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HomeMy WebLinkAboutR2025-137 20250811RESOLUTION NO. R2025-137 A Resolution of the City Council of the City of Pearland, Texas, approving the City of Pearland’s Fiscal Year 2026 Community Development Block Grant (CDBG) Annual Action Plan (Program Year 2025), for submission to the U.S. Department of Housing and Urban Development (HUD) in the amount of $537,831.00. BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That certain Community Development Block Grant Program 19th Annual Action Plan, attached hereto as Exhibit “A”, is hereby authorized and approved. PASSED, APPROVED and ADOPTED this the 11th day of August, A.D., 2025. ________________________________ J.KEVIN COLE MAYOR ATTEST: ________________________________ FRANCES AGUILAR, TRMC, MMC CITY SECRETARY APPROVED AS TO FORM: ________________________________ DARRIN M. COKER CITY ATTORNEY Docusign Envelope ID: 819DE57A-DA1A-471D-BE1D-72C93FE570B3 Annual Action Plan 2025 1 OMB Control No: 2506-0117 (exp. 09/30/2021) Executive Summary AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction This Annual Action Plan for the City of Pearland covers Program Year (PY) 2025, which is the City’s fiscal year 2026 (October 1, 2025 – September 30, 2026). CDBG funding in Pearland will be expended to meet one or more of the 3 National Objectives: 1. Benefiting low- to moderate-income persons; 2. Preventing, reducing or eliminating slum and blight; or 3. Meeting an urgent community development need as a result of a disaster or other event. During the next year, the City expects to focus its CDBG entitlement funds on these three objectives by improving the quality of life for those low- to moderate-income households throughout the City and in City neighborhoods with 42.5% or more low- to moderate-income households (down from the previous percentage of 44.80%) – those households with incomes at or below 80% of the area median income. Social/public service activities will involve continuing investments in the high-priority efforts involving homeless prevention in the form of emergency subsistence to low- to moderate-income households facing evictions and/or loss of critical utility services, as well as the growing importance of mental health services for uninsured and/or low-income individuals/households. In addition, the PY 2025 program will involve allocation of CDBG funds to aftercare/child-care programs that also offer academic enrichment to students. Program administration activities will be critical for PY 2025, as there are a number of coordinating efforts in place that involve a variety of regular community-based action plan items. The City’s CDBG Exception Criteria status with HUD allows Pearland to utilize Census block groups with less than the regulatory 51% or more low-moderate income composition for area-benefit projects, due to the low poverty rate in the City. That percentage is now 42.5%. It will be critical for program administration efforts to focus on timely spending objectives during this plan year. Specific PY 2025 projects include efforts totaling $537,831 in CDBG allocations, involving activities involving: Mental Health Services allocation of $40,337.33. Rental Assistance Allocation of $40,337.33. Social Service allocations may be revised after further review of approved providers. Allocation of $349,590.15 to Forgotten Angels for the construction of a kitchen for their muti-use facility. Program Administration costs associated with program management and oversight will wrap up HUD PY 2025 expenditure plans, totaling $107,566.20. These activities are consistent with the history of Annual Action Plan 2025 2 OMB Control No: 2506-0117 (exp. 09/30/2021) performance of the Pearland CDBG program and the priorities set forth in the City’s 4th 5-Year Consolidated Plan (2022-2026). Although there are no area benefit projects proposed for PY25, the City acknowledges there is an update to the CDBG target area as new Census data results in changes to eligible block groups. Please see the map below. Further, during the planning process the City was impacted by Hurricane Beryl which interrupted caused delays in some planning processes. While all items were completed on time, there were some unavoidable difficulties that arose. 2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan. This could be a restatement of items, or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan. The City’s 4th 5-year Consolidated Plan was submitted in PY 2021 for use during PY 2022-2026, providing objectives and outcomes through the HUD 2026 Program Year. Broad objectives include the following:  Decent Housing –The City will strive to improve the housing stock city-wide and residential areas within the eligible CDBG area-benefit neighborhoods. It is anticipated that activities will include: Rehabilitating existing housing stock: The City will continue its HERO (Housing Enforcement and Rehabilitation Opportunities) program, to repair, rehabilitate, and/or retrofit houses for accessibility, as well as preserve Pearland’s residential neighborhoods within the CDBG areas through code enforcement. Encouraging homeownership opportunities: Encouraging local and regional agencies to provide down-payment and/or closing cost assistance to moderate (low)-income households seeking to move from renting to owning a home. Additionally, encouraging local and regional agencies to provide homeownership and financial counseling to those who plan to purchase their first home. Affirmatively furthering fair housing choice: Identifying and reducing any barriers to fair housing choice and achieving the specific actions set forth in the PY 2022-2026 Fair Housing Plan to affirmatively further fair housing choice.  Suitable Living Environment: The City will fund several activities that benefit the community by improving the living environment through: Preventing, reducing and eliminating blighted conditions: Blending CDBG with other funds the City will conduct code enforcement activities Annual Action Plan 2025 3 OMB Control No: 2506-0117 (exp. 09/30/2021) throughout the CDBG areas, and through non-federal funds, identify and demolish abandoned structures within CDBG areas. Improving public facilities and infrastructure: The City will use several funding sources to improve public facilities, including parks, and infrastructure in CDBG Target Areas, particularly Old Townsite. Assessing transportation services: The City will assess existing transportation assistance for elderly, disabled and domestic violence victims and develop a plan to address the need for increased demand response transportation within Pearland and to/from medical services in Houston. Supporting private non-profit public services: CDBG funds will continue to be used to support public service agencies in better serving the disadvantaged throughout the City.  Economic Opportunity: The City will undertake activities that expand economic opportunities for low- to moderate-income (LMI) persons and businesses through: Supporting private economic advancement activities: The City will respond to funding applications by non-profits and for-profits for the provision of educational and/or job training programs that can advance the employment potential of youth and adults. Striving to meet Section 3 goals: The City will continue to diligently strive to meet all of the hiring, contracting and contractor education goals related to the Section 3 requirements; and making Section 3 compliance a high priority in all contracts using federal funds. 3. Evaluation of past performance This is an evaluation of past performance that helped lead the grantee to choose its goals or projects. This section provides past performance data involving the current "4th" 5-Year Consolidated Plan, specifically the 2024 program year performance. The regular allocation of CDBG funds provided the City with support for its traditional approaches to responding to the normal unmet needs facing the City. The regular allocation of CDBG funds has been used in ways that have impacted a number of local low- moderate income residents in Pearland:  Counseling Connections for Change has provided 124 units of mental health counseling services to 20 new clients;  The City's Home Repair Program (HRP) has benefitted 16 Pearland householders in 5 homes; and  Pearland Neighborhood Center has provided rental assistance to seven (7) households in Pearland, keeping evictions from occurring that would have resulted in potential homelessness. Annual Action Plan 2025 4 OMB Control No: 2506-0117 (exp. 09/30/2021) 4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan. The City’s Citizen Participation Plan provides Pearland’s CDBG program with the parameters for compliance with 24 CFR Part 91.200(b) and was formed in 2007 with the origination of our status as a HUD Entitlement Jurisdiction. It was updated in 2013 and most recently again in 2020. This Action Plan development process began in June of 2025 following the City’s receipt of the annual allocation for HUD Program Year 2025 (City of Pearland fiscal year 2026). The City conducted two public hearings. The first was held on June 9, 2025, which provided a general overview of the program and presented some of the historical highlights and anticipated priorities available to fund in PY 2025. The second public hearing was held on August 11, 2025, and provided more cost-specific details related to identified priorities, solidifying what the public could expect in the form of the City’s recommended spending. Public comments were made at the second public hearing regarding the PY 25 action plan and are detailed in the section below. The applicable processes for developing and completing the City’s CDBG Annual Action Plan involves a variety of activities designed to include the public in the planning process, inform the community and stakeholders about the ongoing dynamics of the program, develop the Action Plan itself, and engage local leaders in decision-making as authorized officials that approve the Plan prior to submission to HUD. This process results in short-term and medium-range planning documents - its Annual Action Plan, 5- year Consolidated Plan and Affordable/Fair Housing Plan – all within the framework of meeting applicable long-range HUD goals and National Objectives. The City’s consultation with local and State agencies, community stakeholders, and critical public service providers allows the Plan development process to consider the external factors that might impact our local CDBG priorities. Some of the agencies and entities consulted include, but are not limited to: Adult Education Center, Pearland Neighborhood Center, Forgotten Angels Foundation, Counseling Connections for Change, Texas General Land Office, Texas Water Development Board, Texas Division of Emergency Management, and various federal agencies. More information is provided in Section AP-10 of the Plan. 5. Summary of public comments Project Households Assisted Mental Health Counseling Service 18 Home Repair Program 5 Rental Assistance 7 Total 30 PY 24 Performance Annual Action Plan 2025 5 OMB Control No: 2506-0117 (exp. 09/30/2021) This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan. No comments were received related to this action plan. 6. Summary of comments or views not accepted and the reasons for not accepting them No comments were received related to this action plan. The general practice has been that all comments and views will be accepted. However, there is the concern that some views may be inappropriate and/or discriminatory, and staff screen any views or comments that may be offensive to protected classes carefully, while respecting the freedom of speech individuals have. Vulgar comments or other similar documented remarks may be reflected in ways other than how they were actually expressed, should they be provided to the City. This will not diminish the public comment and/or citizen participation aspect of the planning process. 7. Summary The City of Pearland has used its CDBG funds to address the highest priority needs in the community and make the greatest impact possible on the living environment of low- to moderate-income residents. Efforts continue to be hampered by the limited funds and by the lack of comprehensive services available through non-profit social service, housing, and homeless agencies in Pearland. As in prior years, the relative size, location, and economic stability of the residents, continue to mean the economies of scale do not exist to justify many social service, homeless, and affordable housing providers to locate in Pearland. However, the City has continued to address the housing, social service, and economic development needs of the community, particularly those voiced by the residents and stakeholders, through the CDBG program and other funding to the extent possible. The City strives to help the maximum number of residents possible, however, the City continues to prioritize the quality of services provided and the commensurate impact on the beneficiaries. The types of benefits resulting from the City’s programs invest significantly in a household’s or neighborhood’s ability to fend off low-moderate income challenges. Annual Action Plan 2025 6 OMB Control No: 2506-0117 (exp. 09/30/2021) PR-05 Lead & Responsible Agencies – 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency CDBG Administrator Pearland Administration Table 1 – Responsible Agencies Narrative (optional) Soon after the inception of the City’s CDBG Entitlement Jurisdiction status in 2007, the oversight and management of the CDBG program in Pearland was moved from the City Manager’s Office to the Finance Department. A Grants Coordinator was hired, in addition to the ongoing consultancy provided by a subject matter expert in CDBG program management, and the annual planning and program implementation activities were delivered out of that oversight model. In 2017, to elevate the oversight and management of CDBG funds, program oversight and management was relocated back into the City Manager’s Office (now referred to as Administration), with supportive financial management functions remaining in Finance. The Finance Department is responsible for paying all invoices and reimbursement requests from the U.S. Treasury through HUD’s IDIS on-line system once the funds have been verified as eligible. Infrastructure projects are mostly carried out by the Capital Projects & Engineering or Public Works departments, with Parks and Recreation as a possibility if the scope of work is applicable to that department’s domain. The City Attorney has been instrumental in maintaining Fair Housing compliance and has participated in all HUD-sponsored training and professional development in that regard. Consolidated Plan Public Contact Information Annual Action Plan 2025 7 OMB Control No: 2506-0117 (exp. 09/30/2021) Joel Hardy Grants & Special Projects Administrator City of Pearland 3519 Liberty Drive Pearland, TX 77581 281-652-1795 JHardy@pearlandtx.gov Annual Action Plan 2025 8 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 1. Introduction As in past years, Pearland contacted a number of stakeholders, including housing, social service agencies, and advocacy groups to provide input into the priority needs in the community, the current services and service gaps, the equal distribution of services geographically and to all population groups, and fair housing issues. Among those participating in the process were: Counseling Connections for Change, Adult Reading Center, Pearland Neighborhood Center, and area broadband service providers. While a number of agencies customarily participate in discussions and planning interactions involving the development of our plan, only a specific set of agencies are officially considered part of the consultation activities, mostly due to their nexus to 5-year Consolidated Plan priorities. Others provide mere ancillary information that allows us to confirm local conditions haven’t changed as far as their local or regional investments. Because many of those involving housing and homeless programs and our local conditions do not support high priorities in that regard, they are not included in the group we list in Table 2. Pearland staff engaged in consultation and information research on local broadband capabilities throughout the local marketplace. The findings are consistent with prior year observations and include important facts about local service levels and broadband speeds. All of these support local residents’ ability to participate in CDBG-funded activities and programs electronically and via internet-based resources, instead of solely relying on paper/physical documents and antiquated forms of communication and information dissemination. The number of service providers continues to remain at 25, 12 of which provide residential internet service. Service providers offer internet speeds from 25 Mbps (HughesNet) up to 1,200 Mbps (Xfinity/Comcast), ranging from 6 second download times per GB to as high as 5 minute – 27 seconds. The types of services available include cable, fiber, IPBB (copper telephone), fixed wireless, and DSL (Date Subscriber Line). Availability levels range from 1.6% (Grande Communications) up to 100% (HughesNet and Viasat Internet). Xfinity, EarthLink and AT&T are the most reliable systems, with high availability averages at 98.7% and the lowest download times. A data analysis of broadband access continues to show that a total of 96.6% of Pearland residents have broadband internet subscriptions and 98.6% have a computer. 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(l)) The Gulf Coast Homeless Coalition (GCHC) is the official homeless coalition for Galveston, Brazoria, Chambers and Liberty Counties. It is located in Galveston but does hold some meetings in Brazoria County, though none in Pearland. Most of the GCHC’s activities occur out of the Gulf Coast Center in Annual Action Plan 2025 9 OMB Control No: 2506-0117 (exp. 09/30/2021) Galveston, as the primary provider of shelter, transitional housing, and services to the homeless. The GCHC is part of the Balance of State for the Continuum of Care. The City works with Brazoria County who coordinates with Texas Homeless Network, the manager of the Balance of State program. There are no agencies in Pearland and only a few in Brazoria County that serve the homeless. Most homeless individuals and families must go to Galveston or Houston for services. Gulf Coast Center in Galveston is the primary provider of homeless information, services, and housing. The Salvation Army provides emergency shelter in Freeport, while the Women’s Center provides shelter and transitional housing for victims of domestic violence, neither is geographically near Pearland. Forgotten Angels provides permanent housing for those adults with developmental and intellectual disabilities. Most of the residents would be homeless without the services of Forgotten Angels. Resiliency The City utilized its own internal factors when determining associated levels of resiliency, in addition to County information regarding local area social vulnerability indices. On a scale of 1 – 10, 1 being the highest, Pearland shares Brazoria County’s SoVI at a rating of 2. Low poverty, accessible/available and affordable housing, disaster recovery resources and other local protective measures all play into the community’s ability to restore itself in the aftermath of a disaster or catastrophic event. Pearland’s unemployment rate, for example, quickly restored to normal levels (at or below 4%) after initial Coronavirus pandemic response and recovery efforts were instituted. At no juncture during any of the past U.S. Census data collection efforts (decennial and/or ACS surveys) has Pearland’s income or economic demography drastically changed for the worse over the past 10 years. The median household income for Pearland in 2025 dollars is $118,903, with a per-capita income at $49,845, and 4.23% of people in Pearland living in poverty. Income levels have risen, and poverty levels decreased since the last submission of an annual action plan outside of a Consolidated Plan, in PY 2024. 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 Gulf Coast Homeless Coalition is the group that coordinates' programs for serving homeless individuals and families. The Coalition covers Galveston, Brazoria, Chambers and Liberty Counties; however, the member agencies are located primarily in Galveston County. The Coalition has moved the Continuum of Care management and oversight to the Texas Homeless Network under the Balance of State. The Galveston agencies are better equipped than the smaller Brazoria County agencies to manage the funding allocations and provide the much-needed services to the region’s homeless. As a result, no Brazoria County agency has received Continuum of Care funding, other than the fact that Gulf Coast Center receives the bulk of the funding and does have a presence in the County, but not in Pearland. The County staff is not closely involved in the Coalition or the Balance of State program and does not receive consultation from Texas Homeless Network in determining how to allocate its ESG Annual Action Plan 2025 10 OMB Control No: 2506-0117 (exp. 09/30/2021) funding, develop performance standards or evaluate outcomes. Brazoria County is a participant in the THN HMIS system and does receive consultation when necessary for administering its local participation in HMIS. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS Not applicable, as the City does not receive ESG funds. 2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities Annual Action Plan 2025 11 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization PEARLAND NEIGHBORHOOD CENTER Agency/Group/Organization Type Food and Family Services What section of the Plan was addressed by Consultation? Homelessness Strategy Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? PNC has been a constant contact for consultation regarding the need for emergency subsistence in Pearland. Rental and utility assistance programs flow through the agency via HUD CDBG funds provided by the City of Pearland. 2 Agency/Group/Organization AT&T Agency/Group/Organization Type Services - Broadband Internet Service Providers What section of the Plan was addressed by Consultation? Market Analysis Broadband Infrastructure Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? While not the sole provider of internet/broadband services, AT&T represents the lion's share of right-of-way, fiber-infrastructure, internet broadband utilities. This entity is a constant contact for the City on matters of many infrastructure/utility issues involving municipal services and the community's capacity for access to the internet. This entity concurs with our local assessment of broadband capabilities. 3 Agency/Group/Organization Counseling Connections for Change, Inc. Agency/Group/Organization Type Services-Health What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Annual Action Plan 2025 12 OMB Control No: 2506-0117 (exp. 09/30/2021) Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? This consultation speaks to the need to assess and monitor the availability of mental health services that meet the needs of uninsured and underinsured Pearland residents that are also low-moderate income. Consultation is ongoing to the effect that the Action Plan must include HUD CDBG resources to support those local needs. 4 Agency/Group/Organization ADULT READING CENTER INC. Agency/Group/Organization Type Services-Education What section of the Plan was addressed by Consultation? Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? The ARC is a critical resource in providing job-readiness and GED education support in Pearland. Long-range plans include the use of grant funding to enhance the facility and improve social distancing and use of technology in program delivery. Identify any Agency Types not consulted and provide rationale for not consulting Agencies that duplicate services prioritized in the City’s 5-year Consolidated Plan were not specifically targeted for consultation. However, the City’s citizen participation and public involvement processes do not restrict those perspectives and/or opinions from being provided for the sake of planning and program delivery, or spending. Pearland does not operate as a public housing authority, nor does it fall within the auspices of the Brazoria County Housing Authority. There is one publicly funded multifamily entity that has a location in Pearland (Tranquility Bay), but the program qualifications for residing in that rental property is confined to income limits. To the City’s best knowledge, no Tenant-Based Rental Assistance or Section 8 vouchers are being used to fund housing at that location. There is no agreement between the City and Brazoria County or Harris County or Fort Bend County to any extent that would provide collaboration on housing matters involving low-income or housing-challenged individuals in Brazoria County, as the local homeless data is insufficient to support the need for our local population. Annual Action Plan 2025 13 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 Texas CoC Balance of State The balance of the State is a wide-ranging economic and housing consideration and Pearland is generally at the higher levels of each when it comes to: housing affordability, population growth, income and education. It is on the lower spectrum when it comes to: homelessness and poverty. The overarching goals of the State's CoC are to: 1. increase the number of people exiting homelessness; 2. reduce the number of people experiencing homelessness; 3. reduce the length of time someone is in a homeless situation; and 4. increase employment and income for persons who are in homeless situations. Pearland's goals are somewhat different, largely due to the lack of statistically-significant homelessness in the community. Situational conditions may exist in the aftermath of disasters, due to damaged housing, but are temporary and quickly restored. The conclusion of the local analysis on CoC planning and goals suggests that the community should continue monitoring conditions annually and as part of its 5 year Consolidated Plan development activities. Table 3 – Other local / regional / federal planning efforts Narrative (optional) The City’s statistical analysis of applicable county level data from Brazoria, Fort Bend, and Harris counties (Pearland is located in all three but primarily in Brazoria County), demonstrates that there are approximately 5 to 7 homeless individuals consistently located within the entitlement jurisdiction. The most recent review of Point-in-Time (PIT) suggests that there are more than 130 homeless persons in the area south-southeast of Pearland but continues to demonstrate no references to any such statistical data for Pearland itself. This is in line with the local employment, income, housing and other related demographic information available to the City. The current unemployment rate in Pearland is 3.8 percent at the time of this Plan. Annual Action Plan 2025 14 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-12 Participation – 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting On May 14, 2025, the City of Pearland received the CDBG allocation notification for PY 25 dated May 14, 2025, the deadline for submission of the Action Plan was August 16, 2025. The City requires several steps for public hearing to be added to the City agenda which are usually required to be completed over a week prior to the meeting itself. To allow for a proper public participation period that could fall within these requirements, Council approval was requested on the same date as the last public hearing. Fortunately, the responses received from the public hearing did not have a significant impact on our Action Plan. However, the three-week delay between the creation of the letter and the receipt by the City created an unnecessary risk of not being able to properly evaluate all citizen comments in time for the submission deadline. The City’s PY 2025 Annual Action Plan was the subject of a 30-day comment period. Two public hearings were held, the first on June 9, 2025, and the second on August 11, 2025. Because the City hosts docketed public hearings when at all possible, the hearing is recorded and streamed live via YouTube and provides a larger public presence than our facility allows. Most citizen involvement in Pearland CDBG planning takes place during the efforts to create its 5 – Year Consolidated Plans, with interim involvement taking place during public comment periods. Due to the relatively small allocation amounts and consistent nature/scope of program/activity, the City does not find it feasible to utilize ongoing citizen committees or other official group-based considerations for developing our plans at this time. Both public hearings included an overview of the CDBG process with time given to receive the comments of every attendee regarding housing, special population, community development and fair housing issues in Pearland. There was an opportunity for discussion on better ways to collaborate and reach more residents with services and opportunities to become involved in CDBG planning. The City has attended various meetings of public service agencies and provided information and contacts for them to share with their staff, volunteers and program participants regarding the CDBG program. The City is committed to working with public service agencies in identifying needs, priorities, funding opportunities and opportunities to collaborate. One of the most effective avenues to involving residents in the planning process is through the agencies that directly serve them. Pearland will continue to encourage citizen participation, with particular Annual Action Plan 2025 15 OMB Control No: 2506-0117 (exp. 09/30/2021) emphasis on participation by persons of very-low, low, and moderate income and those who are residents of target areas in which funds are allocated or proposed to be allocated. The City of Pearland has been involved in the public participation process and has relied on the social service agencies to assist in outreach to the community, particularly minorities, non-English speakers, elderly and persons with disabilities. The social service agencies were asked to provide to their program participants information about CDBG and contact information and notices of public hearings. The City will continue to attempt to host public hearings in different locations around the City in future years, particularly in CDBG Target Areas and/or buildings housing subrecipient agencies. The City will make information available at the public venues and will provide meeting and public hearing notices to agencies for their consumers. The Mayor and City Council are also ambassadors into the community to garner more public participation. 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 Public Hearing Non- targeted/broad community General public in attendance at a local City Council meeting held on June 9, 2025, docketed public hearing conducted by Mayor and City Council with staff presentation of the CDBG program and recommended spending plan. No Comments. Not Applicable City Council Regular Meeting - Jun 09 2025 Annual Action Plan 2025 16 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 Public Hearing Non- targeted/broad community General public in attendance at a local City Council meeting held on August 11, 2025, docketed public hearing conducted by Mayor and City Council with staff presentation of the CDBG program and recommended spending plan. No Comments. Not Applicable. Table 4 – Citizen Participation Outreach Annual Action Plan 2025 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) Introduction The anticipated resources during PY 2025 total $537,831. The City will always attempt to maximize investments in social services, to the tune of the allowable 15% of each year's annual allocation. Due to the continued need for improved spending timeliness and maximized administrative capacity, the City will budget and spend the entire program administration capacity at the full, allowable 20% of the allocation. Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services 537,831.00 0.00 0.00 537,831.00 0.00 The City does not anticipate incurring any program income, directly or via its subrecipient agencies that receive social services funding, so the total anticipated resources for PY 2025 will be $537,831. Table 5 - Expected Resources – Priority Table Annual Action Plan 2025 18 OMB Control No: 2506-0117 (exp. 09/30/2021) Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied There are no anticipated leverages of additional resources, as the City's policy is to avoid matching funds with CDBG due to its limited oversight and management capacity and the complexity of regulations when adding non-federal resources to federal resources. There are exceptions, but the general consensus is to find projects that can be wholly completed with CDBG funds. Annual Action Plan 2025 19 OMB Control No: 2506-0117 (exp. 09/30/2021) If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City owns property at 2335 North Texas Avenue in Pearland (77581), which is allocated for use to the Pearland Neighborhood Center under the auspices of a $1 annual lease. The facility and the organization function to serve low-moderate income residents with food pantry services, community medicine, infant supplies, childcare services, and emergency subsistence resources. Discussion The primary allocation priorities for HUD Program Year 2025 (City of Pearland FY 2026) stem from the needs for traditional CDBG program support. Rental assistance, economic development, and mental health services make up the expenditures planned for during the applicable program year. The main obstacle to addressing these underserved needs is funding, so the CDBG program resources will be used to address the highlighted unmet needs. Annual Action Plan 2025 20 OMB Control No: 2506-0117 (exp. 09/30/2021) Annual Goals and Objectives AP-20 Annual Goals and Objectives Goals Summary Information Annual Action Plan 2025 21 OMB Control No: 2506-0117 (exp. 09/30/2021) Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Handicapped Centers 2023 2026 Non-Homeless Special Needs Pearland CDBG Target Area Handicapped Services CDBG: $40,337.33 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 15 Persons Assisted Public service activities other than Low/Moderate Income Housing Benefit: 15 Persons Assisted 2 Neighborhood Facilities 2026 2026 Non-Housing Community Development Pearland CDBG Target Area Owner Occupied Housing Rehabilitation CDBG: $349,590.15 Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit: 50 Persons Assisted 3 Subsistence Payments 2022 2026 Affordable Housing Pearland CDBG Target Area Subsistence Payments CDBG: $40,337.33 Public service activities for Low/Moderate Income Housing Benefit: 10 Households Assisted Annual Action Plan 2025 22 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 6 – Goals Summary Goal Descriptions 1 Goal Name Handicapped Centers Goal Description Assist in funding counseling and other mental health services for children, families and adults. In addition, funding for facility improvements to ensure service location is acceptable to provide services to beneficiaries. 2 Goal Name Neighborhood Facilities Goal Description Assistance with acquisition of kitchen equipment and generators for the Foundation’s 17,000 sf multi-purpose building. 3 Goal Name Subsistence Payments Goal Description Provide funding for one-time rent/utility assistance to those in danger of eviction or utility cut-offs. This will help ensure that the household does not become homeless before they can get back on their feet of secure long-term assistance. 4 Goal Name Flood Drainage Improvements Goal Description Drainage improvements at the Herridge Miller, Hickory Creek and Garden Acres subdivisions. Also, along Garden Road, O'Day Road, Woody Road, Brookland Road, and Hickory Slough. Annual Action Plan 2025 23 OMB Control No: 2506-0117 (exp. 09/30/2021) Projects AP-35 Projects – 91.220(d) Introduction The City used local surveys and housing assessment data, as well as economic assessments of the community and other social service program information to determine its program priorities during the 2022-2026 5-year Consolidated Plan process. The associated Annual Action Plan priorities are consistent with those, and the annual allocations of CDBG funds are used accordingly. During PY 2025 (City of Pearland FY 2026), the City will focus its CDBG funds on improving facilities that serve underserved populations, increasing resources available to social service agencies meeting local underserved needs, and other small community development activities. Projects # Project Name 1 PY 25 Mental Health Services 2 PY 25 Multi-Purpose Kitchen Equipment 3 PY 25 Rental Assistance Table 7 - Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs This Plan involves the use allocations of the PY 2025 (City FY 2026) CDBG HUD allocation to the City of Pearland totaling $537,831. The PY 2025 funds will continue on the reversion to normal uses for CDBG priorities, as the pandemic will hopefully subside. Regular allocations of historically appropriate amounts for emergency subsistence, mental health services, and the facility improvements for a local non-profit handicapped assistance facility are the top priorities. The City will also make an effort to continue to fund drainage improvement activities in the community. Annual Action Plan 2025 24 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 All area-based projects are located within established CDBG Target Areas with at least 42.5% low- moderate-income households for work taking place during PY 2025. The primary basis for allocating investments being the City’s 4th 5-Year Consolidated Plan, other supportive activities produce specific priorities each year towards meeting longer term goals and objectives. These include the City’s Capital Improvement Program (CIP), the Pearland Citizen Survey, Subrecipient funding applications, and demographic indications of the need for specific investments. Therefore, in addition to Fair Housing activities, the City will plan for the implementation of seven projects that serve low-moderate income residents of the City of Pearland. The City proposes to use Community Development Block Grant funds from HUD for:  Continuation of its single-family housing rehabilitation program for low-moderate income Pearland residential homeowners that occupy such residences;  Continuation of a program to provide short-term emergency financial assistance to eligible, local, low-moderate income residents that are facing evictions, utility shut-offs, or even prescription medicines for the elderly or mentally disabled adults;  Mental health services to low-moderate income residents;  Improvements to a handicapped services multipurpose center; and  General Program Administration. Geographic Distribution Target Area Percentage of Funds Pearland CDBG Target Area 33 Table 8 - Geographic Distribution Rationale for the priorities for allocating investments geographically There are no proposed area-benefit projects that involve geographic investments on a target-area basis for PY 2025, but it is estimated that the LMI clientele needs will largely come from Target Area residents. This is mainly due to evidence that the housing stock and other related characteristics indicate that home repair activities could largely represent those that occur in the target area. This may also be the case with other programs and services. Therefore, the City estimates this to be where the indicated 33% of unmet needs in the City will be addressed. Discussion The majority of CDBG funds are being used to impact eligible low-moderate income households, which Annual Action Plan 2025 25 OMB Control No: 2506-0117 (exp. 09/30/2021) can be located anywhere throughout the City limits. However, if the City's Code Enforcement program is needed during the 5-year Plan, it is designed to impact the community on an area-benefit basis and is fairly well concentrated within the areas north of FM518/Broadway, east of Cullen Boulevard, south of the northern border of the City limits, and west of State Highway 35. This area includes the Pearland Old Townsite, which is where a large portion of elderly residents live in the City. Annual Action Plan 2025 26 OMB Control No: 2506-0117 (exp. 09/30/2021) Affordable Housing AP-55 Affordable Housing – 91.220(g) Introduction A program assists with affordability in housing: Emergency Subsistence. In FY 26 the City will assist 10 households with CDBG rental/utility assistance support. This program is designed to assist low- moderate income households/individuals. Mental health services will be used to assist another 15 individuals and/or households. One Year Goals for the Number of Households to be Supported Homeless 0 Non-Homeless 25 Special-Needs 0 Total 25 Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 10 The Production of New Units 0 Rehab of Existing Units 0 Acquisition of Existing Units 0 Total 20 Table 10 - One Year Goals for Affordable Housing by Support Type Discussion The City’s partnership with Counseling Connections for Change will continue to provide mental health counseling services to low-moderate income individuals/households. Rental assistance services round out the efforts to serve low-moderate income residents in Pearland. Annual Action Plan 2025 27 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-60 Public Housing – 91.220(h) Introduction The City is not a public housing authority and has no funding or authorized presence in the public housing realm in our County. Therefore, this aspect of the CDBG program is beyond our capability. While data suggests there are public housing vouchers being issued within Pearland, these are not being done so by the City, as Pearland is not a Public Housing Authority and is not a HOME grantee. The vouchers being issued may be the derivation of an erroneous allocation of public assistance to Pearland multifamily housing facilities that are private and/or not subject to the ability to accept such assistance. Actions planned during the next year to address the needs to public housing The City is not a public housing authority and has no funding or authorized presence in the public housing realm in our County. Therefore, this aspect of the CDBG program is beyond our capability. Actions to encourage public housing residents to become more involved in management and participate in homeownership The City is not a public housing authority and has no funding or authorized presence in the public housing realm in our County. Therefore, this aspect of the CDBG program is beyond our capability. If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance The City is not a public housing authority and has no funding or authorized presence in the public housing realm in our County. Therefore, this aspect of the CDBG program is beyond our capability. Discussion The City is not a public housing authority and has no funding or authorized presence in the public housing realm in our County. Therefore, this aspect of the CDBG program is beyond our capability. Annual Action Plan 2025 28 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction Pearland has very little if any notable homeless issues, most of which are situational. Unfortunately, surveillance systems are lacking, but the City ties its observations of community conditions to public school systems, which have a good perspective about family housing situations and provide access to those perspectives when programs and resources are needed. Consultation with, and data analysis including, TX-700 Continuum of Care, Harris County, and/or Fort Bend County produce limited if not statistically insignificant data regarding homelessness in Pearland. Based on the formulaic approach to disaggregating homeless person values in HDX PIT-HIMS data for Fort Bend and Harris counties, the statistical calculation for the homeless population in Pearland-Fort Bend comes in at 0.51 and for Pearland-Harris 2.63. The population percentages for the portions of those two counties’ Pearland homeless, therefore, calculate to 0.05% and 0.00503%, respectively. It is neither practicable nor feasible to allocate CDBG resources to these limited characteristics, as the data analysis does not represent an assurance that serving those individuals is even possible. In fact, there is a high likelihood that the calculated numbers represent transitional or episodic homelessness, instead of chronic homelessness. The total Pearland homeless percentage calculates to somewhere around 0.0048%. This information is all due to the consultation and data analyses processes associated with our Consolidated Plan process and will be included in the update. However, for the record, our primary population statistics being comprised of Brazoria County factors (94.87%), so it is not uncompromising to the overall priorities set forth by the Plan that the City focus its efforts on Brazoria County concerns. Coinciding with the analysis of Brazoria County information, there is a statistical population of 5 - 7 homeless people in Pearland. These are assumed to be youth, unaccompanied, and a product of a fallacy in the local Brazoria County Child Protective Services office located in Pearland. The plan to address this issue, as the only known homeless issue feasible to address, is described below and in other sections of the Plan involving homeless and other special needs activities. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs There are very few services for the homeless, and no shelters, in Pearland. While the Gulf Coast Homeless Coalition serves Pearland, its main focus is on Galveston Island, with limited activity in the Angleton area far south of Pearland. Pearland Neighborhood Center, which the City supports with CDBG funds, does provide food and referrals to homeless individuals and families. The Pearland Neighborhood Center (PNC) is a private non-profit agency but performs social service agency duties consistent with what many public facility oriented, community-based assistance programs offer. The City allows the Annual Action Plan 2025 29 OMB Control No: 2506-0117 (exp. 09/30/2021) entity to be housed in a publicly owned building at a $1/year annual lease rate, where it offers or houses food pantry services, infant/baby supplies, child-care services, as well as rent and utility assistance. The City continues to support Forgotten Angels which provides permanent supportive housing to disabled adults who would be homeless if not for their group homes and supportive services. The plan to resolve the issue of youth homeless, suspected to be a part of a failing aspect of CPS programs, will be resolved via partnership between the City and Isaiah 117 House, which involves a land acquisition, group home construction, and programming effort that will establish a means to keep these young people in a safe home environment during the transition from CPS administrative intake and the placement into a foster care home. Addressing the emergency shelter and transitional housing needs of homeless persons There are no emergency or transitional housing programs in Pearland or the immediate area. Gulf Coast Center provides a limited number of units in Brazoria County relatively far removed from Pearland. Bay Area Turning Point, a domestic violence shelter, can serve Pearland but is located in Webster a significant distance from Pearland. 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 Other than the presence of its resale store, Goodwill Industries no longer has a programmatic presence in Pearland. The services involving rapid rehousing, job training, and supportive services to homeless individuals and families, particularly veterans, are no longer as available in Pearland as they once were, so the emphasis has been placed on services being delivered via the locations in Galveston and three locations in or south of downtown Houston. Though not easily accessible, they are available to provide the services to Pearland residents. City resources are not exactly feasible to allocate to this effort, as there is not a statistically identifiable homeless population in the City. Windshield observations will be encouraged and continue, so that those in need can be directed to the proper resources in the region and assistance can be provided in getting those individuals access to such help. 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. Annual Action Plan 2025 30 OMB Control No: 2506-0117 (exp. 09/30/2021) The City funds Pearland Neighborhood Center to provide emergency rent/utility assistance and food assistance to needy households to prevent homelessness, but the program does not specifically target or track those who have been discharged from a publicly funded institution or system of care. There is no local HMIS system and no local agencies specifically serving the homeless. Pearland Neighborhood Center tracks the services they provide and that clients receive from other agencies, but the information is self-declared and not in a centralized HMIS system. Those who are accessing health, housing, employment, and other social services are residing in areas close to those services, such as Alvin or Angleton in Brazoria County, or Houston. The City’s HRP (Home Repair Program) helps to prevent low-income homeowners from becoming homeless when their homes are no longer safe or meet City codes. The repairs and rehabilitation activities provide suitable living environments and improve affordability for local, eligible homeowners that would otherwise face challenges sustaining a safe, livable home. The program is now relocated into the Community Development Department, fostering more outreach and with an improved nexus to planning and permits/inspections. Discussion All of our efforts culminate into some form of preventative measure but are difficult to target due to the fact that so few individuals exist. Finding the homeless, approaching them with the resources available "on the street" to capture their willingness and desire for help, and coordinating that assistance is difficult when such a limited number of homeless exist. The best opportunity to address an issue has come in the form of a foster care situation that promises to assist those without homes with placements and temporary housing, but other aspects of the problem continue to evade us. Annual Action Plan 2025 31 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-75 Barriers to affordable housing – 91.220(j) Introduction: The primary barrier to affordable housing today is the economic fallout from the Coronavirus pandemic. Housing costs have literally skyrocketed due to unforeseen market forces, largely due to the lack of construction and development during heightened periods of the pandemic, which slowed down progress towards meeting local needs across the country. Unfortunately, for many communities, Pearland included, situational lack of affordability may be a notable impediment to reasonable housing costs at this time. Fortunately, the local economy in Pearland is robust enough to prevent the ancillary impacts of high costs, as poverty rates and unemployment remain lower than most of the surrounding jurisdictions (4.23% and 3.8%, respectively). Aside from those factors, the traditional impediments are relatively benign, as Pearland has a renowned, study-validated level of affordability. Otherwise, non- construction development costs of building residences in the Gulf Coast region are likely the most prevalent factors (permitting, windstorm construction standards, flood elevation requirements, and pre- development requirements). These, fortunately, are designed to protect the community housing stock from vulnerability to hurricane and other severe storm disasters and ensure a strong economic marketplace of housing that protects the investments of homeowners. Without the funds that HOME and other HUD programs outside of CDBG provide, and with the very limited CDBG funding, the City can do little to ameliorate the barriers to affordable housing. The City will continue its CDBG-funded owner-occupied housing rehabilitation program – HRP – to assist low-income homeowners in remaining in their homes by bringing them up to code, making them accessible, and stemming additional damage from deteriorated roofs or damaged foundations. In addition, CDBG funds will continue to provide assistance to Pearland Neighborhood Center for its rent/utility assistance program. The City will continue to review LIHTC applications and give positive responses to those applications to the State that are feasible and sound, but that target specific, special populations such as the elderly and disabled. 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 As part of the completion of the Fair Housing Plan with the Assessment of Fair Housing, the City will continue to conduct in-depth reviews of the ordinances and policies that drive housing development, code enforcement and the installation of infrastructure. Additionally, the City will revisit the efficacy of adopting a fair housing ordinance that will reduce the barriers to affordable and fair housing choice. The continuation of the HRP program will help to preserve the property values of residential neighborhoods, by repairing and rehabilitating damaged, deteriorating homes owned and occupied by low- to moderate-income residents, reducing their maintenance and utility costs and preserving their Annual Action Plan 2025 32 OMB Control No: 2506-0117 (exp. 09/30/2021) homes’ values. Discussion: While the City does not have the funds to provide or assist affordable housing, it will do all it can to preserve housing values, provide improvements at no cost, and improve the infrastructure in low- income neighborhoods. As part of the Fair Housing activities, it will be reviewing its residential ordinances for the level of financial and legislative burden placed on developers, builders, and property owners. Annual Action Plan 2025 33 OMB Control No: 2506-0117 (exp. 09/30/2021) AP-85 Other Actions – 91.220(k) Introduction: Pearland is dedicated to reducing obstacles that face the City and Pearland agencies in meeting the needs of its residents. The actions to be taken in PY 2025 include developing the institutional structure, improving housing conditions and neighborhood quality, and addressing the social service needs of the community. There are a number of other resources coming to light over the next five years, all of which have promising impacts on our drainage infrastructure, emergency management capabilities, and other potential community development resources. Federal infrastructure funding, as well as ongoing disaster recovery and mitigation in response to Hurricane Harvey. Actions planned to address obstacles to meeting underserved needs Securing mitigation funding from the General Land Office (Texas) is critical to protecting the CDBG Target Area from future flooding, with a total $14.8 million allocated to the City via CDBG Mitigation funds being distributed to the City via Houston-Galveston Area Council. Actions planned to foster and maintain affordable housing In addition to CDBG funding and its compendium of priorities, other actions include the management of our recently developed and well-intended relationship with the Houston Apartment Association (HAA). The impetus for the relationship is to make sure emerging trends in multi-family housing costs can be assessed regularly, to the extent the City can plan and adjust for rental assistance allocations. This is critical, as we will avoid being surprised with unfunded priorities if Coronavirus pandemic levels spike, another set of CDC and/or State and/or local orders/edicts become necessary, and employment impacts occur to the extent unemployment rises. Actions planned to reduce lead-based paint hazards Each property subject to the Home Repair Program will be evaluated for lead-based paint and assessed as to the level of rehabilitation and if the work will disturb existing paint in houses built before 1978. Based on the level of rehabilitation, appropriate remediation will take place for those built before 1978. The owners of those homes will be given brochures on the dangers of lead and lead-based paint, along with information on managing future repairs to reduce LBP hazards. Actions planned to reduce the number of poverty-level families None of the CDBG-funded activities for PY 2025 will directly reduce the number of poverty-level families, but the City is committed to providing whatever assistance we can through working with local agencies, community colleges, and UHCL in planning and implementing educational and job training programs that will facilitate beneficiaries in moving out of poverty. Annual Action Plan 2025 34 OMB Control No: 2506-0117 (exp. 09/30/2021) Actions planned to develop institutional structure The City continually strives to develop and improve institutional structure within our own departments, in other agencies and in collaborative efforts. During PY 2025, the City will ensure that staff members will attend relevant training to increase their knowledge of HUD and CDBG regulations and programming. These may be on-site training or webinars. The City currently collaborates closely with Brazoria County's Community Development office, and this will continue in PY 2025. All CDBG-funded agencies will receive one-on-one training during contract negotiations and monitoring to enhance their internal and collaborative structure with the CDBG program. Actions planned to enhance coordination between public and private housing and social service agencies Coordination between the various elements of housing, community development and social service agencies will come in the form of the City's efforts to review and prioritize applicable, feasible, and/or acceptable Low Income Housing Tax Credit properties. The applications submitted by public and/or private entities will be reviewed and considered against the backdrop of statistical and demographic local economic data, the unmet needs for Pearland residents, and the ability to service those needs with social service agency resources. Those efforts will reactively bring resources together, analyze the applicable data, and make recommendations to Council as to the ability to object or issue no objection to applicants' proposed projects. This model is currently in place but needs minor improvements to be implemented on a regular basis. The City has invested in a no-cost tracking mechanism to record actions regarding LIHTC property proposals and will use that to track the coordination efforts involving these entities. Brazoria County, Houston Apartment Association, Pearland Neighborhood Center, and the City will make up the core group, with room for additional assets to be included as complexities arise. Discussion: With limited resources and limited private-sector institutional structure, Pearland is restricted in the level of collaborative enhancements and capacity-building it can accomplish. However, during PY 2025, it will continue to advocate for more collaboration among local agencies and between local and regional agencies; identify and encourage funding applications from viable local agencies; and increase the institutional knowledge of agencies and city staff about the CDBG program and its requirements. Annual Action Plan 2025 35 OMB Control No: 2506-0117 (exp. 09/30/2021) Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4) Introduction: The City of Pearland will not be using PY 2025 funding ($537,831) for CDBG Urgent Need activities. The program should be resorting to normal post-pandemic uses, so the traditional programs and services in accordance with Con Plan 2022-26 will resume. 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 0 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: 0 Other CDBG Requirements 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% Annual Action Plan 2025 36 OMB Control No: 2506-0117 (exp. 09/30/2021) The City of Pearland receives no program income and will not be expending funds on urgent need activities. The percentage of CDBG funds that will be used for activities benefiting LMI persons is based on the allocation to public services and housing rehab for which 100% of the beneficiaries are LMI. To the extent necessary and feasible, the City may choose to cautiously assist the portion of non-LMI beneficiaries the CDBG rules allow (30%). Annual Action Plan 2025 37 OMB Control No: 2506-0117 (exp. 09/30/2021)