
Class Instructors 36,600 30,856 36,600 - 0.0%
Commission Supplies 500 - 500 - 0.0%
Community Center Supplies 6,000 7,289 11,000 5,000 83.3% Events Supplies 42,580 37,244 61,050 18,470 43.4%
Fourth of July 16,000 10,470 32,000 16,000 100.0%
Halloween 23,600 24,407 32,000 8,400 35.6%
Holiday Parade 68,398 69,374 80,000 11,602 17.0%
Material and Supplies 6,050 6,020 6,500 450 7.4%
Membership and Dues 950 950 950 - 0.0%
Performing Arts at Parks 19,000 3,326 25,000 6,000 31.6% Professional Development 9,500 5,088 9,500 - 0.0%
Professional/Contractual Events Services 21,000 11,687 35,200 14,200 67.6% Professional/Contractual Services 14,250 13,509 28,170 13,920 97.7% Recreational Transit (Fund 219) - - 10,000 10,000 0.0%
Referee Services 16,422 9,897 20,000 3,578 21.8%
Senior Dance Program 16,000 7,821 25,000 9,000 56.3%
Senior Meal Program 12,060 7,940 12,000 (60) -0.5%
Uniforms 2,000 919 2,000 - 0.0%
YC Professional Development 500 - 500 - 0.0%
Youth Sports Supplies 41,400 22,947 50,500 9,100 22.0%
Maintenance & Operations Total 366,130 277,514 494,470 128,340 35.1% Internal Service Charges
Internal Service Allocation - - 267,900 267,900 0.0%
Internal Service Charges Total - - 267,900 267,900 0.0% Capital Outlay
Equipment 214,781 156,893 157,000 (57,781) -26.9%
Improvements 32,215 17,360 13,500 (18,715) -58.1%
Capital Outlay Total 246,996 174,253 170,500 (76,496) -31.0% Total Expenditures/Expenses 2,590,155 1,795,405 3,050,995 460,840 17.8% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 96 Revised as of May 30, 2025 (DRAFT) Parks & Recreation

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General 2,412,390 1,669,273 2,886,795 474,405 19.7% 114- Special Events Contribution 12,215 8,680 - (12,215) -100.0% 216- Employees Retirement 165,550 117,452 154,200 (11,350) -6.9% 219- Sales Tax-Transit Proposition A - - 10,000 10,000 0.0% 2,590,155 1,795,405 3,050,995 460,840 17.8%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 97 Revised as of May 30, 2025 (DRAFT) Parks & Recreation
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 98 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 99 Revised as of May 30, 2025 (DRAFT) Police Overview

Mission Statement Department Divisions
The men and women of the Huntington Park Police
Department are dedicated to service through
excellence in performance. We believe teamwork
between the community and the police is essential in
achieving our mission. With mutual respect, trust, and
pride in our organization and by using traditional
values and innovative techniques, we strive to ensure
the community’s right to a safe environment while
being aligned with the direction of the City and
managing our fiscal year budget in a prudent and
responsible manner.

• Administration
• Investigations
• Field Operations
• Support Services
Responsibilities
Administration Division – Provides support to the Office of the Chief of Police. Ensures effective oversight and management of all Divisions. Directs and coordinates public safety and law enforcement services to the community.

Develops goals, objectives, and strategic planning throughout the Department. Works closely with the City Manager to ensure the mission and direction of the Police Department align with that of the City. Works closely with other City Departments to ensure the hiring of personnel and to coordinate activities and support City staff. Administers training of personnel, performance measures, and discipline. Manages the Department’s fiscal year budget and ensures responsible spending.

Field Operations Division – Provides public safety and law enforcement services to the community year-round, 24 hours daily. Provides patrol officers to respond to calls for service, including emergency responses to critical incidents and life/safety situations. Investigates crimes, traffic collisions, and public safety concerns and engages in proactive patrolling and crime prevention, traffic enforcement, and community relations. Provides oversight and management of various units, including Dispatch Center, Inmate Jail, K-9 program, Traffic Enforcement, Parking Enforcement, Animal Safety Enforcement, and Public Safety Officer program.

Investigations Division – Investigates all crimes in the community, ranging from petty theft to homicide.

Coordinates prosecution of suspects with the District Attorney’s Office. Collaborates with the Los Angeles County Office of Juvenile Diversion to divert juveniles from the criminal justice system. Administers the Mental Evaluation Team and Department of Mental Health program to provide services and shelter to the homeless and mentally ill in the community. Provides oversight of the Gang Enforcement program and coordinates focused gang enforcement activities. Administers the Police Honor Guard program and manages the department’s evidence system.

Support Services Division – Provides support to all divisions in the areas of recruitment, police community events and programs, technology improvements, fleet purchases and maintenance, equipment/supplies, maintenance of the police facilities and management of outside vendor contracts and services.

Accomplishments in FY 2024-25
❖ The department used grant funding to upgrade critical safety and tactical equipment, significantly improving officer safety, operational efficiency, and readiness for both routine and tactical incidents.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 100 Revised as of May 30, 2025 (DRAFT) Police Overview
❖ The department effectively used grant funding from County, State, and Federal sources to improve public and traffic safety through special enforcement operations such as DUI checkpoints, targeted traffic initiatives, and underage alcohol enforcement while incorporating education to raise community awareness. ❖ The department modernized its fleet by replacing outdated patrol vehicles with a state-of-the-art lineup equipped with the latest technology, enhancing field efficiency, safety, officer morale, and public confidence in the professionalism of the police force.
❖ The department has successfully integrated cutting-edge technology, including a citywide Automatic License Plate Reader system, to enhance its ability to identify criminals, support investigations, and improve public and traffic safety.

Goals and Objectives in FY 2025-26
❖ Continue strengthening community trust and engagement by expanding outreach initiatives, including youth mentorship, the Police Explorer Program, and other volunteer opportunities. ❖ Increase the department’s social media presence to improve transparency and outreach. ❖ Modernize technology and infrastructure by completing the implementation of a fully integrated Computer-Aided Dispatch (CAD) and Records Management System (RMS).
❖ Complete the development of the City’s Emergency Operations Center using the $1 million in federal grant funding.
❖ Increase work force with key supervisory and support positions to enhance supervision of personnel and meet growing technical and workflow demands.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 101 Revised as of May 30, 2025 (DRAFT) Police Organizational Chart
Chief of Police
Patrol Operations
Division
Jail Supervisor
Jailer
Parking
Enforcement
Officer
Animal Control
Enforcement
Officer
Public Safety
Officer
Police Cadet
Support Services
Division
Communications
Operator
Supervisor
Communications
Operator
Police Cadet
Records
Supervisor
Records
Coordinator
Records Clerk
Police Cadet
Administrative
Specialist
Police Cadet
Investigations
Division
Community
Service Officer
Property &
Evidence
Specialist
Police Cadet
Police Captain
Police Lieutenant
Police Sergeant
Senior Officer
Police Officer
Administrative
Secretary
Administrative
Assistant to the
Chief of Police
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 102 Revised as of May 30, 2025 (DRAFT) Police
Personnel Services – These are the expenses for the salaries & benefits for all the staff of the entire Police Department.

Contract Services – The Police Department requires certain types of services to conduct their work this includes polygraph, victim medical services, translastion, inmate meals, crime scene cleanup, psychological exams, ticket citation services, animal control, and
Debt Obligations – The City issued a bond in 2005 to finance its pension obligations for police department personnel.

The City is required to pay the principle and interest each year the final payment is scheduled within this budget cycle.

Operational Materials & Supplies – Expenses related to general supplies, uniforms, K9 boarding & bath, guns, bulletproof vests, flares, ammo, badges, etc.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 103 Revised as of May 30, 2025 (DRAFT) Police
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 9,204,353 6,992,942 10,765,600 1,561,247 17.0% Salaries Temporary/Part Time 178,477 92,653 154,100 (24,377) -13.7% Additional Pay 104,100 111,834 153,700 49,600 47.6%
Premium Pay 82,270 102,552 150,000 67,730 82.3%
Allowances - 4,050 4,150 4,150 0.0%
Overtime 1,297,050 1,159,075 900,000 (397,050) -30.6%
Holiday Pay 269,000 65,378 158,000 (111,000) -41.3%
Vacation Payout 102,000 16,529 10,000 (92,000) -90.2%
Sick Leave Buy Back 105,000 122,708 151,800 46,800 44.6% Uniform Allowance - 22,714 23,700 23,700 0.0%
PARS/PERS Retirement 1,735,430 1,390,618 2,299,600 564,170 32.5% CalPERS Unfunded Liability 5,128,630 3,704,455 5,401,200 272,570 5.3% Fringe Benefits 1,540,280 1,333,109 1,934,700 394,420 25.6% Medicare 152,100 126,634 156,200 4,100 2.7%
Salary & Benefits Total 19,898,690 15,245,251 22,262,750 2,364,060 11.9% Maintenance & Operations
ABC Grant Supplies (Fund 252) 3,700 2,484 - (3,700) -100.0% Material and Supplies 175,648 143,435 228,500 52,852 30.1% FOU Material and Supplies 100,000 40,637 - (100,000) -100.0% Explorer Program - - 15,000 15,000 0.0%
Memberships and Dues - - 7,500 7,500 0.0%
Pension Obligation Bonds 2,506,000 2,455,764 2,520,524 14,524 0.6% Petty Cash (Fund 252) 500 500 - (500) -100.0%
Professional Development 133,126 84,826 112,500 (20,626) -15.5% Professional/Contractual Services 792,109 436,546 677,767 (114,342) -14.4% Spay/Neuter Program - - 5,000 5,000 0.0%
Maintenance & Operations Total 3,711,083 3,164,192 3,566,791 (144,292) -3.9% Internal Service Charges
Internal Service Allocation - - 788,700 788,700 0.0%
Fleet Maintenance (Includes Fuel) 416,907 299,772 85,000 (331,907) -79.6% Internal Service Charges Total 416,907 299,772 873,700 456,793 109.6% Capital Outlay
Equipment (Funds 111, 225, 227, 230, 233) 744,896 601,634 95,000 (649,896) -87.2% Improvements 257,713 194,912 10,000 (247,713) -96.1%
Vehicles 558,961 214,056 500,000 (58,961) -10.5%
Capital Outlay Total 1,561,570 1,010,602 605,000 (956,570) -61.3% Total Expenditures/Expenses 25,588,250 19,719,817 27,308,241 1,719,991 6.7% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 104 Revised as of May 30, 2025 (DRAFT) Police

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General 17,072,374 14,593,353 19,283,517 2,211,143 13.0% 122- Prevention Intervention 21,750 13,709 - (21,750) -100.0% 123- Board of Correction LEAD - 352 - - 0.0%
216- Employees Retirement 7,634,630 4,439,940 7,921,724 287,094 3.8% 224- Office of Traffic & Safety 190,000 88,192 103,000 (87,000) -45.8% 225- Cal Cops 455,000 211,095 - (455,000) -100.0%
227- Office of Criminal Justice 64,319 39,048 - (64,319) -100.0% 229- Police Forfeiture - 297,985 - - 0.0%
230- Homeland Security Fund 95,577 - - (95,577) -100.0% 233- Bullet Proof Vest Grant 15,000 8,407 - (15,000) -100.0% 252- ABC Grant 39,600 27,059 - (39,600) -100.0%
280- Rent Stabilization - 676 - - 0.0%
25,588,250 19,719,817 27,308,241 1,719,991 6.7%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 105 Revised as of May 30, 2025 (DRAFT) Police
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 106 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 107 Revised as of May 30, 2025 (DRAFT) Public Works Overview

Mission Statement Departmental Oversight
To provide comprehensive municipal services that is
environmentally conscious, structurally proficient
and above all enhance the safety of our community.

The Department develops, builds and maintains the
City's infrastructure to the standards and
expectations set forth by the City Council. With 23
full-time personnel and five part-time staff members
housed within 10 divisions, the Department is focused
on maintaining the City’s infrastructure.

• Building Maintenance
• Electrical Maintenance
• Engineering
• Fleet Maintenance
• Parks and Trees
• Recycling/Waste Management
• Street Maintenance
• Stormwater
• Transportation
• Water/Sewer
Responsibilities
Building Maintenance – General and preventative maintenance services of City-owned buildings and facilities.

Electrical – Maintenance of City-owned streetlights, traffic signals, and electrical equipment.

Engineering – Management, inspection, design, and construction of capital improvement projects. This includes handling citizen inquiries, administering maintenance contracts, reviewing development applications, and issuing public right-of-way permits to utility companies and state licensed contractors.

Fleet Maintenance – Maintenance and repair of the City’s fleet and equipment including preventive maintenance and optimizing inventory management.

Park and Trees – Maintenance of public right-of-way trees, parks, sports fields, playgrounds, courts, splash pads, and irrigation systems.

Recycling/Waste Management – Promoting and ensuring compliance with recycling and waste management programs in alignment with State mandates.

Street Maintenance – Routine maintenance of the streets, alleys, sidewalks, curbs, gutters, traffic signs, and roadway striping.

Stormwater – Maintenance and inspection of drainage infrastructure, including cleaning storm drains, installing new systems, and overseeing stormwater management capital improvement projects. Compliance with federal, state, and local environmental protection regulations is also a key priority.

Transportation – Providing safe and reliable transportation services including Dial-A-Ride to City residents.

Water and Sewer Utilities – Maintaining the water infrastructure to provide safe clean potable water and the sanitary sewer system to prevent sewer overflows.

Major Accomplishments 2024-2025
❖ Roofing upgrades for City Hall and the Police Department, improving structural integrity, energy efficiency, and longevity while ensuring sustainable and well-maintained public facilities. ❖ City Hall Police Department Refurbishment: We completed the successful refurbishment of the City Hall Police Department and its corridors, significantly improving both functionality and aesthetic appeal.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 108 Revised as of May 30, 2025 (DRAFT) Public Works Overview
❖ Public Amenities Enhancements: In our ongoing commitment to improving public spaces, all picnic tables throughout the city have been replaced and upgraded, ensuring comfortable and accessible outdoor spaces for residents to enjoy.
❖ Community Collaboration with Valley Vista Services: Partnering with Valley Vista Services, our franchise waste hauler, we hosted a community event to distribute mulch and compost to residents, supporting them in enhancing their home gardens and landscapes. ❖ CIP 2018-11 ATP Cycle 5 Construction: We launched the construction of the CIP 2018-11 ATP Cycle 5 project in October 2024, with completion expected by June 2025. This project includes important upgrades such as curb and gutter installations, handicap ramps, bus shelters, and new sidewalks to improve accessibility and mobility.
❖ Infrastructure Investment: Over the course of 2024, the Public Works Department has overseen more than $14 million in infrastructure improvements, including the planning, design, and inspection of critical public works projects that will support the City's long-term growth and development. ❖ Wellhead Treatment Systems: To ensure the highest standards of water quality and reliability, we have implemented new treatment technologies for our wellhead systems. ❖ Stormwater Management: We have launched innovative green infrastructure projects aimed at reducing flooding and improving water conservation across the City.

Expected Outcomes 2025-2026
❖ Public Works play a vital role in enhancing the health, safety, and overall well-being of the Huntington Park community. Guided by the City Council’s vision and with support from the City Manager’s Office, the department remains committed to improving the infrastructure, public spaces, and essential services that contribute to residents' quality of life.
❖ To address the evolving needs of the community, Public Works has identified key focus areas, including sustainability, resiliency, equity, environmental justice, and infrastructure modernization. These priorities ensure that the City remains adaptable to future challenges while fostering a safer, cleaner, and more accessible environment for all stakeholders.

Key projects planned for the 2025-2026 fiscal year include:
❖ Salt Lake Park Renovation: Enhancing recreational facilities, green spaces, and infrastructure to better serve residents.
❖ City Hall Renovation: Modernizing City Hall to improve efficiency, accessibility, and service delivery. ❖ Emergency Operations Center at the Police Department: Establishing a dedicated facility to strengthen the City's emergency response capabilities.
❖ Public Works Roof Replacement at City Yard: Upgrading the Public Works facility roof to ensure structural integrity and longevity.
❖ Park Playground Upgrades: Installing new and improved playgrounds at Freedom Park, Keller Park, and Salt Lake Park to provide safe and engaging recreational spaces for families.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 109 Revised as of May 30, 2025 (DRAFT) Public Works Overview
Preliminary Goals 2025-2026
❖ Asset and Personnel Management:

Continue to establish and maintain accountability standards for both asset and personnel management, ensuring the delivery of safe and fiscally responsible projects and programs. ❖ Infrastructure Maintenance and Improvement:

Focus on maintaining and improving roadways, drainage systems, and public water/sewer systems while ensuring the safe operation of traffic signals, pavement markings, and capital projects. ❖ Service Efficiency:

Ensure the efficient and responsive delivery of public services through ongoing process improvements, all aimed at enhancing quality of life for the City’s residents and stakeholders.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 110 Revised as of May 30, 2025 (DRAFT) Public Works Organizational Chart
Director of Public
Works
Building/Electrical
Maintenance
Division
Public Works
Supervisor
Journeyman
Electrician
Maintenance
Worker
Building
Inspector
Street/Fleet
Maintenance
Division
Fleet/Street
Manager
Equipment
Mechanic
Maintenance
Worker
General Laborer
(P/T)
Parks
Maintenance
Division
Public Works
Supervisor
Maintenance
Worker
Management
Analyst
Graduate
Management
Intern (P/T)
Administrative
Specialist
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 111 Revised as of May 30, 2025 (DRAFT) Public Works
Vehicle Maintenance – The City maintains a fleet of approximately 115 vehicles, including police patrol units, public works trucks, shuttles and trolleys for fixed-route transit services, pool vehicles, and Parks & Recreation vans.

Each vehicle plays a critical role in supporting City operations and services. The City’s mechanics are responsible for ensuring the reliability and safety of the entire fleet through comprehensive preventative maintenance and timely repairs, thereby minimizing downtime and extending the service life of City assets.

Water Supply Purchase – The City operates its own water utility and is responsible for delivering safe, clean, and reliable water to all residents. While the City’s wells provide a significant portion of the water supply, additional water is purchased to meet overall demand. To supplement its supply, the City procures water from the Water Replenishment District (WRD) and the Central Basin Municipal Water District.

Equipment – The Public Works Department performs preventative maintenance on all City facilities, streets, parks, and vehicles. This work requires a variety of specialized equipment, and the department annually evaluates and procures new or replacement equipment to conduct the work required.

Building Maintenance – The City owns and operates several facilities across its jurisdiction, including City Hall, park buildings, police department facilities, and Public Works yard structures. Each of these facilities requires ongoing maintenance to ensure safety, functionality, and appearance. Public Works staff are responsible for overseeing the upkeep of all City buildings, which includes routine custodial services, HVAC and plumbing maintenance, electrical repairs, landscaping, painting, and compliance with safety codes. Preventative maintenance and timely repairs are conducted to preserve the condition and efficiency of these essential public assets.

Contract Services – Public Works oversees the contractors for many of the City’s services this includes:

Engineering, Street Sweeping, Bus Shelter Maintenance, Transportation services, Janitorial services, Tree Trimming, Landscaping, Water & Sewer Operations, Alarm services, HVAC maintenance, Pest control, Operational Materials & Supplies – This covers the materials and supplies needed for all the preventative maintenance work that public works does. This includes street work supplies, traffic signal supplies, traffic signs, striping paint & materials, graffiti abatement supplies, FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 112 Revised as of May 30, 2025 (DRAFT) Public Works
Personnel Services – This includes the salaries & benefits of all staff along with the professional development budget which covers trainings and conferences for staff to attend.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 113 Revised as of May 30, 2025 (DRAFT) Public Works
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Salaries & Benefits
Salaries Permanent/Full Time 1,967,186 1,246,641 1,966,500 (686) 0.0% Salaries Temporary/Part Time 144,280 65,964 202,200 57,920 40.1% Additional Pay 42,610 36,446 46,330 3,720 8.7%
Premium Pay 14,400 11,354 15,330 930 6.5%
Allowances 7,000 - 7,000 - 0.0%
Overtime 121,900 70,896 90,000 (31,900) -26.2%
Holiday Pay 180 43 - (180) -100.0%
Vacation Payout - 22,536 5,000 5,000 0.0%
Sick Leave Buy Back 37,600 29,218 12,000 (25,600) -68.1% PARS/PERS Retirement 237,750 233,471 319,600 81,850 34.4% CalPERS Unfunded Liability 546,990 434,373 541,300 (5,690) -1.0% Fringe Benefits 475,650 391,724 605,300 129,650 27.3%
Medicare 33,900 21,696 30,400 (3,500) -10.3%
Salary & Benefits Total 3,629,446 2,564,361 3,840,960 211,514 5.8% Maintenance & Operations
Account Write Off - (5) - - (5)
Advertising and Publication (Fund 681) 8,330 - 8,000 (330) -4.0% Bad Debt - 45,665 - - 0.0%
Building Maintenance 184,500 128,131 364,750 180,250 97.7% Building Maintenance - Courthouse - - 20,000 20,000 0.0% Building Maintenance - Parking - - 10,000 10,000 0.0%
Bus Passes (Fund 219) 8,400 1,482 2,000 (6,400) -76.2%
Dial-A-Ride (Fund 219) 840,470 728,654 835,000 (5,470) -0.7% Fixed Route Transit (Funds 219,220,222) 1,360,000 932,496 1,365,000 5,000 0.4% Fuel and Oil (Fund 741) 370,000 271,081 437,000 67,000 18.1% Infrastructure Maintenance (Fund 113) 47,055 42,868 - (47,055) -100.0% Maintenance of Wells (Fund 681) 360,537 7,809 250,000 (110,537) -30.7% Material and Supplies 557,846 273,630 501,300 (56,546) -10.1% Permits and Fees 100,000 87,397 113,000 13,000 13.0%
Professional Development - - 11,500 11,500 0.0%
Professional/Contractual Services 6,559,902 3,279,100 5,964,390 (595,512) -9.1% Professional/Contractual Services (Fund 222) 300,000 - 300,000 - 0.0% Recreation Transit 10,000 5,658 - (10,000) -100.0%
Storm Water WMP 183,680 72,396 225,000 41,320 22.5%
Vehicle/Transit Maintenance 451,685 246,728 695,000 243,315 53.9% Water Purchase/Supply (Fund 681) 3,700,686 2,432,059 3,400,000 (300,686) -8.1% Maintenance & Operations Total 15,043,091 8,555,148 14,501,940 (541,151) -3.6% Internal Service Charges
Internal Service Allocation - - 535,800 535,800 0.0%
Internal Service Charges Total - - 535,800 535,800 0.0% Capital Outlay
Equipment 1,259,059 437,695 362,000 (897,059) -71.2%
Improvements 206,780 50,584 440,000 233,220 112.8%
Water & Sewer Master Plan 260,431 260,248 - (260,431) -100.0% Vehicles 270,468 - 527,000 256,532 94.8%
Capital Outlay Total 1,996,738 748,526 1,329,000 (667,738) -33.4% Total Expenditures/Expenses 20,669,275 11,868,035 20,207,700 (461,575) -2.2% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 114 Revised as of May 30, 2025 (DRAFT) Public Works

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General Fund 3,895,797 1,979,285 4,045,750 149,953 3.8% 113- American Rescue Plan Act 357,152 43,996 - (357,152) -100.0% 210- Measure M 57,208 (20,612) 244,290 187,082 327.0%
216- Employees Retirement 546,990 434,373 541,300 (5,690) -1.0% 219- Sales Tax-Transit Prop A 1,495,225 1,287,950 1,733,700 238,475 15.9% 220- Sales Tax-Transit Prop C 797,899 612,518 1,222,200 424,301 53.2% 221- State Gasoline Tax 2,705,806 1,527,774 2,294,210 (411,596) -15.2% 222- Measure R 773,334 192,811 776,300 2,966 0.4%
283- Sewer Maintenance 318,775 206,102 300,000 (18,775) -5.9% 285- Solid Waste Management 193,100 84,199 282,000 88,900 46.0% 287- Solid Waste Recycle Grant 22,056 20,808 25,600 3,544 16.1% 535- Street Light and Landscape 1,606,276 787,554 1,254,300 (351,976) -21.9% 681- Water 6,259,505 3,814,914 5,572,450 (687,055) -11.0% 741- Fleet Maintenance 1,640,152 896,361 1,915,600 275,448 16.8% 20,669,275 11,868,034 20,207,700 (461,575) -2.2%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 115 Revised as of May 30, 2025 (DRAFT) Public Works
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 116 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 117 Revised as of May 30, 2025 (DRAFT) Non-Departmental
IT Equipment & Software – This budget allocation covers the expenses related to IT equipment that the City is budgeting to acquire in the new fiscal year. This also covers the software subscriptions that the City has Contract Services – The Non-Departmental budget covers citywide services and operational costs that are not specific to any one department. These include expenses such as purified drinking water for staff, postage, printer and copier lease agreements, court citation processing fees, armored transport services, crossing guard services, citation collection, merchant account processing, and tax consulting services.

Debt Obligations – This allocation accounts for the debt service obligations on two long-term bonds issued by the City in prior years. It includes both principal and interest payments necessary to meet the City’s financial commitments under the terms of these bond agreements.

Legal Services – This is being moved from the City manager’s budget into non departmental this year. This covers the City’s attorney. The budget allocation here is for any settlements that the City may need to pay out.

Utilities – This budget allocation covers utility expenses for Southern California Edison and SoCal Gas, ensuring that all City facilities have reliable access to electricity and natural gas. It also includes the costs associated with powering the City’s street lighting system, which is essential for public safety and nighttime visibility.

Insurance – This covers the City annual ICRMA (Independent Cities Risk Management Authority) pooled coverage, liability, and workers compensation programs. This also includes the OPEB contributions which are payments made by the City to fund future retiree health benefits, like health insurance, that are not part of a pension plan. These benefits are paid to retirees after they have stopped working.

FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 118 Revised as of May 30, 2025 (DRAFT) Non-Departmental
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
Maintenance & Operations
Salaries - (3,065) - - 0.0%
Bad Debt - 899,182 - - 0.0%
Bank Services 124,800 112,897 105,000 (19,800) -15.9%
Citation Parking Collections 607,000 371,054 510,000 (97,000) -16.0% City Wide Training 5,000 - 6,000 1,000 20.0%
County Admin Fees - 47,831 - - 0.0%
Debt Service 2,294,090 2,105,214 823,586 (1,470,504) -64.1% Electric and Gas Charges 1,369,980 767,691 1,600,000 230,020 16.8% Equipment Lease/Rental 105,200 88,637 73,200 (32,000) -30.4% Financial Systems - - 130,000 130,000 0.0%
Legal Services 2,560,000 920,432 1,050,000 (1,510,000) -59.0% Legal Settlements - - 2,500,000 2,500,000 0.0%
Material and Supplies 35,000 28,397 65,000 30,000 85.7% Membership and Dues - - 55,000 55,000 0.0%
Miscellaneous Refunds - - - - 0.0%
Penalties & Interest 5,000 8 5,000 - 0.0%
Postage 22,000 23,001 25,000 3,000 13.6%
Professional/Contractual Services 685,743 407,113 420,500 (265,243) -38.7% Software/License (Fund 742) 1,557,791 976,777 1,868,379 310,588 19.9% Telephone & Wireless 304,500 291,047 425,500 121,000 39.7% Transfer - (290,750) - - 0.0%
Tuition Assistance 25,000 5,437 25,000 - 0.0%
Maintenance & Operations Total 9,701,104 6,750,903 9,687,165 (13,939) -0.1% Internal Service Charges
Retiree Health Insurance Premium 2,000,000 1,442,366 2,200,000 200,000 10.0% Ins - Benefits Active EEs 1,205,000 888,643 345,000 (860,000) -71.4% Ins - Liability Premium 3,078,750 3,078,676 3,800,000 721,250 23.4% Risk Management Liability Premium 160,000 159,247 160,000 - 0.0% Workers' Compensation Liability Premium 300,000 220,366 270,000 (30,000) -10.0% Internal Service Charges Total 6,743,750 5,789,298 6,775,000 31,250 0.5% .

Capital Outlay
Equipment 666,825 43,685 575,000 (91,825) -210.2%
Improvements - - - - 0.0%
Capital Outlay Total 666,825 43,685 575,000 (91,825) -13.8% Total Expenditures/Expenses 17,111,679 12,583,887 17,037,165 (74,514) -0.4% FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 119 Revised as of May 30, 2025 (DRAFT) Non-Departmental

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General 14,008,521 8,494,277 6,885,200 (7,123,321) -83.9% 113- American Rescue Plan Act 169,843 2,162,737 - (169,843) -7.9% 216- Employees Retirement - - - - 0.0%
217- Other Post-Employment Benefits - - 2,200,000 2,200,000 0.0% 222- Measure R - (938,465) - - 0.0%
275- Successor Agency 1,170,900 1,016,351 482,826 (688,074) -67.7% 283- Sewer Maintenance 2,200 (306,516) - (2,200) 0.7%
285- Solid Waste Management 475- Public Financing Authority 1,100- -- -- (1,100) - 0.0% 0.0% 535- Street Lighting & Landscape 1,139,990 1,091,387 340,760 (799,230) -73.2% 681- Water 37,800 (1,045,430) - (37,800) 3.6%
742- Information Technology 2,210,491 1,019,095 2,598,379 387,888 38.1% 745- Risk Management 820,000 638,543 4,530,000 3,710,000 581.0% 19,560,845 12,131,979 17,037,165 (2,523,680) -12.9%
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 120 Revised as of May 30, 2025 (DRAFT) Non-Departmental
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 121 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 122 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 123 Revised as of May 30, 2025 (DRAFT) Special Events
Expenditure/Expense Classification
2024-25
Adopted Budget FY 2025 YTD
FY 2026
Proposed
Special Events
4th of July 18,675 44,405 31,000
5K Event 15,940 35,220 12,000
Art Walk 49,800 26,443 47,450
Citizen's/Community Academy 10,000 - 5,000
Dia De Los Muertos 6,315 - 5,000
LA Dodgers Event 1,000 457 -
Earth Day 5,930 6,092 1,250
Graduation Stage at City Hall - 418 -
Halloween 47,070 58,039 41,000
Holiday Parade 261,940 153,172 251,100
Mayor Holiday Award 2,000 301 -
Meet Your Police - 471 -
Memorial Day 3,840 2,642 3,000
National Night Out 9,500 8,570 7,500
Performing Arts at Parks 25,500 6,829 27,000
Spay & Neuter 5,000 - 5,000
Special Presentations 1,750 - -
State of the City 2,240 81 3,200
Summer Nights 5,520 11,625 6,000
Toy Drive 17,807 15,048 10,000
Tree Lighting Ceremony 5,403 6,729 2,500
Turkey Give-A-Way 13,000 8,217 8,000
Veterans Day & Brunch 3,155 1,730 7,000
Total Special Events 511,385 386,488 473,000
FY 2025 Year to Date
Based on overtime & expenditure accounts * Includes Regular Salaries 2024-2025 Adopted Budget is
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 124 Revised as of May 30, 2025 (DRAFT) FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 125 Revised as of May 30, 2025 (DRAFT) Full-Time and Part-Time Positions
Department Position Title
Fiscal Year
2023-2024
Adopted
Fiscal Year
2023-2024
Filled
Fiscal Year
2024-2025
Filled
Fiscal Year
2025-2026
Proposed
City Council
City Council 5 5 5 5
Administrative Assistant 1 1 1 1
Total 6 6 6 6
City Manager
City Manager 1 1 1 1
Assistant City Manager 1 - - 1
Executive Assistant to the City Manager 1 - - 1
Management Analyst 1 1 1 1
Administrative Analyst 1 1 1 1
Total 5 3 3 5
City Clerk
City Clerk 1 1 1 1
Deputy City Clerk 1 - 1 1
Junior Deputy City Clerk 1 - - -
Administrative Specialist 1 1 1 1
Total 4 2 3 3
Communications & Community Relations
Director of Communications & Community Relations 1 1 1 1 Administrative Specialist 1 1 1 1
Total 2 2 2 2
Community Development
Director of Community Development 1 1 1 1
Administrative Clerk 1 - 1 1
Administrative Specialist 1 1 - 1
Project Manager 1 1 1 1
Planning Manager 1 1 1 1
Assistant Planner 1 1 1 1
Associate Planner 1 1 1 2
Management Analyst - - - 1
Code Enforcement Manager 1 - - -
Code Enforcement Supervisor - - - 1
Code Enforcement Officer 4 4 3 4
Planning Intern (P/T) 1 1 - 1
Total 13 11 9 15
Human Resources
Human Resources Manager 1 - - 1
Human Resources Supervisor 1 1 - 1
Human Resources Risk Manager - - 1 1
Human Resources Technician - 1 1 1
Human Resources Assistant 1 - 1 1
Total 3 2 3 5
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 126 Revised as of May 30, 2025 (DRAFT) Full-Time and Part-Time Positions
Department Position Title
Fiscal Year
2023-2024
Adopted
Fiscal Year
2023-2024
Filled
Fiscal Year
2024-2025
Filled
Fiscal Year
2025-2026
Proposed
Finance
Director of Finance 1 1 1 1
Finance Manager 1 - 1 1
Risk Manager 1 - - -
Revenue Collection Supervisor 1 1 1 1
Payroll Supervisor - - - 1
Business License Enforcement Officer - - 1 1
Administrative Assistant 1 1 1 1
IT Specialist - - - -
Administrative Analyst 1 1 1 1
Management Analyst 1 1 1 1
Accountant 2 2 2 2
Finance Technician - - 1 1
Purchasing Agent 1 - 1 1
Finance Assistant I 2 1 3 3
Finance Assistant II 1 1 1 1
Administrative Specialist 2 2 1 1
Administrative Clerk 2 1 - -
Total 17 12 16 17
Parks and Recreation
Director of Parks & Recreation 1 1 1 1
Recreation Manager 1 1 1 1
Senior Recreation Supervisor - 1 1 1
Recreation Supervisor 2 1 1 1
Community Services Supervisor 1 1 1 1
Management Analyst 1 1 1 1
Recreation Coordinator 4 4 4 4
Recreation Leader 10 10 10 10
Assistant Recreation Leader (P/T) 34 23 16 16
Total 54 34 36 36
Police - Sworn
Chief of Police 1 1 1 1
Police Captain 1 1 - 1
Police Lieutenant 5 5 5 5
Police Lieutenant (P/T) 1 1 2 2
Police Sergeant 6 4 4 6
Senior Officer 10 10 10 10
Police Officer 32 28 30 32
Police Officer Trainee 4 1 3 3
Police Officer Recruit 1 - 2 2
Total 61 51 57 62
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 127 Revised as of May 30, 2025 (DRAFT) Full-Time and Part-Time Positions
Department Position Title
Fiscal Year
2023-2024
Adopted
Fiscal Year
2023-2024
Filled
Fiscal Year
2024-2025
Filled
Fiscal Year
2025-2026
Proposed
Police (Non-Sworn)
Administrative Assistant to the Chief of Police 1 1 1 1 Administrative Secretary 1 1 1 1
Administrative Specialist 1 1 1 1
Animal Enforcement Officer 2 2 2 2
Communications Operator Supervisor 1 1 1 1
Communications Operator 10 7 7 8
Community Service Officer 2 1 1 1
Jailer Supervisor 1 1 1 1
Jailer 4 5 4 4
Parking Enforcement Officer 6 6 6 6
Police Cadets (P/T) 14 8 6 8
Police Records Supervisor 1 1 1 1
Police Records Coordinator 1 1 1 1
Police Records Clerk 3 2 2 3
Public Safety Officer 10 9 7 9
Property & Evidence Specialist 2 1 1 1
Total 60 48 43 49
*Police Cadets w ill reduce to 6 through attrition
*Public Safety Officer w ill reduce to 8 through attrition Public Works
Director of Public Works 1 - 1 1
Administrative Specialist 2 2 2 2
Fleet / Street Manager 1 1 1 1
Public Works Supervisor 2 2 2 2
Building Inspector 1 1 1 1
Management Analyst 1 1 1 1
Equipment Mechanic 2 2 2 2
Journeyman Electrician 3 3 3 3
Maintenance Worker 12 12 12 12
General Laborer (P/T) 4 3 6 6
Graduate Management Intern (P/T) 1 - 1 1
Total 30 28 32 32
Grand Total 255 221 210 232
FY 2025 - 2026 Proposed Budget (DRAFT)
FY 2025 - 2026 Proposed Budget (DRAFT) 128 Revised as of May 30, 2025 (DRAFT)

1 City of
Huntington Park
Proposed Capital Improvement
Project Budget
Fiscal Year 2025 – 2026

2 Table of Contents
Table of Contents................................................................................................................................2 Capital Improvement Projects Budget Introduction & Overview....................................................3 Capital Improvement Projects Budget Introduction & Overview....................................................4 Capital Improvement Projects Budget Introduction & Overview....................................................5 Capital Improvement Projects – Budget...........................................................................................6 Capital Improvement Projects - Budget............................................................................................7 Capital Improvement Projects – Building Improvements Overview...............................................8 Building Improvements – City Hall Renovations .............................................................................9 Building Improvements – Council Chamber Renovations ............................................................10 Building Improvements – Emergency Operation Center...............................................................11 Building Improvements – EV Charging Station at Public Works Yard.........................................12 Building Improvements – Salt Lake Park Building Renovation....................................................13 Building Improvements – Roof Repairs at the Public Works Yard...............................................14 Capital Improvement Projects – Park Improvements Overview ...................................................15 Park Improvements – Playground at Freedom Park ......................................................................16 Park Improvements – Playground at Salt Lake Park .....................................................................17 Park Improvements – Playground at Keller Park ...........................................................................18 Capital Improvement Projects – Street Improvements Overview.................................................19 Street Improvements – 9 Arterial Intersections Project ................................................................20 Street Improvements – ATP Cycle 5 – Safe Routes and Childhood Obesity Project..................21 Street Improvements – ATP Cycle 6 – Safe Routes for Students & Seniors ...............................22 Street Improvements – HP Litter Abatement & Beautification......................................................23 Street Improvements – MAT Program Cycle 1 – Randolph Corridor Metro Project....................24 Street Improvements – SB1 Street Enhancement Project.............................................................25 Street Improvements – Slauson Congestion Relief Project..........................................................26 Street Improvements – Water Quality Green Street Project – Salt Lake Avenue ........................27 Capital Improvement Projects – Water Infrastructure Improvements Overview.........................28 Water Infrastructure Improvements – Salt Lake Park Cistern Project..........................................29 Water Infrastructure Improvements – Well 14 Rehabilitation .......................................................30 Water Infrastructure Improvements – Well 16 Rehabilitation .......................................................31 3 Capital Improvement Projects Budget Introduction & Overview Overview of Capital Improvement Projects
Capital projects are long-term improvement and maintenance programs designed to preserve the City’s infrastructure, buildings and facilities. The programs are broad and include both street and sidewalk improvement and rehabilitation; intersection capacity enhancements; traffic signal upgrades; well and sewer improvements; stormwater treatment and infiltration; public lighting projects; and building renovations.

Capital Improvement Project Funding
Capital projects may be funded by several sources, including operating capital, grants, and joint agency endeavors.

Operating capital is appropriated from the unreserved balances and annual revenues of various funds; joint agency projects are those funded by the City and another government.

Tax increases and special districts utilized by the former Huntington Park Redevelopment Agency have historically been used to fund capital projects; however, legislation now places substantial restrictions on cities’ abilities to raise revenues in these ways. Special taxes must be approved by a two-thirds vote of the electorate; general taxes must be approved by a majority vote of the electorate; and Redevelopment Agencies were formally dissolved by State legislature in 2012. Staff, therefore remains diligent in searching for grants and other financing partnerships.

The vast majority of Huntington Park’s Capital Improvement Program (CIP) are funded by special revenue funds. Special Revenue funds are funds awarded or allocated to the City for specific uses and cannot be used for any expenses outside of these uses. For example, the majority of the City’s street improvement projects are funded by CalTrans and Metro through grant programs and gas taxes. These funds must be used for transportation improvement related expenditures and therefore cannot be shifted towards building renovations for example. 4 Capital Improvement Projects Budget Introduction & Overview Project Types
Building Improvements – The City owns a number of public buildings that play an important role in serving our community. To ensure the health and safety of both staff and visitors, ongoing maintenance and improvements are essential.

In FY 2026 the City plans to execute 2 Rehab & Remodels of the two main City buildings which are City Hall and the Salt Lake Park Building. These rehab and remodels are going to be paid by American Rescue Plan Act funds.

Park Improvements – The City is proud to have received several state grants dedicated to enhancing our local parks.

These funds will support exciting upgrades like new playground equipment, refreshed landscaping, and improved walkways—making our parks even more enjoyable for everyone in the community.

Street Improvements – Street projects are among the most common in the City, as our roads need regular maintenance to stay safe for drivers, cyclists, and pedestrians. Each year, the City receives funding from various voter-approved County taxes—such as SB1, Measure R, and Measure M—which support the majority of our street improvement efforts. In addition, City staff actively pursue grants from agencies like CalTrans and the LA County Metropolitan Transportation Authority (Metro) to fund even more projects and keep our streets in good shape.

Water Infrastructure Improvements – The City is fortunate to own the water rights to sources located within its boundaries, allowing it to operate its own water utility. This local control helps us deliver clean, reliable drinking water to residents every day. To keep meeting high safety standards set by state and federal agencies, we need to continue investing in our water system to repair aging infrastructure and plan for future needs. 5 Capital Improvement Projects Budget Introduction & Overview 6 Capital Improvement Projects – Budget
Expenditure/Expense Classification
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
Capital Improvement Programs
ATP Cycle 5 1,789,500 1,337,602 332,223 (1,457,277)
ATP Cycle 6 320,000 14,960 2,120,520 1,800,520
Charging Station at PW Yard - 8,938 76,268 76,268
Chelsey Park 206,212 4,095 - (206,212)
City Hall & PD - Roof Repair 189,840 67,476 - (189,840) City Hall Improvements - 104,940 1,804,940 1,804,940
City-Wide WiFi 139,440 161,400 - (139,440)
Computer Aided Dispatch - 878,281 - -
Concrete Paving at 9 Arterial Intersections - - 5,675,000 5,675,000 Conn Pipe & AR Screens 76,055 50,752 - (76,055)
Council Chambers Remodel 1,000,000 49,587 903,934 (96,066) Cyber Security 166,309 8,938 - (166,309)
Emergency Operation Center (EOC) 115,106 26,989 1,158,110 1,043,004 Fire Alarm Services 775,198 - - (775,198)
Freedom Park - Playground 506,108 - 242,816 (263,292)
Keller Park - Playground Equipment 134,444 35,689 1,335,160 1,200,716 LA County Walnut Street ET AL 1,050 - - (1,050)
Litter Abatement CIP 2022-11 524,500 25,556 1,049,000 524,500 On Premises 100,800 32,000 - (100,800)
PW Roofs 550,000 - 550,000 -
Randolph Corridor 535,000 - 2,574,294 2,039,294
Rehab & Modernize Parks Bldg. 282,000 208,060 1,984,000 1,702,000 ROAR Project 52,500 6,800 - (52,500)
Salt Lake Aquatic Center 2,800,000 1,324 - (2,800,000)
Salt Lake H20 Water Quality 433,496 - - (433,496)
Salt Lake Park - Playground 506,108 - 812,187 306,079
Salt Lake Park Cistern 2,084,783 84,569 1,500,000 (584,783) Slauson Congestion Relief 9,277,310 7,288,258 1,507,714 (7,769,596) Street Enhancement Proj. 212,494 20,635 2,000,729 1,788,235 Tree People 402,126 70,420 - (402,126)
Tyler Technologies 1,262,294 158,115 - (1,262,294)
Water Quality Green Street Project - Salt Lake Ave - 230 1,500,000 1,500,000 Well 14 - - 210,000 210,000
Well 15 CIP 2017-07 41,141 - - (41,141)
Well 16 - Site Enhancement Florence & Salt Lake Ave 1,879,286 184 2,205,026 325,740 Well 17 1,033,333 - - (1,033,333)
Wifi Broadway 500,000 - - (500,000)
Total Capital Improvements 27,896,433 10,645,797 29,541,921 1,645,488 7 Capital Improvement Projects - Budget

TOTAL BY FUND

FUND TITLE
FY 2025
Adopted
FY 2025
Actual YTD
5/1/25
FY 2026
Proposed
$
Change
%
Change
111- General 76,055 50,752 1,550,729 1,474,674 1939.0%
113- American Rescue Plan Act - 487,992 8,940,901 8,940,901 0.0% 114 - Special Events Contribution - - 109,340 109,340 0.0% 202- Crosswalks 18,790 13,761 - (18,790) -100.0%
210- Measure M - - 1,503,737 1,503,737 0.0%
221- State Gasoline Tax Fund 40,625 650 1,000,000 959,375 2361.5% 222- Measure R - - 2,574,294 2,574,294 0.0%
334- Ped/Bike Path - - 220,263 220,263 0.0%
335 - Safe Clean Water Grant - - 1,500,000 1,500,000 0.0% 681- Water 1,379,286 - - (1,379,286) -100.0%
787- Capital Improvement Projects 26,381,677 8,072,602 12,142,658 (14,239,019) -54.0% 27,896,433 8,625,757 29,541,921 1,645,488 5.9%
*Any reimbursement grants awarded to the City for specific CIP projects are budgeted for in Fund 787 8 Capital Improvement Projects – Building Improvements Overview Building Improvements
Due to the nature of local government operations, the City owns and maintains a number of public facilities. These facilities require ongoing maintenance and periodic renovations to ensure they remain safe, functional, and efficient. The projects identified in the Building Improvements section of the Capital Improvement Program (CIP) have been prioritized by Public Works based on current needs. These improvements are typically significant in both cost and scope and are designed to extend the useful life of the facilities or enhance their overall functionality, safety, and operational efficiency. 9 Building Improvements – City Hall Renovations
2025-03 Estimated Start Date: FY 2025
787-8937 Estimated End Date: FY 2026
$ 2,000,000.00 Total Expended to Date: $ 195,060.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ 195,060.00 $ - $ - $ - $ 195,060.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,804,940.00 $ - $ - $ 1,804,940.00
$ - $ - $ - $ - $ - $ -
$ - $ 195,060.00 $ 1,804,940.00 $ - $ - $ 2,000,000.00
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Building Improvements
Project Title: CITY HALL RENOVATIONS
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project will include upgrades to select facilities and infrastructure surrounding City Hall, aimed at improving functionality, aesthetics, and accessibility for both staff and the public.

Project Phase Total
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Total $ 2,000,000.00
Total
Find 113 - American Rescue Plan Act $ 2,000,000.00
Funding Source
10 Building Improvements – Council Chamber Renovations
11 Building Improvements – Emergency Operation Center
EOC Estimated Start Date: FY 2026
787-8936 Estimated End Date: FY 2027
$ 1,333,333.00 Total Expended to Date: $ 175,223.50
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 68,100.00 $ 107,123.50 $ - $ - $ - $ 175,223.50
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,158,109.50 $ - $ - $ 1,158,109.50
$ -
$ 68,100.00 $ 107,123.50 $ 1,158,109.50 $ - $ - $ 1,333,333.00 Total $ 1,333,333.00
Total
Fund 787 - California OES Grant $ 1,000,000.00
Fund 113 - American Rescue Plan Act $ 333,333.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project involves the renovation and modernization of the City’s Emergency Operations Center (EOC) to enhance emergency preparedness, response, and recovery capabilities. The EOC serves as the centralized command and coordination hub during critical incidents such as natural disasters, public safety emergencies, and large-scale community events.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Building Improvements
Project Title: EMERGENCY OPERATIONS CENTER
12 Building Improvements – EV Charging Station at Public Works Yard 2025-05 Estimated Start Date: FY 2025
787-8933 Estimated End Date: FY 2026
$ 115,290.00 Total Expended to Date: $ 39,022.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ 39,022.00 $ 76,268.00 $ - $ - $ 115,290.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ -
$ -
$ - $ 39,022.00 $ 76,268.00 $ - $ - $ 115,290.00
Total $ 115,290.00
Total
Fund 787 - Department of Energy Efficiency - EECBG Voucher $ 115,290.00 Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project involves the installation of new electric vehicle (EV) charging stations at the Public Works City Yard. The initiative supports the future purchase and use of hybrid and electric vehicles within the City’s fleet, advancing the City's commitment to sustainability and reducing greenhouse gas emissions.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Building Improvements
Project Title: EV CHARGING STATION AT PUBLIC WORKS YARD 13 Building Improvements – Salt Lake Park Building Renovation 2025-02 Estimated Start Date: FY 2025
787-8929 Estimated End Date: FY 2027
$ 4,250,000.00 Total Expended to Date: $ 282,000.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ 282,000.00 $ - $ - $ - $ 282,000.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,984,000.00 $1,984,000.00 $ - $ 3,968,000.00 $ - $ - $ - $ - $ - $ -
$ - $ 282,000.00 $ 1,984,000.00 $ 1,984,000.00 $ - $ 4,250,000.00 Total $ 4,250,000.00
Total
Fund 787 - National Resource Agency Reimbursement Grant $ 1,850,000.00 Find 113 - American Rescue Plan Act $ 2,400,000.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project involves the renovation and modernization of the Salt Lake Park building. The goal is to transform the facility into a sustainable, energy-efficient structure. Planned improvements include the installation of a cool roof, thermally efficient glazing to minimize heat gain, and green walls to enhance environmental performance and aesthetics.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Building Improvements
Project Title: SALT LAKE PARK BUILDING RENOVATION
14 Building Improvements – Roof Repairs at the Public Works Yard TBD Estimated Start Date: FY 2026
787-8922 Estimated End Date: FY 2026
$ 550,000.00 Total Expended to Date: $ -
General Fund Impact: $ 550,000.00
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ -
$ - $ - $ 550,000.00 $ - $ - $ 550,000.00
$ -
$ - $ - $ 550,000.00 $ - $ - $ 550,000.00
Total $ 550,000.00
Total
Fund 111 - General Fund $ 550,000.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project will repair the roof of the City Yards Public Works facility, which is currently in need of restoration.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Building Improvements
Project Title: ROOF REPAIRS AT THE PUBLIC WORKS YARD
15 Capital Improvement Projects – Park Improvements Overview Park Improvements
The Park Improvements section of the Capital Improvement Program (CIP) focuses on enhancing the quality, accessibility, and safety of public parks and recreational facilities throughout the City of Huntington Park. These projects are designed to preserve and upgrade valuable community assets, promote active lifestyles, and support the well-being of residents of all ages.

Improvements may include the renovation of playgrounds, installation of new park equipment, resurfacing of athletic courts and fields, lighting upgrades, enhanced landscaping, irrigation system replacements, and the construction or modernization of restrooms, walking paths, and picnic areas. Accessibility upgrades to meet Americans with Disabilities Act (ADA) standards are also a key component.

Through these investments, the City aims to provide safe, attractive, and inclusive spaces that meet the recreational and environmental needs of the community, while also preserving the parks for future generations. 16 Park Improvements – Playground at Freedom Park
2022-06 Estimated Start Date: FY 2024
787-8908 Estimated End Date: FY 2026
$ 267,782.00 Total Expended to Date: $ 24,966.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 6,375.50 $ 18,590.50 $ 28,590.00 $ - $ - $ 53,556.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 214,226.00 $ - $ - $ 214,226.00
$ -
$ 6,375.50 $ 18,590.50 $ 242,816.00 $ - $ - $ 267,782.00 Total $ 267,782.00
Total
Fund 787 - California National Resource Agency Grant $ 214,226.00 Fund 787 - CEQA Reimbursement $ 53,556.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

Installation of a new playground at Freedom Park, designed to comply with the current National Program for Playground Safety (NPPS) guidelines, standards, and regulations. This project will provide a safe, inclusive, and accessible play environment for children of all abilities.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Park Improvements
Project Title: PLAYGROUND AT FREEDOM PARK
17 Park Improvements – Playground at Salt Lake Park
2022-03 Estimated Start Date: FY 2024
787-8907 Estimated End Date: FY 2027
$ 1,649,339.56 Total Expended to Date: $ 24,966.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 6,375.50 $ 18,590.50 $ - $ - $ - $ 24,966.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 757,517.00 $ 757,517.00 $ - $ 1,515,034.00
$ - $ - $ 54,669.78 $ 54,669.78 $ - $ 109,339.56
$ 6,375.50 $ 18,590.50 $ 812,186.78 $ 812,186.78 $ - $ 1,649,339.56 Total $ 1,649,339.56
Total
Fund 787 - Los Angeles County Regional Park & Open Space Disctrict Grant $ 1,540,000.00 Fund 114 - Dodgers Dream Team Grant $ 109,339.56
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Playground Improvements
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

Installation of a new playground at Salt Lake Park, designed to comply with the current National Program for Playground Safety (NPPS) guidelines, standards, and regulations. This project will ensure a safe, inclusive, and accessible play environment for children of all abilities.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Park Improvements
Project Title: PLAYGROUND AT SALT LAKE PARK
18 Park Improvements – Playground at Keller Park
2022-04 Estimated Start Date: FY 2024
787-8923 Estimated End Date: FY 2026
$ 1,500,000.00 Total Expended to Date: $ 164,840.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 109,310.80 $ 55,529.20 $ - $ - $ - $ 164,840.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,335,160.00 $ - $ - $ 1,335,160.00
$ -
$ 109,310.80 $ 55,529.20 $ 1,335,160.00 $ - $ - $ 1,500,000.00 Total $ 1,500,000.00
Total
Fund 787 - Los Angeles County Regional Park & Open Space Disctrict Grant $ 1,500,000.00 Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

Installation of a new playground at Keller Park, designed to comply with the current National Program for Playground Safety (NPPS) guidelines, standards, and regulations. This project will provide a safe, inclusive, and accessible play environment for children of all abilities.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Park Improvements
Project Title: PLAYGROUND AT KELLER
19 Capital Improvement Projects – Street Improvements Overview Street Improvements
The Street Improvements section of the Capital Improvement Program (CIP) is dedicated to the preservation, rehabilitation, and enhancement of the City of Huntington Park’s roadway infrastructure. These projects aim to improve mobility, safety, and accessibility for drivers, cyclists, and pedestrians throughout the city.

Key improvements include street resurfacing and reconstruction, pothole and pavement repair, intersection and traffic signal upgrades, sidewalk and curb ramp installations to meet Americans with Disabilities Act (ADA) standards, and roadway striping and signage enhancements. Select projects also involve street widening to improve traffic flow and reduce congestion, as well as corridor beautification to enhance the overall appearance of public streetscapes.

Street improvement projects are prioritized based on pavement condition assessments, traffic volumes, and community needs, and are funded through a combination of local, state, and federal sources. These efforts help ensure a safer, more efficient, and more attractive transportation network for residents, businesses, and visitors in Huntington Park.
20 Street Improvements – 9 Arterial Intersections Project TBD Estimated Start Date: FY 2026
TBD Estimated End Date: TBD
$ 5,675,000.00 Total Expended to Date: $ -
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ - $ 5,675,000.00 $ - $ - $ 5,675,000.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ -
$ -
$ - $ - $ 5,675,000.00 $ - $ - $ 5,675,000.00
Total $ 5,675,000.00
Total
Fund 210 - Measure M $ 675,000.00
Fund 787 - Metro Reimbursement Grant Award $ 5,000,000.00 Funding Source
Project Award
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

The City’s arterial intersections along Florence Avenue and Pacific Boulevard experience high traffic volumes and require regular maintenance and periodic upgrades.

Currently paved with asphalt, these intersections are due for significant improvements. The project will replace the full-depth pavement sections at six intersections along Florence Avenue and three intersections along Pacific Boulevard within city limits with new Portland Cement Concrete (PCC) pavement to enhance durability and long-term performance.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: 9 ARTERIAL INTERSECTIONS PROJECT
21 Street Improvements – ATP Cycle 5 – Safe Routes and Childhood Obesity Project 2019-14 Estimated Start Date: FY 2022
787-8903 Estimated End Date: FY 2026
$ 3,349,441.00 Total Expended to Date: $ 3,017,217.60
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 185,016.35 $ 17,041.25 $ 72,942.40 $ - $ - $ 275,000.00 $ - $ 222,350.00 $ - $ - $ - $ 222,350.00
$ - $ 2,592,810.00 $ - $ - $ - $ 2,592,810.00
$ - $ - $ 259,281.00 $ - $ - $ 259,281.00
$ 185,016.35 $ 2,832,201.25 $ 332,223.40 $ - $ - $ 3,349,441.00 Construction Contingency
Total
Total
Total
$ 275,000.00
$ 222,350.00
$ 2,592,810.00
$ 259,281.00
$ 3,349,441.00
Funding Source
Fund 787 - CalTrans Reimbursable Funding - Planning Spec. & Engineering Fund 787 - CalTrans Reimbursable Funding - Construction Engineering & Mmgt Fund 787 - CalTrans Reimbursable Funding - Construction Fund 787 - CalTrans Reimbursable Funding - Construction Contingency City of Huntington Park
Project Phase
Planning Specifications & Engineering
Construction Engineering & Management
Street Improvements
Capital Improvement Plan
FY 2025-2026
Project Title: ATP CYCLE 5 - SAFE ROUTES AND CHILDHOOD OBESITY PROJECT Construction
Capital Improvement Project No.:

Account No.:

Total Project Amount:

Total
22 Street Improvements – ATP Cycle 6 – Safe Routes for Students & Seniors 2022-02 Estimated Start Date: FY 2025
787-8932 Estimated End Date: FY 2027
$ 4,261,000.00 Total Expended to Date: $ 19,960.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ 19,960.00 $ 17,520.00 $ 17,520.00 $ - $ 55,000.00 $ - $ - $ 160,000.00 $ 160,000.00 $ - $ 320,000.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,943,000.00 $1,943,000.00 $ - $ 3,886,000.00 $ - $ 19,960.00 $ 2,120,520.00 $ 2,120,520.00 $ - $ 4,261,000.00 Total $ 4,261,000.00
Total
Fund 787 - CalTrans Reimbursable Funding - Project Approval & Environmental Doc. $ 55,000.00 Fund 787 - CalTrans Reimbursable Funding - Planning Specifications & Engineering $ 320,000.00 Fund 787 - CalTrans Reimbursable Funding - Construction $ 3,886,000.00 Funding Source
Project Approval and Environmental Document
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

Implementation of pedestrian safety enhancements at 22 currently unprotected crosswalks, primarily located near schools or along major arterial roads. These improvements aim to address hazardous conditions and enhance pedestrian accessibility to key community destinations. The project includes the installation of HighIntensity Activated Crosswalk (HAWK) signals to improve street crossing safety. The project will encompass improvements along several key corridors, including Belgrave Avenue, Clarendon Avenue, 61st Street, Gage Avenue, Randolph Street, Seville Street, Zoe Avenue, State Street, and Yahualica Place Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: ATP CYCLE 6 - SAFE ROUTES FOR STUDENTS & SENIORS 23 Street Improvements – HP Litter Abatement & Beautification 2022-11 Estimated Start Date: FY 2024
787-8920 Estimated End Date: TBD
$ 1,298,290.00 Total Expended to Date: $ 249,290.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 192,082.00 $ 57,208.00 $ - $ - $ - $ 249,290.00
$ - $ - $ 1,049,000.00 $ - $ - $ 1,049,000.00
$ -
$ -
$ 192,082.00 $ 57,208.00 $ 1,049,000.00 $ - $ - $ 1,298,290.00 Total $ 1,298,290.00
Total
Fund 210 - Measure M $ 1,078,026.85
Fund 334 - Transportation Development Authority $ 220,263.15 Funding Source
Planning Specifications & Engineering
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project aims to beautify and enhance areas significantly impacted by litter, debris, hazardous materials, and illegal dumping, thereby improving the overall health and well-being of residents. Planned improvements include the installation of trash receptacles and high-resolution cameras to deter illegal dumping activities.

Additionally, the project will upgrade sidewalks to ensure full compliance with ADA standards, improving accessibility for all community members Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: HP LITTER ABATEMENT & BEAUTIFICATION
24 Street Improvements – MAT Program Cycle 1 – Randolph Corridor Metro Project 2019-17 Estimated Start Date: TBD
787-8926 Estimated End Date: TBD
$ 2,574,294.14 Total Expended to Date: $ -
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ - $ 2,574,294.14 $ - $ - $ 2,574,294.14
$ -
$ -
$ -
$ - $ - $ 2,574,294.14 $ - $ - $ 2,574,294.14
Total $ 2,574,294.14
Total
Fund 222 - LA County Metro Transportation Authority - Measure R $ 2,574,294.14 Funding Source
City of Huntington Park's Share of the Project
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project is consistent with Metro’s prioritized Corridor #1, as identified from project limit to project limit. It initiates the implementation of designated first/last mile improvements and includes the addition of Class III bicycle lanes, replacement of outdated street lighting, and upgrades to curb ramps to meet ADA standards.

The City of Commerce is serving as the lead agency for this project and the City of Huntington Park has agreed to share the costs of the project.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: MAT PROGRAM CYCLE 1- RANDOLPH CORRIDOR METRO PROJECT 25 Street Improvements – SB1 Street Enhancement Project 2023-01 Estimated Start Date: FY 2024
787-8916 Estimated End Date: FY 2026
$ 2,137,529.00 Total Expended to Date: $ 136,800.00
General Fund Impact: $ 1,137,529.00
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 101,731.41 $ 35,068.59 $ - $ - $ - $ 136,800.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 2,000,729.00 $ - $ - $ 2,000,729.00
$ - $ - $ - $ - $ - $ -
$ 101,731.41 $ 35,068.59 $ 2,000,729.00 $ - $ - $ 2,137,529.00 Total $ 2,137,529.00
Total
Fund 221 - SB1 Funds $ 1,000,000.00
Fund 111 - General Fund $ 1,137,529.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

The SB 1 Street Enhancement Project focuses on improving the condition, safety, and overall quality of the City’s local roadway network. The scope of work typically includes street resurfacing and reconstruction, pavement rehabilitation, curb and gutter repairs, sidewalk upgrades, installation of ADA-compliant curb ramps, updated street signage, and striping enhancements. These improvements aim to extend the life of roadway infrastructure, enhance accessibility, and ensure safer travel for motorists, pedestrians, and cyclists.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: SB1 STREET ENHANCEMENT PROJECT
26 Street Improvements – Slauson Congestion Relief Project 2019-02 Estimated Start Date: FY 2023
787-8913 Estimated End Date: FY 2026
$11,281,000.00 Total Expended to Date: $ 9,773,286.40
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 175,881.10 $ - $ - $ - $ - $ 175,881.10
$ 113,057.50 $ 337,327.50 $ - $ - $ - $ 450,385.00
$ - $ 9,147,020.30 $ 1,507,713.60 $ - $ - $ 10,654,733.90 $ - $ - $ - $ - $ - $ -
$ 288,938.60 $ 9,484,347.80 $ 1,507,713.60 $ - $ - $ 11,281,000.00 Total $ 11,281,000.00
Total
Fund 787 - Metro Measure R Funds - Reimbursable $ 9,400,000.00 Fund 787 - City CRRSAA STPL Exchange $ 273,000.00
Fund 787 - City STPL Exchange $ 1,608,000.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project focuses on traffic flow and safety enhancements along Slauson Avenue. Key improvements include the addition of two eastbound through travel lanes and one parking lane to help alleviate congestion during peak travel hours. Upgrades to traffic signals and the implementation of signal synchronization will promote smoother and more efficient traffic movement. The project also encompasses pavement resurfacing to provide a safer driving surface, new striping for improved lane visibility, and ADA-compliant upgrades to enhance accessibility for all residents.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: SLAUSON CONGESTION RELIEF PROJECT
27 Street Improvements – Water Quality Green Street Project – Salt Lake Avenue 2022-12 Estimated Start Date: FY 2023
787-8921 Estimated End Date: TBD
$ 1,676,834.00 Total Expended to Date: $ 176,834.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 162,379.00 $ 14,455.00 $ - $ - $ - $ 176,834.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,500,000.00 $ - $ - $ 1,500,000.00
$ -
$ 162,379.00 $ 14,455.00 $ 1,500,000.00 $ - $ - $ 1,676,834.00 Total $ 1,676,834.00
Total
Fund 335 - Measure W $ 176,834.00
Fund 113 - American Rescue Plan Act $ 1,500,000.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project is intended to improve connectivity and accessibility for individuals with disabilities through targeted infrastructure modifications. As part of these enhancements, the project will incorporate increased greening elements to create a visually appealing and scenic corridor. The improvements will be implemented along Salt Lake Avenue, between Walnut Street and Santa Ana Street.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Street Improvements
Project Title: WATER QUALITY GREEN STREET PROJECT - SALT LAKE AVENUE 28 Capital Improvement Projects – Water Infrastructure Improvements Overview Water Infrastructure Improvements
The Water Infrastructure & Well Improvements section of the Capital Improvement Program (CIP) supports the City of Huntington Park’s efforts to ensure a safe, reliable, and sustainable water supply for the community. This category focuses on the rehabilitation and modernization of the City’s water distribution system, as well as critical upgrades to its groundwater wells.

Key projects include the replacement of aging water mains and service lines, improvements to pump stations and pressure zones, installation of advanced metering infrastructure, and the integration of smart water technologies for better system monitoring and efficiency. Additionally, the City is investing in the rehabilitation and upgrade of its municipal wells, including the installation of new well pumps, electrical systems, and water treatment equipment to improve water quality and meet regulatory standards.

These improvements are essential to maintaining uninterrupted service, protecting public health, supporting emergency response capabilities, and preparing the City’s water system for long-term resilience and growth. 29 Water Infrastructure Improvements – Salt Lake Park Cistern Project 2022-07 Estimated Start Date: FY 2024
787-8918 Estimated End Date: FY 2026
$ 4,691,813.00 Total Expended to Date: $ 1,691,813.00
General Fund Impact: $ 191,813.00
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 117,029.64 $ 1,574,783.36 $ - $ - $ - $ 1,691,813.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 1,500,000.00 $1,500,000.00 $ - $ 3,000,000.00 $ -
$ 117,029.64 $ 1,574,783.36 $ 1,500,000.00 $ 1,500,000.00 $ - $ 4,691,813.00 Total $ 4,691,813.00
Total
Fund 335 - Safe Clean Water Grant $ 4,500,000.00
Fund 111 - General Fund $ 191,813.00
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project involves evaluating various diversion locations and the associated inflow pipelines directing water to the site, as well as the outflow pipelines conveying treated stormwater from the capture system back to the storm drain network. Once a suitable location is identified, the subsurface storage system will be designed to accommodate both construction and long-term maintenance activities. Accessory components, including pretreatment filters, full trash capture devices, valves, and pump stations—will be strategically placed to ensure ease of access for inspection and servicing.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Water Infrastructure Improvements
Project Title: SALT LAKE PARK CISTERN PROJECT
30 Water Infrastructure Improvements – Well 14 Rehabilitation TBD Estimated Start Date: FY 2026
TBD Estimated End Date: FY 2026
$ 210,000.00 Total Expended to Date: $ -
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ -
$ - $ - $ 210,000.00 $ - $ - $ 210,000.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 210,000.00 $ - $ - $ 210,000.00
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Water Infrastructure Improvements
Project Title: WELL 14 REHABILITATION
Capital Improvement Project No.:

Account No.:

Total Project Amount:

This project involves the rehabilitation of Production Well 14 in accordance with California American Water Works Association (AWWA) standards. The goal is to restore and maximize the well’s water production capacity, reducing the City's reliance on imported water. The project also includes an assessment of the existing water storage tank at the Well 14 site, followed by necessary maintenance and repairs to ensure compliance with AWWA standards. All work will be coordinated to align with the completion of the well rehabilitation.

Project Phase Total
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Total $ 210,000.00
Total
Find 113 - American Rescue Plan $ 210,000.00
Funding Source
31 Water Infrastructure Improvements – Well 16 Rehabilitation 2021-04 Estimated Start Date: FY 2022
787-8923 Estimated End Date: FY 2026
$ 2,459,151.35 Total Expended to Date: $ 254,125.00
General Fund Impact: $ -
Expenditures
Prior To
Estimated
Expenditures Proposed Proposed Proposed
FY 2024 -2025 FY 2024-2025 FY 2025-2026 FY 2026-2027 FY 2027-2028 $ 170,136.37 $ 83,988.63 $ - $ - $ - $ 254,125.00
$ - $ - $ - $ - $ - $ -
$ - $ - $ 2,025,119.50 $ - $ - $ 2,025,119.50
$ - $ - $ 179,906.85 $ - $ - $ 179,906.85
$ 170,136.37 $ 83,988.63 $ 2,205,026.35 $ - $ - $ 2,459,151.35 Total $ 2,459,151.35
Total
Fund 681 - Water Fund $ 254,125.00
Find 113 - American Rescue Plan $ 2,205,026.35
Funding Source
Planning Specifications & Engineering
Construction Engineering & Management
Construction
Construction Contingency
Total
Capital Improvement Project No.:

Account No.:

Total Project Amount:

The existing setup at Well 16, including the booster pump and electrical components, is outdated. Recent testing at the site indicates a decline in flow, suggesting reduced well productivity. This project aims to develop and implement a solution to address and mitigate the loss in well performance.

Project Phase Total
City of Huntington Park
Capital Improvement Plan
FY 2025-2026
Water Infrastructure Improvements
Project Title: WELL 16 SITE ENHANCEMENT FLORANCE AVE/ SALT LAKE AVE.

ITEM 5
June 16, 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 COMMITTEE
IT IS RECOMMENDED THAT CITY COUNCIL:

1. Consideration by City Council for committee re-assignment.

PURPOSE/JUSTIFICATION OF RECOMMENDED ACTION
COMMITTEES:

The appointment of delegates and alternates to committee assignments is consistent with the Council’s policy to maintain permanent representatives whenever possible. Reorganization of Council Committee assignments is typically handled annually. The last Council Committee reorganization was on April 18, 2024. Any vacancies require the attention and action from the current City Council to assign or re-assign committee assignments.

COUNCIL APPOINTMENTS TO VARIOUS COMMITTEES
June 16, 2025

Page 2 of 2 ends

FISCAL IMPACT
There is no fiscal impact.

Respectfully submitted,

RICARDO REYES
City Manager

EDUARDO SARMIENTO,
City Clerk

ATTACHMENT(S)
A. Council Appointments to Various Organizations List
Council Appointments to Various
Organizations
Updated – February 25, 2025
(*Agency offers a stipend)
California Contract Cities Association- meets 3rd Wednesday of every month @ 6:00 p.m. (except Jan, May and July) location for meetings will vary.

Director Delgate: Martinez Alternate: All Council
11027 Downey Avenue
Downey, CA 90241
(562) 622-5533
(562) 622-9555 fax
Contact: Christina Shore
*Southeast Gateway Line Corridor Cities Committee (Formerly Eco Rapid Transit) - meets 3rd Thursday of bi-monthly @ 6:00 p.m. Via Zoom
Board Member: Macias Alternate: Flores
16401 Paramount Boulevard
Paramount, CA 90723
(562) 663-6850
(562) 634-8216 – fax
[email protected] Ana Pantoja
Contact: Ana Pantoja, [email protected] , Andra Mora, [email protected], Marisa Perez, [email protected]
*Gateway Cities Council of Governments - meets 1st Wednesday of every month @ 5:30 p.m. dinner, 6:00 pm. meeting
Delegate: Flores Alternate: Sanabria
16401 Paramount Boulevard, Upstairs
Paramount, CA 90723
(562) 663-6850
(562) 634-8216 - fax
Contacts: Genny Cisneros [email protected] and Sandra Mora, Assistant [Metro Service Council (part of Gateway Cities Council of Gov)] Member Delegate: Macias (appt’d by Gateway) Metro, Ethics Dept., 4th Floor, One Gateway Plaza MS 99- 4-5, Los Angeles, CA 90012
PH: (213) 922-2900
STIPEND - $100.00
STIPEND - $125.00
STIPEND - $150.00
Gateway Water Management Authority (LA Gateway Region Integrated Regional Water Management JPA) (Staff was appointed by Council May 7, 2024) meets 2nd Thursday of every month @ 12:00 p.m.

Member Delage: Steve Forester Alternate(s): Marla Flores 16401 Paramount Boulevard
Paramount, CA 90723
(562) 663-6850 – Contact: Traci Gleason [email protected] and Grace Kast [email protected]
(562) 634-8216 - fax
*HUB Cities Consortium- meets 3rd Thursday of every month @ 5:15 p.m.

Member Delegate: Macias Alternate: Other Council Member 2675 Zoe Avenue, Second Floor Huntington Park, CA 90255 (323) 586-4700
(323) 586-4702 – fax
Contact: Judith Ruiz 323-586-4718 [email protected]
*Independent Cities Finance Authority Governing Board – ICFA – meetings on an as-neededbasis, 12:00 p.m., various locations Delegate: Martinez Alternate: Other Council Member
P.O. Box 6740
Lancaster, CA 93539-6740
(877) 906-0941
(661) 943-5279 - fax
Contact: Debbie Smith, Secretary/Program Administrator
Independent Cities Risk Management Authority Governing Board -ICRMA Meets 2nd Thursday of even-numbered months, @ 10:00 a.m., usually at the Rio Hondo Event Center, in Downey. Exceptions will be noted on the schedule, and changes to the schedule will be announced as they occur.

Delegate: Ricardo Reyes Alternate: Eduardo Sarmiento (re-appt’d 5-7-22) Sub Alternate: Marisol Nieto
18201 Von Karman, #200, Irvine, CA 92612
(949) 349-9879 [email protected] Contact: Dani Rogacki and Amber Anderson Amber_Anderson@
STIPEND - $250.00
STIPEND - $
125.00 plus mileage
LA County City Selection Committee – meets 3 to 4 times a year, at the call of the Chairman.

Member Delegate: Macias (Must be Mayor) Alternate(s): Flores (Vice Mayor or Council Member) Board Operations Division
Commission Services
County of Los Angeles
500 West Temple St. Ste 383, Los Angeles, CA 90012
(213) 974-1431
Contact: Cesar Hernandez email: [email protected] For questions email: [email protected]
Consolidated Oversight Board 1st District (Formerly L.A. County Oversight Committee)– meets every 2nd Monday of the month at 9:00 a.m. (Only when requested or when filing ROPS), No Member Delegate or Alternate Required. Finance Director listed as contact.

Mount SAC 1100 N. Grand Ave, Walnut CA 91789
(213) 974-1431 & (Direct Line (213) 974-1060 Contact: Rhonda Rangel, Olga Ramirez Contact: Rhonda Rangel, Executive Office, [email protected] , [email protected]
Los Angeles County Library District – meets every 4th Tuesday of the month at 6:00 p.m. “Friends of the Library”
Director Delegate: Flores Alternate: Martinez
Huntington Park Library 6518 Miles Avenue
Huntington Park, CA 90255
(323) 583-1461
Contact: Soledad Castillo, Library Manger [email protected] *Los Angeles County Sanitation District No.1- meets 2nd Wednesday of every month @ 1:30 p.m.

Delegate: Mayor Macias (Must be Mayor) Alternate: Flores 1955 Workman Mill Road
Whittier, CA 90601-4998
(562) 699-7411
Contact: Rechelle Z. Asperin, [email protected] , Kim
Christensen, [email protected] x1101
STIPEND - $100.00
*Los Angeles County Vector Control District- meets 2nd Thursday of every month @ 7:00 p.m. 12545 Florence Avenue
Member Delegate: (reappt’d 12-18-18 effective 1-2-19) – Term expires January 2023, first Monday @ noon
Santa Fe Springs, CA 90670
(562) 944-9656
Contact: Maria Weinbaum - (562) 758-6504
Southern California Association of Governments (SCAG) – meets at the General Assembly once a year, 1st Thursday in March.

Delegate: Sanabria, Jonathan Alternate: Martinez
818 W. Seventh Street, 12th Floor
Los Angeles, CA 90017
(213) 236-1908
Contact: Maggie Aguilar [email protected] , Officer of the Board

PUBLIC HEARING(S)
ITEM 1

CITY OF HUNTINGTON PARK
Community Development Department
City Council Agenda Report
June 16, 2025
Honorable Mayor and Members of the City Council
City of Huntington Park
6550 Miles Avenue
Huntington Park, CA 90255
Honorable 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 (CON PLAN) 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. Request that any City Councilmember suggesting funding changes among the noted Community Development Block Grant (CDBG) programs, provide direction from the dais regarding the ConPlan and AAP; and

4. Adopt the 2025-2029 Con Plan and adopt the Fiscal Year (FY) 2025-2026 AAP – Option 1; 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 by the due date of Thursday, July 15, 2025; and

7. Amend the Fiscal Year 2025-2026 Budget in accordance with the approved Fiscal Year 2025-2026 Annual Action Plan.

CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 2 of 7 ends

BACKGROUND
At the regularly scheduled City Council meeting on April 21, 2025, a public hearing was conducted on the Con Plan and the AAP (the Plans) to take public testimony and consider City Council adoption of the Plans. Staff received three public comment cards and all comments received from the public were addressed in the draft Con Plan and AAP. Additionally, staff received several comments from City Councilmembers in verbal and written forms resulting in the continuation of the item to a later date. The public hearing notice for the April 21, 2025 meeting noted and listed specific programs with its funding allocation amounts as required by HUD and as noted in the Plans. These programs and allocations are noted in Table A.

Due to the volume of the written and verbal comments, follow-up meetings were scheduled with individual councilmembers to receive their input on the Plans. The individual meetings with Councilmembers also included the City Manager, the Community Development Director, the Project Manager, and the Housing Consultant (MNS). The Con Plan and AAP have been updated to incorporate comments received, recommendations, edits, and concerns expressed by the public and City Council members during these meetings. During the course of these meetings, a new program/activity was proposed. A substantial amendment is required when a new program/activity and funding reallocation is made. Below are 2 options for the City Councils consideration:

Option 1: HUD has requested a submission due date of July 15th for the adopted Con Plan and AAP, and the City is on track to meet the deadline by approving the Plans at this evening’s meeting. Should the City Council elect to change priorities and allocations during the hearing deliberations from a currently funded activity to another funded activity (Table A), the change cannot exceed the cap limits within the activity category, and the change cannot exceed 30% of the total grant allocation to avoid a substantial amendment. Option 1 will enable the City to be in full compliance and meet the July 15th due date.

Option 2: If the City Council elects to change priorities from a currently funded activity to a new activity during the hearing deliberations, a mandatory 30-day public notice will need to be published, and another public hearing will be required after the 30-day public notice to consider the substantial amendment. This option will result in the City not being in compliance with the HUD requested submission date and risk the resolution of the Office of the Inspector General (OIG) Finding. The statutory submission deadline for the Plans is August 16, 2025, and passes the July 15th due date which puts the city at risk of additional HUD monitoring and auditing. The timeline for this amendment would be as follows:

Timeline
Activity Date
Public Notice Submission Monday, June 23, 2025
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 3 of 7 ends

Public Notice Publication Thursday, June 26, 2025
Public Notice 30-Day Comment Period Thursday, June 26 – Saturday, July 26, 2025 Public Hearing and Substantial
Amendment for Council Consideration
Monday, August 4, 2025
HUD Statutory Submission Deadline Saturday, August 16, 2025 It is recommended that the City Council pursue Option 1 to ensure compliance with the July 15th due date. The City Council has the option to make a substantial amendment, at a later date, to the AAP as noted in Option 2 after it has met compliance requirements.

PURPOSE/JUSTIFICATION OF RECOMMENDED ACTIONS
HUD mandates that all entitlement grantees prepare and submit a Five-Year Con Plan and an AAP. The Five-Year Con Plan 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 5-year period. The AAP is a funding strategy that articulates the City’s use 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 over the next fiscal year.

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 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)
Obtain 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
The events were
noticed through
flyers, city
approved social
media &
community
events.

Community Meeting #1
(Spanish)
To comply with Citizen
Participation Plan and solicit
public input for the Con Plan.

November 12,
2024
Community Meeting #2
(English)
To comply with Citizen
Participation Plan and solicit
public input for the Con Plan.

November 13,
2024
Community Meeting #3
(Spanish)
To comply with Citizen
Participation Plan and solicit
public input for the Con Plan.

January 14,
2025
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 4 of 7 ends

Community Meeting #4
(English)
To comply with Citizen
Participation Plan and solicit
public input for the Con Plan.

January 16,
2025
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
Public hearing:

April 21, 2025
March 6, 2025
Continuation of Public
Hearing # 2 – Con Plan
To increase citizen participation
and public input.

Continuation of
public hearing:

June 2, 2025
March 6, 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)
Continuation of Public
Hearing #2 – Annual
Action Plan
To increase citizen participation
and public input.

Continuation of
public hearing:

June 2, 2025
March 6, 2025
Mayor Flores To solicit input for the Con Plan. May 22, 2025 N/A Councilmember
Sanabria
To solicit input for the Con Plan. May 22, 2025 N/A
Councilmember Macias To solicit input for the Con Plan. May 22, 2025 N/A Vice Mayor Martinez To solicit input for the Con Plan. May 23, 2025 N/A Councilmember Martiz To solicit input for the Con Plan. May 23, 2025 N/A

FISCAL IMPACT/FINANCING
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 5 of 7 ends

Also consistent with the Citizen Participation Plan, a request for proposals was issued in January 2025 to give public service agencies an opportunity to compete for public service funds under the public service category which is limited to 15 percent of the total allocation amount. The City only received 3 applications from public service agencies, which included the City of Huntington Park for the Afterschool Program and Senior Program and from Fair Housing Services.

HUD recently released the allocation announcements and in FY 2025-2026, the City will receive $544,838 in CDBG funds and $7,788.16 in HOME funds. The final CDBG and HOME allocation published by HUD reflect the reduced amount from the Voluntary Grant Reduction (VGR) by HUD over the next 3 years. The repayment agreement will be brought to the council as a separate item at the regularly scheduled meeting of Monday, June 16, 2025.

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.

Table A
Provide Needed Community Services to Low Mod Income Persons (15% Public Service Cap)
Activity Description Allocation

1. 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 promote health and wellbeing.

CDBG: $40,862

2. Senior
Program
The program assists people aged 55 or older through
free educational workshops, nutrition, physical activity, and financial health.

CDBG: $40,862
Support Fair Housing Services (20% Admin Cap)
Activity Description Allocation

3. 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
Create Economic Opportunities
Activity Description Allocation
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 6 of 7 ends

4. 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 who own their building and operate a business
in the same building can receive a grant of up to
$35,000 for the improvements of their storefront.

CDBG
$358,114
Preserve Existing & Create New Affordable Housing
Activity Description Allocation

5. Create New
Affordable
Housing
This activity will provide funding for the acquisition and rehabilitation of affordable housing for LMI Huntington Park households.

HOME
$7,788.16
Planning and Community Development Administration (20% Cap) Activity Description Allocation

6. CDBG Admin
This program provides for the overall development,
financial management, coordination, and monitoring of
the CDBG program, HUD communication, and public
participation. It will cover the salary and wages of local staff as well as professional fees for consultants to
assist with the administration of HOME and CDBG
programs.

CDBG: $75,000

CONCLUSION
Upon Council approval, staff will proceed with the recommended actions.

Respectfully submitted,

RICARDO REYES
City Manager

LOUIS MORALES
Interim Community Development Director
CONSIDERATION AND ADOPTION OF THE CITY OF HUNTINGTON PARK’S 5- YEAR CONPLAN 2025-2029 AND FIRST-YEAR AAP 2025-2026
June 16, 2025

Page 7 of 7 ends

Attachments:

A. Consolidated Plan 2025-2029
B. Public Notice

CITY OF HUNTINGTON PARK
Con Plan
2025-2030

CITY OF HUNTINGTON PARK
6550 Miles Avenue, Huntington Park, California
90255
[Tel] 323-582-6161 [Fax] 323-584-6244
2 Table of Contents
Executive Summary
ES-05 EXECUTIVE SUMMARY - 24 CFR 91.200(C), 91.220(B).............................................................................................7 PR-05 LEAD & RESPONSIBLE AGENCIES 24 CFR 91.200(B)12............................................................................................14 PR-10 CONSULTATION – 91.100, 91.110, 91.200(B), 91.300(B), 91.215(I) AND 91.315(I) ..............................................16 PR-15 CITIZEN PARTICIPATION – 91.105, 91.115, 91.200(C) AND 91.300(C) ....................................................................24 Needs Assessment
NA-05 OVERVIEW .......................................................................................................................................................30 NA-10 HOUSING NEEDS ASSESSMENT - 24 CFR 91.205 (A,B,C) .........................................................................................32 NA-15 DISPROPORTIONATELY GREATER NEED: HOUSING PROBLEMS – 91.205 (B)(2).............................................................42 NA-20 DISPROPORTIONATELY GREATER NEED: SEVERE HOUSING PROBLEMS – 91.205 (B)(2)..................................................51 NA-25 DISPROPORTIONATELY GREATER NEED: HOUSING COST BURDENS – 91.205 (B)(2) ......................................................60 NA-30 DISPROPORTIONATELY GREATER NEED: DISCUSSION – 91.205(B)(2) .........................................................................65 NA-35 PUBLIC HOUSING – 91.205(B)............................................................................................................................66 NA-40 HOMELESS NEEDS ASSESSMENT – 91.205(C) ........................................................................................................71 NA-45 NON-HOMELESS SPECIAL NEEDS ASSESSMENT - 91.205 (B,D) ..................................................................................74 NA-50 NON-HOUSING COMMUNITY DEVELOPMENT NEEDS – 91.215 (F).............................................................................77 Housing Market Analysis
MA-05 OVERVIEW ......................................................................................................................................................81 MA-10 NUMBER OF HOUSING UNITS – 91.210(A)&(B)(2)................................................................................................82 MA-15 HOUSING MARKET ANALYSIS: COST OF HOUSING - 91.210(A) .................................................................................87 MA-20 HOUSING MARKET ANALYSIS: CONDITION OF HOUSING – 91.210(A) ........................................................................92 MA-25 PUBLIC AND ASSISTED HOUSING – 91.210(B) .......................................................................................................96 MA-30 HOMELESS FACILITIES AND SERVICES – 91.210(C)..................................................................................................98 MA-35 SPECIAL NEEDS FACILITIES AND SERVICES – 91.210(D)..........................................................................................104 MA-40 BARRIERS TO AFFORDABLE HOUSING – 91.210(E) ...............................................................................................107 MA-45 NON-HOUSING COMMUNITY DEVELOPMENT ASSETS – 91.215 (F) .........................................................................108 MA-50 NEEDS AND MARKET ANALYSIS DISCUSSION ........................................................................................................116 MA-60 BROADBAND NEEDS OF HOUSING OCCUPIED BY LOW- AND MODERATE-INCOME HOUSEHOLDS - 91.210(A)(4),

91.310(A)(2)...........................................................................................................................................................117 MA-65 HAZARD MITIGATION - 91.210(A)(5), 91.310(A)(3) ..........................................................................................118 Strategic Plan
SP-05 OVERVIEW ......................................................................................................................................................120 SP-10 GEOGRAPHIC PRIORITIES – 91.215 (A)(1)............................................................................................................121 SP-25 PRIORITY NEEDS - 91.215(A)(2) ........................................................................................................................125 SP-30 INFLUENCE OF MARKET CONDITIONS – 91.215 (B) ................................................................................................131 SP-35 ANTICIPATED RESOURCES - 91.215(A)(4), 91.220(C)(1,2)....................................................................................134 SP-40 INSTITUTIONAL DELIVERY STRUCTURE – 91.215(K) ................................................................................................136 SP-45 GOALS SUMMARY – 91.215(A)(4) .....................................................................................................................140 SP-50 PUBLIC HOUSING ACCESSIBILITY AND INVOLVEMENT – 91.215(C).............................................................................144 3 SP-55 BARRIERS TO AFFORDABLE HOUSING – 91.215(H)..................................................................................................145 SP-60 HOMELESSNESS STRATEGY – 91.215(D) ..............................................................................................................147 SP-65 LEAD BASED PAINT HAZARDS – 91.215(I).............................................................................................................150 SP-70 ANTI-POVERTY STRATEGY – 91.215(J) ................................................................................................................152 SP-80 MONITORING – 91.230....................................................................................................................................153 Annual Goals and Objectives
AP-15 EXPECTED RESOURCES – 91.220(C)(1,2) ............................................................................................................157 Projects
AP-20 ANNUAL GOALS AND OBJECTIVES........................................................................................................................161 AP-35 PROJECTS – 91.220(D) ....................................................................................................................................166 AP-38 PROJECT SUMMARY .........................................................................................................................................168 AP-50 GEOGRAPHIC DISTRIBUTION – 91.220(F) ............................................................................................................173 Affordable Housing
AP-55 AFFORDABLE HOUSING – 91.220(G) ..................................................................................................................175 AP-60 PUBLIC HOUSING – 91.220(H) ..........................................................................................................................176 AP-65 HOMELESS AND OTHER SPECIAL NEEDS ACTIVITIES – 91.220(I)...............................................................................178 AP-75 BARRIERS TO AFFORDABLE HOUSING – 91.220(J) ..................................................................................................181 AP-85 OTHER ACTIONS – 91.220(K)............................................................................................................................182 Program Specific Requirements
AP-90 PROGRAM SPECIFIC REQUIREMENTS – 91.220(L)(1,2,4) .......................................................................................186 Table of Contents
*Please note that the following tables were prepopulated from the Department of Housing and Urban Development database and cannot be manipulated.

TABLE 1 – RESPONSIBLE AGENCIES .............................................................................................................................14 TABLE 2 – AGENCIES, GROUPS, ORGANIZATIONS WHO PARTICIPATED......................................................................22 TABLE 4 – CITIZEN PARTICIPATION OUTREACH...........................................................................................................28 TABLE 5 - HOUSING NEEDS ASSESSMENT DEMOGRAPHICS ........................................................................................32 TABLE 6 - TOTAL HOUSEHOLDS TABLE ........................................................................................................................32 TABLE 7 – HOUSING PROBLEMS TABLE .......................................................................................................................34 TABLE 8 – HOUSING PROBLEMS 2 ...............................................................................................................................35 TABLE 9 – COST BURDEN > 30% ..................................................................................................................................35 4 TABLE 10 – COST BURDEN > 50% ................................................................................................................................36 TABLE 11 – CROWDING INFORMATION – 1/2 .............................................................................................................37 TABLE 12 – CROWDING INFORMATION – 2/2 .............................................................................................................37 TABLE 13 - DISPROPORTIONALLY GREATER NEED 0 - 30% AMI ..................................................................................42 TABLE 14 - DISPROPORTIONALLY GREATER NEED 30 - 50% AMI ................................................................................43 TABLE 15 - DISPROPORTIONALLY GREATER NEED 50 - 80% AMI ................................................................................44 TABLE 16 - DISPROPORTIONALLY GREATER NEED 80 - 100% AMI ..............................................................................45 TABLE 17 – SEVERE HOUSING PROBLEMS 0 - 30% AMI...............................................................................................51 TABLE 18 – SEVERE HOUSING PROBLEMS 30 - 50% AMI.............................................................................................52 TABLE 19 – SEVERE HOUSING PROBLEMS 50 - 80% AMI.............................................................................................53 TABLE 20 – SEVERE HOUSING PROBLEMS 80 - 100% AMI...........................................................................................54 TABLE 21 – GREATER NEED: HOUSING COST BURDENS AMI.......................................................................................60 TABLE 22 - PUBLIC HOUSING BY PROGRAM TYPE .......................................................................................................66 TABLE 23 – CHARACTERISTICS OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE.................................................67 TABLE 24 – RACE OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE .....................................................................68 TABLE 25 – ETHNICITY OF PUBLIC HOUSING RESIDENTS BY PROGRAM TYPE.............................................................69 TABLE 26 – RESIDENTIAL PROPERTIES BY UNIT NUMBER ...........................................................................................82 TABLE 27 – UNIT SIZE BY TENURE................................................................................................................................83 TABLE 28 – COST OF HOUSING....................................................................................................................................88 TABLE 29 - RENT PAID..................................................................................................................................................88 TABLE 30 – HOUSING AFFORDABILITY.........................................................................................................................89 TABLE 31 – MONTHLY RENT ........................................................................................................................................89 TABLE 32 - CONDITION OF UNITS ................................................................................................................................93 TABLE 33 – YEAR UNIT BUILT.......................................................................................................................................93 TABLE 35 - VACANT UNITS...........................................................................................................................................94 TABLE 36 – TOTAL NUMBER OF UNITS BY PROGRAM TYPE ........................................................................................96 TABLE 37 - PUBLIC HOUSING CONDITION ...................................................................................................................97 TABLE 38 - FACILITIES AND HOUSING TARGETED TO HOMELESS HOUSEHOLDS ......................................................100 TABLE 39 - BUSINESS ACTIVITY..................................................................................................................................109 TABLE 40 - LABOR FORCE...........................................................................................................................................109 TABLE 41 – OCCUPATIONS BY SECTOR ......................................................................................................................109 TABLE 42 - TRAVEL TIME............................................................................................................................................110 5 TABLE 43 - EDUCATIONAL ATTAINMENT BY EMPLOYMENT STATUS ........................................................................110 TABLE 44 - EDUCATIONAL ATTAINMENT BY AGE ......................................................................................................111 TABLE 45 – MEDIAN EARNINGS IN THE PAST 12 MONTHS........................................................................................111 TABLE 48 – INFLUENCE OF MARKET CONDITIONS.....................................................................................................132 TABLE 49 - ANTICIPATED RESOURCES .......................................................................................................................134 TABLE 50 - INSTITUTIONAL DELIVERY STRUCTURE....................................................................................................136 TABLE 52 – GOALS SUMMARY...................................................................................................................................141 TABLE 53 - EXPECTED RESOURCES – PRIORITY TABLE ...............................................................................................158 TABLE 54 – GOALS SUMMARY...................................................................................................................................163 TABLE 55 – PROJECT INFORMATION .........................................................................................................................166 TABLE 56 - GEOGRAPHIC DISTRIBUTION ...................................................................................................................173 TABLE 57 - ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT REQUIREMENT.........................................175 TABLE 58 - ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT TYPE .........................................................175 6 Executive Summary
7 ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Huntington Park Community Development Department receives federal funds through the U.S. Department of Housing and Urban Development (HUD) on an annual basis.

Every five years, HUD requires all jurisdictions receiving federal funds to submit a five-year Consolidated Plan (Con Plan). The plan helps define the City’s priorities, strategies, and goals for the five years. The fiscal years 2025, 2026, 2027, 2028, and 2029 Con Plan for the City of Huntington Park provides the framework for how federal housing and community development funds allocated to the City by the U.S. Department of Housing and Urban Development will be used to benefit low-to-moderate-income households in the City.

The Con Plan supports HUD’s primary goals of creating sustainable urban communities by offering decent housing, a suitable living environment, and enhancing economic opportunities for individuals with low and moderate incomes.

The fiscal years 2025-2030 Con Plan covers the period from July 1, 2025, through June 30, 2030.

During this period, the City anticipates receiving a 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, and suitable living environments, and expanding economic opportunities, principally for low—and low—to moderate-income people.

The HOME program provides funding for affordable housing initiatives for low-income individuals and families through rehabilitating existing homes, downpayment assistance, and affordable housing development.

This Con Plan’s structure and data contents were derived from a template extracted from the Con Planning Suite developed by the U.S. Department of Housing and Urban Development (HUD). The Con Plan sections include the Needs Assessment, Housing Market Analysis, Strategic Plan, and FY 2025-2026 Annual Action Plan. Accordingly, many of the data tables were populated through HUD data sets.

The programs and activities contributing to the Con Plan goals are summarized, funded, and implemented through the AAP submitted to HUD in the spring of each year.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
8 All HUD-funded projects must meet one of three national objectives: primarily benefit low- and moderate-income people, prevent or eliminate slums or blight; or meet other community development needs that address an urgent need 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 facilities for low-income people, social services, and fair housing.

3. Evaluation of past performance
The Annual Consolidated Annual Performance and Evaluation Report (CAPER) is a report to evaluate the City's progress in meeting the goals outlined in the last Con Plan period. The CAPER compares the measurable goals and objectives to the actual performance of each activity. The evaluation of the fifth and final year of the 2020-2024 Con Plan period will be the FY 2024 CAPER, to be submitted to HUD in September 2025.

During the previous five-year period, the City has carried out activities aligned with its 2020- 2024 Con Plan goals and accomplishments, including:
• Support agencies that assist homeless populations
• In 2020, the Salvation Army provided services to homeless people, those at risk of being homeless, and low-income families/persons with emergency food service, senior food bags, clothing and furniture vouchers, emergency motel vouchers, and bus tokens.
• In FY 2021, 2022, and 2023, Inner City Visions provided case management, referral, and/or supportive services to homeless individuals in the City of Huntington Park. Their outreach team took measures to meet the multifaced needs of the unhoused community by providing hygiene kits and hot meals.

Unsheltered clients were provided with mental health services and referred to transitional and permanent housing.
• Support agencies that assist special needs populations • In FY 2020, 2021, 2023, and 2024, the Senior Program helped seniors aged 55+ with educational workshops and coordinated physical activities and other recreation-based activities. The Senior Program was not funded in FY 2022. • Provide needed community services to LMI persons.
9 • In FY 2020, 2021, 2022, 2023, and 2024, Fair Housing Foundation provided services including housing discrimination counseling, landlord-tenant housing dispute resolution, education, and outreach.
• In FY 2020, 2021, 2023, and 2024, the Afterschool Program provided a safe place for low-income youth clientele to participate in physical activities, homework assistance, and various activities such as arts, science, and health. The program was made available at three City parks: Robert Keller Park, Freedom Park, and Salt Lake Park.
• Provide Needed Infrastructure Improvements.
• The FY 2020 and 2023 WIFI Access Facilities project installed the infrastructure to provide City residents with free public Wi-Fi access Citywide. • The FY 2021 SB 1 Street Reconstruction project provided upgrades such as traffic control, relining of sewer pipe, grading, relocation of utilities, and improvements on sidewalks, on various streets. The location of work includes Miles Avenue from Florence Avenue to Northern City limits and Santa Fe Avenue from Florence Avenue to 58th Street.
• The FY 2022 ADA sidewalk and pedestrian public improvements project provided ADA upgrades for sidewalks and pedestrian ramps in the following locations:

Streets south of Florence, north of Santa Ana, east of State and west of Salt Lake; Street south of Slauson, north of Randolph east Maywood, west of Fishburn; Streets south of Slauson, north of Randolph, east of Santa Fe & west of Pacific. • Preserve existing public facilities.
• The FY 2022 Chesley Park Improvement Project helped with the installation of ADA walkways and new playground equipment.

4. Summary of citizen participation process and consultation process The City of Huntington Park's objective in the citizen participation process is to ensure a broad representation of resident needs. During the development of the Con Plan, the City held community meetings, stakeholder meetings, and a 30-day survey to engage its residents in the planning process. The result of this community engagement process informs the needs and priorities of low- to moderate-income households in Huntington Park. The summary of the citizen participation and stakeholder consultation are as follows:

Community Needs Survey
10 The Huntington Park Community Needs Survey was conducted in English and Spanish for 30 days. The responses were collected in Survey Monkey from October 15, 2024, to November 15, 2024. The setting to collect multiple responses from a singular device was disabled prevent duplication of responses. The survey was promoted at various events, including the Farmers Market and Halloween event. To further extend participation, the City collaborated with local schools and non-profit agencies for survey distribution.

The City collected 291 unduplicated responses comprised of 237 English and 54 Spanish responses. The 23 questions in the survey covered housing, community facilities, homelessness, public services, broadband access, and disaster preparedness. Resident feedback provided insights on how the City should prioritize federal funds. The comments from the community needs survey are included in Appendix A.

Community Meetings
Phase 1 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. HUD encourages public meetings to account for various participant schedules and home addresses. Meetings were held in Spanish and English at two separate times and two separate locations to capture residents from various occupational backgrounds. The first meeting was in Spanish and took place on Tuesday, November 12, 2024, at 6 PM at the Huntington Park City Hall with a total of 13 attendees. The second meeting in English took place on Wednesday, November 13, 2024, at 10 AM at Freedom Park with 10 participants.

These meetings began with a presentation providing an overview of the 5-year analysis of impediments and the 5-year Con Plan. Following the presentation, participants were invited to write their responses on the level of need for housing and community development projects on post notes and were placed on boards set up around the room. Participants were encouraged to respond to the Community Needs Survey if they did not submit a response yet.

Phase 2 meeting introduced residents to the analysis of data and identified priority needs from the survey, community meetings, and stakeholder focus groups. Residents were encouraged to provide input on the goals and strategies that will address housing and community development needs. The Spanish session was conducted on Monday, January 14, 2025, at 6 PM with 8 attendees and the English session was conducted on Thursday, January 16, 2025, at 6 PM with 14 attendees. Both meetings took place at Huntington Park City Hall. The comments from community meetings are included in Appendix A.

Stakeholder Focus Groups
11 City staff developed a list of stakeholders for the Con Plan. Stakeholders focus group meetings were held to engage key community members, people who do business with the City, service providers, and affordable housing developers to identify housing and community development needs in the City. Stakeholders are leaders and experts in their respective fields and have a deep understanding of how to serve the community.

The Health and Education Commission stakeholder meeting occurred on Tuesday, September 17, 2024, and the Planning Commission stakeholder meeting took place on Wednesday, September 18, 2024.

Two weeks before the planned virtual meeting, email invitations were extended to a total of 32 organizations, which included housing, homeless, and social services groups. The stakeholders were identified by staff through their contributions to past programs. A virtual stakeholder meeting was held on Zoom on November 20, 2024. At the virtual meeting, stakeholders were introduced to the Con Plan process and informed on how their input helps shape the priority goals in the City.

Stakeholders were asked to provide feedback on CDBG eligible programs including housing, community development, public service, and economic needs and concerns. A total of 14 participants attended. Huntington Plaza Affordable Housing, Azure Development, Century 21 Real Estate, Linc Housing, Casa Rita Affordable Housing, and New Start Housing represented the housing group. For homeless services, Inner City Vision was present. Pipeline Health, Huntington Park Parks and Recreation Department, Fair Housing Foundation, and Los Angeles County Library represented social services. The comments from Stakeholder Focus group are included in Appendix A.

City Council Member Consultation
Members of the City Council were consulted for feedback regarding the development of the Con Plan and AAP. One-on-one consultations with Mayor Flores, Councilmember Sanabria, and Councilmember Macias were conducted on May 22, 2025. The interviews with Vice Mayor Martinez and Councilmember Martiz took place on May 23, 2025. The comments received from the City Council members are included in Appendix A.

Public Hearing
The Public hearings on the Con Plan were 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 was consulted, and that feedback was received 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. 12 For the first public hearing, the public notice was published in the Huntington Park Bulletin on January 9, 2025, and was held before the City Council on February 18, 2025, at 6 PM. A presentation on the identified goals from resident input and stakeholder feedback was provided by interim Community Development Director Sergio Infanzon at the public hearing.

City Council members present included Mayor Karina Macias, Vice Mayor Arturo Flores, and Council Members Eduardo “Eddie” Martinez and Jonathan A. Sanabria.

The second Public Hearing for the adoption of the Con Plan was held before the City Council on April 21, 2025, at 6 PM. Council members present included Mayor Arturo Flores, Vice Mayor Eduardo “Eddie” Martinez, and Council Members Karina Macias and Jonathan A. Sanabria.

5. Summary of public comments
Public comments were received from Council Member Jonathan Sanabria in a written format at the April 21, 2025, City Council meeting. A summary of the comments is provided in Appendix B.

6. Summary of comments or views not accepted and the reasons for not accepting them All public comments received were accepted.

7. Summary
The priority needs identified from findings from community needs survey, stakeholder meetings, community meetings are as follows:

Affordable Housing
• Provide owner-occupied housing rehabilitation to improve existing homes and ensure they meet modern standards.
• Increase senior housing units to accommodate the aging population. • Construct of new affordable rental housing to address the growing demand. • Provide low barriers to affordable housing development to simplify the process and encourage growth.
• Achieve affordable rents to make housing more accessible for low-income families.

Public Services
• Provide neighborhood crime preven�on and safety measures. • Provide park and recrea�on programs to enhance community well-being. • Provide law enforcement services to maintain safety and order. • Provide needed elderly services for an aging popula�on. • Provide a�erschool programs for youth engagement and development. 13 Homeless Popula�ons Needs
• Provide permanent suppor�ve housing with integrated social services. • Provide rent/u�lity payment assistance to prevent homelessness. • Provide emergency and overnight shelters for individuals in immediate need.

Public Facili�es and Improvements.
• Provide street, alley, and sidewalk improvements to improve walkability and accessibility. • Provide safety improvements such as street ligh�ng and traffic calming measures. • Provide tree plan�ng and urban greenery to enhance aesthe�c and environmental quality. • Provide improvement of poor condi�on parks, roads, and public spaces to beter serve the community.
• Provide flood preven�on especially in areas near the Los Angeles River and streets like Pacific Blvd, Florence, Firestone, and Gage Ave.
• Provide parking improvements to accommodate community needs. • Provide Salt Lake Park with improvements to enhance recrea�onal opportuni�es.

Economic Development
• Provide job crea�on and job-genera�ng businesses to support local economic growth. • Provide college readiness programs to prepare students for higher educa�on. • Provide job readiness programs to provide skills and training for employment. • Provide jobs near home to minimize transporta�on barriers.

Fair Housing Services
• Provide support for family/children, race, and an�-discrimina�on efforts. • Provide educa�on and enforcement of an�-discrimina�on laws to ensure equal housing opportuni�es for all.
14 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)12

1. Describe agency/entity responsible for preparing the Con Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Con 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 Community Development Department is the lead agency for the preparation of the 2025- 2030 Con Plan.

Con Plan Public Contact Information
Ishah Ahumada, Project Manager
Department of Community Development
Email: [email protected]
Phone: (323) 584-6290
15 The Process
16 PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and

91.315(I)

1. Introduction
The City solicited input from nonprofit organizations and encouraged residents to participate in the development of the 2025-2030 Con Plan (Con Plan) and the 2025-2026 Annual Action Plan (AAP). The City also held four public workshops to educate the community about CDBG and HOME programs and related requirements. The needs assessment was available for 30 days to learn about the priority needs in the City. The Citizen Participation Plan requirements were met, which included holding two public hearings and one 30-day review period for both the Con Plan and the AAP. The City of Huntington Park remains committed to engaging members and representatives of the community 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 2025-2030 Con Plan through consultation with organizations listed in Table 2 - agencies, groups, organizations who participated. By engaging in 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 supports the efforts by LAHSA and local non-profits 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.

Annually, LAHSA conducts a point-in-time (PIT) count to estimate the number of homeless individuals in the Los Angeles Area on a single night. The 2021 PIT was not conducted due to COVID-19 and data collection resumed in 2022. The annual point-in-time count is mandated by 17 HUD and was last held on January 23-25, 2024. Huntington Park PIT data is consolidated with other cities that are part of SPA 7. Furthermore, LAHSA uses Homeless Management Information System (HMIS) to enable organizations throughout Los Angeles County to collect information on services that they provide for those experiencing homelessness and to provide case management.

The City works with Inner City Visions (ICV), who provide limited services and homeless outreach to vulnerable populations such as persons fleeing domestic violence and at risk of homelessness in Huntington Park. ICV provides various community intervention services including food banks, informal case management, mental health services, and homeless outreach. For at risk youth, provides safe passages, school-based intervention, immediate crisis care, and empowerment to children and families who are most vulnerable to human trafficking and exploitation.

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
During the development of the City’s 2025-2030 Con 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 played a role in shaping the five-year goals and objectives of the plan. The outreach efforts during the development of the City’s Con Plan included the Community Needs Survey, three stakeholders focus group meetings, four public input meetings, and two public hearings that followed HUD guidelines for community participation.
18 Agency/Group/
Organization
Agency/Group/
Organization Type
What section of
the Plan was
addressed by
Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
Huntington Park
City Council – Con
Plan Public
Hearing #1
Government Entity -
Local
Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
The first Con Plan Public
Hearing on February 18, 2025,
was held to present the
purpose of the Con Plan and to
summarize identified needs
from residents and
stakeholders. A PowerPoint
presentation was held before
City Council members which
included Mayor Karina Macias,
Vice Mayor Arturo Flores, and
Council Members Eduardo
“Eddie” Martinez and Jonathan
A. Sanabria. No comments
were received at this City
Council Public Hearing.

Huntington Park
City Council
Meeting – Annual
Action Plan Public
Hearing #1
Government Entity -
Local
Strategic Plan The first AAP Public Hearing
was held on March 17, 2025, to
receive input from the public
on the development of the
fiscal year 2025 activities
supporting identified Con Plan
goals. City Councilmembers
present included Mayor Arturo
Flores, Vice Mayor Eduardo
“Eddie” Martinez and Council
Members Karina Macias and
Jonathan A. Sanabria.
19 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 on September 18,
2024. They participated in
discussions related to 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 a stakeholder
meeting on September 17,
2024. This discussion provided
a more comprehensive
understanding of community
needs
Huntington Plaza
Affordable
Housing
Non-Profit
Organization/Housing
Developer
Housing Need
Assessment
Huntington Plaza was consulted
for feedback on affordable
housing development and
community needs assessments.

Azure
Development
Private Sector
Developer
Housing Need
Assessment
Azure Development was
consulted for feedback on
affordable housing
development and community
needs assessments. Azure is
active in many cities in the
region and possesses over 20
years of commercial and
affordable housing
development experience.

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.
20 Linc Housing Non-Profit
Organization/Housing
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/Housing
Developer
Housing Need
Assessment
Casa Rita was consulted for
feedback on affordable housing
development and community
needs assessments.

New Start Housing Non-Profit
Organization/Housing
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
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.
21 Mayor Flores Council Member Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
Mayor Flores provided insights
into how to address homeless
services and public outreach.

Councilmember
Sanabria
Council Member Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
Councilmember Sanabria
provided insights on how to
address homeless services,
affordable housing, and
economic development.

Councilmember
Macias
Council Member Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
Councilmember Macias
provided insights into strategic
planning.

Vice Mayor
Martinez
Council Member Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
Vice Mayor Martinez provided
insights into how to address
homeless services and
affordable housing.
22 Councilmember
Martiz
Housing Need
Assessment, Public
Housing Needs,
Homelessness
Strategy, NonHomeless Special
Needs, Economic
Development
Councilmember Martiz
provided insights into how to
address affordable housing and
public outreach.

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 through a variety of outreach methods.

Stakeholders were invited to virtual meetings, in-person meetings 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.

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
connecting 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 Con Plan (91.215(l)) 23 The City of Huntington Park works with its neighboring jurisdictions such as the City of 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 Con Plan for the 30-day review and comment period through newspaper publication.

HUD mandates public notices published at a local newspaper outlet to allow the public and interested parties to provide their feedback during the Con Plan planning process. Public notice was published on January 9, 2025, to notify the public regarding public hearing #1 on February 18, 2025. A public notice to announce the start of the 30-day public review period and public hearing #2 on April 21, 2025, was published on March 6, 2025.

Narrative (optional):
24 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 2025-2030 Con Plan involves 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. 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 responses from the needs survey and these public workshops determined the goal setting for the Con Plan. The community’s participation ensured that their priority needs and gaps are addressed in strategies that address housing affordability, economic opportunity, and social service improvements.

Following HUD guidelines and the City’s Citizen Participation Manual, 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 the draft Con Plan was held before the City Council on February 17, 2025, at 6 PM. Public Hearing #2 for the adoption of the Con Plan was held on April 21, 2025, at 6 PM. Public Hearing #3 for the final adoption of the Con Plan was held on June 16, 2025, at 6 PM.
25 Citizen Participation Outreach
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 at the Farmers
Market and
Halloween event as
well as via social
media, flyers, email
blast, and requested
stakeholder outreach
and cross promotion.

A total of 291
responses were
received which met
HUD requirements.

Results are
available as
appendix A
Not Applicable Not
Applicable
26 Citizen Participation Outreach
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)
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
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
27 Citizen Participation Outreach
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)
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
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 in
Appendix A
Not Applicable Not
Applicable
28 Citizen Participation Outreach
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)
6 Stakeholder
Focus Groups
Local Government,
Non-profit
organizations,
Housing
Developers,
Service Providers
3 focus group
meetings with 15-20
were held with
attendees from local
agencies and service
organizations.

Results are
available as
appendix A
Not Applicable Not
Applicable
7 City Council
Member Interview
Local Government 5 members of the
City Council were
interviewed.

Results are
available as
appendix A
Not Applicable Not
Applicable
8 Public Hearings 2 public hearings
held on February
17, 2025, and April
21, 2025
Public hearings were
held before City
Council
Results are
available as
appendix A
Not Applicable Not
Applicable
Table 4 – Citizen Participation Outreach
29 Needs Assessment
30 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 responses 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

2. College readiness programs

3. Job readiness programs

4. Available jobs near home
31 Fair Housing Services

1. Family/children

2. Race

3. Anti-discrimination education and enforcement
This Need Assessment relies primarily on data provided by HUD from the 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) dataset, Decennial Census, and the 2016- 2020 American Community Survey estimates, the Los Angeles PIT, as well as contributions from residents and stakeholder consultation.

Both the overall population and the Hispanic population decreased in the City in the decade.

According to the 2010 Decennial census, the overall population of the City was at 58,114 and it decreased to 54,883 in the 2020 Decennial Census. Although the City is predominantly Hispanic, Decennial Census data shows a decrease of 6% from 56,445 Hispanic in 2010 to 52,986 in 2020.

The City of Huntington Park is part of Service Planning Area 7. Between 2020 and 2024, SPA 7 experienced a rise in the number of people experiencing homelessness. In 2020, there were 4,586 people experiencing homelessness, 955 were sheltered and 3,631 unsheltered. The number increased to a total of 5,899 people with 1,557 sheltered and 4342 unsheltered people in 2024.

While the number increased in the general SPA 7, the PIT count reveals that the number of people experiencing homelessness decreased in the City of Huntington Park between 2020 and 2024. In 2020, the total number of people experiencing homelessness was 282 who are all unsheltered and in 2024 there were 136 who are all unsheltered. There are currently no available shelters within City limit. However, the City partners with Inner City Visions for community services and provide shelter referrals to for homeless persons at nearby shelters.

ICV have established ongoing working relationships with multiple shelters, rehabilitation facilities, and faith-based organizations—provided the client is willing to engage with these services. Shelters that ICV has ongoing relationships with include the Salvation Army Bell Shelter, Union Rescue Mission, Los Angeles Mission, Long Beach Rescue Mission, The Whole Child, and The Weingart. The rehabilitation facilities include Tarzana Treatment Center, LA CADA, Cleveland Treatment Center, and SCADP Treatment Center. 32 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 American Community Survey (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
Households contain at least one
person 62-74 years of age 850 585 1,060 275 375
Household contains at least oneperson 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 Comprehensive Housing Affordability Strategy CHAS Definition:
• Small family household - (2 persons, neither person 62 years or over, or 3 or 4 persons) • Large family households - (5 or more persons)
33 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 34 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 Comprehensive Housing Affordability Strategy (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 Household has negative income, but
none of the other housing problems 0 0 0 0 0 0 0 0 0 0
35 Table 8 – Housing Problems 2
Data Source: 2016-2020 Comprehensive Housing Affordability Strategy (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 Comprehensive Housing Affordability Strategy (CHAS) *Definition:
• Small family household - (2 persons, neither person 62 years or over, or 3 or 4 persons) • Large family households - (5 or more persons)
• Elderly family households - (household contains 2 persons, with either or both age 62 or over) • Other nonfamily households
36 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 Comprehensive Housing Affordability Strategy (CHAS) Definition:
• Small family household - (2 persons, neither person 62 years or over, or 3 or 4 persons) • Large family households - (5 or more persons)
• Elderly family households - (household contains 2 persons, with either or both age 62 or over) • Other nonfamily households

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 37 Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Multiple, unrelated family
households 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 Table 11 – Crowding Information – 1/2
Data Source: 2016-2020 Comprehensive Housing Affordability Strategy (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, the total number of households that experience crowding is 4,575, with 4,100 renters (89.6%) and 475 owners (10.4%). Most of the households experiencing crowding are singlefamily households. There are currently 3,545 (77.5%) single-person household renters experiencing overcrowding in the City of Huntington Park. Single-family household renters who are low income, making less than 80% AMI, are more likely to experience this 38 housing problem. There are 3,215 households that consist of 70.3% of the 4,575 total households experiencing overcrowding.

Additionally, 2,380 (52%) of the 4,575 total households are making less than 50% AMI. The data suggests that low-income singleperson households who are renters are more likely to experience overcrowding. There is a need for more affordable studios or 1- bedroom apartments in the City to help single-family households.

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 common disabilities are cognitive, ambulatory, and self-care. Hearing disability affects 759 people (1.3%) of the population, vision disability affects 785 people (1.4%), cognitive disabilities affect 1700 people (3.2%), ambulatory disabilities such as difficulty walking or climbing stairs affect 2672 people (5.0%), self-care disability affect 1,587 people (3.0%), and 2207 (5.3%) report an independent living disability.

According to the crime statistics provided by the Huntington Police Department for July 1, 2024 – April 30, 2025, there were a total of 132 cases crime cases involving domestic violence. Battery involving no cohabiting former spouse make up 22 cases (17%).

Battery involving spouse, ex-spouse, and dating saw 37 cases (37%). Crippling injury toward sauce, cohabitant, and dating make up 3 cases (2%). Felony inflicting injury on spouse, cohabitant make up 70 cases (53%).

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 and high housing cost burden. The U.S. Census defines an overcrowded unit as one occupied by 1.01 persons or more per room while units with more than 1.5 persons per room are considered severely overcrowded. This issue increases the risk of health and safety problems and reflects inadequate housing infrastructure. Among 39 approximately 14,620 households, 11,970 low-income households are making less than 80% AMI. Low-income households are more likely to experience housing problems. There are 4,575 (31.3%) total households who experience overcrowding. Of those who experience overcrowding, 4,100 (90%) are renters and 475 (10.4%) are homeowners. Overcrowding in the City disproportionately impacts low-income renters in single-member households. Out of the 4,100 renters who experience overcrowding, 3,325 (81%) are from single-family households.

The high housing cost burden generally falls disproportionately on low-income renter households. In the City, there are 7,142 households (48.9%) out of a total of 14,620 who experience a high-cost burden spending more than 30% of their income. Out of the 7,142 households with a high housing cost burden, renter households below 80% AMI with 5,689 make up 79.7% and owner households below 80% AMI with 1,453 households make up 20.3%. Renters making less than 50% AMI consist of 5,464 (96%) of the total 5,689 cost-burdened renters.

Elderly households are particularly vulnerable to a high housing cost burden because they depend on fixed income and are left unable to afford basic living necessities as the cost of housing continues to soar. The City will see more elderly people struggling to afford housing in the next 5-year Con Plan period because, by 2030, all the Baby Boomers will be aged 65 or older. This trend is reflected in the increase in the elderly population from the Decennial Census Data. The elderly population aged 65+ was at 3,863 in 2010, by 2020 the count grew to 5,862 with an increase of 151.7%. Out of the 1,522 households with a housing cost burden greater than 50%, 604 are elderly households making up 49.7%. There are 480 low-income elderly renter households with 30% AMI making up 51.5% of total renters with a housing burden greater than 50%.

The need for affordable housing is particularly urgent among low-income single-family households and elderly households.

Affordable housing is needed to address overcrowding and the high housing cost burden for renters.

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 2024 Point-in-Time Count, there were 136 homeless individuals in the City, and all of them were unsheltered. 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 an insufficient supply of transitional housing that meets the needs of those who struggle with physical disability, mental health problems, and substance abuse.
40 Are any populations/household types more affected than others by these problems? Those who are low income rely on access to affordable rental housing. Renters who are extremely low income (0-30% AMI) and very low income (30-50% AMI) are the most impacted by overcrowding, since the high cost of rent results in a high housing cost burden that many cannot afford on a fixed income such as Social Security income alone. For those who are extremely low-income and very low-income seniors and people with disabilities, this issue is even more severe. Due to the high cost of prescriptions and specialized care, spending more on housing means that they are significantly more burdened and are at higher risk of homelessness. Their limited income is often insufficient to cover added costs of treating their disabilities, the rising cost of food, and their needs. Elderly households with members aged 65 or older often live on fixed incomes that limit their housing options. Elderly and frail seniors require an extra level of care that is often cost prohibitive. Many seniors rely on family care in cases where they are unable to afford housing in a long-term care facility.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)).

Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance.

The City does not receive HUD funds to specifically address the needs of the homeless. The City partners with local nonprofit and LAHSA provide resources for individuals and families who are at risk of homelessness.

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, households who are low-income face a greater housing burden, which increases their vulnerability to housing instability and risk of homelessness. Out of 14,630 households in the City, there are 7,142 (49%) who are paying more than 30% of their income on housing. When the cost of housing exceeds 30% of a household's income, it becomes more challenging to maintain 41 financial stability. A higher housing cost burden translates to an increased risk of homelessness, as it leaves limited resources for other essentials like food, utilities, insurance, and healthcare. Furthermore, there is a lack of affordable housing options in the City to assist low-income renters. Without adequate housing resources, these individuals may end up living with other family members, and often when that is not an option, it results in homelessness.

According to the 2024 PIT, all the 136 homeless people were unsheltered in the City. While no emergency shelters are in Huntington Park, a 450-bed regional shelter is in the adjacent City of Bell. The City has funded Inner City Visions with CDBG public service funding to provide homeless resources and shelter referrals. According to the FY 24-25 quarter 2 report, Inner City Visions had success in assisting 116 homeless people and placed 16 individuals into shelters. However, some homeless persons struggle maintaining stable housing placement due to factors such as mental illness, physical health issues, and chronic substance abuse.

Discussion
Housing affordability is a high need amongst the City’s low-income renter population. Nearly 48.9% of households spend more than 30% of their income on housing. This correlates to the problem of overcrowding and substandard housing. In the City, 31.3% of the total households struggle with overcrowding, with 90% of them being renters. Out of all low-income residents, those with disabilities and elderly individuals are more susceptible to homelessness when faced with housing problems. 42 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. A racial and ethnic group have a disproportionately greater housing needs if they experience housing problems at a greater rate. HUD guidelines define a disproportionate greater need when there are at least 10% points higher than the jurisdiction. The four housing problems are: (1) housing lacks complete kitchen facilities, (2) housing lacks complete plumbing facilities, (3) there is more than one person per room, and (4) cost burden is greater than 30%.
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
Hispanic 4,070 600 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) 43 *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
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2016-2020 Comprehensive Housing Affordability Strategy (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%
44 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 Comprehensive Housing Affordability Strategy (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%
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
45 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
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 Comprehensive Housing Affordability Strategy (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
46 In Huntington Park, households in the extremely low and very low-income income range are more likely to face housing problems.

Housing factors are defined as lacking complete kitchen facilities, lacking complete plumbing facilities, having more than one person per room, and having housing cost burden greater than 30%. Across all the income groups, 9,520 (73%) out of the total of 13,100 households between 0-100% AMI have one or more of the four housing problems. The rate of households with at least one of the housing problems increases as income levels decrease. As reflected in this illustration (above), the highest rate can be seen in the extremely low-income range at 30% AMI with 4,225 (87%) of 4,875 households and the very low-income range at 50% AMI with 2,795 (81%) of 3,460 households. More than half of the households in the low-income range at 80% AMI with 2,045 (56%) of 3,625 are impacted. Housing problems occur the least in the 80-100% AMI with 455 (40%) out of 1,140 households.

Analysis comparing the rate of housing occurrence amongst ethnic groups shows that American Indian and Pacific Islanders are the most disproportionately impacted. The rate of households with housing problems across income levels is 73%, while 100% of the total 25 American Indians and 100% of the total 15 Pacific Islanders have housing problems. They make up less than 1% of the total households respectively and earn less than 80% AMI.
87%
81%
56%
40%
13%
19%
44%
60%
0% 50% 100% 150%
0-30% AMI
30-50% AMI
50-80% AMI
80%-100% AMI
Housing Problems by AMI
Has one or more of four housing
problems
Has none of the four housing problems
47 White households are the least impacted across all income groups. Meanwhile, Hispanic households generally have the same rate with the jurisdiction since they represent most of the population in Huntington Park.

Details on ethnicities disproportionately impacted by income category can be found below:

Housing Problems by Ethnicity: 0-30% AMI
• In the 0-30% AMI range, out of the 4,875 households in this income bracket, 4,225 (87%) has one of the four housing problems.
• Hispanics makes up 95% of the total extremely low-income households and 4,070 (87%) out of the total 4,670 Hispanic households experience housing problems. Their rate is the same as the overall housing problem rate for this income group. • The highest rate of 100% experienced by 15 Pacific Islander and 10 American Indian or Alaska Native households. However, they make up less than 1% of the total extremely low-income households in Huntington Park. • African American has a rate of 78% with 35 out of 40 households. 87%
68%
78%
0%
100%
100%
87%
13%
32%
22%
0%
0%
0%
13%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Problems by Ethnicity: 0-30% AMI
Has one or more of four housing
problems
Has none of the four housing
problems
48 • The lowest rate is experienced by White households with 84 (68%) out of 124 households. • The top 3 ethnicities with higher than jurisdiction rate by 10% are Pacific Islander (100%) and American Indian (100%) Housing Problems by Ethnicity: 30-50% AMI
• In the 30%-50% AMI range, out of 3,460 households in this income bracket, 2,795 (81%) experienced at least one of four housing problems. The remaining 665 (19%) report no housing problems. • Hispanics make up 97% of the total very low-income households and 2,745 Hispanic households (82%) have housing problems.
• There are 20 of the total Asian households in this income category and 100% report housing problems. • Black household experience housing problem at a rate of 60% with 30 out of 50 total households. • White households have the lowest rate at 12%, which is 4 out of 33 total households. • The ethnicity with higher than jurisdiction rate by 10% is Asian (100%).

Housing Problems by Ethnicity: 50-80% AMI
81%
12%
60%
100%
0%
0%
82%
19%
88%
40%
0%
0%
0%
18%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Problems by Ethnicity: 30-50% AMI
Has one or more of four housing
problems
Has none of the four housing
problems
49 • For households in the 50%-80% AMI range, 2,045 (56%) of the 3,625 households experience one or more housing problems, while 1,580 (44%) have no housing problems.
• Hispanics make up 96% of the total population in this income range and their rate of households with housing problems is 1,940 (56%) out of total of 3,456. At 80% AMI, Hispanic rate of 56% is much lower than 87% at 30% AMI and 82% at 50% AMI. • American Indian, Alaska Native has a total of 15 households and 100% of them report a housing problem. • There are a total of 29 Asian households and 19 (66%) report housing problem. • African American have a rate of 55 (93%) out of 59 total households. • White rate is the least with 15 (38%) or 40 total households. • The top 3 ethnicities with higher than jurisdiction rate by 10% are American Indian (100%), African American (93%), and Asian (66%)
Housing Problems by Ethnicity: 80%-100% AMI
56%
38%
93%
66%
100%
0%
56%
44%
63%
7%
34%
0%
0%
44%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Problems by Ethnicity: 50-80% AMI
Has one or more of four housing
problems
Has none of the four housing
problems
50 • For households in the 80%-100% AMI range, 455 (40%) of the 1,140 households experience one or more housing problems, while 685 (60%) have no housing problems.
• Hispanic make up 97% of the total population in this income range and their rate of households with housing problems is 445 (40%) out of total of 1,110.
• African American have a rate of 10 (71%) out of 14 total households. • Asian and White rate are the least with 0 out of 10 households for Asian and 0 out of 4 White households. • The ethnicity with higher than jurisdiction rate by 10% is African American (71%). 40%
0%
71%
0%
0%
0%
40%
60%
100%
29%
100%
0%
0%
60%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Problems by Ethnicity: 80-100% AMI
Has one or more of four housing
problems
Has none of the four housing
problems
51 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. The following tables identify the number of severe housing problems among different ethnic groups. 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 Comprehensive Housing Affordability Strategy (CHAS) 52 *The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more of four
housing problems
Has none of the four
housing problems
Household has
no/negative income, but
none of the other
housing problems
Jurisdiction as a whole 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 Comprehensive Housing Affordability Strategy (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%
53 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 Comprehensive Housing Affordability Strategy (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%
54 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 Comprehensive Housing Affordability Strategy (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%
55 Discussion
*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%
This illustration above is a combination of severe housing problems across various household income levels. This data is further broken down by each AMI category in the subsequent sections below to show disparities by ethnicity. Severe housing burden means lacking complete kitchen facilities, lacking complete plumbing facilities, having more than 1.5 persons per room, and having a cost burden over 50%. As seen in the illustration above, severe housing problems become greater as median income decreases. Households in the 30% AMI have the highest rate of severe housing problems. At 30% AMI, 3,545 (73%) out of the total 4,875 households face this burden. Half of households in the 50% AMI range experiences severe housing problems.

Across all income groups, the rate for severe housing problems for the jurisdiction is 54%.

However, American Indian and Pacific Islanders are more impacted than other ethnic groups.

For American Indians, 20 (83%) out of 24 have severe housing problems. Pacific Islanders have a rate of 100% with all 15 households facing severe housing burden. Since Hispanic households make up the majority, their rate is relatively similar to the jurisdiction as a whole.

The breakdown of severe housing problem rate within each income range by ethnicities can be found below:
73%
50%
40%
36%
27%
50%
60%
64%
0% 50% 100% 150%
0-30% AMI
30-50% AMI
50-80% AMI
80%-100% AMI
Severe Housing Problems by AMI
Severe Housing Problems*
Has none of the four housing problems
56 Severe Housing Problems by Ethnicity- 0%-30% AMI:
*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%
• Out of 4,875 households in this income range, 3,545 households (74%) face severe housing problems. The remaining 1,330 households (27%) do not experience severe housing problems, but it is possible that they experience regular housing problems that are not considered severe. Households who experience regular housing problems are counted in section NA-15 - Housing Problems – 91.205 (b)(2) • Hispanic make up 96% of the total households and 3,435 (74%) out of the 4,670 have severe housing problem.
• 100% of the 10 American Indian households and 15 of the Pacific Islander households have severe housing problems.
• African American rate is 78% with 35 out of 45 total households. • White household rate is the least at 32% with 40 out of 125 households. • The ethnicities with higher than jurisdiction rate by 10% are Pacific Islander (100%) and American Indian (100%)
73%
32%
78%
0%
100%
100%
74%
27%
68%
22%
0%
0%
0%
26%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska
Native
Pacific Islander
Hispanic
Severe Housing Problems by Ethnicity- 0%-30% AMI
Severe Housing Problems*
Has none of the four housing
problems
57 Severe Housing Problems by Ethnicity- 30%-50% AMI:
*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%
• Of the 3,470 households in this income bracket, 1,720 households (49%) experience severe housing problems, while 1,750 households (51%) do not. • Hispanic make up 97% of the total households and 51%, which is 1,710 out of 3,365 have severe housing problems.
• 100% of the 50 African Americans and 35 White households do not have severe housing problem.
• There are no ethnicities with higher than jurisdiction rate by 10% in the 50% AMI range.

Severe Housing Problems by Ethnicity- 50%-80% AMI:
50%
0%
0%
0%
0%
0%
51%
50%
100%
100%
0%
0%
0%
49%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska
Native
Pacific Islander
Hispanic
Severe Housing Problems by Ethnicity- 30%-50% AMI:

Severe Housing Problems*
Has none of the four housing
problems
58 *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%
• Of the 3,625 households in the 80% AMI range, 1,450 households (40%) have severe housing problems, and 2,175 households (60%) do not face such issues. The rate of severe housing problems decreases compared to the lower income ranges. • Hispanics make up 95% of the total households in 80% AMI and they have a rate of 41% with 1,710 households out of 3,365.
• The rate for African American is 17% with 10 out of 60 households. • White households have the lowest rate at 10% which is 4 out of 39. • There are no ethnicities with higher than jurisdiction rate by 10% in the 50% AMI range.

Severe Housing Problems by Ethnicity- 80%-100% AMI:
40%
10%
17%
0%
0%
0%
41%
60%
90%
83%
0%
0%
0%
59%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska
Native
Pacific Islander
Hispanic
Severe Housing Problems by Ethnicity- 50%-80% AMI:

Severe Housing Problems*
Has none of the four housing
problems
59 *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%
• 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 African American households still struggle with severe housing issues. • Hispanic make up 97% of households in this income range and they have a rate of 36%, which is 400 out of 1,110.
• African American are disproportionately impacted with 71%, comprised of 10 out of 14 households.
• The only ethnicity in with 10% higher rate than the jurisdiction is African American at 71%
36%
0%
71%
0%
0%
0%
36%
64%
100%
29%
0%
0%
0%
64%
0% 50% 100% 150%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska
Native
Pacific Islander
Hispanic
Severe Housing Problems by Ethnicity- 80%-100% AMI:

Severe Housing Problems*
Has none of the four housing
problems
60 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.

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 Comprehensive Housing Affordability Strategy (CHAS) Discussion:
61 The rate of households in the City who experience a housing burden of more than 30% is 7,220 (49%) of 14,625 total. The largest population group is Hispanic and 6,925 (49%) out of 14,045 households have housing burden of more than 30%. Hispanic rate is the same as the jurisdiction. Pacific Islanders have the highest rate at 100% with a total of 15 that experience housing cost burden.

African American households are the second most burdened by housing with 110 (65%) out of 169 spending more than 30% on their income.
49%
41%
65%
43%
50%
100%
49%
0% 20% 40% 60% 80% 100% 120%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Burden More 30%
62 Housing Cost Burden Less than or Equal to 30%:
• The total households in Huntington Park who have a housing burden of less than or equal to 30% is 7,225 (49%) out of the total 14,625.
• Asian are the most likely to have less housing burden with 45 (57%) out of 79 households. • African American households are the least likely to have lower than 30% housing burden with 55 (33%) out of 169 households.
49%
51%
33%
57%
50%
0%
50%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
0% 10% 20% 30% 40% 50% 60%
Housing Burden Less or Equal to 30%
Housing Burden Less or Equal to 30%
63 Housing Cost Burden Between 30-50%:
• The households in Huntington Park who have a housing burden between 30-50% is 3,745 (26%) out of the total 14,625. • Asian households’ rate of housing burden between 30-50% is 34 (43%) out of 79 households. • African American has the highest rate of housing burden between 30-50% at 35 (44%) out of 169. 26%
27%
44%
43%
14%
0%
25%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Burden Between 30-50%
64 Housing Cost Burden is More Than 50%
• The total households in Huntington Park who have a housing burden of more than 50% are 3,475 (24%) out of the total 14,625.
• All the 15 Pacific Islanders experience housing burden of more than 50% • American Indian households’ rate is 10 (36%) out of 28 total households. • The two ethnicities with higher than 10% point than the jurisdiction are Pacific Islander (100%) and American Indian (36%). 24%
14%
21%
0%
36%
100%
24%
0% 20% 40% 60% 80% 100% 120%
Jurisdiction as a whole
White
Black / African American
Asian
American Indian, Alaska Native
Pacific Islander
Hispanic
Housing Burden More Than 50%
65 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?
The analysis of housing problems, severe housing problems, and housing cost burden identifies American Indian, Pacific Islanders, and African American households as the ethnic group with disproportionately greater needs.

Housing problem occurrence for all households with housing problems across income levels is 73%, but American Indians and Pacific Islanders are the most disproportionately impacted. All the 25 American Indians and 100% of the total 15 Pacific Islanders have housing problems.

For severe housing problems, the rate for the City jurisdiction is 54%. However, American Indians and Pacific Islanders are disproportionately impacted than other ethnic groups. For American Indian households, the number is 20 (83%) out of 24 and all of 15 Pacific Islander households face severe housing problems.

African American households are the most burdened by housing with 110 (65%) out of 169 spending more than 30% on their income.

These three ethnic groups make up less than 1% of the total households, respectively. Given this small number of households, combined with the sampling methodology, the results in the small sample size are less than statistically significant.

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.
66 NA-35 Public Housing – 91.205(b)
Introduction
The City does not own or operate any public housing projects within its boundaries. Housing Choice Vouchers are provided by Los Angeles County Community Development Authority (LACDA) to income-eligible residents within Huntington Park. There are currently 476 participants that reside in Huntington Park with Housing Choice Vouchers. The PIC (PIH information Center) tables below are populated from HUD data and only reflected as a reference to countywide data and specific data at City of Huntington Park level is not available.

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 vouchers in use 0 253 2,883 21,087 47 20,550 268 163 59 Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
67 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
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
68 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)
69 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)
70 Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

The City of Huntington Park does not directly administer the HCV program or have any public housing. Housing vouchers are provided by the Los Angeles County Development Authority (LACDA) to income eligible residents throughout the City.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The City of Huntington Park does not directly administer the HCV program or have any public housing. Housing vouchers are provided by the Los Angeles County Development Authority (LACDA) to income eligible residents throughout the City. The City is diligent in using all its resources to further the development of affordable housing. HOME funds are currently being used to assist the development of Amada Homes that will provide 9 affordable units for sale to low-income residents over the next year.

How do these needs compare to the housing needs of the population at large The City of Huntington Park does not directly administer the HCV program or have any public housing. Housing vouchers are provided by the Los Angeles County Development Authority (LACDA) to income eligible residents throughout the City.

Discussion
The City of Huntington Park does not directly administer the HCV program or have any public housing. Housing vouchers are provided by the Los Angeles County Development Authority (LACDA) to income eligible residents throughout the City. 71 NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

Huntington Park is located within Service Planning Area 7 (SPA 7), one of the eight service planning areas of Los Angeles County. In 2022, SPA 7 had a total of 4,781 homeless people and increased to 5,899 in 2024. In 2022, the City had a total of 86 homeless people, and 136 homeless people in 2024 were all unsheltered.

There is an insufficient supply of shelters to accommodate an increase in the homeless population. In SPA 7, there are only a total of 4,498 shelters comprising 2,765 emergency shelters, 1,413 transitional housing, and 320 safe havens. The City does not currently operate a shelter within its boundaries. Homeless shelter referral services are provided by service provider Inner City Visions to surrounding shelters like the Bell Shelter and resources in the region.

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):

Huntington Park
PIT
2022 2023 2024
Total Percent Total Percent Total Percent
Total Homeless Count 86 100% 79 100% 136 100%
Sheltered 0 0% 0 0% 0% 0%
Unsheltered 86 100% 79 100% 136 100%
Street 51 59% 24 30% 48 35%
Tents 1 1% 4 5% 18 13%
Makeshift Shelters 19 22% 18 23% 9 7%
Cars 3 3% 18 23% 32 24%
Vans 9 10% 13 16% 25 18%
RVs, Camper 4 5% 2 3% 4 3%
Source: LAHSA, Greater Los Angeles Homeless PIT Count, SPA 7 data by City 72 The 2024 PIT data for Huntington Park shows 136 homeless people who were all unsheltered. The specific data for the number of chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth are not available for the City. Data is available for those categories for SPA 7, which includes Huntington Park.

A person who experiences chronic homelessness has 12 or more months of continuous homelessness. Out of the total of 5,899 homeless individuals in SPA 7, there were 1,982 who are chronically homeless, which accounts for 36% of the total population. Only 346 of them are sheltered and 1,636 remain unsheltered.

Individual households not in family units make up most of the homeless population at 5,122 (87%) of 5,899 total households. Most of the households are unsheltered at 4,140 (81%) and only 982 (19%) are sheltered. Out of those who are unsheltered, 4,074 are adults 25+, and 66 are between the age of 18-24. Of those sheltered, 828 are adults 25+, 153 are between 18-24, and 1 is under 18.

There is only 1 unaccompanied minor under the age of 18 who is sheltered.

There are a total of 252 family households with at least 1 child under the age of 18. Out of these family households, 216 of them are headed by an adult and 36 are headed by a transitional age youth. Veterans consist of 3% of the total population with a total of 152, who are all in individual households.

Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
Ethnicity: Sheltered: Unsheltered (optional)
Data for sheltered vs unsheltered race and ethnicity is not available for the City of Huntington Park in the PIT count.

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans. 73 In SPA 7 in 2023, there were 295 veterans and 324 families with children under 18 counted. Such specific counts for veterans and families were not available at the City level.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The SPA 7 PIT count showed that, 4,633 (71%) are Hispanic/Latino and 1,878 (295) are not. Out of those who are not Hispanic/Latino, 696 (11%) are Black or African American, 981 (15%) are White, 41 (1%) are Asian, 88 (1%) are American Indian/Alaska Native, and 11 are Native Hawaiian/other Pacific Islanders Describe the Nature and Extent of Unsheltered and Sheltered Homelessness The 2023 PIT shows that there were 79 homeless people who were all unsheltered in the City. The number decreased from 2022 PIT with 86 who were all unsheltered. There is currently no available shelter within the City limit.

Discussion:

The City is not a recipient of the ESG grant but will continue to partner with local nonprofits to ensure the homeless population’s needs are met.
74 NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:

Due to their unique special needs and circumstances, special needs population may have greater challenge finding adequate housing. Frail elderly people and people with disabilities are people who fall into the specials needs population category who are not homeless. They are more likely to encounter barriers to access affordable housing in the City due to their fixed incomes and inability to sustain employment.

Describe the characteristics of special needs populations in your community:

The population group that are considered special needs in the City are seniors and people with disabilities. They require special support, accommodation, and have challenges accessing affordable and suitable housing. They often have lower incomes and face difficulties in finding housing. Because they live on a fixed income, they spend a disproportionate amount of their income to secure safe and decent housing. They may be subject to discrimination based on their specific needs or circumstances.

Seniors:

Elderly Population 2010 2020
Number Percent Number Percent
Total Population 58,114 100% 54,883 100%
Elderly Population Total: 3,863 7% 5,832 11%
65-74 2,297 4% 3,609 7%
75-84 1,203 2% 1,566 3%
85 and older 3,63 1% 6,57 1%
Source: 2010 & 2020 Decennial Census, Huntington Park
In 2010, the total number of seniors in the City was 3,863 and this increased to a total of 5,858 individuals in 2020. 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 75 likely to be able to afford necessities such as food and utilities as the cost of housing increases. Homeowners who are senior residents may face issues living in unsafe and unhealthy homes.

Disabled Population:

Disabled Population Number Percent
Total Population 57,660 100%
Hearing Disability 759 1.3%
Vision Disability 785 1.4%
Cognitive Disability 1,700 3.2%
Ambulatory Disability 2,672 5.0%
Self-Care Disability 1,587 3.0%
Independent Living Disability 2,207 5.3%
Source: 2016-2020: American Community Survey (ACS) 5-Year Estimates, Huntington Park People with disabilities often face challenges navigating physical spaces, which leads to a lack of employment and financial hardship.

They are likely to be cost-burdened by housing. In the City, the three most common disabilities are cognitive disabilities affecting 1,700 people (3.2%), ambulatory disabilities affecting 2,672 people (5.0%), and independent living disability affecting 2,207 (5.3%).

What are the housing and supportive service needs of these populations and how are these needs determined? Special needs populations need accessible housing and ADA accommodation in public streets and buildings. In previous years, the City has allocated CDBG funding towards senior support services and ADA improvements in the City to accommodate special needs population.

The Parks and Recreation Department has a Senior Program that provides various activities and classes for senior communities of 62 years and older. Senior affordable units are available in housing developments throughout the City. Casa Bonita Senior Apartments, Concord Resident Apartments, Huntington Plaza Senior Apartments, and Seville Gardens are examples of affordable senior housing units.
76 As previously mentioned, the most common disability amongst residents in the City are ambulatory and independent living difficulties. In the past, the City has supported public works projects to provide ADA upgrades to City infrastructures. CDBG funds were allocated towards the 2022 ADA Sidewalk and Pedestrian Public Improvements and Chesley Park Improvement to make accommodation for residents with disabilities.

Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

According to the 2023 Los Angeles County HIV Annual Surveillance Report, there are 4,005 individuals living with HIV in SPA 7 with 52 reported deaths. The specific number of people with HIV in Huntington Park was not listed in the report.

The 2024 LAHSA PIT county for SPA 7 reported 67 homeless people who were living with HIV/AIDs. Out of those homeless individuals, 24 individuals are in sheltered situations, and 43 are unsheltered.

The City does not receive Housing Opportunities for Persons With AIDS (HOPWA) funds to address the housing needs of people with HIV/AIDs.

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 City’s senior and disabled population need supportive services that will allow them to have equitable access to housing. The City will continue to look for collaboration with various affordable housing developers and local organizations to ensure that their housing and supportive needs are met.
77 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. According to the City’s website, hpca.gov, Salt Lake Park has 23 acres of space and 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. Some residents raised their concerns that Salt Lake Park has a significant need for enhanced walkways, safe playground equipment, upgraded restrooms, and ADA compliant upgrades.

From feedback collected on the survey, residents would like to see the Salt Lake Park playground to be rebuilt. The skate park at Salt Lake Park was closed due to planned construction of the Salt Lake Aquatic Center. The City is considering next steps to upgrade the Salk Lake Park recreation building. The new recreation building will include energy efficient amenities.

The Los Angeles Countywide Comprehensive Park and Recreation Needs Assessment from 2016 lists the conditions of each of the City’s park amenities. The amenities quantities and condition section of the report states that the following park amenities are in poor condition and require funding to improve:
• Chesley Park
o infrastructure and playground
• Huntington Park Community Center
o picnic shelters
• Robert Keller Park
o picnic shelters
o playgrounds
o restrooms
78 • Salt Lake Park
o fitness zones
o skate parks
o picnic shelters
o playgrounds
o community centers
o restrooms
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 Describe the jurisdiction’s need for Public Services:
79 Key priorities identified for public services 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. However, findings from the community engagement meeting, stakeholder meeting, and survey feedback indicate that many residents are not aware of current City programs. 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 programs on its website, social media, and provides brochures and pamphlets at City Hall to residents. During the virtual stakeholder meeting that occurred on November 20, 2025, some stakeholders expressed that having a physical resource guide would be beneficial to provide information on available programs, 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.
80 Housing Market Analysis
81 MA-05 Overview
Housing Market Analysis Overview:

The City data indicates challenges and opportunities reminiscent of most cities and municipalities in the current housing climate. The City is in Los Angeles County and illustrates a strong demand for affordable housing. In 2020 the City had about 14, 977 housing units available; this number increased to 15,133 in 2022. Housing trends in the City include rising home prices and rising rental costs. The median home value in 2009 was $298,500 in 2020. This increased by 43%, making the median home value $426,700. Furthermore, the median contract rent in 2009 was $875, this increased to $1,052, a 20% increase. These numbers are only going up. To elevate challenges the City has maintained several affordable housing inventories, major developments include:

To combat these challenges the City has initiated several projects to expand its affordable housing inventory. Notable developments include:

Recently completed in January 2025, Huntington Square, initiated April 2023, provides a permanent supportive housing project featuring 55 units, of which 48 of those units are deemed for permanent supportive housing. Supportive housing in this development includes housing for low-income seniors and homeless senior veterans, including those with chronic homelessness and mental health challenges.

A 55-room motel was acquired in 2012 with various funding sources and was converted into 24 apartments known as the Mosaic Gardens at Huntington Park. Apartments serve as a home for limited–income families and transition-age youth ages 18-24 receiving services from the Los Angeles County Department of Mental Health (LACDMH).

Concord Huntington Park features 162 affordable units for seniors, acquired in late 2022 by Redwood Housing for major renovations and sustainability initiatives. These apartments are supported by a project-based Section 8 Housing Assistance Payment (HAP) contract that covers 95% of the apartments.

These strides in affordable housing for various populations highlight a proactive approach for housing needs, specifically through supportive housing for vulnerable populations. These efforts reflect a commitment to a more inclusive and resilient community and highlight the prioritization of the unique needs within the City. 82 MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
This section highlights the City’s housing mix. Census data feature 61% of owner-occupied units have 3 or more bedrooms, 33% have 2 bedrooms. Highlighting a decent percentage of owner-occupied units available for larger families. In contrast renters only have 13% of units with 3 or more bedrooms and 34% with 2-bedroom units, many renter units only have 1 bedroom. This data, coupled with the comparison of available units in the City of which 10,620 are renter-occupied and 4,005 are owner-occupied, accentuates a higher renter population potentially influenced by the rising housing cost as mentioned in the previous section, where rent has increased by 21% and homeownership has increased by 43%. Additionally, this data shows a Scarcity in larger units available for larger families, which may lead to potential overcrowding. Furthermore, the data suggests that most units with 3 or more bedrooms are single-family homes due to the contrast in owner-occupied units available and renter-occupied units available. Owner-occupied units, as data shows, require monetary investments, which may be unattainable to low- and moderate-income populations, especially when the median home value in 2020 was $426,700 and this number has been projected to increase since then. The key points of these metrics emphasize the importance and the need to address affordable housing in the City and ensure access for all through these initiatives.

All residential properties by number of units
Property Type Number %
1-unit detached structure 5,525 37%
1-unit, attached structure 1,611 11%
2-4 units 2,835 19%
5-19 units 3,145 21%
20 or more units 1,799 12%
Mobile Home, boat, RV, van, etc. 66 0%
Total 14,977 100%
Table 26 – Residential Properties by Unit Number
Data Source: 2016-2020 American Community Survey (ACS)
83 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 4,001 100% 10,620 100%
Table 27 – Unit Size by Tenure
Data Source: 2016-2020 American Community Survey (ACS)
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City commits support toward affordable housing initiatives that help its residents. Data sets from the 2016-2020 American Community Survey (ACS) reveal a total of 14,975 households in the City. Of those households, 4,875 earn 0-30% of the median household income, categorizing them as extremely low income per HUD standards. 3,470 earns 30%-50% of the median household income, categorizing these families as low -income per HUD standards. Lastly, 3,625 of these families earn 30%-50% of the median household income, categorizing them as moderate-income households by HUD standards. The percentages are calculated using a baseline, which HUD describes as HUD Area Median Family Income (HAMFI). The families in these categories are comprised of small families, large families, elderly residents etc. The City and County offer a variety of affordable housing options, through vouchers, rapid rehousing programs, transitional housing, supportive housing, among other units, which are all assisted with federal, state, and local programs.

Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

The most recent update to the 2021-2029 Housing element call attention to a range of federal funding sources allocated to affordable housing initiatives these include L15-yearme Housing Tax Credits (LIHTC), HOME Investment partnership Program, state vouchers 84 amongst other federal sources that all follow 24 CFR 92.252 Qualification as affordable housing – Rental Housing, this outlines affordability period requirements and a 15 year commitment which applies to new construction of rental housing when the amount of federal funding is more than $40,000 per units. This can also be reinforced by contracts between municipalities and developers with subsidy layering and deed restrictions. As reported by the Housing Element, there are 14 affordable housing projects in the City, and none are at risk of conversion to market-rate rent. Within the Housing Element, the commitment to affordable housing was showcased by the City in 1999, when Concord Huntington Park Development was about to transition to market rent, the City employed a multifamily mortgage revenue bond which secured affordability for another 30 years.

The City is also home to several housing programs, including owner-occupied rehabilitation to preserve housing, and the first homebuyer program funded by CalHome program funds to help residents obtain homeownership. For both programs residents must qualify according to the program guidelines. The City also offers a Home Repair program specifically for low -to moderate-income owner-occupied households. In addition to these programs, the Housing Element offers an outline and best practices on how to secure afford housing City-wide.

Does the availability of housing units meet the needs of the population? The housing stock in the City encompasses a common trend within cities in the United States, reflecting a rapid increase in rental properties and homeownership, making home ownership and affordable housing solutions extremely difficult for residents. According to ACS data, the availability of housing units does not meet the needs of the population. To further solidify this, population, and housing units as well as affordability and availability, must be discussed.

Population and Housing Units:

According to ACS data, in 2022 Huntington Park had a population of 54,883 people, and a median property value of $506,700, ACS data sets reflect a 43% increase in home median value from 2009 to 2020, According to Table 27 the data shows that 10,620 units are renter occupied, and 4,005 units are owner occupied. The data suggests a need for owner-occupied units in the City, specifically for low- to moderate-income families. According to 2020 ACS 5-year data sets, 12,211 families living in the City, about 20% of the population, live below the poverty level, supporting the need for more affordable housing, specifically for renters with larger families. 85 Affordable Housing and Availability:

According to 2010 ACS data, there was a decrease in population from 2010 to 2020. In spite of this decrease in population, the most recent ACS data shows a need for larger renter-occupied units. The data shows about 2,069 units occupied by 1.5 or more occupants per room. The data also shows about 2,874 units occupied by 1.01 to 1.50 occupants per room. This data may suggest the need for larger units in the City.

Describe the need for specific types of housing:

Due to the various demographics in the City, the needs of vulnerable populations are more prevalent, specifically but not limited to; low-to-moderate income individuals and families, homeless populations, individuals living with disabilities, veterans, among other populations not mentioned.

As previously discussed in other sections, according to ACS data, 20% of families with children live below the poverty level. About 48% of residents in the City spend more than 35% of their gross income on rent. Suggesting renters in the City may be cost-burdened. This highlights the need for affordable housing. Furthermore, these households could benefit from supportive services like rapid rehousing, including rental assistance, to stabilize cost-burdened families.

Large Families with five or more members, according to the Southern California Association of Governments (SCAG), make up about 31% of all households and as previously stated there are not bigger households available at an affordable price for larger families of low income. This puts a spotlight on the need for larger affordable units in the City.

Senior housing is also important to consider, according to ACS's most recent data, 8,306 residents over the age of 65 live in the City.

This may suggest that many of these residents are on a fixed income, which further exacerbates the need for affordability for seniors.

Developments such as Concord Huntington Park demonstrate the need for these housing options.

Attainable homeownership is another challenge the City faces. The availability of homes to purchase, coupled with the affordability of homes, is almost unattainable, especially for low-income residents. According to ACS data in 2020, about 2,507 homes in the City were valued at over $300,000. A mortgage for a $300,000 home may be inaccessible for the 20% of families that live in poverty in the City.
86 Furthermore, the City does have programs in place to support first-time homebuyers, and the Housing Element further establishes a blueprint for housing affordability. Although these programs and plans are in place, the City should emphasize affordable housing specifically for the populations mentioned above.

Discussion
The City highlights the importance of addressing specific gaps, increasing affordable housing specifically rentals and creating larger units for families, senior affordable housing and supportive housing are critical to meeting the needs of the City. Furthermore, expanding homeownership opportunities and addressing the needs of vulnerable populations are essential to ensuring safe and stable housing.
87 MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
In the City of Huntington Park, households in the City are predominantly low income with 11,970 (82%) out of the total of 14,640 households making less than 80% AMI. Since the City has predominantly low-income renters, the rising cost of housing impacts them negatively as they are more likely to face housing cost burden. Approximately 10,620 units are rented occupied, and 4,005 units are owner occupied. Low-income renters struggle to afford rent and necessities, and homeownership can be unattainable.

To combat the rising cost of housing and serve the needs of their low-income residents. The City has recently adopted a rent stabilization ordinance in November 2024. The key provisions of the rent stabilization ordinance are:
• Annual Rent Cap: Rent increases are limited to 3% per year or 100% of the Consumer Price Index (CPI) for the Los Angeles-Long Beach-Anaheim region, whichever is lower. Rent can only be increased once per year. • Security Deposits: After July 1, 2024, security deposits are limited to one month's rent. For landlords with no more than two residential rental properties, the limit is two times the monthly rent. • Just Cause Evictions: Landlords can only evict tenants for specific reasons such as nonpayment of rent, illegal activities, or property damage. For no-fault evictions, landlords must provide relocation assistance or waive the final two months' rent. • Tenant Petition for Rent Adjustments: Tenants can file petitions if they believe a rent increase is unjustified or if housing services have been reduced. The ordinance prohibits retaliation against tenants exercising their legal rights. • Rental Unit Registration: Landlords must register their rental units with the city and provide proof of registration to tenants.

Failure to register may result in the inability to enforce rent increases or evictions. • Notices to Tenants: Landlords must provide tenants with a notice of their rights under the ordinance when entering into or renewing a rental agreement.

From 2009 to 2020, the median home value in the City has rapidly increased by 43%. Additionally, the rent has increased by 20%.

The data table below reflects the cost of housing from 2009 and 2020; the HUD data cannot be manipulated. However, the 2023 ACS 5 Year estimates for the City show that the median home value is $557,600 and the median contract rent is $1,143. Many residents in the City are cost-burdened, spending up to 35% of their gross income on rent. According to HUD, most units at the Fair Market Rate are unattainable to low- to moderate-income residents, and the bigger the unit, the more expensive, leading large low-income 88 families to conform to smaller spaces. This section highlights the cost of housing and explores some of the impacts that residents face in the City when income growth does not align with housing market growth.

The following data table was provided by HUD data resources and cannot be manipulated. The following tables reflect the housing cost of housing, housing affordability, and monthly rent.

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 American Community Survey (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%
$2,000 or more 105 1.0%
Total 10,615 100.0%
Table 29 - Rent Paid
Data
Source:
2016-2020 American Community Survey (ACS)
89 Housing Affordability
Number of Units affordable to Households
earning
Renter Owner
30% HAMFI 715 No Data
50% HAMFI 3,930 94
80% HAMFI 9,065 559
100% HAMFI No Data 1,169
Total 13,710 1,822
Table 30 – Housing Affordability
Data
Source:
2016-2020 Comprehensive Housing Affordability Strategy (CHAS) Monthly Rent
Monthly Rent ($) 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? 90 No, there is not sufficient housing in the City to meet all income levels. Several factors highlight the housing gaps within the City, specifically for low to moderate-income households and vulnerable populations. 2016-2020 ACS data show the average household size in the City as 2.59. The data also suggests the lack of units available for larger families, with only 13% of renter-occupied units offering 3 bedrooms or more. An alternative for larger families can be homeownership, as data shows that 61% of units with 3 or more bedrooms are owner-occupied. The issue with homeownership is income; data trends suggest rapid increases in median home value, with a 43% increase from 2009-2020. This makes it hard to transition from renting to homeownership, further corroborating that there is not sufficient housing or opportunities at all income levels.

Additionally, about 4,875 households earn 0-30% of the median household income, categorizing them as extremely low income per HUD standards. 3,470 households earn 30%-50% of the median household income, categorizing these families as low-income per HUD standards. Lastly, 3,625 households earn 30%-50% of the median household income, categorizing them as moderate-income households by HUD standards. The percentages are calculated using a baseline, which HUD describes as HUD Area Median Family Income (HAMFI). According to Table 30, Housing Affordability, under renters, only 715 units are affordable to 30% HAMFI, 3,930 are affordable to 50% HAMFI, and 9,065 are affordable to 80% HAMFI. This information reveals that there is not sufficient housing available at all income levels, especially if you fall below 0-30%.

Furthermore, Many residents are cost-burdened, as previously stated, more than 20% of families are living below the poverty level.

CHAS data shows 11,860 households are earning below 80% of AMI. Suggesting there are insufficient affordable units to accommodate households, particularly for extremely low and very low-income groups.

Home values and rents are increasing in the City, and nationwide trends are leading to further increases. Home affordability is becoming more difficult, especially with 20% of households in the City living in poverty. This shows the income to affordability ratio not aligning. Data shows that from 2009-2020, rent in the City increased by 20% and home value increased by 43%, making affordability especially hard for low to moderate-income households and households on a fixed income. The data shows a decrease in the affordability of housing. According to the National Association of Home Builders, materials and home development are becoming increasingly more expensive, with basic materials such as lumber increasing, leading developers to opt out of affordability building and opt for luxury designs where they can charge higher rents. 91 How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
HOME program rents, Fair Market Rents, and the area’s median rent showcase affordability gaps in the City that can impact and shape strategy to produce and preserve affordable housing. The HOME Investment Partnership Programs through HUD established rent limits to ensure affordability for low to moderate-income households. These are usually the lowest rents available and are specifically designed for low to moderate-income households. The Fair Market Rents are set annually to represent the 40th percentile of gross rents in the regional market and are used to determine payment standards for housing vouchers. FMR is higher than HOME rent but still falls below the City’s current area median rents. The Area Median Rent is significantly higher than both the HOME and FMR rent.

This suggests limited affordability of market-rate housing for the City’s low and moderate-income households. These changes in rent value from Home rents, Fair Market Rent, and Area Median Rent further impact on the City’s strategy to produce and preserve affordable housing.

Rising rents affect fixed-income and low-moderate-income households. This impacts the strategy to produce and preserve affordable housing. Federally funded developments and projects help preserve affordable housing due to their affordability requirements.

Educating the private sector of federal programs is imperative to bridging affordability gaps, especially for new developers that may lack the funding to expand as they may want to. Strategizing may also include the Housing Element and its emphasis on removing barriers to attain affordable housing. To summarize, continued investment in affordable housing is needed, especially to maintain affordable rents in the City.

Discussion
Different initiatives, such as the owner-occupied rehabilitation program, first-time homebuyer program, and updates to the Housing elements, have paved the way to affordable housing. These programs are still not enough in the growing demand for affordable housing, continued investment is still required to address housing gaps in the community. 92 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
This section sets the framework for the age and condition of existing home units in the City. Units occupied by owners, built before 1950, make up 61% of the housing stock, units that are renter-occupied, built from 1950-1979, make up about 39% of the housing stock, and renter-occupied units built before 1950 make up 36% of the housing stock. This implies aging units with a high potential of lead-based paint exposure, especially for families with children under the age of 6. Furthermore, 53% of renter-occupied properties report one selected condition, and 21% report two selected conditions. 45% of owner-occupied units report one selected condition.

These conditions may include overcrowding, cost-burdened households, inadequate facilities such as code issues, lack of kitchen or bathroom, outdated electrical or plumbing issues etc. This data indicates a need for housing rehabilitation.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":

The condition of housing is usually classified into two categories: standard condition and substandard condition, but suitable for rehabilitation. Standard condition homes per HUD definition meet basic habitability requirements, the homes have a sound foundation, complete plumbing, electrical, kitchen, bathroom, and up to local building codes per City ordinances. Substandard conditions but suitable for rehabilitation homes are appropriate for rehabilitation; these homes lack or have outdated plumbing or electrical systems, show signs of foundational issues, and are not up to date with City codes as per City ordinances. Rehabilitation efforts usually focus on addressing essential systems, safety hazards, and compliance with City codes. These standards focus on the importance of preserving and gaining housing stock and ensuring home safety.

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%
93 Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
No selected Conditions 1,995 50% 2,720 26%
Total 4,004 100% 10,620 100%
Table 32 - Condition of Units
Data
Source:
2016-2020 American Community Survey (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 Comprehensive Housing Affordability Strategy (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% 94 Table 34 – Risk of Lead-Based Paint
Data
Source:
2016-2020 American Community Survey (ACS) (Total Units) 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) (Units with Children present)
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 the City is present. The data shows that most housing stock has one selected condition, with the majority being renter-occupied. Moreover, the data suggests an aging housing stock with rehabilitation needs. Older units usually present coding issues, outdated plumbing, outdated electrical systems, lack of structural integrity, among other concerns that may pose a safety hazard for families, especially for those in rental units, as the data shows that over 74% of renter-occupied units live with one or two selected conditions. Addressing problems that come with aging housing units, such as lead-based paint exposure, is more prevalent in owner-occupied units. Tackling these issues will further preserve housing as both owner and rental rehabilitation is needed. Prioritization should be given to renter-occupied units, as most City residents are renters and many households within this category face poverty issues, as mentioned in previous sections. 95 Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards According to Table 34, Risk of Lead-Based Paint, the City has about 21% of owner-occupied units built before 1980 with children present, as opposed to renter-occupied units, which showcase 75% of units built before 1980 but none with children present.

Therefore, lead-based initiatives should be geared towards owner-occupied units with children. Owner-occupied units make up 4,003 of the overall housing available; 61% of these units were built before 1950. Children face a higher risk of lead-based paint exposure and face greater issues such as brain damage, developmental delays, among other issues. Furthermore, data from the Centers for Disease Control show children from low-income households and those who live in housing built before 1978 are at greater risk of lead exposure.

Discussion
A substantial portion of the City's housing stock was built before 1978, when lead-based paint was banned; this may cause a serious risk of lead exposure in homes. Homes have also been identified to have at least one housing condition. Strategies for remediation may involve lead-based programs, enforcing housing quality standards, and prioritizing low and moderate-income households, specifically those with children present. The implementation and continuation of these programs may reduce safety concerns Citywide.
96 MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City of Huntington Park does not have a Public Housing Authority. All voucher programming is handled through the Los Angeles County Development Authority. The data below represents county wide data and is prepopulated from HUD database. HUD data cannot be modified. County data is used as a reference and specific data at City of Huntington Park level is not available from HUD.

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 City does not own or operate public housing.

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 City does not own or operate public housing.
97 Public Housing Condition
Public Housing Development Average Inspection Score

N/A N/A
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 low- and moderate-income families residing in public housing:

Not applicable
Discussion:

Not applicable
98 MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Homeless facilities and services include various forms of shelter. This section highlights and lists these shelters within the City.

Homelessness comes in an array of ways and happens for many reasons, therefore, the types of programs available need to be multifaceted. Emergency shelters are usually one-night stays, and depending on the shelter, they may only accept men, women, or families. Transitional housing programs are temporary with some form of supportive service. Transitional housing with supportive services usually offers services that homeless individuals and families can benefit from, such as case management, job training, employment services, legal assistance, childcare, and housing navigation. Permanent supportive housing provides long-term rental accommodation. Supportive services for permanent housing can look like case management, specifically for vulnerable populations such as homeless veterans, individuals living with a disability, seniors, etc. Supportive services can also look like healthcare coordination, educational support, mental health services, transportation services, and financial counselling, amongst other services.

Permanent housing is available for rentals for families, often without supportive services. The City is a part of Los Angeles County and Service Planning Area (SPA) 7, the 2024 PIT count shows 136 homeless people who were all unsheltered.

As reported by the Los Angeles Homeless Services Authority (LAHSA), the 2023 Housing Inventory Count (HIC) for Service Planning Area (SPA) 7(https://www.lahsa.org/documents?id=7698-2023-housing-inventory-count):

The total number of beds available is 3,893 beds, which includes emergency shelter, transitional housing, safe haven, permanent supportive housing, other permanent housing, and rapid re-housing.

The total number of shelter facilities available is 2,765, which includes emergency shelter, transitional housing, safe haven, permanent supportive housing, other permanent housing, and rapid re-housing.

Breakdown by Housing Type:
• Emergency Shelter: 1,413
• Beds: 3,893 beds offering immediate, short-term accommodation for those in crisis. • Transitional Housing:
• Beds: 320 beds providing temporary residence while individuals work towards permanent housing solutions. 99 • Permanent Supportive Housing:
• Beds: 1,281 beds offering long-term accommodation coupled with supportive services to assist individuals in maintaining stable housing.

Total Number of Units
LA CoC SPA 1 SPA 2 SPA 3 SPA 4 SPA 5 SPA 6 SPA 7 SPA 8
Totals 46,470 1,337 4,791 4,469 20,632 3,415 6,542 2,765 2,519 Shelter
Emergency Shelter 15,924 546 2,285 1,127 5,287 734 3,184 1,413 1,348 Transitional Housing 3,058 41 240 202 1,352 251 379 320 273 Safe Haven 457 0 20 0 322 85 0 30 0
Housing
Permanent Supportive Housing 20,494 405 1,364 2,638 11,312 1,846 1,791 664 474 Other Permanent Housing 1,037 0 95 0 517 57 270 31 67
Rapid Re-Housing 5,500 345 787 502 1,842 442 918 307 357 Total Number of Beds
LA CoC SPA 1 SPA 2 SPA 3 SPA 4 SPA 5 SPA 6 SPA 7 SPA 8
Totals 59,112 2,176 6,412 5,636 24,168 4,261 8,970 3,893 3,596 Shelter
Emergency Shelter 20,512 999 2,854 1,529 5,934 1,148 4,304 1,773 1,971 Transitional Housing 3,929 41 334 285 1,771 317 490 320 371 Safe Haven 457 20 322 85 30
Housing
Permanent Supportive Housing 24,172 458 1,762 3,169 12,747 2,007 2,217 1,281 531 Other Permanent Housing 1,592 279 623 57 470 44 119
Rapid Re-Housing 8,450 678 1163 653 2771 647 1489 445 604 Notes
● Grand Total = Family Units/Beds + Individual Units/Beds + Unaccompanied Minor Units/Beds ● N = number; % = percentage share of either Grand Total, Family Units/Beds, Individual Units/Beds, or Unaccompanied Minor Units/Beds
● Emergency Shelter includes the Winter Shelter Program (WSP), hotel/motel vouchers distributed by the Department of Public Social Services, as well as Coordinated Assessment Motel Vouchers 100

● Permanent Supportive housing and Other Permanent Housing includes the following: Tenant-Based Projects, in which Public Housing Authority (PHA) provide vouchers to individuals or families directly so they may select the housing unit of their choice; Sponsor-Based Projects, in which community-based organizations administer housing vouchers on behalf of the PHA; ProjectBased Vouchers, in which the subsidy provided by the PHA is tied directly to a site.

Source: 2023 LAHSA Housing Inventory Count (HIC)
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 101

Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons.

The City offers a variety of programs to support those experiencing homelessness.

Homeless Shelters include:

HPRP Huntington Park – Homeless Service – located at 2965 East Gage Avenue, Huntington Park, CA 90255. This program provides rapid rehousing for the homeless and persons who are at risk of homelessness.

Bell Shelter -Salvation Army- located at 5600 Rickenbacker Road Bell, CA 90201, about 2.7 miles outside of Huntington Park. This shelter is one of the largest homeless shelters in the nation, offering various transitional care and supportive services to homeless men and women.

According to the Los Angeles County Department of Children & Family Services, Angel Step Too Transitional Housing is identified as a Southern California Alcohol and Drug Program. This program provides domestic violence services, HIV/AIDS services, residential treatment for substance abuse, substance abuse services, and youth services for people in Los Angeles County.

Located at 16314 Cornuta Avenue, Bellflower, CA 90706, about 28 minutes from Huntington Beach.

Su Casa- Ending Domestic Violence Transitional Housing – Located at 3750 East Anaheim Street, Suite 100, Long Beach, CA 90804, about 24 minutes, 12.9 miles from Huntington Beach, offers a plethora of services, such as an emergency shelter for victims of domestic violence transitional shelter, community housing, walk in center. Children’s program and teen program, community outreach and education, workshops, and training, education, services for LGBTQ, and services for men.

The Whole Child (TWC) Family Housing Program with administrative offices at 10155 Colima Road Whittier, CA 90603 located about 28.7 miles from Huntington Park, this program targets families and youth by offering an array of services such as mental health services, case management, family housing, parent enrichment, and nutrition education.

Homes for Life Foundation Cedar Homes at 8939 South Sepulveda Blvd. Los Angeles, CA 90045, about 55 minutes from Huntington Park offers an array of housing such as transition -age youth housing, transitional adult housing, state-licensed group homes, supportive apartments, semiindependent group homes and various programs such as mental health services, rehabilitation and skills development, and case management.

The County of Los Angeles Department of Children and Family Services also offers a Transitional Housing Placement Program (THPP) specifically for young people between 16 and 17 on track to 102

graduate from high school. THPP provides youth with an opportunity to live in an apartment or house in the community while receiving support services. This program helps youth learn the skills to be able to live independently when it is time to leave foster care.

United Friends of the Children – Located at 1055 Wilshire Blvd. Suite 1550, Los Angeles, CA 90017, about 58 minutes from Huntington Park, providesformer 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.

AltaMed Medical Group: Provides primary care, women’s health, dentist services, PACE, senior services, pharmacy, inclusive patient care (LGBTQ), HIV services, behavioral health, and youth services.

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.
103

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.

Permanent Local Housing Allocation Program (PLHA): The City is looking to purchase a property with its PLHA funds to purchase units for affordable housing.

Inner City Visions: The City provided funding to Inner City Visions to provide homeless outreach and case management to persons fleeing domestic violence, persons at risk of homelessness, and at-risk youth and sex trafficking.

Salvation Army Bell Shelter: The City provides funding for beds to support the shelter.

These programs offered to the residents of Huntington Park, through local and county initiatives, ring as a commitment to addressing homelessness through various approaches and collaboration.

These combined efforts reflect Huntington Park’s commitment to address 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. • Union Rescue Mission is 5 miles from the City, offering temporary shelter for men, women, and children experiencing homelessness.
• LASHA Winter Shelter is open for the winter months and operates temporary shelters across Los Angeles County.
• The Salvation Army Corps Community Center, located in Huntington Beach, offers supportive services, through homeless support, personal enrichment, and utility bill assistance for City residents.
• Southeast Churches Service Center, also located in Huntington Beach, offers food and rental assistance to those who fall under program guidelines. 104

MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
Special needs populations include the elderly, frail elderly, and persons with disabilities. These groups have special needs for services and housing. In addition, many often have lower incomes and fixed incomes as a result of their condition. According to the ACS data, 8,306 residents over the age of 65 live in the City. The common disabilities in the City are cognitive, ambulatory, and self-care. Hearing disability affects 759 people (1.3%) of the population, vision disability affects 785 people (1.4%), cognitive disabilities affect 1700 people (3.2%), ambulatory disabilities such as difficulty walking or climbing stairs affect 2672 people (5.0%), self-care disability affect 1,587 people (3.0%), and 2207 (5.3%) report an independent living disability. The special needs of the population require a unique set of needs that also include lower incomes, which creates further challenges with housing. Furthermore, many in this population have already been accounted for within the low- and moderate-income residents. The special needs of the population in many cases require supportive services to carry out daily activities. In some cases, family support and in-home care is not available therefore additional housing options may be needed to provide assistance. According to the Housing element, there are two supportive or transitional housing developments specifically for those living with disabilities: Mosaic Gardens at Huntington Park has a total of 24 beds, and Tiki Gardens is a transitional housing project with 35 units for homeless persons.

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, persons with mental, physical, and developmental disabilities, also including alcohol and drug addictions, individuals living with HIV/AIDS and their families, and all other vulnerable populations are primarily provided by local and state government agencies and local nonprofits. The resources that are needed are:
• Supportive housing, and programs with maintenance which may include home repairs and changes to accommodate the elderly and people with developmental disabilities. • Safe, decent, and affordable housing for each person within this population • ADA modifications that adapt to physical conditions as they change while they remain in their home.
• People 75 years or older need case management, providing medical and other types of professional care.
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• Assistance with daily living where there are no family members to provide direct care.

Public and nonprofit agencies will need to assist with creating programs to help those with these special needs.
• Outreach and referrals for individuals who do not have access to traditional mental health services.
• Transportation to accommodate those within the population who need assistance based on barriers due to their unique need.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing.

The City currently does not have programs specifically to assist person returning from mental and physical health institutions; in turn, housing and supportive service agencies in the surrounding area help to qualify and assist low- and moderate-income residents and special needs residents to provide any services they may need. According to the Housing element, there are two supportive or transitional housing developments specifically for those living with disabilities, but these developments do not ensure that persons returning from mental and physical health institutions are prioritized: Mosaic Gardens at Huntington Park has a total of 24 beds, and Tiki Gardens is a transitional housing project with 35 units for homeless persons.

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)
The City plans to fund the Senior Program to provide services to seniors aged 55+ with educational workshops and coordinated physical activities and other recreation-based activities.

In the past the City utilized its CDBG funds for ADA upgrades to its sidewalk and pedestrian ramps in various City streets. In the next 5-year consolidated plan period, the City will use its CDBG funds to support ADA upgrades and improvements to public facilities / infrastructure as needed. The City will also find opportunities to invest its HOME funds towards building more affordable housing for these special need’s population.

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, as a community, plans to undertake the following activities to address the housing and service needs of its special needs’ population.
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• 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.

The Huntington Park Senior Program offers a wide variety of classes, drop-in activities, excursions, and services to the senior community of 62 years and older.

The City also collaborates with local nonprofit organizations to provide resources and services to special needs groups. Programs include affordable housing development, case management, and support services.

The City will use HOME funds to support affordable housing initiatives. 107

MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City has put in place policies such as removing barriers to develop flexible standards for affordable housing, ordinance changes, ADA compliance, and accommodations for those living with disabilities. That said, the City lacks land suitable for residential development, and the limited open space also negatively impacts parking. Infill development is an option but often leads to overcrowding and limited parking.

Huntington Park is one of the Cities in California with the highest density with a population density of 20,450 people per square mile. The highest allowable density permitted in the City’s three residential areas is 20 dwelling units per acre (20 du/ac). According to the most recent Housing Element, the City plans to update its density bonus ordinance to provide greater incentives for projects that provide units for extremely low-income households. The City also faces lack of parking with approximately three cars per household in the City. With predominately large family households, the current standard is two spaces per unit. With limited space, the development of housing with sufficient parking is costly. Moreover, home developers frequently cite problems working through zoning issues, which further adds to the cost for development making it unattractive.

Many fair housing cases in Huntington Park involve a disability bias. Disabled persons required reasonable accommodations such as construction of a ramp, wheelchair access, or the need for service animals.

However, they often face disability discrimination when landlords refuse their request for accommodation or require higher security deposit. Due to this, according to the recent Housing Element, the City plans to amend the density bonus program to provide incentives for including universal design elements into new housing projects. The City has adopted a “Reasonable Accommodation Ordinance.” The stated purpose is to provide individuals with disabilities reasonable accommodation in regulations and procedures to ensure equal access to housing, and to facilitate the development of housing. Although available, developers can see this as adding to the construction cost and complexity in navigating the development process.

With these limitations, the cost of construction becomes extremely expensive,so additional grant funding incentives are needed to make an affordable housing project viable. The lack and decrease of federal funding also serve as a barrier to affordable housing, often not being enough for the growing demand of the community. In the City, Aging housing that may require costly repairs and upgrades to maintain structural integrity impacts the ability of new developments and increases overall housing costs.

Developers often cite issues working through zoning and municipal costs, as well as vast competition for Low-income Housing Tax Credits (LIHTC), which also hinder development of housing and pose a challenge for those developers that need financial support. Overcoming these barriers could strengthen affordable housing and residential investment.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
The City’s workforce plays a vital role in long-term stability. The workforce consists of 43,791 civilian laborers distributed across various sectors, noted in Table 39 of this section. The range in business sectors highlights the importance of catering to various demographics, meeting the needs of the community and economy. Travel time also impacts the workforce, according to Table 42 of this section, 15% of workers commute 60 or more minutes to work, while 19% travel 30–59 minutes, and another 19% commute within 30 minutes. Although the City is close to Los Angeles, which alludes to traffic congestion, this data may suggest that some people in the workforce do not live in the City. This may lead to housing affordability mismatches where workers may not be able to afford to live where they work. Moreover, this section goes over educational attainment by employment status, age, and median earnings, revealing the influence on labor force participation, with a strong correlation between higher education levels and increased median earnings. Moreover, the data shows that the City can benefit from workforce development programs.

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 N/A 0.51% N/A N/A
Arts, Entertainment, Accommodations 2655 N/A 10.15% N/A N/A Construction 1866 N/A 7.13% N/A N/A
Education and Health Care Services 3530 N/A 13.50% N/A N/A Finance, Insurance, and Real Estate 748 N/A 2.86% N/A N/A Information 263 N/A 1.01% N/A N/A
Manufacturing
4669 N/A 17.85% N/A N/A
Other Services 1342 N/A 5.13% N/A N/A
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Business by Sector Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share
of
Jobs
%
Jobs
less
workers
%
Professional, Scientific, Management
Services
2190 N/A 8.37% N/A N/A
Public Administration 757 N/A 2.89% N/A N/A
Retail Trade 3395 N/A 12.98% N/A N/A
Transportation & Warehousing 2418 N/A 9.25% N/A N/A
Wholesale Trade 2187 N/A 8.36% N/A N/A
Grand Total 26153 N/A 100% N/A N/A
Table 39 - Business Activity
Data
Source:
2016-2020 American Community Survey (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 American Community Survey (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
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Data
Source:
2016-2020 American Community Survey (ACS)
Travel Time
Travel Time Number Percentage
< 30 Minutes N/A N/A
30-59 Minutes N/A N/A
60 or More Minutes N/A N/A
Total
Table 42 - Travel Time
Data
Source:
2016-2020 American Community Survey (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 American Community Survey (ACS)
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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 American Community Survey (ACS)
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 American Community Survey (ACS)
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Out of the City’s workforce of 26,153 people, manufacturing is the top employment sector, providing jobs for 17.85% of workers (4,669 workers). This shows how important local manufacturing facilities are, especially for residents with industrial skills. Education and health care services employ about 13.50% of the workforce (3,530 workers), retail trade also plays a big role making up 12.98% of the workforce (3,395 workers), Jobs in the arts, entertainment, and 112

accommodation account for 10.15% of the workforce (2,655 workers), reflecting the City’s involvement in hospitality and tourism. These numbers point to a fairly balanced local economy with diverse job opportunities. To keep the local economy strong, the City can benefit from supporting workforce development programs.

Describe the workforce and infrastructure needs of the business community:

The City counts on a mix of workers and depends on good infrastructure to keep things moving.

Manufacturing is one of the biggest industries, employing nearly 18% of local workers. These jobs usually require hands-on experience and technical training. It is important to have training programs that teach these skills. Education and healthcare are also big job sources; these jobs often require professional training. Retail makes up 12.98% of jobs; this sector relies on people skilled in customer service, sales, and inventory management.

Having programs that build confidence, communication, and real-life job skills is important across all areas of the workforce. Additionally, the arts, entertainment, and accommodation sector represent 10.15% of local jobs, these jobs need workers trained in tourism, guest services, and art enhancement programs. Transportation is also a big issue. A lot of workers have long commutes, 15% drive more than an hour to their jobs, and 19% spend 30-59 minutes getting to work. This makes it clear how important it is to invest in buses, trains, and better roads. Similarly, having space available for commercial use is essential to growing economies. In conclusion, the City’s economic future depends on continued investment, and meeting these needs will help businesses grow, reduce barriers for workers, and support economic growth.

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.

Businesses in the City are mostly along the main streets—like Pacific, Gage, and Slauson. Some smaller businesses are available in the neighborhoods as well. The City’s been working on creating an easier way to open or grow businesses, such as faster permits and cleaning up parts of the commercial areas. Listening to community voices, nonprofits, schools, and residents has also been a driving force in major changes that have an economic impact. The County is also supporting the City by offering grants to small businesses.

The City is committed to enhancing employment opportunities and attracting new businesses through commercial development in low and moderate-income areas. The City has assisted with several major projects to bring new jobs to blighted areas. The City provides a variety of technical assistance to businesses, including agency referral and commercial space inventory services. The City also supports financial assistance programs for small businesses in the community. 113

Through community survey and study, it was noted that improvement to small businesses along Pacific Blvd can help with economic revitalization. The City plans to utilize its CDBG funds towards a Façade Improvement Program to provide grants to small businesses and assist with their storefront. Businesses must retail at least 1 full-time low-mod-income employee for every $35,000 grant received. This program will help with workforce and business growth opportunities in the City.

The City also partners with HUB Cities Consortium to provide workforce development. Founded in 1988, the HUB Cities 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 tools needed to expand and grow. In the past, the City has provided CDBG funding to HUB Cities for Low/mod income retention. Similar to the Façade improvement program, HUB Cities must retain or create 1 full time for every $35,000 for a period of two years.

A new Metro light rail line will connect Southeast Los Angeles County to Downtown Los Angeles with 2 planned stations in the City. The route includes two light rail stops at Randolph Street and Pacific Boulevard and Florence and Salt Lake Avenues. The construction is expected to be completed within the next decade. Business support will be needed to assist businesses impacted during the construction period of the Metro line project.

The City is also part of the Los Angeles Mid-Alameda Corridor Enterprise Zone, a program designed to attract new businesses to the City. The City is a member of Eco-Rapid Transit Joint Powers Authority and has been working together on Transit Oriented Development Guidelines and Transit Land Use planning in preparation for the future station areas. As of 2023, all environmental phases have been completed. Prioritizing the project, making it a top federal funding priority for the Los Angeles County Metropolitan Transportation Authority. Moreover, the City needs workforce programs to further expand economic stability, specifically in growing sectors like healthcare and education. The City should also prioritize infrastructure improvements, specifically in commercial spaces and public transit.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
In a lot of the jobs people have in the City right now, education and training can be a barrier.

Especially when it comes to better-paying positions. A good number of people just do not have the degrees or credentials that are often required. The City’s workforce is spread across industries like manufacturing (which is about 18%), education and health care (13.5%), retail (nearly 13%), and hospitality/entertainment (about 10%). But a good portion of the people working in these areas do not have the training or education needed to move into the higher- 114

paying versions of those jobs. According to the data, many residents do not have a college degree.

Among 18–24-year-olds, over 1,300 people started college but did not finish, and only 122 got a bachelor. For folks aged 25–34, over 1,100 finished high school or earned a GED, but just a few hundred got through college. The numbers get lower in older age groups—only a small portion has any degree at all.

The income gap is tied directly to education. People without a high school diploma earn about $29K a year. High school graduates make around $34K. If someone went to college but did not finish, they are in the $37K range. But once you get a degree, earnings jump—bachelor’s degree holders are making about $50K, and those with a graduate degree pull in over $ 53 K. Because of this, many residents are stuck in lower-wage roles. Manufacturing jobs, which are a major part of the local economy, often need technical certifications that not everyone can access.

Healthcare and education jobs are growing, but they usually require at least a bachelor’s degree.

That mismatch makes it hard for people to move up. To fix this, the City needs to focus on helping residents build skills. That means more training programs, partnerships with trade schools and local colleges, and maybe new ways to help older workers re-skill. If the City keeps supporting programs that help with training and career pathways, more people could obtain better jobs.

That would boost earnings and improve the quality of life across the board.

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 Con Plan.

Business Assistance and Economic Development Program:
• Streamlined Access 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, the economic development team collaborates with regional and state agencies to attract new businesses and retain existing ones. • Information and Resources: Business demographic and marketing information. • Site Selection: An updated database of sites and help in identifying ideal locations for expansion or new operations.
• The Los Angeles Mid-Alameda Corridor Enterprise Zone
• 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.
• Hiring Credit: Businesses may reduce state income tax by up to $23,400 per qualified employee over five years, with some employees qualifying for a federal Worker Opportunity Tax Credit (WOTC) of up to $2,100.
• Business Expense Deduction.
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• 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 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 Con Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City of Huntington Park Community Development Department works with the local businesses to determine how the City can best assist in their economic growth. Local Initiatives include updates to the General Plan and economic development programs. Regional initiatives include the Los Angeles Comprehensive Economic Development Strategy (CEDS).

Discussion
The City’s focused on helping small businesses and supporting job growth. A good part of this is aimed at residents with low or moderate incomes. Over the past few years, the City has used grants, training programs, and technical assistance to help business owners start up or stay open.

Groups like HUB Cities and funding from the CDBG programs have supported entrepreneurs and small business development. The City’s location in the Mid-Alameda Corridor Enterprise Zone comes with tax credits and other benefits that some businesses have used to grow or invest more locally. Most business activity happens along key streets like Pacific Blvd, Slauson, and Gage. The City has kept those areas clean and active, with tree maintenance, façade improvements, and basic beautification. The goal is to build an economy where more people can find good jobs and local businesses have what they need to succeed.
116

MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Extremely low and very low-income households are most impacted by housing problems in Huntington Park. Consistent with HUD, the City defines an area of low/mod concentration as a census tract or block group in which a minimum of 51% of households earn 80% or below the area median income. In the Appendix, the "Census Tract Chart" depicts 14 census block groups in Huntington Park that meet this definition and are thus considered low and moderate-income concentrations. This suggests a need for targeted support for low and moderate-income households in the City.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") The majority of the City’s population is of Hispanic origin. Thus, the City's socioeconomic characteristics are almost entirely homogeneous, with no specific neighborhoods evidenced by greater concentrations of racial/ethnic minorities or low-income families than the City as a whole.

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
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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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

Internet access is a major issue in Huntington Park, especially for families with lower or moderate incomes. A lot of daily life depends on being an online school, work, job searches, even going to the doctor. But not everyone has a good connection, or any at all. Census data from 2018 to 2022 shows that around 12% of homes in the City did not have internet. Some had it, but it might have been slower or less reliable. That is higher than the 4% average for all of L.A. County, so it is something that stood out.

During the pandemic, the problem got even clearer. People needed fast internet to work, attend class, or access healthcare from home, but many did not have it. The City got a $25.3 million grant from the California Public Utilities Commission. The funding is going toward better broadband, especially in places where it is too expensive or not available.

The City also used some of that funding and CDBG money to set up free Wi-Fi in five places:

Chelsea Circle Park, Raul Perez Park, Salt Lake Park, across from City Hall, and near Freedom Park.

Iwi-Fi is mostly to help students and families who need the internet but do not have it at home.

Residents can connect and agree to the City’s terms to use it. The system sends signals between antennas around the City, using equipment already in place. The goal is to give people a way to get online. Whether it is for homework, job applications, or telehealth, it all helps.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

The City has various internet options including AT&T, Spectrum, EarthLink, Verizon, T-Mobile 5G, HughesNet, and Viasat. Some offer fiber, others use cable, satellite, or 5G. That might sound like enough, but service and pricing are not the same in every area. For example, AT&T’s fiber only covers about 36% of the City. Spectrum reaches around 53%. Satellite covers more ground, but it can be slow. When there is more competition, companies usually lower prices or improve service to keep customers. That is important for families who already pay a lot just to stay connected. More competition could mean better internet for more people—faster speeds, lower bills, and fewer gaps in coverage.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City faces increased risks associated with climate change, which amplify natural hazards and environmental vulnerabilities.
• Rising heat and lack of water resources have become a significant risk. • California fires
• Air quality is affected by pollution, temperatures, and fires. • Earthquakes.
• Urban development patterns in Huntington Park further intensifies these risks. • Intensive urban growth can lead to greater poverty, with local governments unable to provide services for all people.
• Concentrated energy use leads to greater air pollution with significant impact on human health.
• Large volumes of uncollected waste create multiple health hazards. • Urban development can magnify the risk of environmental hazards such as flash flooding.
• Pollution and physical barriers to root growth promote loss of urban tree cover. • Animal populations are inhabited by toxic substances, vehicles, and the loss of habitat and food sources.

Vulnerable populations face a wider risk, which further emphasizes the need for mitigation efforts to address 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.

Housing occupied by low-moderate income households are particularly vulnerable to increased natural hazards associated with climate change. According to data, a lot of housing in the City is old, with 61% of owner-occupied built before 1950 and more than 70% of renter-occupied built before 1979. These homes often lack weatherization plans. All cities are required to have an Emergency Preparedness Plan. This plan contains important information on what to do, who to call or where to go to in case of an emergency. To improve safety, the government enforces building codes that include retrofitting for earthquakes. Hazardous materials management is another big part of the City Plan, including education to residents on how to safely dispose of hazardous waste. Additional work is needed, like weatherization programs, and improved community education. Addressing these challenges will help enhance overall plans for hazard mitigation.
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Strategic Plan
120

SP-05 Overview
Strategic Plan Overview
The City of Huntington Park’s 2025-2030 Strategic Plan proposes goals to meet the needs identified in the Con Plan. It describes the eligible programs, projects, and activities to be anticipated with HUD funds over the next 5-year Con Plan period. The Housing and Community Development Strategy is the centerpiece of the Con Plan.

The strategy for the Con Plan 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 a 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 Con 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. 121

SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
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.

The City of Huntington Park is three square miles
with the unincorporated community of FlorenceGraham to the West, the City of Vernon to the north, and three Gateway Cities to the east, and
the City of South Gate to the South. The major
highways surrounding the City include the
Interstate 5 and 10 to the North, I-710 to the
east, and I-105 to the south, and I-110 to the
west.
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Include specific housing and
commercial characteristics of this
target area.

Housing
• 15,228 housing units comprise the
existing housing stock and 41.2% were
single-family detached homes.
• About 27.2% of the homes are owner
occupied.
• About 78% of the housing stock in
Huntington Park was built prior to 1980,
and 26.2% of those were constructed
prior to 1939.

Commercial
• The Downtown Specific Plan (DTSP) is the
economic center of the City with
commercial shops, entertainment, and
services with over 85 acres in the center
of the City.
• The area extends from Randolph Street in
the north, Florence Avenue in the South,
Rugby Avenue to the west and Seville
Avenue to the East
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
CDBG funding will be used to meet the public
service needs of income eligible residents
throughout the City. All of the census tracts in the
City have 51% low-mod rate with the exception
of 1 census tract.

Identify the needs in this target area. The following represent the top needs responses from the Community Needs Survey
• Affordable housing development
• Public services
• Public facilities improvement
• Economic development
• Fair housing services
123

What are the opportunities for
improvement in this target area?
According to the City’s Housing Element, there
are many aging industrial and manufacturing
buildings that can serve as potential opportunity
for affordable housing development.

Are there barriers to improvement in
this target area?
The barriers to building more affordable housing
are high construction costs and lack of vacant
land.

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 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 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 Con 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 family based on their income ensures that the eligible participant will not be left out based on where they live. 124

125

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 After-school 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
126

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
127

Associated
Goals
The aim is to support job creation, workforce development, and small business growth through business development grants or loans.

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
128

Description Housing Rehabilitation: Improve the 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
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 need 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
129

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
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
130

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)
131

SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The City does not use its HOME funds for the TBRA program.

TBRA for NonHomeless Special
Needs
The City does not use its HOME funds for the TBRA program.

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 bonuses and other incentives - to support the expansion of needed affordable housing.
132

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 moderateincome 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 reductions from federal entitlements, continued reductions in the HOME entitlement, make addressing priority housing needs more challenging on an annual basis Table 48 – Influence of Market Conditions
133

134

SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative
Annual Description
Allocation
: $
Prog
ram
Inco
me:
$
Prior
Year
Reso
urce
s: $
Total:
$
CDBG public -
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services $544,838 0 0 $544,838 $2,465,054.83
HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA $7,788.16 0 $7,788.16 $1,515,599.89

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. 135

Federal funds play a crucial role in implementing the Con 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
136

SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its Con 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
Assessment 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 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. 137

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. • 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 indepth review of all the rent restricted affordable unit files assisted with HOME, CDBG, and the former Redevelopment Agency.

As part of the Con 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 the 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
138

Life Skills X
Mental Health Counseling X
Transportation X X
Other
Table 51 - Homeless Prevention Services Summary
Describe how the service delivery system, including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The City does not receive homeless-related grants or HOPWA grants. However, CDBG funds was allocated to fund homeless support agencies. The Community Development Department works collaboratively with other organizations and service providers to meet the needs of homeless people. In the past, the City has worked with the Salvation Army and Inner-City Visions provide case management, shelter referral, gang-prevention, and shower services to the homeless population.

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.

The strength in the delivery system is the collaboration and communication between the City and service providers. City staff have interdepartmental communication to ensure that programs run smoothly and effectively. Moreover, the Community Development Department coordinates with non-profit organizations and the Parks and Recreation Department to provide homeless and special needs services.

The primary gap in Huntington Park's delivery service system is a function of the significant cuts in public and private funding. Each year, the City experiences cuts in the CDBG and HOME programs over the last several years. While operating costs have increased significantly with growing demand, the HUD funding decreases each year. Ultimately, the lack of funding, rising housing costs, and high levels of homelessness have 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. 139

Huntington Park will collaborate with non-profit agencies, for-profit developers, advocacy groups, neighborhood leadership groups, and City departments to implement the City’s fiveyear strategy to address the priority needs outlined in the Con Plan for Fiscal Years 2025-2030.

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.

Open communication with residents about the availability of programs, Community Workshops and Meetings, announcements on the City’s website, and other forms of media will be utilized to deliver information on carrying out the Con Plan strategies. 140

SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal
Outcome
Indicator
1 Support Special Needs
and LMI Services
2025 2029 Non-Homeless
Special Needs
City of
Huntington
Park
Priority Special Needs
Populations
CDBG:
$369,758.22
Special
Needs:
1000
people
LMI: 1000
persons
2 Support Fair Housing
Services
2025 2029 Fair Housing City of
Huntington
Park
Priority Housing
Needs
CDBG:
$150,000
Fair
Housing:
1000
Persons
3 Create Economic
Opportunities
2025 2029 Community
Development
City of
Huntington
Park
Priority Economic
Development Needs
CDBG:
$801,142.82
LMI Jobs:
10 Jobs
141

Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal
Outcome
Indicator
4 Preserve Existing &
Create New Affordable
Housing
2025 2029 Affordable
Housing
City of
Huntington
Park
Priority Affordable
Housing Needs
HOME:
$1,136,699.90
CHDO:
$227,339.98
Home
Repairs:
10 Units
Affordable
Housing
Units: 10
Units
5 Improve Public
Facilities
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Priority Infrastructure
Needs
CDBG:
$801,142.82
6 Disaster Recovery 2025 2029 Community
Development
City of
Huntington
Park
Priority Disaster
Recovery Needs
CDBG: $0
7 Planning and
Community
Development
Administration
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Other Housing and
Community
Development Needs
CDBG:
$343,010.97
HOME:
$151,599.99
Table 52 – Goals Summary
142

Goal Descriptions
1 Goal Name Support Special Needs and LMI Services
Goal
Description
After-school 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, legal assistance.

Assistance to landlord and tenants in navigating rent stabilization and conflict resolution. 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 143

4 Goal Name Preserve Existing & Create New Affordable Housing Goal
Description
Housing Rehabilitation: Improve the 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
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 climatesmart 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)
The number of families that will be provided with affordable housing will be 10 low-moderate income households. 144

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.
145

SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
As seen in many communities throughout California, there are a variety of barriers to providing adequate affordable housing in the City of Huntington Park. The City faces constraints such as a decrease in state and federal funding sources to make affordable housing viable. Government constraints such as the permitting process, development standards, land use restrictions, and market constraints such as the high cost of construction, availability of land, and land costs can create barriers to the availability of affordable housing. Furthermore, many residents report a lack of parking in the City due to its high density. This makes accommodating new housing development difficult.

Home developers frequently cite problems of working through zoning issues in most local municipalities as a cost that impedes development. Development standards can affect the feasibility of development projects, particularly affordable housing for 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 costs, 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 will continue to find funding opportunities to support affordable housing projects.

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
146

To specifically address the removal of barriers for people 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 sitting, 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 fails 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 the 6th Cycle. Huntington Park is obliged to demonstrate a total available capacity of 2,500 units.
147

SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
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 on 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 does not receive homeless specific funds from HUD and relies on City partners for homeless outreach.

The City of Huntington Park does not administer a homeless prevention program. In the past, the City has worked with local homeless providers, the Salvation Army Southeast Communities, and Inner-City Visions to 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 people 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 148

those programs were temporary in nature, and increased local and regional resources are still needed.

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 people 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 shelter provides emergency and transitional care for up to 340 homeless adults with 154 in the shelter, 128 in the drug and alcohol program, and 49 in longer term transitional housing.

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.

The City is currently looking for opportunities to provide homeless housing with its PLHA and HOME-ARP funds.

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.

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. 150

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 require federally funded rehabilitation projects to address hazards. Lead-based paint abatement is part of the City's Home Repair Program. Elimination or encapsulation remedies are implemented if lead is detected and is paid for by HOME funds.

How are the actions listed above related to the extent of lead poisoning and hazards? 8 730
830
2,435
4,003
410
2,235
4,110
3,860
10,615
0 5000 10000 15000 20000
2000 or later
1980-1999
1950-1979
Before 1950
Total
Year Housing Unit Built
Owner vs Renter
Owner-Occupied
Renter-Occupied
3%
20%
34%
43%
0% 10% 20% 30% 40% 50%
2000 or later
1980-1999
1950-1979
Before 1950
Year Housing Unit Built Total
151

As discussed earlier in the Housing Market Analysis, most of the City’s housing is aging, with 77% of units built before 1980. There are a total of 11,235 units that were built prior to 1979 from a total of 14,618. Older homes, especially the units built before 1978, have a greater risk of lead exposure.

The City’s Home Repair Program ensures that the following actions are taken to mitigate the impact of lead poisoning. Every Home Repair Program applicant is given a brochure pamphlet that notifies them of possible lead exposure. If applicant moves forward with the program, the property will be tested for lead and the result will be handed to the homeowner. The lead paint that is in deteriorated condition will be abated, as necessary. Abatement of lead paint will be performed by a certified lead-based paint professional, and a clearance inspection must be issued by the certified lead-based paint assessor prior to the issuance of the Notice of Completion.

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 for units built before 1978 funded with HOME are tested for lead and asbestos.

Lead poisoning education and abatement efforts in the City are provided through the cooperative efforts of 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. Additionally, 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).
152

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 such as the Façade Improvement Program 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 inter-relatedness of Huntington Park's housing programs to poverty reduction include:
• There are currently 476 HCV voucher participants that reside in the City. • 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.
153

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 low- and 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 HOMErestricted 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.
154

The City has adopted layering review guidelines in compliance with HOME requirements. The City asserts that 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 guidelines are also to be used when determining the level of HOME funds to be used in a project absent from 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. 155

CITY OF HUNTINGTON PARK
Annual Action Plan
2025-2026
Public Comment Period (English and Spanish):

March 6, 2025, to April 7, 2025
156

Expected Resources
157

AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The 2025 AAP outlines the City of Huntington Park’s strategic approach to addressing identified priority needs and the goals laid out in the Con Plan during the Fiscal Year of 2025, the first year of this Con Plan cycle. Huntington Park qualifies as an Entitlement Jurisdiction for Community Development Block Grant (CDBG) funds and a Participating Jurisdiction for HOME Investment Partnerships (HOME) funds.

The City is expected to receive a total of $552,626.16 in entitlement funds for FY 2025 - 2026 beginning on July 1, 2025, and ending on June 30, 2026. These anticipated resources will be comprised of approximately $544,838 in CDBG funds and $7,788.16 in HOME funds. Both amounts are expected to be reduced according to the final approved Voluntary Grant Reduction by the U.S. Department of Housing and Urban Development (HUD). Despite facing rising needs and funding reductions, Huntington Park will continue to exhaust all resources, federal and non-federal, in the pursuit of addressing community needs, providing supportive resources, enhancing economic development, and maintaining public infrastructure. 158

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:
$
CDBG Public
-
federal
Acquisition
Admin and Planning
Economic
Development
Housing
Public Improvements
Public Services
$544,838 0 0 $544,838 $2,465,054.83
HOME Public
-
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA
$7,788.16 0 0 $7,788.16 $1,935,634.81
Table 53 - Expected Resources – Priority Table
159

Explain how federal funds will leverage those additional resources (private, state, and local funds), including a description of how matching requirements will be satisfied.

Huntington Park relies heavily on federal entitlement funds through HOME and CDBG to meet the heavy demand for affordable housing and services within the community. The City leverages other private and public resources among the formula grant programs as much as possible. For example, HOME funds are matched by a variety of sources including tax credits, public investment, and private investment.

While the HOME program requires a match of every dollar drawn, Huntington Park remains exempt from this mandate. The City is identified by HUD as a financially distressed jurisdiction.

Since its inception, the City of Huntington Park has received a 100% match reduction, and expects to receive such a reduction until otherwise indicated.

The City secured HOME-American Rescue Plan (HOME-ARP) funding for the acquisition and rehabilitation of non-congregate units to serve people experiencing homelessness or who are at risk of homelessness. In addition to its HOME and HOME- ARP funds, Huntington Park is also working to secure additional resources with other local, state, federal, and private resources, such as Permanent Local Housing Allocation (PLHA) funds to provide affordable housing for low- and moderate-income households through the acquisition and rehabilitation of local properties. Additionally, the City plans to apply for the Economic Development Initiative (EDI) grants to invest 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, however Huntington Park is working to acquire PLHA and HOME-ARP funding that will require the acquisition of property to provide affordable housing to eligible residents.

Discussion
During the 2025-2026 program year, the City will continue to use its HUD funds to address identified needs in the Con Plan
160

Annual Goals and Objectives
161

AP-20 Annual Goals and Objectives
162

Goals Summary Information
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 NonHomeless
Special Needs
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 NonHomeless
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
City of
Huntington
Priority
Infrastructure

N/A N/A
163

Table 54 – Goals Summary
Goal Descriptions
Development Park Needs
6 Disaster
Recovery
2025 2029 Non-Housing
Community
Development
City of
Huntington
Park
Priority
Disaster
Recovery
Needs

N/A N/A
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 After-school 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 The aim is to support job creation, workforce development, and small business growth through business development
grants or loans.

Goal Name Preserve Existing & Create New Affordable Housing 164

4 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.
6 Goal Name Disaster Recovery
Goal Description Aim to minimize disruption, ensure the safety and wellbeing 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.
165

Projects
166

AP-35 Projects – 91.220(d)
Introduction
The following projects were selected with careful consideration based on the City’s identified priority needs and activities in the 2025-2030 Con Plan. Projects and 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 residents who are low- or 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 AH – Affordable Housing
6 AD-CDBG Administration
Table 55 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.

The City of Huntington Park plans to use their HUD funds towards activities that mitigate obstacles and prioritize goals to address underserved needs. Community needs were identified through the City’s Needs Assessment, Market Analysis, and public outreach as reported in the 2025-2030 Con Plan. Public service programs such as the After School Program that provides needed community services such as homework assistance and educational activities to LMI families and the Senior Program for residents aged 55 or older are essential in breaking the poverty barriers in the City. HUD and its program participants are required affirmatively further the purposes of the Fair Housing Act, so funding towards Fair Housing is planned. To address 167

the economic development needs of the City, the Façade Improvement program will provide grant funding for businesses towards their storefront with the requirements to create or retain jobs for low-income residents.
168

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: $40,862
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: $40,862
169

Description The program assists persons aged 55 or older through free educational workshops, nutrition,
physical activity, and financial health.

Target Date 6/30/2026
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: $30,000
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.
170

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
Needs Addressed Priority economic opportunity
Funding CDBG: $358,114
Description 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.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
Enhance the façade of 3 commercial buildings
Location Description Pacific Blvd
Planned Activities Provide 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 Preserve Existing & Create New Affordable Housing
Target Area Citywide
Goals Supported Create New Affordable Housing
Needs Addressed Priority Affordable Housing
Funding HOME: $7,788.16
171

Description This activity will provide funding for the
acquisition and rehabilitation of affordable
housing for LMI Huntington Park households.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
1 LMI Huntington Park Household
Location Description City of Huntington Park
Planned Activities This program will provide funds to produce affordable housing opportunities for 1 Huntington
Park Household

6. Project Name CDBG Administration
Target Area Citywide
Goals Supported Planning and Community Development
Needs Addressed Program Administration
Funding CDBG: $75,000
Description This program provides for the overall
development, coordination, and monitoring of
the CDBG program, HUD communication, and
public participation. It will cover the 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
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
172

programs. Funds may also be used to pay for
professional services.

HUD Matrix Code: 21A General Administration
National Objective: LMC
173

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 of Huntington Park utilizes CDBG and HOME funds for projects and programs operated Citywide, ensuring access for all residents. However, most CDBG-funded facility projects are targeted in census tracts and block groups where at least 51% of the residents are identified as being low-to moderate income, satisfying program requirements and ensuring strategic allocation of funds. Low- to moderate-income households and individuals, on average, are more likely to experience housing discrimination and face more barriers to securing safe and decent affordable housing. Huntington Park prioritizes providing services to special needs and LMI populations through its goals and projects based on need identified in the 2025-2030 Con Plan.

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 and all public service programs funded with CDBG will be available Citywide to eligible persons. The City will also allocate CDBG funds for public facilities and public infrastructure projects located in eligible low- and moderateincome 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 block groups. Through the HOME program, the City will provide financial assistance to income eligible residents and our participants. As previously mentioned, the City does not intend to target services and housing assistance to particular block groups or census tracts within the jurisdiction but rather offer services and public improvements to all residents, ensuring free access and maximizing effectiveness.
174

Affordable Housing
175

AP-55 Affordable Housing – 91.220(g)
Introduction
This section focuses on affordable housing and the City’s goals for attainment. Residents are having a challenging time finding affordable housing. Especially those with lower or moderate incomes. Rent has risen 20%, from 2009 to 2020, and this number is projected to be higher in recent years. Housing is limited, specifically for larger families of low income. A lot of people are spending more than they can manage, and about 48% of residents are spending 35% of their gross income on housing.

To aid with affordable housing, the City is using a mix of funding. Local programs, federal support, and money from the state are being used toward affordable housing and preserving the aging housing. The City is looking for opportunities to utilize its Permanent Local Housing Allocation Program (PLHA) and HOME American Rescue Plan Program (HOME-ARP) to expand affordable housing in the City. The City is working with local groups such as nonprofits, community leaders, and housing developers to further strategize affordable housing. The goal is to help residents in need. The City is making strides in making housing affordable, fair, and more available.

One Year Goals for the Number of Households to be
Supported
Homeless 0
Non-Homeless 320
Special-Needs 240
Total 560
Table 57 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported
Through
Rental Assistance 0
The Production of New Units 10
Rehab of Existing Units 10
Acquisition of Existing Units 0
Total 20
Table 58 - One Year Goals for Affordable Housing by Support Type Discussion
176

AP-60 Public Housing – 91.220(h)
Introduction
The City's residents can access rental assistance through the Housing Assistance Voucher, formerly known as Section 8. The Los Angeles County Development Authority (LACDA) manages the program. There are a total of 476 HCV participants who reside 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. The City does not own or operate public housing units.

Actions planned during the next year to address the needs to public housing.

LACDA has strategized updates to public housing and Housing Choice Voucher Programs. These updates include:
• Expansion of Waiting List Jurisdictions.
• Online Annual Reexaminations
• Transitional Aged Youth (TAY) Preference
• Additions to Lease Agreements for transparency purposes between the agency and tenants
• Enhance the Rental Assistance Demonstration (RAD) program. • Small Area Fair Market Rents (SAFMRs)
• LACDA’s Five-Year Agency Plan includes the following priorities:
• 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.
• Implement programs focused on improving employability, education, and financial literacy for residents.
• Supportive services for residents
• Maintain compliance with fair housing laws and promote inclusive practices to ensure all eligible individuals have equitable access to housing programs.

Actions to encourage public housing residents to become more involved in management and participate in homeownership.

The City of Huntington Park will provide outreach to the community to inform them of the First- 177

Time 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
178

AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City works with local social service providers to help people experiencing homelessness, including those with special needs. While the City does not run its own shelters or programs, partnerships connect people to the services they need. In 2022, SPA 7 reported 4,781 homeless people, that number increased to 6,511 in 2024, a 36% jump.

For the City specifically, a total of 136 homeless people were counted in 2024, which is an increase from the 79 homeless people counted in 2023, the 2023 PIT data show 79 homeless people who were all unsheltered. Data available for SPA 7, which includes the City, reveals 6,551 homeless people. 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 2,557 remain unsheltered. Individual households not in family units make up most of the homeless population at 5,482 (94%) of 5,806 total households. Most of the households are unsheltered at 4,588 (84%) and only 894 (16.3%) are sheltered. Out of those who are unsheltered, 4,086 are adults 25+, and 502 are between the ages of 18-24. Of those sheltered, 766 are adults 25+, 126 are between 18- 24, and 2 are under 18. The 2 unaccompanied minors under the age of 18 were both sheltered.

There are a total of 324 family households with at least 1 child under the age of 18. Out of these family households, 217 of them are headed by an adult and 107 are headed by a transitional age youth. Other subpopulations of the homeless population in SPA 7 are veterans and unaccompanied youth. Veterans consist of 5% of the total population, 295 and 294 are individual households, and 1 is a family household. The City's homeless population fluctuates throughout the year. Homeless populations are currently declining in the City. City efforts focus on partnerships and expanding housing opportunities.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless people (especially unsheltered persons) and assessing their individual needs
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 Southeast Community has provided a referral service and transportation to the Salvation Army Shelter located in the City of Bell. The Bell Shelter evaluates the individual needs of each homeless person including case management, supportive and transitional housing, individual or group counseling, drug and alcohol programs, job search and many other much needed services.

Addressing the emergency shelter and transitional housing needs of homeless persons The City addresses the needs of the homeless and other persons who need shelter by taking part 179

in programs operated by public agencies. Even though there are no emergency shelters located in Huntington Park, a regional shelter is located just adjacent to the City of Bell. The Bell Shelter offers programs that include case management, substance abuse rehabilitation, counseling, onsite health care and medical referrals, computer and job training search programs, veterans’ reintegration programs, and life skills classes. Adult educational and ESL classes are offered as well through the LA Unified School District (LAUSD). The County of Los Angeles Department of Mental Health provides services through various agencies throughout the County.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City refers individuals in need to one of the nearby shelters or programs administered by homeless service agencies. For example, The Salvation Army will continue to provide transportation assistance to those individuals who wish to proceed to the Bell regional shelter or any other shelters in neighboring communities. Resources may also include supportive housing, transitional housing, and unique programs geared towards a specific need. Connecting residents with the tools to succeed can help prevent homelessness.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
A 55-room motel was converted into 24 apartments known as the Mosaic Gardens at Huntington Park. Apartments serve as a home for limited – income families and transition age youth ages 18- 24 receiving services from the Los Angeles County Department of Mental Health (LACDMH).

Concord Huntington Park features 162 affordable units for seniors, acquired in late 2022 by Redwood Housing for major renovations and sustainability indicatives. These apartments are supported by a project-based Section 8 Husing Assistance Payment (HAP) contract that covers 95% of the apartments.

of the unique needs within the City.

Discussion
Efforts to address the necessities of the homeless and those at risk of homelessness, the City focuses on the development of rational and effective programming, which consist all of:
partnerships with service providers capable of leveraging other funding, the ability to create or secure affordable housing, perform homeless case management, and engage with the homeless through a street outreach component to connect them to available services. The City’s overall objective is to expand on current homeless programs and activities with a larger emphasis on special needs populations and large families.

The City aims to offer a wide range of fair housing services to ensure equal housing opportunities for its residents. Individuals or families who are homeless and those at risk of homelessness will have the opportunity to get supportive services, treatments, public resources, and support groups through the Salvation Army. Those in lower- and moderate-income households who overpay for housing are more likely to be at risk of becoming homeless upon loss of employment.

Huntington Park will continue to collaborate with the Los Angeles County Housing Authority to provide Section 8 rental assistance to homeless individuals and families, and those at risk of becoming homeless.
181

AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

Based on the community needs assessment conducted with residents and stakeholders, affordable housing development was identified as a high priority focus in the City. In the past, the City has provided HOME funding support for affordable housing initiatives, but demand continues to outpace supply. Many of the City’s low-income residents struggle with housing affordability as the cost of living continues to rise while wages remain stagnant.

The City continues to face barriers in meeting its affordable housing needs due to the rising cost of construction and limited land suitable for development. Many potential parcels in residential zones are small and owned by various owners. This limits the ability to acquire suitable-sized land for large-scale projects. High construction costs also make it economically unfeasible to build affordable housing. Developers rely on loans and grants to fund construction. But with the excessive cost of construction, the revenue a building is expected to produce with be cut which makes development seem unattractive.

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 ease the development of affordable housing, the City is working to update zoning regulations to allow for higher-density infill development, lot consolidation, and encourage the redevelopment of older and underutilized structures. Affordable housing developers will also see reduced development fees to lower the cost of construction.

Discussion:

Huntington Park faces challenges in producing and preserving affordable housing due to limited land and high construction costs. This trend is reflective in the broader trends in Los Angeles County and statewide with high population densities and limited land availability. The City’s longterm efforts to address these barriers is through amending its zoning ordinance to allow for flexibility in affordable housing development. Huntington Park recognizes that addressing affordable housing challenges requires not only increasing the supply of affordable housing but also addressing issues of poverty.
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AP-85 Other Actions – 91.220(k)
Introduction:

The City is planning to invest its CDBG and HOME resources to address the most urgent needs of its underserved residents and reduce the City’s rate of poverty. The AAP proposes activities that meet the priority needs described in the Con Plan. To meet its goals for community development, CDBG funds will be allocated towards public service, public improvement, and economic development activities that will benefit low-to-moderate-income households.

Actions planned to address obstacles to meeting underserved needs.

The City has the following actions to address the needs of underserved residents:
• Continued support of essential programs such as the Afterschool and Senior Program to assist with at risk youth and senior special needs population • Continued support of programs that enhance economic opportunities such as the commercial façade improvement program.
• Fund public facilities and infrastructure improvement projects. • Continued support of programs that promote access to fair housing. • Address housing deficiencies and for the development of affordable housing units for extremely low- and low-income households.

Actions planned to foster and maintain affordable housing.

The City has the following actions to foster and maintain affordable housing:
• The City’s HOME funds will be set aside to support future acquisition of properties to provide affordable housing.
• Address the substandard housing stock in the City with the HOME funded Home Repair Program and Cal Home funded Owner-Occupied Housing Rehabilitation Program. These programs will help ensure that low-income homeowners have access to safe homes that meet all health and safety standards.
• Increase homeownership rate by leveraging Cal Home funds for a First-Time Homebuyer Program to down payment loan assistance.

Actions planned to reduce lead-based paint hazards.

The prevention of childhood lead poisoning and the protection of residents are emphasized in the Residential Lead-Based Paint Hazard Reduction Act of 1992 (Title X). The City ensures that lead prevention is integrated as part of the City’s Home Repair Program.

During the application process, every applicant is provided with English or Spanish Pamphlets 183

highlighting the dangers of lead and asbestos poisoning. For homes built before 1978, lead and asbestos testing is conducted through Barr and Clark. These reports are provided to homeowners and become a part of the scope of work for homeowners. Contractors for the home must address all deteriorated lead paint and asbestos in the home and provide a certificate of clearance.

Actions planned to reduce the number of poverty-level families.

The City of Huntington Park’s strategy to reduce the number of poverty-level families revolves around creating new and affordable housing, promoting homeless services for at-risk populations, and providing public and social services.

Based on the identified needs from the Con Plan, the City will allocate available CDBG resources to support the public service program to benefit low-to-moderate-income residents. The CDBG entitlement funds have a maximum cap of 15% to provide public service programs that promote the well-being of residents.

The City will also expand its partnerships with local service providers, housing developers, and the private sector to provide affordable housing, case management services, and community programs.

Actions planned to develop institutional structure.

The Community Development Department is highly collaborative between code enforcement, planning, building and safety, and grants divisions. Strong City departments serve as anchors in the administration of HUD grant programs. While the grants division is mainly responsible for administering HUD funds and ensuring compliance with federal regulations, open communication between the divisions is necessary to ensure the success of activities. For example, the grants division collaborates with the code enforcement and planning division to administer its Home Repair Program to ensure that all health and safety standards are met. For affordable housing development, success relies heavily on checking in with planning and building and safety to ensure that the permitting and construction process is streamlined.

Additionally, the Community Development Department collaborates with non-profit agencies, advocacy groups, developers, and neighborhood organizations. The City encourages agencies to participate in its annual Request for Proposal to apply for funding for programs that primarily benefit low- and moderate-income residents. Housing programs and services are regularly promoted through public notices, workshops, meetings, and digital platforms by the department.

Actions planned to enhance coordination between public and private housing and social 184

service agencies.

The City’s Community Development Department maintains collaboration between local service providers, City departments, and regional agencies to address community and housing needs.

Over the years, the City has collaborated with the Huntington Park Police, Parks and Recreation Department, and Public Works Department to coordinate the delivery of housing, social services, and public facilities improvement. Non-profit service providers like Inner City Visions, the Salvation Army, and the Los Angeles Homeless Services Authority are the City’s partners in addressing homeless needs. The City does not own public housing and HCV for Huntington Park residents are administered by LACDA. The City recognizes that coordination between all partners is instrumental in addressing the most urgent community needs.

Discussion:

The City of Huntington Park’s priority goal is to help its most vulnerable and underserved residents. By fostering partnerships with City Departments, non-profit agencies, and housing developers, the City aims to improve the quality of life, reduce homelessness, provide quality social services, and address housing affordability. While lack of funding is the common trend amongst service providers, the City will look for other states, federal, and private funding to close this funding gap such as the Economic Development Initiative (EDI) and Permanent Local Housing Allocation Program (PLHA) funds. The City will use its HUD allocation to provide social services, improve public infrastructure, create economic opportunities, and find ways to expand affordable housing.
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Program Specific Requirements
186

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 urgently 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:

Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

4. 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)). 187

5. 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)).

6. 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 data collection.

During the preparation of the Con 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 Wi-Fi 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 were 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 people in Huntington Park. The Index of Dissimilarity was used to measure segregation. Finally, the HMDA Data on lending was analyzed for the Con 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 on 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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ITEM 2

CONSIDERATION AND APPROVAL OF REPAYMENT PLAN AGREEMENT

BETWEEN THE CITY OF HUNTINGTON PARK AND HOUSING AND URBAN

DEVELOPMENT (HUD) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) TO

RESOLVE PRIOR AUDIT FINDINGS
IT IS RECOMMENDED THAT THE CITY COUNCIL:

1. Conduct a public hearing;

2. Take public testimony;

3. Approve the repayment agreement;

4. Authorize the Mayor to execute the CDBG Repayment Agreement; and,

5. Authorize the City Manager to execute all required documents for transmittal to the U.S. Department of Housing and Urban Development Department (HUD).

BACKGROUND
The City of Huntington Park has received audit findings from HUD regarding certain Community Development Block Grant (CDBG) activities from the years 2012, 2014, 2015, and 2021. These findings relate to past program administration and eligibility issues.

CONSIDERATION AND APPROVAL OF REPAYMENT PLAN AGREEMENT

BETWEEN THE CITY OF HUNTINGTON PARK AND HOUSING AND URBAN

DEVELOPMENT (HUD) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) TO

RESOLVE PRIOR AUDIT FINDINGS
June 16, 2025

Page 2 of 4 ends

Huntington Park City CouncilJune 16, 2025

Huntington Park City Council
June 16, 2025