Chula Vista Consolidated Plan for 1995 Executive Summary
U.S. Department of Housing and Urban Development
Office of Community Planning and Development
Consolidated Plan Contact
Chula Vista is located in the greater San Diego metropolitan area approximately seven miles
southeast of downtown San Diego. The City encompasses an area of approximately 31
square miles and had a 1993 population of 146,497 persons.
For FY 1995-96, the City of Chula Vista anticipates to receive $2,162,000 in CDBG funds
and $708,000 in HOME funds.
Three public meetings were held on February 22, March 10, and March 22, 1995. On
February 22, a public meeting was held with South Bay Community Service's Housing and
Community Development Advisory Board. On March 10, a public meeting was held with the
Chula Vista Human Services Council (CVHSC). CVHSC includes social service providers
from all over the south bay region. On March 22, a public meeting was held with the City's
Housing Advisory Commission. By holding these public meetings with already established
and varied community groups, staff believes more valuable input was received from the
The City also established a CDBG Committee to review the 33 social services applications
received by the City for Public Service funding. This Committee met on March 1, 1995 to
hear presentations from all applicants and again on April 3, 1995 to develop funding
recommendations to the City Council. Members of this ad-hoc committee were
representatives from the Human Relations, Youth, Aging, and Child Care Commissions. A
public hearing was held before the City Council on May 16, 1995 to solicit Council and
citizen input on the Consolidated Plan.
As part of the 30-day public comment period, copies of the draft Consolidated Plan were
available for the public to read at the following locations: the Community Development
office, the Chula Vista Main Library and the South Chula Vista Library. At the end of the 30-day period, the City Council adopted the Plan and transmitted it to HUD for approval. The
final Consolidated Plan, amendments to the Plan, and the annual performance reports will
be available for five years at City Hall and public libraries.
The City's 1993 population of 146,497 persons is projected to increase to almost 208,000
by the year 2015, representing an annual compound growth rate of 1.6 percent for the 22
year period. Similar to regional and nationwide trends, the median age of the City's
residents has increased since 1980, from 30.4 years to 31.4 years in 1990. The median
income of 1994 was estimated at $45,400. Based on the 1990 Census, 11 percent of the
City's households earned extremely low incomes, 12 percent earned low incomes and 20
percent earned moderate incomes.
HOUSING AND COMMUNITY DEVELOPMENT NEEDS
The City of Chula Vista has suffered from defense related cutbacks and the economic
recession that California has yet to emerge from. The City's largest employer, Rohr Inc, lost
over 5,000 jobs from 1989 to 1995, primarily as a result of defense industry downsizing.
County wide, there have been over 40,000 jobs lost, with over half of these occurring in
the manufacturing sector. These layoffs at larger companies have had a ripple effect which
have damaged the City's small business sector, and resulted in increasing retail vacancies.
State law defines regional share needs for new housing units by jurisdiction and distributes
that need to all income groups. The City of Chula Vista will need 1,954 new housing units.
The City is attempting to preserve four moderate income rental units which are at-risk ofconverting to market rate rentals. The current need for both moderate and substantial
rehabilitation of mobile homes and rental units is high and there is a need for moderately
priced homes in the area. More public housing units and transitional housing are needed.
Persons with special needs such as the elderly, disabled persons, female-headed
households, persons with drug and/or alcohol addictions and persons with AIDs and related
diseases also need affordable housing.
As of 1993, there are a total of 52,304 dwelling units, of which 96 percent are occupied
and 4 percent are vacant. Of the 49,960 occupied units, 24,582, or 47 percent are renter-occupied. The remainder 27,721, or 53 percent are owner-occupied units. Of the 2,092
vacant units, 973 are available for rent and 602 are available for sale.
Overall housing vacancy rates for the City are relatively low, between four and five percent
in all time periods. A vacancy rate of 5 percent is typically considered a "stabilized"
vacancy rate, representing an equilibrium between supply and demand factors.
It is estimated that 184 units in the City are substandard and not suitable for rehabilitation.
There are 4,500 units that are in a substandard condition but suitable for rehabilitation.
Affordable Housing Needs
Extremely low income residents pay too large a percentage of their monthly income for rent
and mortgage payments. In the City, 3 out of every 4 extremely low and low-income renters
pay more than 50 % of their income for housing. Census Data show that small Black and
Hispanic families are especially struggling. Hispanics represent a disproportionate
percentage of these renter households. Large related renter groups show a disproportionate
percentage of overcrowding.
Of the approximately 24,000 families on the waiting list for rental assistance, nearly 75
percent meet federal priority admission to rental assistance programs. There are
approximately 2,927 low income elderly renter households. Based on regional percentages,
43 percent of the low income elderly renter households are estimated to pay more than 50
percent of their income for housing.
It is the goal of the Consolidated Plan to coordinate services and facilities available for the
homeless as continuum of care. A continuum of care begins with a point of entry in which
the needs of a homeless individual or family are assessed. Once a needs assessment is
completed, the person/family may be referred to permanent housing or to transitional
housing where supportive services are provided to prepare them for independent living. For
example, a homeless person with a substance abuse problem may be referred to a
transitional rehabilitation program before being assisted with permanent housing. The goal
of a comprehensive homeless service system is to ensure that homeless individuals and
families move from homelessness to self-sufficiency, permanent housing and independent
The facility and service needs of homeless families and individuals are many and varied.
These include emergency shelter, transitional housing, social services such as job
counseling/training, mental health services, and general health services. Existing service
agencies indicate that a growing need exists for limited-term shelter or transitional facilities
for homeless individuals and families.
Public and Assisted Housing Needs
The San Diego County Housing Authority owns and manages three public housing projects
(105 units) in the City of Chula Vista. The units are less than ten years old and are in
excellent condition. Therefore, the County does not intend to make any improvements to
these properties other than normal maintenance and repairs. All 105 units meet ADA
requirements and modifications per the County Section 504 assessment.
There are currently 756 households receiving assistance under the Section 8 Certificate
Program and 378 households receiving assistance under the Section 8 Voucher Program.
The Housing Authority of the County of San Diego maintains a waiting list of household
interested in receiving rental assistance. Currently, the number of households on the waiting
list in the City are 3,866. When there are available certificates, vouchers or vacancies in
Public Housing, names are selected from the waiting list by Federal preference and date of
Other Federal, State, Locally Assisted Units are as follows:
HUD Section 236 - 386 units
HUD Section 202 - 75 units
Short-Term Housing/Transitional Housing - 116 beds
Low-Income Rental Units - 28 units
Tax Exempt Financing - 156 units
The above listed units are estimated by the City to have a near zero percent vacancy rate.
Barriers to Affordable Housing
Chula Vista does ont have any public policies which have a significant negative impact upon
the availability of affordable housing in the City. The City has and will continue to use "fast
track" processing to expedite projects, such as those providing affordable housing in order
to provide developers with a substantial savings of time in achieving complete project
approval and the start of construction. In order to mitigate the financial effects of City fees,
the City/Agency will continue to consider subsidizing or reducing certain fees for affordable
housing projects where such subsidies or reductions are necessary to create the required
The City has taken a proactive stance concerning fair housing issues affecting its residents.
Strategies that have been developed to overcome impediments are described below:
- Racially-based audits should continue to be conducted periodically to
determine the nature and extent of housing discrimination throughout the
- All City staff involved in work relating to fair housing should be
carefully trained to understand how fair housing laws apply to building codes,
zoning, special use permits and other housing issues.
- A proactive and comprehensive Fair Housing Program should be
developed which addresses all aspects of fair housing in the City. The
program should work to aid victims of discrimination but also seek
preventative measures to future discrimination.
- The City should strengthen its working dialogue with its local lending
community. Possible joint venture projects could include specialized lending in
under-served areas, education outreach on private and public programs or
- Results of audit studies should be published and made public.
Landlords found to be discriminatory should be offered training in fair housing
law and practices.
- Where necessary, complaints and findings of discrimination should be
filed with the Department of Fair Housing and Equal Opportunity or the
Department of Housing and Urban Development.
National studies estimate that 75 percent of all residential properties built prior to 1978
contain lead-based paint (LBP). Lead-poisoning is an environmental hazard to a substantial
portion of the City's residents of all income groups. However, lower income household
affected by LBP have fewer financial resources available to detoxify the units and/or provide
medical treatment to children suffering from lead poisoning.
The overall lead poison program is administered through the County of San Diego,
Department of Health Services (DHS) - Child and Adolescent Health Program. Changes in
the screening process and medical management have resulted in the formation of the
Childhood Lead Poisoning Prevention Program (CLPPP) within the County DHS. The CLPPP
Lead Coordinator will initiate the medical and environmental response once children with
elevated blood levels are reported. A primary source of screening information and detection
is conducted by the local Child Health and Disability Prevention Program (CHDP).
As part of the City's efforts to evaluate and reduce Lead Based Paint hazards, the City will
begin to work with the MAAC Project, a CHDO in National City, to provide for testing,
protection or removal of lead based paint hazards in conjunction with the City's housing
rehabilitation program. In addition, staff from the City will continue to attend meetings held
at the University of California, San Diego Western Regional Lead Training Center and receive
updated information on lead issues.
Community Development Needs
The City has a variety of non-housing community development needs including the
- Community Facilities
- Infrastructure Improvements
- Community Services
- Accessibility Needs
- Economic Development
Respondents to past Community Development Needs Assessments and Surveys ranked
Youth Centers, Child Care Centers, Parks and Recreation facilities as the highest community
facility needs. Street improvements, street lighting, sidewalk construction and drainage
improvements were listed as needed infrastructure improvements. Many
non-profit social service providers struggle to perform their services for the residents of
Chula Vista because of budget constraints. Since the City believes the supportive services
of these non-profits provide are important to residents with special needs, the City funds
these non-profits to ensure that their services will continue to meet the needs of low and
moderate income residents of Chula Vista. Peace Officers are also needed and the City
considers public safety as one of the highest priorities in the City.
Compliance with the American Disabilities Act is another priority. The City believes that it is
important to make sure all recreational and governmental activities are accessible to persons
with disabilities. Because the city has been negatively impacted by the economic recession,
economic development is a high priority. There is a need to increase employment
opportunities for City residents and to diversify the local economic base by attracting new
businesses and expanding existing companies.
The Chula Vista Community Development Department consulted with other key City
departments in the development of the Consolidated Plan. Other key public and quasi-public
agencies were contacted in preparation of the Plan such as the San Diego County Housing
Authority and the San Diego Association of Governments. The City also consulted with
agencies such as the Chula Vista Chamber of Commerce, Building Industry Association of
San Diego County and the South County Board of Realtors in developing economic
development priorities and the City consulted with a variety of social service agencies and
providers in developing community needs.
HOUSING AND COMMUNITY
Vision for Change
The overall goals of the strategy is to address housing and community development needs
of low income persons and families including the elderly, homeless and disabled.
Homeownership activities, preservation of at-risk affordable housing, rehabilitation of
owner-occupied and rental housing and mixed income rental housing acquisition, and
development are the City's major housing priorities. The following is a list of the priorities:
- Preserve the City's four apartment complexes which are at-risk of converting to
market rate rentals through acquisition by a local non-profit corporation.
- Continue the housing rehabilitation, rental rehabilitation, and mobile home
rehabilitation programs in order to preserve the City's aging housing stock.
- Continue to implement the City's Affordable Housing Program so that more newly
constructed rental for-sale units are made available to low, moderate, and middle income
- Assist low, moderate and middle income residents to become homeowners.
- Continue to support non-profit corporations to develop or rehabilitate rental housing
for very low and low income households.
- Continue to assist mobile home park residents who are faced with paying increasing
rents as well the closure of their mobile home parks.
- Utilize the Chula Vista Housing Authority to provide for newly constructed public
housing units in Chula Vista in conjunction with the San Diego County Housing Authority.
- Develop acquisition and/or rehabilitation of transitional housing.
- Provide supportive housing projects and programs for special needs populations.
- Provide rental assistance (Section 8 certificates and vouchers) to lower income
households with special needs overpaying for housing.
Non-Housing Community Development Priorities
The City's priorities focus on several areas such as community facilities, infrastructure
improvements,community services, accessibility and economic development. The following
provides the non-housing community development priorities:
- Provide for new community facilities and improve the quality of existing community
facilities to serve those of lower and moderate income.
- Provide for needed infrastructure improvements in lower and moderate income target
- Continue to fund public services for residents with special needs and leverage CDBG
public service funds with Department of Justice COPS I Grant funds to provide four
additional peace officers.
- Provide for the access needs of physically disabled.
- Provide proactive business assistance programs to encourage job creation through
business attraction, retention, and expansion.
The City will endeavor to integrate social services and housing activities for households
below the poverty line. These efforts include, but are not limited to the following:
- South Bay Community Services (SBCS) KIDBIZ Program; This program teaches "at
risk" youths to use their entrepreneurial skills in a positive way. Teenagers are taught to
develop their own business plans and to run their own businesses.
- Earned Income Tax Credit Program; SBCS also provides outreach and education to
the public about the Earned Income Tax Credit and assists qualifying citizens in applying for
- Palomar Trolley Commercial Center Project; SBCS and Habitat for Humanity are
pursuing the development of a retail shopping center to include a day care center and
- Park Village Apartments; On-site day care and training services are offered at this
recently completed 28-unit low income apartment project.
Housing and Community Development Resources
To ultimately reach its goals, the City must use a variety of resources. The limited City
resources must be leveraged with additional funds from private and public sources and
programs. Partnerships with banks, nonprofits, and private developers are needed.
Achieving these goals requires community volunteer efforts to raise funds, solicit grants and
donate time. The City can facilitate the use of tax-exempt financing (bond issuances), low
income tax credits, and other tax credit programs.
The City anticipates using federal programs such as CDBG, HOME, Section 8 Rental
Assistance, Stewart B. McKinney Homeless Act, HUD 202 Program, Federal tax exempt
housing revenue bonds and LIHPRHA. Several State and local programs will be used such as
the Redevelopment Agency 20% Set-Aside Program, Begin Program and Mortgage
Certificate Program. Non-profit resources include: non-profit housing developers and service
providers, the Savings Associations Mortgage Company, LISC and the California Community
Coordination of Strategic Plan
There are many organizations which play a role in implementing the City's five year
strategy. The coordination of these organizations in implementing the Five-Year Strategy
rests with the Community Development Department of the City. City staff continues to
work with the San Diego County Housing Authority to provide Section 8 rental assistance
and to build public housing in Chula Vista. Furthermore, City staff is proceeding with the
formation of Chula Vista's own Housing Authority and is meeting with staff at the County
Housing Authority regularly to smooth this transition of housing services. City staff attends
several coalition meetings such as the Housing and Community Development Federation of
San Diego, San Diego City-County Reinvestment Task Force and the local Community
Housing Resource Board.
The Department is currently working with many public and private organizations to
implement its housing and social services goals. These agencies, organizations and
institutions include the following: Redevelopment Agency of Chula Vista, San Diego County
Housing Authority, County of San Diego, State of California, private lenders, for-profit
developers, real estate professionals and non-profit institutions
ONE-YEAR ACTION PLAN
For FY 1995-96, the City of Chula Vista anticipates to receive $2,162,000 in CDBG funds
and $708,000 in HOME fiends, The City plans to pursue the following programs/activities
using these monies to address the identified housing and community development needs.
Description of Key Projects
- Chula Vista Fire & Police Department CAST Program
- Chula Vista Public Library Literacy Team
- MAAC Project - Otay Community Partnership Program
- Woodlawn Park Civic League - Community Center
- Lutheran Social Services - Project Hand
- Laubach Literacy Council - CV Literacy Program
- South Bay Community Services - Thursday's Meal
- Episcopal Community Services - Outreach Health Education
- AIDS Foundation of SD - Social Services and Case Management
- Alzheimer's Family Centers - Day Care and. Transportation
- Project Safehouse Shelter - Center for Women's Studies and Services
- Chula Vista Police Department - Intervention Team
- YMCA Family Stress Center - Psychotherapy Services
- YWCA of SD County - Domestic Violence Program
- Adult Protective Services - SB Adult Health Care
- Senior Adult Services - Meals on Wheels
- South County Council on Aging - Shared Housing
- The Access Center of SD - CV Employment Services
- Boys & Girls Club of Chula Vista - Funshine Day Camp
- Boys & Girls Club of Chula Vista - Fine Arts Program
- Jobs for Youth - Temporary Employment
- South Bay Family YMCA - Summer Day Camp
- South Bay Family YMCA - Sunshine Company Childcare
- South Bay Family YMCA - Youth Action Program
- South Bay Community Services - Casa Nuestra Youth Shelter
- Chula Vista Connection - Day Care Center
- Sweetwater Union High School District - Gang Prevention
- Chula Vista Police Dept. - PAL Program
- Vista Square Health Center - Health Start Program
- South Bay Community Services - Graffiti Eradication Program
- YMCA Teaching Pool
- Otay Town Gymnasium Facility
- ADA Curb Cuts
- ADA Modifications
- Boys & Girls Club Field Renovation
- SD Fair Housing Council
- Parks & Recreation Human Services Coordinator
- Chula Vista Human Services Council
- Lead-Based Paint Testing
- Lutheran Social Services Senior Home Repair Program
- Trolley Terrace Housing Project - Day Care Facility
- South Bay Community Services - Office Space
- South Bay Community Services Community Development Project
- SD Regional Task Force on the Homeless
- CDBG Program Administration
- Eastlake Bridge Housing
- HUD Section 236 At-Risk Housing
- Border Environmental Business Center (BEBC)
- COPS I Grant Program
Map 1 depicts points of interest in the
Map 2 depicts points of interest and low-moderate income
Map 3 depicts points of interest, low-moderate income
areas, and minority concentration levels.
Map 4 depicts points of interest, low-moderate income
areas, and unemployment.
Map 5 depicts points of interest, low-moderate income
areas, and proposed HUD funded projects.
Map 6 depicts Neighborhood Segments and proposed HUD
Map 7 depicts Neighborhood Segments and streets with
proposed HUD funded projects.
To comment on Chula Vista's Consolidated Plan, please contact Juan Arroyo,
Redevelopment Manager City of Chula Vista, at (619) 691-5047.
Return to California's Consolidated Plans