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

CITIZEN'S SUMMARY

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.

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 funds.

Citizen Participation

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 public.

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.

COMMUNITY PROFILE

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

Conditions

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.

Housing Needs

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.

Market Conditions

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.

Homeless Needs

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 living.

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 application.

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 project economics.

Fair Housing

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 City.


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 other efforts.


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.


Lead-Based Paint

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 following:
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.

Coordination

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 DEVELOPMENT STRATEGY

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.

Housing Priorities

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 households.


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 areas.


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.

Anti-Poverty Strategy

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 the program.


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 housing.


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 Reinvestment Corporation.

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

  1. Chula Vista Fire & Police Department CAST Program
  2. Chula Vista Public Library Literacy Team
  3. MAAC Project - Otay Community Partnership Program
  4. Woodlawn Park Civic League - Community Center
  5. Lutheran Social Services - Project Hand
  6. Laubach Literacy Council - CV Literacy Program
  7. South Bay Community Services - Thursday's Meal
  8. Episcopal Community Services - Outreach Health Education
  9. AIDS Foundation of SD - Social Services and Case Management
  10. Alzheimer's Family Centers - Day Care and. Transportation
  11. Project Safehouse Shelter - Center for Women's Studies and Services
  12. Chula Vista Police Department - Intervention Team
  13. YMCA Family Stress Center - Psychotherapy Services
  14. YWCA of SD County - Domestic Violence Program
  15. Adult Protective Services - SB Adult Health Care
  16. Senior Adult Services - Meals on Wheels
  17. South County Council on Aging - Shared Housing
  18. The Access Center of SD - CV Employment Services
  19. Boys & Girls Club of Chula Vista - Funshine Day Camp
  20. Boys & Girls Club of Chula Vista - Fine Arts Program
  21. Jobs for Youth - Temporary Employment
  22. South Bay Family YMCA - Summer Day Camp
  23. South Bay Family YMCA - Sunshine Company Childcare
  24. South Bay Family YMCA - Youth Action Program
  25. South Bay Community Services - Casa Nuestra Youth Shelter
  26. Chula Vista Connection - Day Care Center
  27. Sweetwater Union High School District - Gang Prevention
  28. Chula Vista Police Dept. - PAL Program
  29. Vista Square Health Center - Health Start Program
  30. South Bay Community Services - Graffiti Eradication Program
  31. YMCA Teaching Pool
  32. Otay Town Gymnasium Facility
  33. ADA Curb Cuts
  34. ADA Modifications
  35. Boys & Girls Club Field Renovation
  36. SD Fair Housing Council
  37. Parks & Recreation Human Services Coordinator
  38. Chula Vista Human Services Council
  39. Lead-Based Paint Testing
  40. Lutheran Social Services Senior Home Repair Program
  41. Trolley Terrace Housing Project - Day Care Facility
  42. South Bay Community Services - Office Space
  43. South Bay Community Services Community Development Project
  44. SD Regional Task Force on the Homeless
  45. CDBG Program Administration
  46. Eastlake Bridge Housing
  47. HUD Section 236 At-Risk Housing
  48. Border Environmental Business Center (BEBC)
  49. COPS I Grant Program

Maps

Map 1 depicts points of interest in the jurisdiction.

Map 2 depicts points of interest and low-moderate income areas.

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 funded projects.

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.
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