City of Rialto
CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) DRAFT
Program Year 2025-2026
Table of Contents
CR-05 - Goals and Outcomes 1
CR-10 - Racial and Ethnic composition of families assisted 9 CR-15 - Resources and Investments 91.520(a) 10
CR-20 - Affordable Housing 91.520(b) 13
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) 16 CR-30 - Public Housing 91.220(h); 91.320(j) 22
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) 24
CR-40 - Monitoring 91.220 and 91.230 28
CR-45 - CDBG 91.520(c) 30
CR-58 – Section 3 32
Appendices
Appendix A – Public Notices A
Appendix B – Summary of Citizen Participation Comments B Appendix C – IDIS Reports C
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The Program Year (PY) 2025 or (PY 2025-2026) Consolidated Annual Performance and Evaluation Report (CAPER) is the City of Rialto’s report to the U.S. Department of Housing and Urban Development (HUD) describing the use of federal Community Development Block Grant (CDBG) funds during the first program year of the 2025-2029 Consolidated Plan period, covering July 1, 2025, to June 30, 2026.
The City receives CDBG funds from HUD on a formula basis each year and, in turn, implements projects and awards grants to nonprofit or public organizations for projects in furtherance of the adopted 2025-2029 Consolidated Plan. The CDBG program generally provides for a wide range of eligible activities to benefit low- and moderate-income Rialto residents.
For PY 2025, the City received $1,131,371 of CDBG funds and $375,000 in HOME funds from HUD. This investment of CDBG funds was a catalyst for positive change in the community. Together with other federal, state, and local investments, HUD resources allowed the City and its partners to:
Provide Public Services to 659 low-income residents in the City of Rialto.
Building 400 of the City’s Community Center was updated to be building code and Americans with Disability Act (ADA) compliant. This project is completed.
Completing two Curb, Gutter, Sidewalk projects which included installation of new, removal, repair, and/or replacement of curbs, gutters, and sidewalks to comply with ADA ramps is completed.
The Carl Johnson Center improvements (funded with FY 2024–2025 CDBG funds) were completed in 2026, including improvements to the basketball court, reconstruction of the gymnasium floor, painting of walls and trim, installation of four new electric basketball winches, and new seating. In 2025 the City completed a substantial amendment to complete Phase II with the remaining allocated funds. This phase will be completed in PY2026.
Make payment of $141,764.97 on the City’s Section 108 loan.
COVID-19 Allocations
In response to the COVID-19 pandemic, Congress passed the Coronavirus Aid, Relief, and Economic Security (CARES) Act and it was signed into law on March 27, 2020, authorizing $2.2 trillion for a variety of measures to prevent, prepare for, and respond to the COVID-19 pandemic. Under the CARES Act, HUD provided special allocations of CDBG funds to the City of Rialto. In total, the City received $1,339,584 of CDBG-CV funds to prevent, prepare for, and respond to the COVID-19 Pandemic.
The City of Rialto has made progress toward their goals for CDBG-CV. The City has expended $899,136.60 thus far of CDBG-CV funds. Substantial Amendment No. 7 was presented to Council on July 22, 2025, to approve the reprogramming of the remaining $440,447.40. The remainder of the funds will be used to build the Rialto Inclusive Playground located at Rialto City Park. These funds plus PY 2025 funds will be used to fund a portion of the total cost of the park project.
Table 1 provides a summary of the five 2025-2029 Consolidated Plan Goals included in the plan’s Strategic Plan.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the 2025-2029 Consolidated Plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal
Category
2025-2026
Amount Allocated
Indicator
Unit of Measure
5-Year Strategic Plan
2025-2026 Program Year
Expected
Actual
Percent
Complete
Expected
Actual
Percent
Complete
City Administration
Planning and Administration
CDBG:
$191,274
Other
Other
N/A
N/A
N/A
N/A
N/A
N/A
HOME:
$37,525
Community Facilities & Infrastructure Improvement
Non-Housing Community Development
CDBG:
$246,954
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit
Inclusive Playground
Persons Assisted
30,000
5,755
19%
1585
0 0%
CDBG
$200,000
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit
Curb, gutter, sidewalk
5,755
5755
100%
CDBG:
$141,764.97
Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit
108 Loan
0 0
100%
Housing Preservation
Affordable Housing
CDBG (MHP)
$145,000
Homeowner Housing Rehabilitated
Household Housing Unit
50 0
0.00%
7 0
0.00%
HOME:
$281,440
0 0.00%
9 0
0.00%
HOME- CHDO Set Aside:
$56,288
0 0%
0 0
0.00%
Public Services for low-income residents
Non-Housing Community Development
CDBG: 2025
$159,705.65
Public service activities other than Low/Moderate Income Housing Benefit
Persons Assisted
3500
659
18.8%
590
659
111.6%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
During the program year, the City and its housing and community development partners made progress on several PY 2025 activities as well as some multi-year activities that continued during the program year. All CDBG funded activities addressed specific high priority objectives identified in the 2025-2029 Consolidated Plan.
During PY 2025, the CDBG-funded public services serviced a total of 659 low- and moderate-income Rialto residents, surpassing their goal of 590. The number of people served continues to confirm that a high need exists for these services in the community.
The majority of CDBG funds were allocated to public facilities and infrastructure improvement activities to benefit low- and moderate-income neighborhoods, provide disabled access, and the preservation of community facilities. Key capital accomplishments included completion of :
Building 400 of the Community Center ADA Improvements
Carl Johnson Community Center, phase 1
Curb, Gutter, and Sidewalk projects (2 projects) for FY 2023-2024 and FY 2024-2025 were completed.
Each of the activities that were underway during PY 2025 are listed in Figure 1, including the amount of CDBG funds allocated to the activity and the amount spent as of June 30, 2026. Figure 2 provides the numeric accomplishment goal and the amount accomplished as of June 30, 2026.
Figure 1 – Use of All Available CDBG & HOME Funds
Strategic Plan Goal/Activity
Source
Allocation
Program Funds Expended to Date
Funds Reimbursed by HUD
1. Program Administration
CDBG Program Administration
CDBG
$191,274.20
$191,274.20
$191,274.20
HOME Program Administration
CDBG
$37,525.00
$0
$0
2. Community Facilities & Infrastructure Improvement
2021,2022,2023 Community Center Building/Tenant Improvements-Building 400 CDBG
$1,592,742.00
$1,586,750.56
$1,586,750.56
2025 Curb, Gutter, Sidewalk
CDBG
$200,000
$188,851.56
$188,851.56
2024 Carl Johnson Community Center (Ph 1&2)
CDBG
$213,000.00
$113,000.00
$113,000.00
2025 Rialto Inclusive Playground
CDBG & CDBG-CV
687401.48
$0
$0
3. Housing Preservation
2025 Mobile Home Program
CDBG
$145,000.00
$0
$0
2025 HOME-Residential Rehab Grant Prog
HOME
$281,440.00
$33,188
$33,188
2025 CHDO
HOME
$56,288.00
$0
$0
4. Public Services for low-income residents
Legal Aid Society of San Bernardino
CDBG
$10,000.00
$10,000.00
$10,000.00
National Council of Negro Women/Bethune Center
CDBG
$21,705.00
$21,705.00
$21,705.00
Rialto Family Health Services
CDBG
$5,000.00
$4,229.03
$4,229.03
Never Stop Grinding
CDBG
$45,000.00
$35,866.70
$35,866.70
Sunrise Church of California
CDBG
$35,000.65
$35,000.00
$35,000.00
Senior Mobile Recreation
CDBB
$8,000
$5,314.91
$5,314.91
City of Rialto Sensory Room
CDBG
$35,000
$35,000.00
$35,000.00
5. Section 108 Loan Payment
PY2025 Section 108 Loan Payment
CDBG
$143,437.07
$141,764.97
$141,764.97
Total
$3,707,813.40
$2,401,944.43
$2,401,944.43
Figure 2 – Program Year Accomplishments by Strategic Plan Goal 2025-2029 Consolidated Plan - Strategic Plan Goal/Activity Unit of Measure
Expected
Actual
Community Facilities & Infrastructure Improvement
Persons Assisted
30000
5585
Curb, Gutter, Sidewalk
5570
5570
Rialto Inclusive Playground (not completed yet)
1585
0 Housing Preservation
Households Assisted
50 0
2025 Mobile Home Repair Program
7 0
2025 Residential Rehabilitation Grant Program
9 0
Fair Housing Services
Persons Assisted
2500
0 Public Services for low-income residents
Persons Assisted
3500
659
Legal Aid Society of San Bernardino
100
260
Never Stop Grinding
100
109
National Council of Negro Women/Bethune Center
30 38
Rialto Family Health Services
10 17
Senior Mobile Recreation
100
57 Sunrise Church of California
150
150
City of Rialto Sensory Room
100
25 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG
White
172
Black or African American
96 Asian
15 American Indian or American Native
8 Native Hawaiian or Other Pacific Islander
1 American Indian/Alaskan Native White
2 Asian & White
0 Black/African American & White
37 American Indian/Alaskan Native & Black
2 Other
326
Total
659
Hispanic
434
Not Hispanic
225
Table 2 – Table of assistance to racial and ethnic populations by source of funds *Note: The figures in this table represent the sum of the reported number of people, families, households, or housing units reported during the fiscal year, without regard to the number of people in each family, household, or housing unit.
Narrative
Table 2 provides an aggregate of race and ethnicity data for persons and households served during the program year based on accomplishment data from all CDBG activities reported in HUD’s Integrated Disbursement and Information System (IDIS).
Based on the information in Table 2, a diverse array of persons and households benefited from CDBG funded housing, public facilities, or public service projects during the program year.
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds
Resources Made
Available
Amount Expended
During Program Year
CDBG
$1,313,371
$670,720.35
HOME
$375,252.43
$33,187.50
Table 3 – Resources Made Available
Narrative
The federal, state, local, and private resources available for the implementation of projects during PY 2025 are identified in Table 3. Figure 1 includes funds spent thus far through the program year. Actual available funds expended during PY 2025 was $871,562.92 or 59%. Table 3 includes carryover funds from previous years which were allocated to Community Facilities and Infrastructure Improvements which continue to be carried out during the reporting period.
Under the CARES Act, HUD provided special allocations of CDBG funds to the City of Rialto. In total, the City received $1,339,584 of CDBG-CV funds to prevent, prepare for, and respond to the COVID-19 Pandemic and has expended $899,136.60. The final $440,447.40 CDBG-CV funds are programmed to be spent on the PY2025 Rialto Park-Inclusive Playground project.
Identify the geographic distribution and location of investments Target AreaPlanned Percentageof AllocationActual Percentageof AllocationNarrative DescriptionCDBG Low- and Moderate-Income Census Tract/Block Group75%75%All public facility improvements targeted L/M income CensusTract/Block GroupsCitywide25%25%All public service and housing activities targeted all L/Mresidents of the CityTarget AreaPlanned Percentageof AllocationActual Percentageof AllocationNarrative DescriptionCDBG Low- and Moderate-Income Census Tract/Block Group75%75%All public facility improvements targeted L/M income CensusTract/Block GroupsCitywide25%25%All public service and housing activities targeted all L/Mresidents of the City Target Area
Planned Percentage
of Allocation
Actual Percentage
of Allocation
Narrative Description
CDBG Low- and Moderate-Income Census Tract/Block Group
75%
75%
All public facility improvements targeted L/M income Census Tract/Block Groups
Citywide
25%
25%
All public service and housing activities targeted all L/M residents of the City
Target Area
Planned Percentage
of Allocation
Actual Percentage
of Allocation
Narrative Description
CDBG Low- and Moderate-Income Census Tract/Block Group
75%
75%
All public facility improvements targeted L/M income Census Tract/Block Groups
Citywide
25%
25%
All public service and housing activities targeted all L/M residents of the City
Table 4 – Identify the geographic distribution and location of investments Narrative
During PY 2025, the City expended CDBG funds in a manner consistent with the National Objectives of the program. One hundred percent of the CDBG funds expended were for activities that benefit low to moderate income persons. In addition to public services, the percentage includes Administration and Planning activities (CDBG Program Administration, and Section 108 Loan Repayment).
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
To address housing and community development needs in Rialto, the City leverages its CDBG entitlement grant with a variety of funding resources in order to maximize the effectiveness of available funds such as appropriate state, local and private resources.
The City also utilized existing City buildings (Rialto Community Center, and Grace Vargas Senior Center) to house several subrecipients, host and allocate space for CDBG subrecipients space to run CDBG funded activities and provide meeting space for the various public services agencies that were funded with CDBG dollars during the program year to assist Rialto residents.
Other resources leveraged by the City, its departments, and subrecipients include but not limited to those listed below:
Federal Resources
Continuum of Care (CoC) Program
HUD Veterans Affairs Supportive Housing (HUD-VASH)
Supportive Housing for the Elderly (Section 202)
Supportive Housing for Persons with Disabilities (Section 811) Housing Opportunities for Persons with AIDS (HOPWA)
Youth build
Federal Low-Income Housing Tax Credit Program
Department of Transportation Grants
Federal Highway Administration
State Resources
CalHome
CA State Low-Income Housing Tax Credit Program
CA Regional Early Action Planning (REAP 2.0)
CA Omnitrans Grant
Prop 47 – Board of State & Community Corrections
Local Resources
San Bernardino County Homeless Partnership (SBCHP)
San Bernardino County Department of Behavioral Health (DBH) Housing Authority of San Bernardino County (HACSB)
Southern California Home Financing Authority (SCHFA)
General Fund
Social Work Action Group (SWAG)
Rialto owned community facilities are used for local service programs Private Resources (local programs benefit from…)
Federal Home Loan Bank Affordable Housing Program (AHP) Community Reinvestment Act Programs
United Way Funding
Private Contributions
Matching Requirements
HOME. Under the HOME Investment Partnerships Program, each Participating Jurisdiction (PJ) must contribute non-federal matching resources equal to at least 25% of the HOME funds drawn from its Treasury account each fiscal year (24 CFR §92.218–§92.222). The HOME statute allows this match requirement to be reduced under three conditions: (1) fiscal distress, (2) severe fiscal distress, and (3) a Presidential disaster declaration. For PY 2025, the City of Rialto has been granted a 50% match reduction, meaning the City is required to contribute only half of the standard match — 12.5% of HOME funds drawn — rather than the full 25%.
CDBG. The CDBG regulations do not require a match contribution; the City encourages its awarded departments and agencies to leverage the CDBG funding to further aid in the assistance provided to its residents.
ESG. The City does not receive ESG funds as part of its allocation.
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal
Actual
Number of homeless households to be
provided affordable housing units
0 0
Number of non-homeless households to be provided affordable housing units
16 0
Number of special-needs households to be provided affordable housing units
0 0
Total
16 0
Table 5- Number of Households
One-Year Goal
Actual
Number of households supported
through rental assistance
0 0
Number of households supported
through the production of new units
0 0
Number of households supported
through the rehab of existing units
16 0
Number of households supported through the acquisition of existing units
0 0
Total
16 0
Table 6 - Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City updated its guidelines for the Mobile Home Repair Program in August 2025 to include homes built before 1978. Throughout the 2025-2026 program year, the city was not able to complete any home rehabilitation projects.
The program continued to encounter challenges due to escalating labor and supply costs, leading the city to reassess the grant budget for each rehab project. To address these challenges, the city re-bid projects and adjusted the scope of work to ensure projects stayed within budget. The program continues to attract attention. Residents are still encouraged to submit applications continuously.
Discuss how these outcomes will impact future annual action plans.
Outcomes impact future Annual Action Plans as they provide an assessment of the City’s success in meeting established goals and outcomes. In future annual action plans, the City anticipates continuing to invest CDBG funds to address housing affordability for homeowners by rehabilitating existing substandard units for the City’s most vulnerable low-to-moderate-income residents. The City will continue to focus its CDBG funds toward the Mobile Home Repair Program in future action plans and will remain proactive in addressing concerns about meeting the intended goals for both the 2025-2029 Consolidated Plan and Annual Action Plan.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served
CDBG Actual
Extremely Low-income
362
Low-income
172
Moderate-income
125
Non-Low Mod
0 Total
659
Table 7 – Number of Households Served
Narrative Information
The 2025-2029 Consolidated Plan - Strategic Plan identified affordable housing needs as a high priority, including preserving the supply of affordable housing. Addressing substandard housing conditions through housing preservation activities ensures that all economic segments of the community can ensure their property meets local standards and that all Rialto residents have the opportunity to live in decent housing. By providing a Mobile Home Repair Program to low-to-moderate-income residents, the City attempted to address the priority need as part of the 2025-2026 Action Plan. The City plans to program CDBG funds to continue pursuing the preservation of the affordable housing supply in upcoming program years.
Worst-case housing needs refer to low-income renter households who pay over half of their income for rent, reside in seriously inadequate housing, or have been involuntarily displaced. Unfortunately, the City of Rialto exhausted its CDBG-CV allocation for rental/mortgage assistance and utility support in PY 2023. This initiative provided relief for residents on fixed incomes or those spending more than half of their income on rent. These residents included senior citizens, individuals with disabilities, and households at risk of homelessness. Households that required housing-related assistance in PY 2025 were referred to outside/community resources to which residents may be referred included Catholic Charities, Lutheran Social Services, 211, and the Salvation Army, which offer social services aimed at alleviating financial hardships.
The City is prioritizing the needs addressed in the Plan by funding capital improvement projects that identify barriers to those with disabilities. The projects include making ADA improvements to the Community Center to remove architectural barriers for disabled individuals, addressing mobility issues and allowing for accessibility to services. Additionally, the city senior center offers a variety of free or discounted educational and recreational programs. These programs allow senior citizens, with or without disabilities, to socialize, receive cognitive stimulation, and promote healthy living through exercise and health resources.
According to the City of Rialtos’ Housing Element, physical and developmental disabilities can hinder access to traditional housing units and may limit the ability to earn adequate income. Physical and/or developmental disabilities may deprive a person from earning income, restrict one’s mobility, or make self-care difficult. Persons with disabilities often have special housing needs related to limited earning capacity, a lack of accessible and affordable housing, and higher health costs associated with a disability. Some residents may also have disabilities that require living in a supportive or assisted-living setting.
There are several housing types appropriate for people living with a developmental disability: rent-subsidized homes, licensed and unlicensed single-family homes, inclusionary housing, Section 8 vouchers, special programs for home purchase, HUD housing, and SB 962 (veterans) homes. The design of housing [1], accessibility modifications, the proximity to services and transit, and the availability of group living opportunities represent some of the types of considerations that are important in serving the needs of this group. Incorporating ‘barrier-free’ design in all new multi- family housing (as required by California and Federal Fair Housing laws) is especially important to provide the widest range of choices for residents with disabilities. Special consideration may also be given to the affordability of housing as people with disabilities may be living on a fixed income. The County of San Bernardino’s Aging and Disability Resource Connection (ADRC) program serves persons with disabilities with information and access to available long-term services and support at the local level. The ADRC works in partnership with Rolling Start Inc. which is a cross-disability Center for Independent Living in San Bernardino that provides community- based programs and services to people of any age with disabilities. Additional ADRC partners that serve persons with disabilities in San Bernardino County include California State Council on Developmental Disabilities, Housing Authority of the County of San Bernardino, Inland Regional Center, Services for Independent Life, and more.
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs Preventing and ending homelessness remains a core HUD priority, advanced through coordinated regional strategies and implemented locally by government agencies, communitybased organizations, and faithbased partners. In keeping with this national approach, the City of Rialto continues to collaborate with the San Bernardino County Continuum of Care (CoC) and its network of service providers. These partnerships support HUD’s crossagency efforts under the Opening Doors: Federal Strategic Plan to Prevent and End Homelessness and reinforce the City’s commitment to expanding housing stability for low and moderateincome residents.
To align local actions with these broader strategies, the City allocated CDBG resources to support programs that prevent homelessness and preserve affordable housing opportunities within Rialto. These investments help sustain essential outreach, case management, and housingfocused services for residents at risk of losing their homes.
The City’s understanding of local homelessness conditions is informed by its participation in the annual countywide Homeless PointinTime (PIT) Count. This survey provides a snapshot of sheltered and unsheltered homelessness and guides the City’s outreach priorities. 2025 PIT Count (January 23, 2025): Rialto identified 52 unsheltered and 2 sheltered individuals, representing a 33.6% decrease from the 2024 count. 2026 PIT Count (January 22, 2026): The City recorded 44 unsheltered and 0 sheltered individuals, an 18.5% decrease from 2025.
Homelessness in San Bernardino County has decreased for 2 consecutive years (2025 and 2026) showing a 10% decrease.
The 2026 PIT County included several new operational enhancements:
Mobile response teams deployed during the count to connect individuals to emergency housing and services in real time.
Enhanced field coordination and volunteer support.
StoryMap technology introduced to improve mapping, data collection, and communication.
These improvements can be referenced to explain why data quality and outreach effectiveness have increased. The County secured over $22 million in 2025 for permanent housing and supportive services. State Project Homekey investments continue to expand supportive housing including a motel conversion-Redlands.
During the previous program year, the City’s Police Department contracted with Social Work Action Group (SWAG) for homeless outreach and services using general funds. Their contract was worth $746,550. SWAG conducts outreach, complete client intake, and deliver direct services to individuals experiencing homelessness—particularly those living unsheltered. These services included assistance obtaining housing vouchers, transportation support, help securing and maintaining vital documents (such as mobile phones, state identification cards, and P.O. boxes), and access to mental health services.
Addressing the emergency shelter and transitional housing needs of homeless persons Addressing the needs of individuals experiencing or at risk of homelessness continues to be a priority for the City of Rialto. During PY 2025, the City supported two CDBG-funded subrecipients—Rialto Family Health Services (RFHS) and Legal Aid—whose combined efforts assisted 277 individuals. RFHS provided services through its Veterans Program, and Legal Aid provided a range of legal services, both of which can benefit individuals who are homeless or at risk of homelessness. These activities complement the City's broader efforts to support emergency shelter, transitional housing, and homelessness-prevention resources within the community.
The City recognizes that longterm solutions require transitioning individuals from crisis response systems into permanent housing paired with supportive services that promote sustained stability. However, the regional supply of affordable housing remains insufficient to meet demand, and as a result, the San Bernardino County Continuum of Care (CoC) continues to rely on its emergency and transitional housing network to meet immediate needs while advancing Housing First strategies.
Countywide System Improvements (2025–2026)
The CoC has implemented several improvements to strengthen emergency shelter access and effectiveness:
Seasonal emergency shelters and Cold Weather Shelter facilities continue to operate countywide, with the nearest Cold Weather Shelter located in Redlands, providing critical protection during winter months.
The CoC has expanded mobile outreach teams, which now engage individuals during encampment visits and during the annual PointinTime Count, connecting people directly to shelter beds, transportation, and services.
Shelter coordination and intake processes have been streamlined to reduce barriers and improve placement efficiency, especially for individuals with disabling conditions or high service needs.
The CoC is actively evaluating ways to shorten lengths of stay in emergency and transitional housing so that resources can be redirected toward rapid rehousing and permanent supportive housing interventions.
Alignment with Housing First and Rapid Rehousing Models Consistent with HUD’s Housing First principles, the CoC continues to prioritize:
Lowbarrier shelter access for chronically homeless individuals and families.
Rapid rehousing for nonchronic households, emphasizing quick placement into permanent housing with shortterm rental assistance and supportive services.
Expansion of permanent supportive housing units, which remain essential for individuals with disabling conditions who require longterm service coordination.
Recent Trends in San Bernardino County (2026 PIT Count) 2026 countywide data shows continued progress:
San Bernardino County recorded a 3.1% decrease in overall homelessness from 2025 to 2026.
Unsheltered homelessness decreased by 7.1%, reflecting the impact of expanded outreach and improved shelter coordination.
These countywide reductions align with Rialto’s own decreases in unsheltered homelessness between 2025 and 2026.
These improvements reinforce the importance of maintaining strong partnerships with local service providers and the CoC to ensure that individuals experiencing homelessness in Rialto have access to emergency shelter, transitional housing, and pathways to permanent housing.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Individuals and families are considered at risk of homelessness when they face significant barriers to maintaining stable housing and lack viable alternatives for securing new housing. Homelessness often results from interconnected challenges such as eviction, loss of income, insufficient wages, disability, rising housing costs, discharge from institutions, deterioration of housing conditions, or fleeing domestic violence. Preventing homelessness before it occurs remains the most effective and costefficient strategy for reducing the number of households entering crisis housing systems.
The San Bernardino County Continuum of Care (CoC) continues to strengthen its preventionfocused system, particularly for extremely lowincome households and individuals discharged from publicly funded institutions—including hospitals, mental health facilities, foster care programs, and correctional institutions. The CoC’s prevention network also supports individuals receiving services from agencies addressing housing, health, social services, employment, education, and youth needs.
Countywide Prevention Strategies (Updated for years 2025 and 2026) The CoC has expanded and refined its prevention efforts to reduce the number of households entering homelessness:
Emergency Rental Assistance & Utility Assistance: Shortterm financial support to prevent eviction, utility shutoffs, and housing loss.
Rapid Resolution / Diversion Services: Earlyintervention strategies used at shelters, hospitals, and institutions to help individuals identify safe alternatives to entering homelessness.
Credit Counseling & Financial Coaching: Services to help households repair credit, stabilize finances, and improve longterm housing prospects.
Legal Aid & Mediation: Tenantlandlord mediation and legal advocacy to prevent eviction and resolve housing disputes.
Food Banks & Pantries: Distribution of food, hygiene supplies, and essential household items to reduce financial strain.
Transportation Assistance: Bus passes and transportation support for employment, medical appointments, and service access.
Clothing Assistance: Clothing distribution for individuals and families in crisis.
Medical, Dental, and Prescription Support: Assistance with essential health needs that often destabilize housing.
Workforce Development & Employment Services: Job training, resume support, and employment placement to increase household income and stability. 24/7 Information & Referral (211 Coordinated Entry): A countywide hotline providing realtime assessment, referrals, and screening for prevention programs.
Recuperative Care Programs: Shortterm medical stabilization for individuals discharged from hospitals who would otherwise exit into homelessness.
Institutional Discharge Coordination: Strengthened partnerships with hospitals, behavioral health, probation, and foster care agencies to prevent unsafe discharges into homelessness.
Youth Homelessness Prevention: Expanded collaboration with schools, child welfare, and youthserving agencies under HUD’s Youth Homelessness Demonstration Program (YHDP).
System Improvements Introduced by the CoC (2026)
Recent CoC initiatives documented in PY 2025 include:
Enhanced Coordinated Entry System (CES): Improved screening tools and referral pathways for individuals at risk of homelessness, including those exiting institutions.
Mobile Outreach Teams: Expanded multidisciplinary teams that engage individuals in crisis, provide diversion services, and coordinate with hospitals and corrections agencies.
PerformanceBased Funding (2026): Increased accountability and prioritization of projects that reduce returns to homelessness and improve income outcomes.
Domestic Violence & Youth Housing Expansion: HUDfunded projects focused on DV survivors and transitionage youth at high risk of homelessness.
System Mapping & Data Improvements: Use of StoryMap and realtime data tools to identify highrisk areas and improve prevention targeting.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City of Rialto continues to align its efforts with the regional strategies of the San Bernardino County Continuum of Care (CoC) to help individuals and families—especially chronically homeless persons, veterans, families with children, and unaccompanied youth—successfully transition from homelessness to permanent housing and independent living. The City’s 2025-2029 Consolidated Plan and Annual Action Plans prioritize the use of CDBG funds, along with leveraged local resources, to support nonprofit organizations that provide job training, legal assistance, and fair housing mediation—all of which help stabilize households and reduce the likelihood of housing loss.
City-Level Actions Supporting Housing Stability
Through CDBG funding, the City continues to invest in programs that help residents overcome barriers to permanent housing:
Rialto Family Health Services assisted 17 veterans with housing navigation, transitional housing access, and benefit establishment.
The NCNW Bethune Center provided job readiness training to 38 residents, including resume development, interview preparation, and employment search assistance—critical supports for maintaining income and preventing future homelessness.
The City also leverages CDBG resources to preserve affordable housing through the Mobile Home Repair Program.
These activities directly support households transitioning out of homelessness and help prevent returns to homelessness by strengthening income, legal protections, and housing stability.
Regional CoC Efforts to Shorten Homelessness and Expand Permanent Housing (Updated for 2025–2026) The San Bernardino County CoC continues to implement systemwide improvements designed to reduce the length of time individuals and families experience homelessness and increase access to permanent housing:
1. Housing First & Rapid Rehousing Expansion
The CoC has increased investments in rapid rehousing programs that quickly move individuals and families into permanent housing without preconditions such as employment, sobriety, or income. These programs now include:
Shorter shelter stays
Faster transitions to permanent housing
Increased case management focused on longterm stability
2. Permanent Supportive Housing Growth
The County continues to stress the need for additional permanent supportive housing (PSH) units, particularly for individuals with disabling conditions and those experiencing chronic homelessness. Recent CoC funding rounds prioritized:
PSH for chronically homeless adults
PSH for veterans
PSH for youth aging out of foster care
3. Coordinated Entry System Improvements
The CoC has strengthened its Coordinated Entry System (CES) to reduce bottlenecks and improve access to housing:
Updated assessment tools to better identify chronic homelessness Faster referrals to rapid rehousing and PSH
Expanded partnerships with hospitals, behavioral health, and corrections agencies to prevent discharges into homelessness
4. 211 System Enhancements
The 211 system continues to analyze transitional housing resources and redirect funding toward evidencebased practices such as rapid rehousing and permanent housing. New improvements include: realtime bed availability updates; enhanced diversion screening; and more coordinated referrals for families with children and unaccompanied youth.
In the 2026 San Bernardino County PointinTime Count, a total of 3,718 individuals were identified as experiencing homelessness, representing a 3.1% decrease from 2025. The number of unsheltered individuals declined by 188 people, a 7.1% reduction, reflecting the impact of expanded outreach efforts and strengthened countywide coordination. County officials attribute these improvements in part to enhanced engagement strategies and the continued role of Inland SoCal 211, which serves as a core component of the regional coordinated entry system. Although cityspecific 211 call volumes are not published, the system’s 24/7 referral pathways, diversion screening, and crisis response functions support faster connections to shelter, rapid rehousing, and permanent housing resources—contributing to the overall reduction in homelessness across the county.
While cityspecific 211 call statistics are not published, Inland SoCal 211 continues to serve as the County’s centralized referral and coordinated entry system. The platform provides 24/7 access to housing navigation, diversion services, and crisis referrals, supporting the County’s broader efforts to reduce the length of time individuals and families experience homelessness.
5. Youth & Family Homelessness Initiatives
Under HUD’s Youth Homelessness Demonstration Program (YHDP), the CoC expanded its Family stabilization services; rapid rehousing for transitionage youth; and partnerships with school districts to identify atrisk students
6. Veteran Homelessness Reduction
Countywide efforts continue to prioritize veterans through:
VA Supportive Services for Veteran Families (SSVF)
Coordinated outreach with local veteran service organizations Rapid rehousing and PSH placements for highneed veterans CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City of Rialto Housing Authority was formed under State of California Housing Authority Law to actively improve existing neighborhoods and develop affordable housing opportunities using local, state and federal resources. The Rialto Housing Authority does not administer Section 8 and does not own HUD Public Housing; however, the City is within the service area of the Housing Authority of the County of San Bernardino (HACSB) for the purposes of Section 8 and Public Housing.
The HACSB assists low-income households to attain safe and stable housing through a variety of rental assistance programs. Through these programs, the HACSB has served over 27,800 individuals, most of whom are seniors, individuals with disabilities, veterans, and children (HACSB 2023 & 2024 Annual Report).
To enhance the quality of HUD Public Housing units, HACSB is working towards converting existing HUD Public Housing units under HACSB’s management and control to Section 8 units as part of HUD’s Rental Assistance Demonstration (RAD) program.
HACSB continues to expand affordable housing opportunities in Rialto and throughout San Bernardino County through partnerships with the State of California and the County’s Department of Community Development and Housing. HACSB maintains 24 authorityowned affordable units within the City of Rialto and, according to its 2023–2024 Annual Report, provides Housing Choice Voucher assistance to approximately 317 Rialto residents.
Countywide, HACSB’s 2025 Fact Sheet reports that more than 11,500 households receive rental assistance, serving over 27,800 individuals—including seniors, veterans, persons with disabilities, and families with children. HACSB also served 2,300 homeless individuals and families and housed 600 veteran households in 2025, reflecting continued expansion of supportive housing resources across the region.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership The Housing Authority of the County of San Bernardino (HACSB) continues to encourage public housing residents to participate actively in the management and oversight of their communities. HACSB maintains resident councils, hosts regular community meetings, and conducts surveys to gather resident input on policies, property management, and service needs. These engagement opportunities are part of HACSB’s broader Moving to Work (MTW) strategy to increase resident voice, improve service delivery, and strengthen community leadership.
HACSB also promotes homeownership opportunities for public housing and Housing Choice Voucher residents through its MTWauthorized Homeownership Assistance Program (HAP). The program provides longterm mortgage assistance—up to 15 years for working families and up to 30 years for households with a disabled head of household. As of 2024, more than 100 families have achieved homeownership through HACSB’s MTW homeownership initiatives. HACSB annually expands their program outreach through workshops, counseling referrals, and partnerships with HUDapproved homebuyer education providers.
Residents participating in HACSB’s Family SelfSufficiency (FSS) Program receive individualized coaching, financial literacy training, and employment support designed to increase earnings and reduce reliance on assistance. FSS participants build escrow savings as their income increases, and graduates may use these funds toward down payments or closing costs. HACSB’s 2024 MTW Annual Report highlights continued growth in FSS enrollment and successful graduates transitioning to homeownership or higherincome housing options.
HACSB’s MTW designation also supports innovative programs such as the Transforming Lives through TermLimited Lease Assistance (TLA) Program, which provides up to five years of rental assistance for careerable households. TLA participants receive employment and education support designed to help them stabilize income, build savings, and prepare for longterm housing independence—including homeownership.
In addition, the City of Rialto continues to provide information and referrals for foreclosure prevention, HUDcertified housing counseling, and firsttime homebuyer resources, ensuring public housing residents have access to a full spectrum of tools to achieve housing stability and longterm economic mobility.
Actions taken to provide assistance to troubled PHAs
Not applicable. HACSB is considered a High Performing PHA.
Discussion
HACSB is well-positioned to maintain and expand the supply of affordable housing units in the City and throughout the County through its partnerships with the State of California, San Bernardino County Department of Community Development and Housing, the City of Rialto, and other cities throughout the county.
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) Based on data gathered during the recent 2025-2029 Consolidated Plan community meetings, Needs Assessment Survey, the 2021-2029 Housing Element and market analysis, the primary barriers to affordable housing in Rialto and throughout California were housing affordability and the lack of monetary resources necessary to develop and sustain affordable housing. These two (2) barriers are related in the sense that demand for affordable housing exceeds the supply and insufficient resources are available to increase the supply of affordable housing to meet demand.
To address housing affordability and the lack of monetary resources for affordable housing, the 2025-2029 Consolidated Plan and Strategic Plan calls for the investment of a significant portion of CDBG funds for the rehabilitation and preservation of 50 existing affordable housing units over the next five years. Although the City no longer has access to Redevelopment Housing Set-Aside funds, the City continued to leverage its CDBG funds to attract private and other available public resources, including land conveyed to the City for the purpose of affordable housing, to facilitate affordable housing development. This strategy will increase the supply of affordable housing and preserve existing affordable housing in the City.
In the development of the recently adopted 2021-2029 Housing Element, the City evaluated significant public policies affecting affordable housing development such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges and growth limitations. Based on this evaluation, the City determined that it has taken all necessary steps to ameliorate the negative effects of public policies that may have been a barrier to affordable housing. Moreover, the City is actively engaged with affordable housing developers concerning the siting of affordable housing and ensuring that the entitlement process runs smoothly from inception to completion.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The primary obstacles to meeting the underserved needs of low- and moderate-income people include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low-income people and the lack of availability of home improvement financing in the private lending industry. To address these obstacles, the City has invested CDBG funds through the 2025-2026 program year in projects that provide grants to low- and moderate-income homeowners for home improvements and projects that provide public and neighborhood services to low- and moderate-income people. To address underserved needs, the City has allocated 100 percent of its non-administrative CDBG investments (excluding section 108 repayments, and program administration funds) in program year 2025-2026 to projects and activities that benefit low- and moderate-income people.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.
Overall, the City has a relatively older housing stock, with 12,020 of the City’s total housing units (46.2 percent) built before 1980 according to 2017 ACS data. The remaining 13,993 units primarily constructed after to January 1, 1979 have the least potential risk to contain lead-based paint. In these units, the best way to have reasonable assurance that lead-based paint hazards are not present is to have the painted surfaces tested.
To reduce lead-based paint hazards, the City of Rialto takes the following actions:
Include lead testing and abatement procedures, if necessary, in all residential rehabilitation activities for units built prior to January 1, 1978.
Monitor the lead-poisoning data maintained by the San Bernardino County Department of Public Health (SBCDH).
Educate residents on the health hazards of lead-based paint through the use of brochures and encourage screening children for elevated blood-lead levels.
Disseminate brochures about lead hazards through organizations as well as the City’s housing rehabilitation programs.
The City of Rialto provides lead and asbestos assessments to all homes funded through CDBG funded housing rehabilitation programs. All required information is provided to homeowners should there be any potential hazards and the proper testing procedures would be conducted to test and address the hazards. Inland Fair Housing Mediation Board (IFHMB) holds workshops throughout the region which are open to the public inclusive of the residents of Rialto. The workshops address topics such as, but not limited to, first time home buyer programs, resources for the purchase and rehab of a home, housing rights and responsibilities.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The implementation of CDBG activities meeting the goals established in the 2025-2029 Consolidated Plan - Strategic Plan and the 2025-2026 Annual Action Plan helped reduce the number of poverty-level families by:
Supporting activities that preserve the current supply of housing that is affordable to low- and moderate-income households; Supporting housing preservation programs that assure low-income households have a safe, decent and appropriate place to live; Supporting public services for low- and moderate-income residents, by nonprofit organizations receiving CDBG Public Service Grants; Community Facilities and infrastructure improvements that improve pedestrian movement and provide ADA enhancements. The City also is strategically improving its community centers through improvements to building 400 and the Carl Johnson Community Center.
During PY 2025, public service activities such as the Sunrise Church of California, Rialto Family Health Services Veteran’s Assistance program, Legal Aid Society of San Bernardino County Legal Aid Rialto program, and the NCNW Bethune Centers Academic and Job Training programs all contributed to reduce the number of poverty-level families within the City of Rialto. Sunrise Church of California successfully launched their mobile food distribution services, providing assistance to 150 low-to-moderate-income residents of Rialto. They actively promoted their services to Rialto residents and focused on areas in need. The City of Rialto’s Mobile Recreation program, "Rec N’Roll," initiated a variety of program activities including sports, arts, and crafts. The program began in January 2024 and partnered with Willow Village to serve low-to-moderate-income Rialto residents. Legal Aid successfully assisted 260 Rialto residents with critical needs such as homeless prevention, domestic abuse, guardianship for minors, and other legal support.
In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the Earned Income Tax Credit and Head Start providing pathways out of poverty for families who are ready to pursue employment and educational opportunities. Additionally, in California, the primary programs that assist families in poverty are CalWORKs, Cal Fresh and Medi-Cal. Together; these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare and cash payments to meet basic needs such as housing, nutrition, and transportation. Other services are available to assist persons suffering from substance abuse, domestic violence, and mental illness.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The institutional delivery system in Rialto is high-functioning and collaborative—particularly the relationship between local government and the nonprofit sector comprised of a network of capable non-profit organizations that are delivering a full range of services to residents. Strong City departments anchor the administration of HUD grant programs and the housing and community activities that are implemented in the City. These are supported and enhanced through the City’s collaboration with nonprofit agencies receiving CDBG funds by ensuring that the needs of low- and moderate-income residents are met. The institutional delivery system is successfully being implemented as envisioned within the 2025-2029 Consolidated Plan and its Strategic Plan.
During the program year, Subrecipient program trainings were held to ensure that all subrecipients were made aware of City’s program policies and procedures and to ensure that they were made aware that there is always technical assistance through the City staff and the City’s CDBG program consultant to ensure compliance. Regular meetings with City staff (Administrative Services Department, Finance Department, and Public Works) and program consultants were held to ensure that expenditure goals, program accomplishments, and progress on capital improvement projects were being made. If there were any deficiencies additional meetings and technical assistance would be provided to subrecipients and City staff on how to ensure progress with program compliance.
The City also collaborated with the City’s Housing Division to ensure affordable housing is maintained and addressed via its CDBG funded Mobile Home Repair Program. In 2025, 60 homeowners showed interest or applied for the City’s housing rehabilitation programs. Although off to a slow start, the city currently has 3 home repair projects out for construction.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) To enhance coordination between public and private housing and social service agencies, the City continued to consult with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate- income residents in Rialto—particularly the CDBG Target Areas.
The City publishes CDBG funding availability notices in local newspapers, posts them at key public locations, and maintains updated information on its website. Staff stays engaged through regional coordination meetings with service providers, neighboring jurisdictions, and elected officials to monitor issues affecting Rialto’s lowincome residents. When funds are available, the City sustains an active online presence and offers yearround technical assistance to agencies interested in applying for CDBG support. Moving forward, the City will continue strengthening collaboration with State and local partners to ensure that homeless services and other critical needs are addressed. It will also work closely with community organizations to improve coordination, identify service gaps, and develop strategies to overcome those gaps in support of the Action Plan’s goals and objectives.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The 2021-2029 Housing Element, the City evaluated significant public policies affecting affordable housing development such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges and growth limitations. Based on this evaluation, the City determined that it has taken all necessary steps to ameliorate the negative effects of public policies that may have been a barrier to affordable housing. Moreover, the City is actively engaged with affordable housing developers concerning the siting of affordable housing and ensuring that the entitlement process runs smoothly from inception to completion.
In PY 2025 there were no fair housing goal accomplishments. Although included in the 2025 Annual Action Plan, Inland Fair Housing and Mediation Board opted out of receiving its FY25-26 CDBG award and advised the City that they would no longer provide services to Rialto residents.
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements To ensure that CDBG funds were used efficiently and in compliance with applicable regulations, the City provided technical assistance to all subrecipients at the beginning of the program year and monitored subrecipients throughout the program year.
Technical Assistance
To enhance compliance with federal program regulations, the Rialto Parks, Recreation & Community Services Department held a PY 2025 application technical assistance workshop held January 30, 2025to prospective applicants for any CDBG Notice of Funding Availability (NOFA) upon request to review the Strategic Plan goals, program requirements, and available resources with potential applicants. Additionally, a workshop was held for PY 2025 awarded subrecipients to go over reporting, request for reimbursement process, activity implementation, monitoring, and record retention.
Activity Monitoring
All activities were monitored, beginning with a detailed review upon receipt of the application to determine eligibility, conformance with a National Objective and conformance with a Strategic Plan goal. This review also examined the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries and likelihood of compliance with other federal requirements such as the National Environmental Policy Act, the System for Award Management (SAM) debarment list, prevailing wage, Minority and Women Business Enterprise, Section 3 and federal acquisition and relocation regulations, as applicable.
Subrecipients submit their most recent Financial/Single Audit and other documentation to establish their capacity, and any findings noted in the audit are reviewed. In such instances where Audit findings arise, the agency is required to provide the City documentation resolving the finding. Subsequent to entering into a written agreement, staff and consultants perform periodic desk monitoring including ongoing review of required performance reports and documentation to substantiate CDBG expenditures. The reviews also included both a fiscal and programmatic review of the subrecipient’s activities. The reviews determine if the activities are in compliance with the program regulations and City contract and/or MOU. Areas of review included overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Staff worked closely with organizations to address concerns and provide additional guidance on rectifying deficiencies.
The City carried over its current CDBG monitoring procedures, outlined above, to their CDBG-CV funded activities to ensure compliance.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
In accordance with the City’s adopted Citizen Participation Plan, a public notice was published in the San Bernardino Conty Sun Newspaper in English and in Spanish on September 4, 2026 notifying the public of the availability of the draft Consolidated Annual Performance and Evaluation Report for a 15-day public review and comment period. A copy of the public notices is included in Appendix A.
The CAPER was also made available at the following locations:
City Hall: Office of the City Clerk 290 W. Rialto Avenue Rialto, California 92376 Rialto Parks, Recreation and Community Service Department 214 N. Palm Avenue Rialto, California 92376
Rialto Public Library 251 W. 1st Street Rialto, California 92376 A public hearing will be conducted before the City Council on Tuesday, September 22, 2026, to solicit comments from residents and interested parties. A summary of any written or oral comments received during the public hearing will be included as Appendix B of this document when submitted to the U.S. Department of Housing and Urban Development.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
CDBG funds are making a significant impact on strategies to address the high priority needs identified in the 2025-2029 Consolidated Plan’s Strategic Plan. As shown in Figure 1 in section CR-05 of this document, CDBG funds are contributing to all of the Strategic Plan goals including Fair Housing Services, Housing Preservation, Public Services for Low-income residents, Public Facilities and Infrastructure Improvements and Planning and Administration.
Housing Preservation
To support the City’s vision of housing preservation, CBDG funds that were awarded to the City’s Development Services Department (Housing Division) for the implementation of a Mobile Home Repair Program and HOME Residential Rehabilitation Grant Program. The department’s goal for both programs was to complete 16 home repairs in PY 2025. Although no actual rehab projects were completed, 60 homeowners showed interest in the program. Currently there are 24 homes going through the housing rehab process including income verification, scope of work development and or work write up plans are being completed.
Public Services for Low-income Residents
To support the City’s initiative for Public Services for Low-income residents, CDBG funds were awarded to 7 public service activities (6 non-profits and 1 City department) that provided different public services for the residents of Rialto. Activities ranged from youth services, food distribution, senior services, health services, legal services, to housing for veterans and pre-employment and job training skills. In total, the agencies provided public service assistance to 659 low- and moderate-income residents.
Public Facilities and Infrastructure
To improve City of Rialto public facilities and infrastructure to benefit primarily low- and moderate- income people, the City invested the vast majority of its CDBG resources to address this Strategic Plan goal. The Building 400 project received funding to complete the Community Center ADA improvements. The Curb, Gutter, Sidewalk project was awarded a construction contract. This CDBG-funded project will consist of the installation of new, removal, repair, and/or replacement of curbs, gutters, and sidewalks to comply with ADA ramps.
Planning & Administration - Section 108 Loan Repayment Activities The City’s Section 108 loan repayment activities utilized CDBG funds to repay the loans that were used to complete the Rialto Bud Bender Park Renovation Project. The Rialto Bud Bender Park Renovation Project was completed in June of 2016 which included the grading, irrigation improvements, concreate walkways, installation of lighting, bleacher & bench upgrades, and signage. The City will continue to report its loan repayments in each program year that are accomplished until the loan has been fully repaid.
There is no program income to report under the repayments of the City’s Section 108 loan activities at this current time. City continues to pay back on one Section 108 Loan.
In 2026 the City decided to fully use its remaining CDBG-CV funds ($440,447.40) for an Inclusive Playground located at Rialto City Park. The project was completed in August 2026.
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours
CDBG
Total Number of Activities
2 Total Labor Hours
5,243.8
Total Section 3 Worker Hours
3,148.0
Total Targeted Section 3 Worker Hours
0 Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program
CDBG
Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Yes
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
0 Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
0 Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
0 Outreach efforts to identify and secure bids from Section 3 business concerns. 0 Technical assistance to help Section 3 business concerns understand and bid on contracts.
0 Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
0 Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs.
0 Provided or connected residents with supportive services that can provide direct services or referrals.
0 Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 Assisted residents with finding childcare.
0 Assisted residents to apply for, or attend community college or a four year educational institution.
0 Assisted residents to apply for or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
0 Provided or connected residents with training on computer use or online technologies.
0 Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 Other.
0 Table 9 – Qualitative Efforts - Number of Activities by Program Narrative
The contractors completed Curb, Gutter, and Sidewalk project for FY 2024-2025, which did not require Section 3. Building 400, part of the Rialto Community Center, was completed in 2026. In PY 2025 The first phase of the Carl Johnson Community Center was completed. The second phase of this project will be kicking off in August-July of PY 2026. The City conducts technical assistance during all pre-bid meetings to ensure contractors for each project understands benchmark, Davis Bacon and Section3 requirements and what reporting must be submitted and retained in city project files.
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OMB Control No: 2506-0117 (Ext. 09/30/2021)
City of Rialto Page 2 OMB Control No: 2506-0117 (Ext. 09/30/2021)
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________________________________ 2025-2026 Consolidated Annual Performance and Evaluation Report ______________________________PY 2025-2026 Consolidated Annual Performance and Evaluation Report