Agenda packet — El Cajon City Council, May 28, 2024 (part 1 of 2)

Time and Location
2nd and 4th Tuesday of each month. 3:00 PM
Council Chambers
200 Civic Center Way
El Cajon, CA 92020
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In-P
erson Comments
Members of the public may address the City Council/Agency Members on any item listed on the agenda, or on matters which are not listed on the agenda but are within the subject matter jurisdiction of the City Council, Housing Authority and Successor Agency to the El Cajon Redevelopment Agency.

Public comments are limited to three (3) minutes per person, per agenda item.

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Written Comments
Comments must be emailed to
[email protected] or mailed to the City Clerk at
200 Civic Center Way, El Cajon, CA 92020 and received by 4:00 pm the day prior to the City Council meeting for prompt distribution. Written public comments will be recorded in the public record and will be provided to the City Council in advance of the meeting for review.

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FUTURE AGENDAS
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CITY COUNCIL

HOUSING AUTHORITY AND

SUCCESSOR AGENCY TO THE EL CAJON

REDEVELOPMENT AGENCY

Council Chamber
200 Civic Center Way
El Cajon, CA 92020
Agenda
MAY 28, 2024, 3:00 p.m.

Bill Wells, Mayor Graham Mitchell, City Manager
Steve Goble, Councilmember Vince DiMaggio, Assistant City Manager Gary Kendrick, Councilmember Morgan Foley, City Attorney Michelle Metschel, Councilmember Angela Cortez, City Clerk Phil Ortiz, Deputy Mayor

CALL TO ORDER: Mayor Bill Wells

ROLL CALL: City Clerk Angela Cortez

PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE

POSTINGS: The City Clerk posted Orders of Adjournment of the May 14, 2024, Meetings and the Agenda of the May 28, 2024, Meeting in accordance to State Law and City Council/Housing Authority/Successor Agency to the Redevelopment Agency Policy.

PRESENTATIONS:

Presentation: Youth of the Year Award

Presentation: America on Main Street Sponsor Recognition

Proclamation: San Diego County Fair Day

AGENDA CHANGES:

~ Valley of opportunity
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CONSENT ITEMS:

Consent Items are routine matters enacted by one motion according to the RECOMMENDATION listed below. With the concurrence of the City Council, a Council Member or person in attendance may request discussion of a Consent Item at this time.

1. Minutes of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meeting

RECOMMENDATION:

That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency approves Minutes of the May 14, 2024, Meetings of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants
RECOMMENDATION:

That the City Council approves payment of Warrants as submitted by the Finance Department.

3. Approval of Reading Ordinances by Title Only
RECOMMENDATION:

That the City Council approves the reading by title and waives the reading in full of all Ordinances on the Agenda.

4. El Cajon Police Officers' Association Pay Rate Cleanup Language

RECOMMENDATION:

That the City Council approves and authorizes the terms and conditions of the Limited Side Letter Agreement between the City and the El Cajon Police Officers' Association (ECPOA).

5. El Cajon Police Officers' Association Management Group Pay Rate Cleanup Language

RECOMMENDATION:

That the City Council approves and authorizes the terms and conditions of the Limited Side Letter Agreement between the City and the El Cajon Police Officers' Association Management Group.

6. Award of Bid No. 001-25 – HVAC Maintenance & Repair Services

RECOMMENDATION:

That the City Council adopts the next Resolutions, in order, to:

Approve the Plans and Specifications for HVAC Maintenance & Repair Services, Bid No. 001-25; and

1. Award the bid to the lowest responsive, responsible bidder, Countywide Mechanical Systems, Inc., in the amount of $97,786.

2. 7. Award of Bid No. 002-25 – San Diego River Watershed Water Quality Improvement Project (Phase 2)

RECOMMENDATION:

That the City Council adopts the next Resolutions, in order, to:

Approve Plans and Specifications for the San Diego River Watershed Water Quality Improvement Project (Phase 2), Bid No. 002-25; and

1. Award the bid to the lowest responsive, responsible bidder, Downstream Services, Inc., in the amount of $130,118.

2. 8. Reject & Re-Bid of Bid No. 008-25 – Marquee Installation

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

Find the sole bidder non-responsive for the reasons set forth in the agenda report; and

1. Reject all bids and authorize re-bidding of the project with revised plans and specifications.

2. 9. Continuation of Emergency for Storm Damage Repairs to Public Facilities

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, proclaiming the Continuation of Emergency for Storm Damage Repairs to Public Facilities.

10. Adoption of the 2024-2028 Five Year Consolidated Plan and FY 2024-2025 One Year Annual Action Plan

RECOMMENDATION:

That the City Council:

Finalizes and approves the HUD allocations of CDBG and HOME for FY 2024-2025; and

1. Adopts the next Resolution, in order:

Approving and adopting the 2024-2028 Five Year Consolidated Plan and FY 2024-2025 One Year Annual Action Plan in the form presented, with such monetary and non-monetary changes as approved by the City Manager, and authorizes the City Manager or designee to submit the Plan to HUD, to make any necessary or needed corrections, including adjustments to allocations and to execute all affiliated documents; and a.

Accepting, appropriating, and expending HUD’s annual allocations for FY 2024-2025 ($1,282,473 in CDBG and $620,392 in HOME funds) and $37,086 in CDBG prior year unallocated funds.
b.

2. 11. Encroachment Agreement with Zayo Group, LLC., for the Installation and Operation of Fiber Optic Network in the City's Right-of-Way

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, authorizing an Encroachment Agreement with Zayo Group, LLC., for the installation and operation of a fiber optic telecommunications network within the City's right-of-way.

12. Award of RFP No. 014-25 – Professional Auditing Services

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to enter into an agreement with Rogers, Anderson, Malody & Scott, LLP. (RAMS), in an amount not to exceed $208,805 for the initial three-year term, with up to two additional one-year terms.

PUBLIC COMMENT:

At this time, any person may address a matter within the jurisdiction of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency that is not on the Agenda. Comments relating to items on today’s docket are to be taken at the time the item is heard. State law prohibits discussion or action on items not on the Agenda; however, Council, Authority and Agency Members may briefly respond to statements or questions. An item may be placed on a future Agenda.

WRITTEN COMMUNICATIONS:

PUBLIC HEARINGS:

ADMINISTRATIVE REPORTS:

13. San Diego State University Graduate Students Study of the City's Digital Permit Systems and Protocols

RECOMMENDATION:

That the City Council receives the report and provides feedback or direction to staff.

14. Speeding Enforcement Review and Review of Speed Hump Policy

RECOMMENDATION:

That the City Council receives the report as an informational item and provides feedback to staff.

15. Compensation for Executive and Unrepresented Employees (A-29) and City Manager

RECOMMENDATION:

That the Mayor provides an oral report summarizing recommended changes in compensation for the City’s “local agency executives” and, following the report, that the City Council:

Approves the changes to City Council Policy A-29 described below and reflected in the attachment; and

1. Adopts the next Resolution, in order, to approve the amendment to the employment contract with the City Manager, and authorizing the Mayor to execute the amendments, substantially in the forms as presented.

2. 16. Adopt Resolution for Certification of Disclosures for Interim Funding for East County Advanced Water Purification Program and Related CEQA Exemption

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

Authorize staff to prepare disclosure information in connection with the issuance of obligations by the East County Advanced Water Purification Joint Powers Authority and authorize other actions;

1. Certify the disclosures for interim notes for a total not-to-exceed amount of $400,000,000; and

2. Authorize the City Clerk to attest to the accuracy of the Resolution and take such other actions as may be necessary to demonstrate the Council's adoption of the Resolution in support of the issuance of debt by the East County Advanced Water Purification JPA.

3. COMMISSION REPORTS:

ACTIVITIES REPORTS/COMMENTS OF MAYOR WELLS
SANDAG (San Diego Association of Governments) Board of Directors.

17. Council Activity Report

ACTIVITIES REPORTS/COMMENTS OF COUNCILMEMBERS:

18. COUNCILMEMBER STEVE GOBLE
MTS (Metropolitan Transit System Board); East County Advanced Water Purification Joint Powers Authority Board; Chamber of Commerce – Government Affairs Committee; SANDAG – Board of Directors – Alternate; SANDAG Public Safety Committee – Alternate.

19. COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

20. COUNCILMEMBER MICHELLE METSCHEL
Harry Griffen Park Joint Steering Committee; METRO Commission/Wastewater JPA – Alternate; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate.

21. DEPUTY MAYOR PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Purification Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

JOINT COUNCILMEMBER REPORTS:

GENERAL INFORMATION ITEMS FOR DISCUSSION:

ORDINANCES: FIRST READING

ORDINANCES: SECOND READING AND ADOPTION

22. Zoning Code Update

RECOMMENDATION:

That Mayor Wells requests the City Clerk to recite the title.

An Ordinance Approving Zoning Code Amendment No. 2024-0001 for Amendment of Title 17 of the El Cajon Municipal Code for Economic Development, Housing, and other Minor Technical Changes, Revisions, and Edits.

This project is exempt pursuant to the California Environmental Quality Act ("CEQA") in accordance with State CEQA Guidelines section 15061(b)(3), the “Common Sense” exemption. The common sense exemption applies where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. The proposed amendment does not result in any development or changes to the physical environment and does not raise this project to a level of significance that warrants CEQA analysis.

CLOSED SESSIONS:

23. Closed Session - Conference with Real Property Negotiators - pursuant to Government Code section 54956.8:

Property:

APN 487-331-22-00
425 W. Main Street

Negotiating Party:

Jala, Inc.

Hitesh C. Patel, CEO

City Negotiators:

City Manager
Assistant City Manager
City Attorney

Under Negotiation:

Price and terms of payment for acquisition of property

ADJOURNMENT: The Adjourned Regular Joint Meeting of the El Cajon City Council/ El Cajon Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 28th day of May 2024, is adjourned to Tuesday, June 11, 2024, at 3:00 p.m.

City Council
Agenda Report
Agenda Item 1.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Angela Cortez, City Clerk
SUBJECT: Minutes of the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meeting
RECOMMENDATION:

Attachments
05-14-24DRAFTminutes - 3PM
05-14-24DRAFTminutes - 7PM

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 80 - 3:00 p.m.

JOINT MEETING OF THE

EL CAJON CITY COUNCIL/HOUSING

AUTHORITY/SUCCESSOR AGENCY

TO THE EL CAJON

REDEVELOPMENT AGENCY

MINUTES

CITY OF EL CAJON

EL CAJON, CALIFORNIA

May 14, 2024

A Regular Joint Meeting of the El Cajon City Council/Housing Authority/S uccessor Agency to the El Cajon Redevelopment Agency, held Tuesday, May 14 , 2024, was called to order by Mayor/Chair Bill Wells at 3:01 p.m., in the Council Chambers, 200 Civic Center Way, El Cajon, California.

R O L L C A L L
Council/Agencymembers present: Kendrick, Metschel, and Ortiz Council/Agencymembers absent: None
Deputy Mayor/Vice Chair present: Goble
Mayor/Chair present: Wells
Other Officers present: Mitchell, City Manager/Executive Director DiMaggio, Assistant City Manager
Foley, City Attorney/General Counsel
Cortez, City Clerk/Secretary

PLEDGE OF ALLEGIANCE TO THE FLAG led by Mayor Wells and MOMENT OF SILENCE.

POSTINGS: The City Clerk posted Orders of Adjournment of the April 23 , 2024, meeting and the Agenda of the May 14, 2024, meetings in accordance with State Law and El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Policy.

The Valley of Opportunity
~ ~ ~
C'o V '-ci ~PorateO

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 81 - 3:00 p.m.

PRESENTATIONS:

 Presentation: El Cajon Library Update

 Proclamation: National Public Works Weeks

 Proclamation: Bike Anywhere Day

 Presentation: America on Main Street & Foodie Fest

AGENDA CHANGES: None

CONSENT ITEMS: (1 – 13)

1. Minutes of El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency Meetings

Approve Minutes of the April 23 , 20 24, Meeting of the El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

2. Warrants

Approve payment of Warrants as submitted by the Finance Department.

3. Approval of Reading Ordinances by Title Only

Approve the reading by title and waive s the reading in full of all Ordinances on the Agenda.

4. Authorization to Accept, Appropriate, and Expend the CalRecycle Beverage Container Recycling City/County Grant for FY 2023-24

Adopt Resolution No. 043 -24, to Authorize the City Manager or designee to accept, appropriate, and expend funds received from the CalRecycle Beverage Container Recycling City/County Grant (CALCCPP24) for FY 2 023-24; and Authorize the City Manager or designee to execute any documents and agreements necessary to receive and use these funds.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 82 - 3:00 p.m.

CONSENT ITEMS: (Continued)

5. El Cajon Police Officers' Association Limited Side Letter: Temporary Upgrade Interpretation of Application

Approve and authorize the terms and conditions of the Limited Side Letter Agreement between the City and the El Cajon Police Officers' Association (ECPOA).

6. Tentative Agreement and Adoption of Memorandum of Understanding for th e El Cajon Police Officer Association

Approve the tentative agreement reached with the El Cajon Police Officer Association (ECPOA), and adopt Resolution No. 044 -24 approving the Memorandum of Understanding with the ECPOA (MOU) substantially in the form as presented at this meeting, and authorize the City Manager to execute a final MOU with such changes as approved by the City Manager provided that no change shall be made contrary to the terms of the tentative agreement.

DISCUSSION

In regards to Item 6 and 7, Councilmember Goble stated that the City of El Cajon allocates the highest budget amount to public safety, more so than any other city in the San Diego County.

Melad Tilko, representing ECPOA, thanked the City Council and staff for making labor negotiations effortless.

7. Tentative Agreement and Adoption of Memorandum of Understanding for the El Cajon Police Officer Association Management Group

Approve the tentative agreement reached with the El Cajon Police Officer Association - Management Gro up (ECPOA -MG), and adopt Resolution No. 045 -24, approving the Memorandum of Understanding with the ECPOA-MG (MOU) substantially in the form as presented at this meeting, and authoriz e the City Manager to execute a final MOU with such changes as approved by the City Manager provided that no change shall be made contrary to the terms of the tentative agreement.

8. Continuation of Emergency for Storm Damage Repairs to Public Facilities

Adopt Resolution No. 046 -24 proclaiming the Continuation of Emergency for Storm Damage Repairs to Public Facilities.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 83 - 3:00 p.m.

CONSENT ITEMS: (Continued)

9. Approval of a Resolution Authorizing Execution of the Fourth Amendment to Metro Wastewater JPA’s Joint Powers Agreement for the Metro Wastewater Joint Powers Authority Regarding Candidacy Requirements of the Treasurer and Auditor and the Legal Advisor

Approve the updates to the candidacy requirements of the Treasurer, Auditor, and Legal Advisor to the Metro Wastewater Joint Powers Authority and adopt Resolution No. 047- 24, to approve and execute the proposed Fourth Amendment to the Joint Exercise of Powers Agreement for the Metro Wastewater Joint Powers Authority to Amend Section

3.05 of the Joint Powers Agreement.

10. Award of Bid No. 005 -25 – Traffic Signal System M aintenance, Emergency Repairs, and Related Construction Services

1. Adopt Resolution No. 048 -24 to Approve the Plans and Specifications for Traffic Signal System Maintenance, Emergency Repairs, and Related Construction Services, Bid No. 005-25; and

2. Adopt Re solution No. 049 -24 to Award the bid to the lowest responsive, responsible bidder, Southwest Traffic Signal Service, Inc., in the amount of $473,740.40, with the option to renew for four additional one -year periods. The City of El Cajon’s portion of the award is $220,130.20 for the first year.

11. Authorization to Submit an Application for the Energy Efficiency and Conservation Block Grant Program

Adopt Resolution No. 050-24 to authorize the City Manager, or approved designee, to submit an application for the Energy Efficiency and Conservation Block Grant (EECBG).

12. March 31, 2024 Quarterly Treasurer’s Report

Receive the Treasurer’s Report for the quarter ended March 31, 2024.

13. Rejection of Sole Proposal to RFP No. 007-25 – East County Market Nights Management Services Re-Bid

Adopt Resolution No. 051-24 to reject the sole proposal.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 84 - 3:00 p.m.

CONSENT ITEMS: (Continued)

MOTION BY GOBLE, SECOND BY ORTIZ, to APPROVE Consent Items 1 to 13.

MOTION CARRIED BY UNANIMOUS VOTE.

PUBLIC COMMENT:

Brenda Hammond spoke about the County of San Diego ’s misuse of funds. Ms.

Hammond thanked the City Council for the summer concert series.

WRITTEN COMMUNICATIONS: None

PUBLIC HEARINGS:

14. Zoning Code Update

RECOMMENDATION:

That the City Council:

1. Opens the Public Hearing and receives testimony;

2. Closes the Public Hearing;

3. Moves to adopt the next Resolution, in order, approving the California Environmental Quality Act exemption; and

4. Introduces the next Ordinance, in order, approving Zoning Code Amend ment No. 2024-0001.

DISCUSSION

Deputy Director of Community Development, Noah Alvey, provided detailed information of the Item.

Mayor Wells opened the Public Hearing.

Discussion ensued among Council and Staff concerning the following:
 Set back information for porch structures;
 Options for shade structures; and
 Limitations for recycling center activities.

The following people spoke in support of the City’s decision to prohibit the sale of intoxicating hemp:

1. Jimena Villaseñor, representing the San Diego Regional Chamber of Commerce

2. Gina Austin

3. Rebecca Bramstetter, representing CASA & ECHTF

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 85 - 3:00 p.m.

PUBLIC HEARINGS: (Item 14 – Continued)

MOTION BY WELLS, SECOND BY METSCHEL, to CLOSE the Public Hearing.

MOTION CARRIED BY UNANIMOUS VOTE.

Discussion continued among Council and Staff concerning the following:
 Concern of homeless individuals sorting through recycling centers;  Request to change the shade structure limitations;
 Clarification that the recycling center will only be able to add e -waste, no other expansion approved; and
 Media campaign to educate store owners about intoxicating hemp.

MOTION BY GOBLE, SECOND BY WELLS, to ADOPT Resolution
No. 052-24, approving the California Environmental Quality Act exemption; and Introduce the next Ordinance, in order, ap proving Zoning Code Amendment No. 2024 -0001, with changes to section

17.225.160 (C) (4); strike section 17.225.160 (C) (3); and update to add cardboard and e-waste material.

MOTION CARRIED BY UNANIMOUS VOTE.

The City Clerk recited the title of the ordinance for a first reading.

AN ORDINANCE APPROVING ZONING CODE AMENDMENT NO. 2024-0001 FOR AMENDMENT OF TITLE 17 OF THE EL CAJON MUNICIPAL CODE

FOR ECONOMIC DEVELOPMENT, HOUSING, AND OTHER MINOR

TECHNICAL CHANGES, REVISIONS, AND EDITS

15. Delinquent Refuse/Recycling Collection Charges

RECOMMENDATION:

That the City Council:

1. Opens the Public Hearing and receives public testimony;

2. Closes the Public Hearing;

3. Adopts the next Resolution, in order, to confirm the list of property owners as delinquent in the payment of their mandatory refuse/recycling service bills; and

4. Authorizes the City Clerk to record the amount owed for each account as a lien on the respective property and forward the list to the County Tax Assessor for billing on the next property tax bill.

DISCUSSION

Deputy Director of Public Works, David Richards, provided a summary of the Item.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 86 - 3:00 p.m.

PUBLIC HEARINGS: (Item 15 – Continued)

Mayor Wells opened the Public Hearing.

No public comment was received for the Item.

Discussion ensued among Council , Staff and EDCO’s Director of Revenue Management Collections, Cindy Horne, regarding the lien process.

MOTION BY WELLS, SECOND BY METSCHEL, to CLOSE the Public Hearing.

MOTION CARRIED BY UNANIMOUS VOTE.

MOTION BY ORTIZ, SECOND BY METSCHEL, to ADOPT Resolutions 053-24A and 053 -24B to confirm the list of property owners as delinquent in the payment of their mandatory refuse/recycling service bills; and Authorize the City Clerk to record the amount owed for each account as a lien on the respective proper ty and forward the list to the County Tax Assessor for billing on the next property tax bill.

MOTION CARRIED BY UNANIMOUS VOTE.

Recess called at 4:20 p.m.

Meeting called back to order at 4:25 p.m.

ADMINISTRATIVE REPORTS:

16. Authorization to Circulate a Request for Proposals for Appraisal Services for 425 W. Main Street for Possible Acquisition by Eminent Domain

RECOMMENDATION:

Staff recommends that the City Council adopts the next Resolution, in order, authorizing staff to prepare and circulate a Request for Proposals (RFP) for appraisal services for 425 W. Main Street for the possible acquisition of the site through eminent domain.

DISCUSSION

Assistant City Manager DiMaggio, provided detailed information of the Item.

No public comment was received for the Item.

Discussion ensued among Council and Staff regarding the legal process for eminent domain.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 87 - 3:00 p.m.

ADMINISTRATIVE REPORTS: (Item 16 – Continued)

MOTION BY ORTIZ, SECOND BY KENDRICK, to ADOPT Resolution No. 054-24 authorizing staff to prepare and circulate a Request for Proposals (RFP) for appraisal services for 425 W. Main Street for the possible acquisition of the site through eminent domain.

MOTION CARRIED BY UNANIMOUS VOTE.

17. All-Way Stop Sign Request on Valley Lake Drive at Windmill View Road

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to establish permanent all- way stop signs on Valley Lake Drive at the intersection of Windmill View Road.

DISCUSSION

Deputy Director of Public Works, Mario Sanchez, provided detailed information of the Item.

No public comment was received for the Item.

Discussion ensued among Council and Staff regarding the concern of traffic back-ups in the area, due to the all-way stop signs.

MOTION BY KENDRICK, SECOND BY ORTIZ, t o ADOPT Resolution No. 055-24 to establish permanent all -way stop signs on Valley Lake Drive at the intersection of Windmill View Road.

MOTION CARRIED BY UNANIMOUS VOTE.

18. Traffic Calming Request for Taft Avenue

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

1. Establish permanent stop signs on Taft Avenue at the intersections of Pauline Avenue and Renette Avenue; and

2. Install new roadway striping along the entire length of Taft Avenue from Washington Street to the southerly terminus, including Herbert Street.

DISCUSSION

Deputy Director of Public Works, Mario Sanchez, provided detailed information of the Item.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 88 - 3:00 p.m.

ADMINISTRATIVE REPORTS: (Item 18 – Continued)

Discussion ensued among Council and Staff concerning the following:
 Results from traffic study on Taft Avenue;
 Stop sign options; and
 Speed hump policy report.

Steven Martin, Taft Avenue resident, spoke of the speeding traffic concerns on Taft Avenue.

MOTION BY KENDRICK, SECOND BY ORTIZ, to ADOPT Resolution No. 056-24 to e stablish permanent stop signs on Taf t Avenue at the intersections of Pauline Avenue and Renette Avenue; and Install new roadway striping along the entire length of Taft Avenue from Washington Street to the southerly terminus, including Herbert Street.

MOTION CARRIED BY UNANIMOUS VOTE.

19. Fire Engine Funding and Purchase to Implement Engine 208 Plan

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

1. Re-appropriate $1,000,000 from the San Diego River Conservancy Grant (WEAP21) from Task 3 (Wildfire and Forest Resilience Program) to Task 7 (Fire Hazard Mitigation Equipment);

2. Re-allocate and re-appropriate $500,000 of the American Rescue Plan Act (ARPA) funds from ARP08 (Economic Development) to ARP22;

3. Approve the capital expenditure for the purchase of a new Fire Engine for a not- to-exceed amount of $1,500,000, and authorize the Purchasing Agent, in accordance with Municipal Code section 3.20.010(C)(5), to execute an agreement for the capital expenditure, using a coo perative, for the purchase of a Fire Engine (Engine) for a not -to-exceed amount of $1,200,000 and outfitting costs for this Engine in a not-to-exceed amount of $300,000.

DISCUSSION

Fire Chief, Bent Koch, provided detailed information of the Item.

No public comment was received for the Item.

MOTION BY ORTIZ, SECOND BY METSCHEL, to ADOPT Resolution No. 057-24 Re-appropriate $1,000,000 from the San Diego River Conservancy Grant (WEAP21) from Task 3 (Wildfire and Forest Resilience Program) to Task 7 (Fire Hazard Mitigation Equipment); Re-

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 89 - 3:00 p.m.

ADMINISTRATIVE REPORTS: (Item 19 – Continued)

allocate and re -appropriate $500,000 of the American Rescue Plan Act (ARPA) funds from ARP08 (Economic Development) to ARP22; Approve the capital expenditure for the purcha se of a new Fire Engine for a not - to-exceed amount of $1,500,000, and authorize the Purchasing Agent, in accordance with Municipal Code section 3.20.010(C)(5), to execute an agreement for the capital expenditure, using a cooperative, for the purchase of a Fire Engine (Engine) for a not -to-exceed amount of $1,200,000 and outfitting costs for this Engine in a not -to-exceed amount of $300,000.

MOTION CARRIED BY UNANIMOUS VOTE.

20. Update on the Business Facade Grant Program & Funding Repairs at 405 E.

Lexington Avenue

RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

1. Reallocate ARPA funds up to $962,871 from Economic Development (ARP08) and $287,129 from Small Business Incubator (ARP20) to Business Façade Grant Program (ARP21); and

2. Appropriate up to $300,000 of General Fund Carryover Reserves to the Fiscal Year 2023 -2024 Public Works Facilities Maintenance (101550) Annual Budget for building improvements at 405 E. Lexington Avenue.

Alternatively, if the City Council wishes to keep the Business Facade Grant Program funding at the same level, staff recommends that it provides feedback on a rubric to allocate funding.

DISCUSSION

Senior Management Analyst, Ryan Villegas, provided detailed information of the Item.

No public comment was received for the Item.

Discussion ensued among Council and Staff regarding the different options provided by staff.

MOTION BY GOBLE, SECOND BY ORTIZ, to ADOPT Resolution No. 058- 24 to approve allocation of additional American Rescue Plan Act fund s for a Business Façade and Sign Improvement Grant Program.

MOTION CARRIED BY UNANIMOUS VOTE.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 90 - 3:00 p.m.

ADMINISTRATIVE REPORTS: (Item 20 – Continued)

MOTION BY GOBLE, SECOND BY ORTIZ, to ADOPT Resolution No. 059- 24 to approve the allocation of General Fund Reser ves for Improvements at 405 East Lexington Avenue, and Redirection of unspent American Rescue Plan Act (ARPA) Funds to Other Projects.

MOTION CARRIED BY UNANIMOUS VOTE.

COMMISSION REPORTS: None

ACTIVITIES REPORTS/COMMENTS OF MAYOR WELLS:

SANDAG (San Diego Association of Governments) Board of Directors.

21. Council Activities Report/Comments

Report as submitted.

ACTIVITIES REPORTS OF COUNCILMEMBERS:

22. COUNCILMEMBER STEVE GOBLE
MTS (Metropolitan Transit System Board); East County Advanced Wa ter Purification Joint Powers Authority Board; Chamber of Commerce – Government Affairs Committee; SANDAG – Board of Directors – Alternate; SANDAG Publi c Safety Committee – Alternate.

Council Activities Report/Comments.

In addition to the submitted report, Councilmember Goble provided information about a new transportation service from MTS, shared information about the Advanced Water Purification project and a Lift Assist program that will soon be available for residents.

23. COUNCILMEMBER GARY KENDRICK
METRO Commission/Wastewater JPA; Heartland Communications; Heartland Fire Training JPA.

Council Activities Report/Comments.

Report as submitted.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 91 - 3:00 p.m.

ACTIVITIES REPORTS OF COUNCILMEMBERS: (Continued)

24. COUNCILMEMBER MICHELLE METSCHEL
Harry Grif fen Park Joint Steering Committee; Heartland Communications – Alternate; Heartland Fire Training JPA – Alternate; METRO Commission/Wastewater JPA – Alternate.

Council Activities Report/Comments.

Councilmember Metschel stated that she was not able to a ttend the TEDx Event, as submitted in her report.

25. DEPUTY MAYOR PHIL ORTIZ
League of California Cities, San Diego Division; East County Economic Development Council; MTS (Metropolitan Transit System Board) – Alternate; East County Advanced Water Puri fication Joint Powers Authority Board – Alternate; Chamber of Commerce – Government Affairs Committee – Alternate.

Council Activities Report/Comments.

In addition to the submitted Report, Deputy Mayor Ortiz, stated he attended an Economic Development Council meeting at Gillespie Field on May 14, 2024.

JOINT COUNCILMEMBER REPORTS:

26. Panhandling Signs

RECOMMENDATION:

That the City Council considers changing the City's panhandling signs with different messaging.

DISCUSSION

Councilmember Kendrick, provided detailed information of the Item.

No public comment was received for the Item.

Discussion ensued among Council and Staff concerning the following:
 Panhandlers standing on median;
 Caution about wording used on signs; and
 Over saturation of signs on the street.

MOTION BY WELLS, SECOND BY GOBLE, to DIRECT staff to provide the City Council with information about educational signs against panhandling, budget, message and other pertinent information.

MOTION CARRIED BY UNANIMOUS VOTE.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 92 - 3:00 p.m.

GENERAL INFORMATION ITEMS FOR DISCUSSION: None

ORDINANCES: FIRST READING - None

ORDINANCES: SECOND READING AND ADOPTION - None

CLOSED SESSIONS:

RECOMMENDATION: That the City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency adjourns to Closed Session as follows:

27. Closed Session - Conference with Labor Negotiators pursuant to Government Code section 54957.6

Agency Designated Representatives:

Graham Mitchell, City Manager
Vince DiMaggio, Assistant City Manager
Marisol Thorn, Director of Human Resources
Clay Schoen, Director of Finance

Unrepresented Employees:

City Manager, and Executive, Unrepresented and Confidential Employees under City Council Policy A-29

28. Closed Session - Conference with Legal Counsel - Existing Litigation – pursuant to paragraph (1) of subdivision (d) of Government Code section 54956.9: City of El Cajon vs. William H. Moore and Terry L. Moore; Superior Court of California, County of San Diego; Case No.: 37-2022-00044523-CU-OR-CTL

Councilmember Me tschel announced she will abstain from participating on Item 27 because she lives within 500 feet of the property under existing litigation.

MOTION BY WELLS, SECOND BY ORTIZ, to ADJOURN to Closed
Session at 5:35 p.m.

MOTION CARRIED BY UNANIMOUS VOTE.

RECONVENED to Open Session at 6:18 p.m.

City Attorney Foley reported the following actions:

27. Direction was given to Labor Negotiators

28. Direction was given to the City Attorney

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 93 - 3:00 p.m.

Adjournment: Mayor Wells adjourned the Regular Joint Meeting of the El Cajon City Council/ Housing Authority/Successor Agency to the El Cajon Redevelopment Agency held this 14th day of May, 2024, at 6:19 p.m., to Tuesday, May 14, 2024, at 7:00 p.m.

________________________
ANGELA L. CORTEZ, CMC
City Clerk/Secretary

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 94 - 7:00 p.m.

JOINT MEETING OF THE

EL CAJON CITY COUNCIL/HOUSING

AUTHORITY/SUCCESSOR AGENCY

TO THE EL CAJON

REDEVELOPMENT AGENCY

MINUTES

CITY OF EL CAJON

EL CAJON, CALIFORNIA

May 14, 2024

An Adjourned Regular Joint Meeting of the El Cajon City Council/Housing Authority/ Successor Agency to the El Cajon Redevelopment Agency, held Tuesday, May 14 , 2024, was called to order by Mayor/Chair Bill Wells at 7:00 p.m., in the Council Chambers, 200 Civic Center Way, El Cajon, California. This meeting was adjourned from the Adjourned Regular Joint Meeting held at 3:00 p.m., Tuesday, May 14, 2024, by order of the El Cajon City Council/Housing Authority/Successor Agency to the El Cajon Redevelopment Agency.

R O L L C A L L
Council/Agencymembers present: Metschel, and Ortiz
Council/Agencymembers absent: Kendrick
Deputy Mayor/Vice Chair present: Goble
Mayor/Chair present: Wells
Other Officers present: Mitchell, City Manager/Executive Director DiMaggio, Assistant City Manager
Foley, City Attorney/General Counsel
Cortez, City Clerk/Secretary

PLEDGE OF ALLEGIANCE TO THE FLAG led by Mayor Wells and MOMENT OF SILENCE.

AGENDA CHANGES:

The Valley of Opportunity
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Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 95 - 7:00 p.m.

PUBLIC COMMENT: None

PUBLIC HEARINGS:

100. Nine Unit Density Bonus Residential Development

RECOMMENDATION:

That the City Council:

1. OPENS the Public Hearing and received testimony;

2. CLOSES the Public Hearing;

3. MOVES to adopt the next Resolution, in order, ADOPTING the Mitigated Negative Declaration; and

4. MOVES to adopt the next Resolutions, in order, APPROVING GPA-2023-0001, ZR-2023-0001, TSM-2023-0012, and SDP-2023-0001, subject to conditions.

DISCUSSION

Community Development Associate Planner , Spencer Hayes , provided a summary of the Item.

Mayor Wells opened the Public Hearing.

Vince Kattuoula, representing Avocado 237 LLC, shared information about the upcoming project.

MOTION BY WELLS, SECOND BY METSCHEL, to CLOSE the Public Hearing.

MOTION CARRIED BY UNANIMOUS VOTE
OF THOSE PRESENT (KENDRICK – Absent)

Discussion ensued among Council and Staff concerning the following:
 Parking availability for the proposed project;
 Gate accessibility; and
 Some units available to low income applicants.

MOTION BY ORTIZ, SECOND BY METSCHEL, to ADOPT Resolution No. 060-24, to ADOPT the Mitigate d Negative Declaration for a Nine -Unit Common Interest Residential Project; Adopt Resolution No. 061 -24, approving General Plan Amendment No. 2023 -0001; Adopt Resolution No. 062 -24, approving Zone Reclassification No. 2023 -001; Adopt Resolution No. 063 -24, approving Tentative Subdivision Map No. 2023 - 0012; and Adopt Resolution No. 064 -24, approving Site Development Plan Permit No. 2023 -0001, for a condominium project on the Northeast corner of East Main Street and Oakdale Avenue.

Joint Meeting: El Cajon City Council/Housing Authority/ May 14, 2024 Successor Agency to the Redevelopment Agency - 96 - 7:00 p.m.

PUBLIC HEARINGS: (Item 100 – Continued)

MOTION CARRIED BY UNANIMOUS VOTE
OF THOSE PRESENT (KENDRICK – Absent)

ADJOURNMENT: Mayor Wells adjourned the Adjourned Regular Joint Meeting of the El Cajon City Council /Housing Authority /Successor Agency to the El Cajon Redevelopment Agency, held this 14th day of May, 2024, at 7:27 p.m., to Tuesday, May 28, 2024, at 3:00 p.m.

__________________________
ANGELA L. CORTEZ, CMC
City Clerk/Secretary

City Council
Agenda Report
Agenda Item 4.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Marisol Thorn, Director of Human Resources
SUBJECT: El Cajon Police Officers' Association Pay Rate Cleanup Language RECOMMENDATION:

That the City Council approves and authorizes the terms and conditions of the Limited Side Letter Agreement between the City and the El Cajon Police Officers' Association (ECPOA).

BACKGROUND:

In the last couple of years, the City transitioned from Finance Plus to Tyler Technologies for all financial transactions. More recently, the City finalized full transition of payroll processing to Tyler Technologies. During the implementation of the payroll processing module, the City noted a difference in the rounding calculation of pay rate increases in the new system from the prior system. The prior system used manual entry pay rates and the foundation of the pay rates was tied to a historical paper document which had a distinct rounding calculation. As a result, this created a pay rate discrepancy between the existing negotiated pay rate tables and the Tyler generated pay rate tables. The discrepancy required the City to meet and confer with the associations that were still under contract, and subsequently make pay rate modifications to the existing negotiated pay rate tables in order to not adversely impact employees' paychecks issued from the Tyler Technologies system. The final pay rates are incorporated in the side letter agreement and retro to June 24, 2023.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

City Council approval of the proposed agreement between the City and the El Cajon Police Officers' Association is exempt from the California Environmental Quality Act ("CEQA") in accordance with section 15378(b)(2) of the State CEQA Guidelines because they are personnel-related actions and therefore not a project.

FISCAL IMPACT:

No Fiscal Impact, the changes were captured in the budget.

Prepared By: Marisol Thorn, Director of Human Resources Reviewed By:

Approved By: Graham Mitchell, City Manager
Attachments
Side Letter
.!!!!_ Valley of opportunity
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Side Letter
05/16/2024
Side Letter Agreement
Between The City of El Cajon and
The El Cajon Police Officers' Association (POA)
Regarding Pay Rate Corrections
The City of El Cajon (City) and the El Cajon Police Officers' Association (POA) hereby agree to modify the 2019-2024 Memorandum of Understanding (MOU) between the parties as follows:

1. Any subsequent agreements or changes to this side letter agreement shall be subject to the meet and confer requirements of the Meyers-Milias-Brown Act.

2. The City and the POA acknowledge the implementation of Tyler Technologies (Tyler) as the City's new financial system;

3. The City and POA recognize and acknowledge a pay rate discrepancy between the existing pay rate table and the Tyler generated pay rate table as a result of mathematical rounding.

4. The City and POA recognize and agree that the City had to make pay rate modifications to existing negotiated pay rates in order to not adversely impact employee pay upon implementation of the new payroll function under Tyler;

5. The City and POA acknowledge the pay rate modifications were effective June 24, 2023 and as stated in Appendix A.

All other provisions of the current 2019-2024 MOU remain in full force and effect.

To~o the terms and conditions of this side letter •;~en~_ '1, Li Melad Tilko, President, POA
~ ~
Marisol Thom, Director of Human Resources
Date
Date
H:\PS\MEET AND CONFER \SIDE LETTER AGREEMENTS\ECPOA\2024 Side Letter Agreement re Pay Rate Modification.docx

APPENDIX A

EFFECTIVE DATE CLASSIFICATION STEP HOURLY RATE ANNUAL SALARY 06/24/2023 POLICE CORPORAL 1 $ 44.8921 $ 93,375.62
2 $ 47.1367 $ 98,044.44
3 $ 49.4936 $ 102,946.74
4 $ 51.9683 $ 108,093.96
5 $ 54.5667 $ 113,498.84
.
06/24/2023 POLICE OFFICER 1 $ 42.7384 $ 88,895.82
2 $ 44.8753 $ 93,340.52
3 $ 47.1191 $ 98,007.78
4 $ 49.4751 $ 102,908.26
5 $ 51.9488 $ 108,053.40
06/24/2023 POLICE SERGEANT 1 $ 51.8700 $ 107,889.60
2 $ 54.4635 $ 113,284.08
3 $ 57.1867 $ 118,948.44
4 $ 60.0460 $ 124,895.68
5 $ 63.0483 $ 131,140.36
H:IPSIMEET AND CONFER\SIDE LETTER AGREEMENTS\ECPOA\2024 Side Letter Agreement re Pay Rate Modification.docx
City Council
Agenda Report
Agenda Item 5.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Marisol Thorn, Director of Human Resources
SUBJECT: El Cajon Police Officers' Association Management Group Pay Rate Cleanup Language
RECOMMENDATION:

That the City Council approves and authorizes the terms and conditions of the Limited Side Letter Agreement between the City and the El Cajon Police Officers' Association Management Group.

BACKGROUND:

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

City Council approval of the proposed agreement between the City and the El Cajon Police Officers' Association Management Group is exempt from the California Environmental Quality Act ("CEQA") in accordance with section 15378(b)(2) of the State CEQA Guidelines because it is a personnel-related action and therefore not a project.

FISCAL IMPACT:

No fiscal impact, the changes were captured in the budget.

Prepared By: Marisol Thorn, Director of Human Resources Reviewed By:

Approved By: Graham Mitchell, City Manager
.!!!!_ Valley of opportunity
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Attachments
Side Letter
05/16/2024
Side Letter Agreement
Between The City of El Cajon and
The El Cajon Police Officers' Association Management Group (ECPOAMG) Regarding Pay Rate Corrections
The City of El Cajon (City) and the El Cajon Police Officers' Association Management Group (ECPOAMG) hereby agree to modify the 2019-2024 Memorandum of Understanding (MOU) between the parties as follows:

1. Any subsequent agreements or changes to this side letter agreement shall be subject to the meet and confer requirements of the Meyers-Milias-Brown Act.

2. The City and the ECPOAMG acknowledge the implementation of Tyler Technologies (Tyler) as the City's new financial system;

3. The City and ECPOAMG recognize and acknowledge a pay rate discrepancy between the existing pay rate table and the Tyler generated pay rate table as a result of mathematical rounding.

4. The City and ECPOAMG recognize and agree that the City had to make pay rate modifications to existing negotiated pay rates in order to not adversely impact employee pay upon implementation of the new payroll function under Tyler;

5. The City and ECPOAMG acknowledge the pay rate modifications were effective June 24, 2023 and as stated in Appendix A.

All other provisions of the current 2019-2024 MOU remain in full force and effect.

The parties hereby agree to the terms and conditions of this side letter agreement. \ C •
\ /~LA..

Jerem'fah·tarson, President (2023), ECPOAMG Date
Marisol Thorn, Director of Human Resources Date
H:\PS\MEET AND CONFER\SIDE LETTER AGREEMENTS\ECPOA-MG\2024 Side Letter Agreement re Pay Rate Modification.docx ·

APPENDIX A

EFFECTIVE DATE CLASSIFICATION STEP HOURLY RATE ANNUAL SALARY 04/13/2024 POLICE CAPTAIN 1 $ 82.3914 $ 171,374.06
2 $ 86.4934 $ 179,906.22
3 $ 90.8006 $ 188,865.30
4 $ 95.3231 $ 198,272.10
5 $ 100.0718 $ 208,149.24
. .
04/13/2024 POLICE LIEUTENANT 1 $ 71.8118 $ 149,368.44
2 $ 75.3849 $ 156,800.54
3 $ 79.1367 $ 164,604.44
4 $ 83.0760 $ 172,798.08
5 $ 87.2123 $ 181,401.48
H:\PSIMEET AND CONFERISIDE LETTER AGREEMENTSIECPOA-MG\2024 Side Letter Agreement re Pay Rate Modification.docx
City Council
Agenda Report
Agenda Item 6.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Mara Romano, Purchasing Agent
SUBJECT: Award of Bid No. 001-25 – HVAC Maintenance & Repair Services RECOMMENDATION:

That the City Council adopts the next Resolutions, in order, to:

Approve the Plans and Specifications for HVAC Maintenance & Repair Services, Bid No. 001-25; and

1. Award the bid to the lowest responsive, responsible bidder, Countywide Mechanical Systems, Inc., in the amount of $97,786.

2. BACKGROUND:

HVAC Maintenance & Repair Services comprises preventative maintenance and as-needed heating, ventilation, and air conditioning units and plumbing repair services at City facilities.

The bid includes an opportunity for the City to renew the contract for up to four optional one-year terms.

The bid was advertised on February 8, 2024. The City received six responses on April 8, 2024, and evaluated the three lowest bid submissions. The summary of bids is attached, and complete proposals are on file in the Purchasing Division.

Staff recommends the City Council adopt resolutions to (1) Approve the plans and specifications for the service, and (2) Award the bid to the lowest responsive, responsible bidder, Countywide Mechanical Systems, Inc., in the amount of $97,786.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed HVAC Maintenance & Repair Services is exempt from the California Environmental Quality Act ("CEQA") pursuant to section 15301 of the State CEQA Guidelines.

This exemption applies to projects involving repair and maintenance of existing public or private structures, facilities, and mechanical equipment involving negligible or no expansion of use.

FISCAL IMPACT:

The fiscal impact for the initial one-year term is $97,786. Sufficient funds are included in the proposed Fiscal Year 2024-25 Annual Budget Public Works Facilities-Repairs & Maint (101550) and Magnolia-Repairs & Maint (241600), contingent upon City Council approval. Subsequent 4-year costs are estimated to total $442,543.38.
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Prepared By: Mara Romano, Purchasing Agent
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Resolution - Plans & Specs
Resolution - Awd
Bid Summary - 001-25

Page 1 of 1 ends

RESOLUTION NO. __ -24

RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR

HVAC MAINTENANCE & REPAIR SERVICES
(Bid No. 001-25)

WHEREAS, the Director of Public Works has submitted plans and specifications for the HVAC Maintenance & Repair Services project (the "Project"); and

WHEREAS, it appears to be in the best interests of the City of El Cajon that the plans and specifications for the Project should be approved.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. That the plans and specifications for the Project submitted by the Director of Public Works are hereby approved and adopted as the official plans and specifications for said Project.

2. Said plans and specifications are directed to be filed i n the office of the Director of Public Works of the City of El Cajon.

05/28/24 CC Agenda
Reso – Bid 001-25 – HVAC Maint. & Rep. – Plans & Specs (Countywide Mechanical Services, Inc.) 051324

Page 1 of 2 ends

RESOLUTION NO. __-24

RESOLUTION AWARDING BID FOR

HVAC MAINTENANCE & REPAIR SERVICES
(Bid No. 001-25)

WHEREAS, the HVAC Maintenance & Repair Services project (the "Project") for the City of El Cajon (the "City") encompasses preventative maintenance and as -needed heating, ventilation, and air conditioning units and plumbing repair services at City facilities; and

WHEREAS, Bid No. 001-25 was advertised on February 8, 2024, and six (6) responses were received on April 8, 2024 and staff evaluated the three lowest bid submissions; and

WHEREAS, after evaluation of the three lowest bids, staff recommends the City Council awards the bid to the lowest responsive, responsible bidder, Countywide Mechanical Systems, Inc. in the not-to-exceed amount of $97,786.00; and;

WHEREAS, the fiscal impact of the award is $97,786.00, and sufficient funds are included in the proposed Fiscal Year 2024- 25 Annual Budget Public Works Facilities -Repairs & Maintenance (101550) and Magnolia- Repairs & Maintenance (241600), contingent upon City Council approval; and

WHEREAS, the Project is for an initial one-year term, with options to continue the Project for four (4) additional one-year terms; and

WHEREAS, the Project is exempt from the California Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines section 15301(c) because it repair and maintenance of existing public facilities; and

WHEREAS, the City Council believes it to be in the best interests of the City to award the bid to National Plant Services, Inc. , as the lowest responsive, responsible bidder, in the not-to- exceed amount of $97,786.00.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The above recitals are true and correct, and are the findings of the City Council.

2. The City Council hereby finds that the Project is
exempt from the California
Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines section 15301(c) because it involves repair and maintenance of existing public facilities.

2 The City Council hereby awards the bid for the Project to the lowest responsive, responsible bidder:

Countywide Mechanical Systems, Inc.

Page 2 of 2 ends

in an amount not to exceed $97,786.00.

3 The City Manager and City Clerk are authorized and directed to execute a contract for the Project on behalf of the City of El Cajon, with such changes or amendments as maybe approved by the City Manager.

05/28/24 CC Agenda
Reso – Bid 001-25 – HVAC Maint. & Rep. – Awd (Countywide Mechanical Services, Inc.) 051324

City of El Cajon – Purchasing Division

BID EVALUATION
(To be included as an attachment to the agenda report.) Bid No. 001-25 Bid Name: HVAC Maintenance & Repair Services Solicitation Due Date/Time: April 8, 2024/ 2:00 p.m. Initial Date of Advertisement: February 8, 2024

Number of Responses Received: 6

Bid Estimate: $85,500

SUMMARY OF BIDS (INCLUDE ANY ADD. ALTS.):

BID EVALUATION (TOP THREE LOWEST RESPONSES):

Bidder Bid
Responsiveness
Notes
Countywide Mechanical Systems, LLC Yes
ACCO Engineered Systems, Inc. Yes
Southwest Mechanical Services, Inc. Yes

LEGAL REVIEW REQUIRED: YES  NO  IF YES, DATE LEGAL REVIEW COMPLETED: April 18, 2024 RENEWAL OPTIONS: YES  NO  IF YES, SPECIFY TERM W/RENEWAL OPTIONS: _ INITIAL ONE YEAR TERM WITH THE OPTION TO RENEW FOR FOUR ADDITIONAL ONE YEAR PERIODS_ _ __ _ ______________ LOWEST, RESPONSIVE, RESPONSIBLE BIDDER NAME AND AMOUNT: COUNTYWIDE MECHANICAL SYSTEMS, INC., $97,786
PURCHASING DIVISION:

Review Completed By: Mara Romano Date: April 22, 2024

~
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Vendor Vend or Type Bid Amount Form at Submit Dat e Status Countywide Mechan i al Systems , Inc Local S97,786.0000 Elec ronic 04/ 03/ 2024 3:54:22 PM Subm i ted cco Engineered Systems, Inc. C DI S101,240.0000 Elec·ronic 04/08/ 2024 10:08:37 AM Subm i· ed Southwes Mechanical Service Inc. Local S105, .28.0000 Elec·ronic 04/08/ 2024 1:35:12 PM Subm i· ed Mesa Energy Systems, Inc. CAOI • Local S117,084.0000 Electronic 0 / 08/2024 1:03:38 PM Subm i ed Paradigm Mechanical DBE, CADIR, WBE S144,390.0000 Elec ronic 04/ 08/ 2024 11:S358 AM s ubm i ted R M AIR ENGINEE ING INC C DI ,WBE S262,760.0000 Elec ronic 04/ 01/ 2024 10:19:1 9 AM Subm i ed City Council
Agenda Report
Agenda Item 7.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Mara Romano, Purchasing Agent
SUBJECT: Award of Bid No. 002-25 – San Diego River Watershed Water Quality Improvement Project (Phase 2)
RECOMMENDATION:

That the City Council adopts the next Resolutions, in order, to:

Approve Plans and Specifications for the San Diego River Watershed Water Quality Improvement Project (Phase 2), Bid No. 002-25; and

1. Award the bid to the lowest responsive, responsible bidder, Downstream Services, Inc., in the amount of $130,118.

2. BACKGROUND:

The San Diego River Watershed Water Quality Improvement Project (Phase 2) is funded by the San Diego River Conservancy (SDRC) Grant. The SDRC extended the original deadline for this project which permitted the installation of additional trash full capture devices in storm drain inlets in El Cajon's designated environmental justice communities. These controls keep storm drains clean and clear of contaminants as required by regional, state, and national regulations.

The bid was advertised on March 21, 2024, and the City received two responses on April 29, 2024; all responses were evaluated. The summary of bids is attached, and complete proposals are on file in the Purchasing Division.

Staff recommends the City Council adopts resolutions to (1) approve the plans and specifications for the project, and (2) award the bid to the lowest responsive, responsible bidder, Downstream Services, Inc., in the amount of $130,118.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed San Diego River Watershed Water Quality Improvement Project (Phase 2) is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308 as this action implements actions to assure the maintenance, restoration, enhancement, and protection of the environment.

FISCAL IMPACT:

The fiscal impact is $130,118. Sufficient funds are available in the Fiscal Year 2023-24 San Diego River Watershed Water Quality Improvement Project (Phase 2) (243819PWCP). .!!!!_ Valley of opportunity
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Prepared By: Mara Romano, Purchasing Agent
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Resolution - Plans & Specs
Resolution - Awd
Bid Summary - 002-25

Page 1 of 1 ends

RESOLUTION NO. -24

RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR SAN DIEGO WATERSHED WATER QUALITY IMPROVEMENT PROJECT (PHASE 2)
(Bid No. 002-25)

WHEREAS, the Director of Public Works has submitted plans and specifications for the Resolution Awarding Bid For San Diego Watershed Water Quality Improvement Project (Phase 2) (Bid No. 002-25) project (the "Project"); and

WHEREAS, it appears to be in the best interests of the City of El Cajon that the plans and specifications for the Project should be approved.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. That the plans and specifications for the Project subm itted by the Director of Public Works are hereby approved and adopted as the official plans and specifications for said Project.

2. Said plans and specifications are directed to be filed in the office of the Director of Public Works of the City of El Cajon.

05/28/24 CC Agenda
Reso – Bid No. 002-25 – San Diego River Watershed Water Quality Improvement Project (Phase 2) (Downstream Svcs Inc) 050925

Page 1 of 2 ends

RESOLUTION NO. -24

RESOLUTION AWARDING BID FOR SAN DIEGO WATERSHED
WATER QUALITY IMPROVEMENT PROJECT (PHASE 2)
(Bid No. 002-25)

WHEREAS, Bid No. 002-25 the San Diego Watershed Water Quality Improvement Project (Phase 2) (the "Project") funded by the San Diego River Conservancy ("SDRC") Grant, was advertised on March 21, 2024; and

WHEREAS, two (2) responses were received on April 29, 2024 and were evaluated; and

WHEREAS, the Project will encompass extension of the original deadline for the this SDRC funded Project that permitted the installation of additional trash full capture devices in storm drain inlets in El Cajon's designated environmental justice communities to keep storm drains clean and clear of contaminants as required by regional, state, and national regulations; and

WHEREAS, after thorough evaluation of the responses, City staff recommend the City Council adopts resolutions to (1) approve the plans and specifications for the project, and (2) award the bid to the lowest responsive, responsible bidder, Downstream Services, Inc. ("Downstream"); and

WHEREAS, the fiscal impact of the Project is $130,118.00 , and sufficient funds are available in the Fiscal Year 2023- 24 San Diego River Watershed Water Quality Improvement Project (Phase 2) (243819PWCP); and

WHEREAS, the Project is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308 as this action takes to assure the maintenance, restoration, enhancement, or protection of the environment; and

WHEREAS, the City Council believes it to be in the best interest of the City to award Bid No. 002-25 to Downstream, as recommended by staff.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The foregoing recitals are true and correct and are the findings of the City Council.

2. The City Council hereby determines that the Project is exempt from the California Environmental Quality Act pursuant to state CEQA Guidelines sections 15307 and 15308.

3. The City Council hereby awards Bid No. 002-25 to Downstream Services, Inc. in an amount not to exceed $130,118.00 for the Project.

Page 2 of 2 ends

4. The City Manager, or designee, and City Clerk are authorized and directed to execute a n agreement for the Project on behalf of the City of El Cajon (the "Agreement"), with such changes or amendments as maybe approved by the City Manager, or designee, and to take all actio ns and to execute all documents and/or attachments to the Agreement, and other documents necessary or appropriate to carry out the terms of the Agreement.

05/28/24 CC Agenda
Reso – Bid No. 002-25 – San Diego River Watershed Water Quality Improvement Project (Phase 2) (Downstream Svcs Inc) 050924

City of El Cajon – Purchasing Division

BID EVALUATION
(To be included as an attachment to the agenda report.) Bid No. 002-25 Bid Name: San Diego River Watershed Water Quality Improvements Project (Phase 2)
Solicitation Due Date/Time: April 29, 2024/ 2:00
p.m.

Initial Date of Advertisement: March 21, 2024

Number of Responses Received: 2

Bid Estimate: $220,000

SUMMARY OF BIDS (INCLUDE ANY ADD. ALTS.):

BID EVALUATION (TOP THREE LOWEST RESPONSES):

Bidder Bid
Responsiveness
Notes
Downstream Services, Inc. Yes
United Storm Water, Inc. Yes

LEGAL REVIEW REQUIRED: YES  NO  IF YES, DATE LEGAL REVIEW COMPLETED:

RENEWAL OPTIONS: YES  NO  IF YES, SPECIFY TERM W/RENEWAL OPTIONS: _ _ __ _ ______________ LOWEST, RESPONSIVE, RESPONSIBLE BIDDER NAME AND AMOUNT: DOWNSTREAM SERVICES, INC., $130,118 PURCHASING DIVISION:

Review Completed By: Mara Romano Date: April 30, 2024

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Vendor Vendor Type B id Amount Form at Subm ft Date sta tu s Downstream Services, Ille. CADIR $730,118.00 Electronic 04/29/2024 11 :37:35 .AM Subm· e United Storm Water, Ille. CADIR, M BE $302,327.00 Electronic 04/29/2024 11 :39:29 AM Subm· e City Council
Agenda Report
Agenda Item 8.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Mara Romano, Purchasing Agent
SUBJECT: Reject & Re-Bid of Bid No. 008-25 – Marquee Installation RECOMMENDATION:

That the City Council adopts the next Resolution, in order, to:

Find the sole bidder non-responsive for the reasons set forth in the agenda report; and1.

Reject all bids and authorize re-bidding of the project with revised plans and specifications.2.

BACKGROUND:

The Marquee Installation project encompasses installation of the City furnished structures at the City’s seven community centers. The specifications include Additive Alternates for the installation of two freestanding marquees, one at Kennedy Recreation Center and the other at Wells Recreation Center.

The bid was advertised on March 21, 2024. One response was received and evaluated on April 24, 2024. A bid summary is attached, and the proposal is on file in the Purchasing Division.

In accordance with the "Standard Specifications for Public Works Construction" (Green Book), a bidder is considered non-responsive for failure to perform at least fifty percent (50%) of the contract work with their own forces. This ensures that the general contractor has a vested stake in the project's outcome. The bid submitted by JNH Construction, Inc. (JNHCI), listed subcontractors performing more than fifty percent (50%) of the work. Therefore, for the reason set forth, JNHCI’s bid is non-responsive.

Once the bid response was reviewed, City staff determined that the sole bidder’s total bid amount exceeded the construction budget by $209,000 ($49,000 less additive alternates) and it would be in the City’s best interest to reject the bids and re-bid the project with revised specifications.

Staff recommends the City Council adopts a Resolution to (1) Find the sole bidder non-responsive, and (2) Reject all bids and authorize re-bidding of the project with revised plans and specifications.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

Rejection of the bid is not subject to the California Environmental Quality Act (CEQA) since there is no project.
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FISCAL IMPACT:

None.

Prepared By: Mara Romano, Purchasing Agent
Reviewed By: Frank Carson, Director of Parks & Recreation Approved By: Graham Mitchell, City Manager
Attachments
Resolution
Bid Summary - 008-25

Page 1 of 2 ends

RESOLUTION NO. ___-24

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CAJON

REJECTING THE BID FOR MARQUEE INSTALLATION

AND AUTHORIZING RE-BIDDING WITH REVISED

PLANS AND SPECIFICATIONS
(Bid No. 008-25)

WHEREAS, the Marquee Installation project (the "Project") encompasses installation of the City of El Cajon (the "City") furnished structures at the City's seven (7) community centers; and

WHEREAS, the specifications include Additive Alternates for the installation of two (2) freestanding marquees, one (1) at Kennedy Recreation Center and the other at Wells Recreation Center; and

WHEREAS, the City advertised Bid No. 008-25 on March 21, 2024, and one (1) response was received and evaluated on April 24, 2024; and

WHEREAS, in accordance with the "Standard Specifications for Public Works Construction" (Green Book), a bidder is considered non-responsive for failure to perform at least fifty percent (50%) of the contract work with their own forces and the bid submitted by JNH Construction, Inc. ("JNH CI") listed subcontractors performing more than fifty percent (50%) of the work; and

WHEREAS, once the bid response was reviewed, City staff determined that the sole bidder’s total bid amount exceeded the construction budget by $209,000 ($49,000 less additive alternates); and

WHEREAS, after review of the sole bid, City staff determined that due to the sole bidder’s bid amount exceeding the construction budget by $209,000 ($49,0 00 less additive alternates) and the sole bidder's non-responsiveness by subcontracting out more than fifty percent (50%) of the work, it would be in the City’s best interest to reject the sole bid received and re-bid the Project with revised plans and specifications; and

WHEREAS, the proposed recommendation to reject the sole bid and re- bid the Project with revised plans and specifications is exempt from the California Environmental Quality Act ("CEQA") as there is no project.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The above recitals are true and correct, and are the findings of the City Council.

2. The bid of JNHCI (a) fails to provide at least fifty percent (50%) of the work by its own forces and (b) fails to meet the Project's construction budget.

Page 2 of 2 ends

3. The rejection of the bids and re- bidding of the Project with revised plans and specifications is exempt from CEQA as there is no project.

4. Due to the sole bidder’s bid amount exceeding the construction budget, and its non-responsiveness for failing to perform at least fifty percent (50%) of the work with its own forces , the City Council hereby rejects the sole bid received in response to Bid No. 008-25, and authorizes staff to re -bid the Project with revised plans and specifications.

05/28/24 CC Agenda
Reso – Bid 008-25 – Reject & Re-Bid Marquee Installation 051724

City of El Cajon – Purchasing Division

BID EVALUATION
(To be included as an attachment to the agenda report.) Bid No. 008-25 Bid Name: Marquee Installation
Solicitation Due Date/Time: April 24, 2024/ 2:00
p.m.

Initial Date of Advertisement: March 21, 2024

Number of Responses Received: 1

Bid Estimate: $276,000

SUMMARY OF BIDS (INCLUDE ANY ADD. ALTS.):

BID EVALUATION (TOP THREE LOWEST RESPONSES):

Bidder Bid
Responsiveness
Notes
JNH Construction, Inc. No Failure to perform 50% of work.

LEGAL REVIEW REQUIRED: YES  NO  IF YES, DATE LEGAL REVIEW COMPLETED: May 2, 2024 RENEWAL OPTIONS: YES  NO  IF YES, SPECIFY TERM W/RENEWAL OPTIONS: _ _ __ _ ______________ LOWEST, RESPONSIVE, RESPONSIBLE BIDDER NAME AND AMOUNT: N/A PURCHASING DIVISION:

Review Completed By: Mara Romano Date: May 8, 2024

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Vendor Vendm Type Bid Amount Format Submit Date
JNH Co s ction Inc C DI , WBE S485,000 .00 Elec·ronic 04/23/2 024 10:24:1 2 . M City Council
Agenda Report
Agenda Item 9.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Yazmin Arellano, Director of Public of Works
SUBJECT: Continuation of Emergency for Storm Damage Repairs to Public Facilities RECOMMENDATION:

That the City Council adopts the next Resolution, in order, proclaiming the Continuation of Emergency for Storm Damage Repairs to Public Facilities.

BACKGROUND:

This report provides an update on the Emergency Storm Damage Repairs to public facilities incurred by our City due to recent storms. On February 15, 2024, the City Manager declared an emergency for immediate repairs to protect surrounding property, maintain the integrity of critical stormwater infrastructure, and preserve life and safety. On February 27, 2024, the City Council ratified the City Manager's Declaration and established a Declaration of Emergency with Resolution No. 021-24. The following is an overview of actions taken and next steps:

Stormwater Channels
On March 27, 2024, Jimenez Inc. dba MJC Construction (MJC Construction) completed the concrete channel bottom and wall repairs on the County Channel and Forester Creek. The repairs included water diversion and the removal and replacement of steel-reinforced concrete.

The initial anticipated cost estimate for repairs was $200,000. With all work completed, the final amount was $150,000.

Collapsed Trees
West Coast Arborist completed the removal of a collapsed tree on Avocado Avenue and a tree obstructing the natural storm channel along the east side of Avocado Avenue. The estimated cost for removal is $10,000, with the final cost being $11,281.25.

Slope Erosion
On March 12, 2024, Kleinfelder, a geotechnical engineering company, visited the site to observe the slide area. The geologist completed the geologic mapping of the western slope of Avocado Avenue north of Skywood Drive and provided preliminary recommendations on addressing the slope erosion. The recommendations included methods to mitigate the existing slope erosion, including digging back the upper ten feet of the slope to a shallower gradient, removing overhangs and vertical slope sections, and installing a catchment structure along the slope toe to impede or slow any failed material. Staff coordinated the work to remove immediate hazards with contractors experienced with slope remediation techniques. Montano Pipeline completed the work associated with the upper slope area (digging back to a shallower gradient) on April .!!!!_ Valley of opportunity
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30, 2024. The approximate cost for this work is $262,656. Kleinfelder is performing a more profound study using sonic core drilling to provide the catchment structure design. A sonic core drilling subcontractor performed the work on May 15 and 16, 2024. Geotechnical engineering work is estimated to cost $225,000. Once the design of the catchment structure is completed, Montano Pipeline will provide the installation cost for approval. A professional Land Surveying consultant marked the City of El Cajon's slope-and-drainage easement, recorded in 1973, and confirmed the jurisdictional boundaries. The #2 southbound lane of Avocado Avenue remains closed to traffic.

Initially, there were some assumptions that several private property owners had liability in the slope failure. However, after further investigation, it is apparent that the City will bear responsibility for repair and mitigation measures.

Wells Park Baseball Dugouts
The Wells Park dugout roofs on the baseball fields collapsed during the storm due to heavy rain and moisture. Public Works staff demolished and disposed of both collapsed dugout roofs. Staff has coordinated the structural design and replacement of both structures with MJC Construction. Construction of the replacement roofs will begin once the structural drawings are complete and approved by the City. The estimated cost is $36,260.

On March 12, 2024, City staff attended a mandatory meeting regarding authorized California Disaster Assistance Act (CDAA) funding for San Diego County for the January 2024 Winter Storm to help impacted communities recover from the event. City staff submitted the necessary documentation to apply for reimbursement utilizing the CDAA Program. If it is determined that our emergency expenditures are eligible costs, Cal OES will reimburse the City for up to 75% of eligible repair work costs related to this emergency.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

Emergency repairs to publicly-owned service facilities necessary to maintain service essential to the public health, safety, or general welfare are exempt from the California Environmental Quality Act ("CEQA") pursuant to section 15269(b) (Emergency Projects) of the State CEQA Guidelines.

FISCAL IMPACT:

In the Fiscal Year 2023-24 Budget, funding is available in the amount of $700,000 in Wastewater Maintenance Annual (650720).

Prepared By: Monica Martinez, Sr. Management Analyst
Reviewed By: Yazmin Arellano, Director of Public Works
Approved By: Graham Mitchell, City Manager
Attachments
Resolution

Page 1 of 2 ends

RESOLUTION NO. ___-24

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EL CAJON PROCLAIMING THE

CONTINUATION OF EMERGENCY FOR STORM DAMAGE REPAIRS

WHEREAS, the El Cajon City Council ("City Council") is authorized under section 8630 of the California Government Code to proclaim the existence of a local emergency when conditions exist within the jurisdiction of the City of El Cajon (the "City") which pose an extreme peril to public health, safety and life; and

WHEREAS, section 8.08.060 of the El Cajon Municipal Code empowers the City Council to proclaim a local emergency when the City is affected or likely to be affected by a public calamity; and

WHEREAS, after the discovery of storm-caused damage in three (3) locations in Forester Creek and damage at another location of a storm drain channel north of Johnson Avenue (the “County Channel”); fallen and damaged trees on, and erosion on the western slope of, Avocado Avenue, north of Skywood Drive (adjoining City limits to the west); and later discovered collapsed dugout roofs at the Wells Park baseball fields, the City Manager declared an emergency on February 15, 2024; and

WHEREAS, while the repairs to the County Channel, the removal of fallen and damaged trees on Avocado Avenue, and the repairs to the channel bottom of Forester Creek have been completed, replacement of the collapsed dugout roofs at the Wells Park baseball fields and repairs to the slope erosion to the western slope of Avocado Avenue remain ongoing, and it is necessary for the City Council to again ratify the City Manager’s proclamation of emergency on February 15, 2024 , as ratified by the City Council on February 27, 2024, by Resolution No. 021-24; on March 12, 2024, by Resolution No. 024- 24; on March 26, 2024, by Resolution No. 030- 24; on April 9, 2024, by Resolution No . 035-24; on April 23, 2024, by Resolution No. 037-24; and on May 14, 2024, by Resolution No. 046-24.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. That the foregoing recitals are true and correct, and are the findings of the City Council.

2. That in adopting Resolution No. 021- 24, the Cit y Council approved an exemption from further environmental review under section 15269(b) (Emergency Projects) of California Environmental Quality Act (" CEQA") Guidelines, and authorized staff to file a notice of exemption for this emergency project.

3. That the City Council hereby proclaims the continuation of the local emergency for storm damage repairs.

Page 2 of 2 ends

4. That the City Manager, or such person designated by the City Manager, is authorized and directed to apply for, and execute such documents required to establish eligibility to, reimbursement of storm repair work in accordance with such state and federal disaster relief programs established to assist local governments following the January 2024 Winter Storm, including, but not limited to, the California Disaster Assistance Act through the Governor's Office of Emergency Services.

5. That the local emergency shall be deemed t o continue to exist until termination is proclaimed by the City Council of the City of El Cajon.

05/28/24 CC Agenda
Reso - Proclaiming Emergency Continuation #6 for Storm Damage Repairs 051424 City Council
Agenda Report
Agenda Item 10.

DATE: May 28, 2024
TO: Honorable Mayor and City Councilmembers
FROM: Deyanira Brito, Management Analyst
SUBJECT: Adoption of the 2024-2028 Five Year Consolidated Plan and FY 2024-2025 One Year Annual Action Plan
RECOMMENDATION:

That the City Council:

Finalizes and approves the HUD allocations of CDBG and HOME for FY 2024-2025; and1.

Adopts the next Resolution, in order:

Accepting, appropriating, and expending HUD’s annual allocations for FY 2024-2025 ($1,282,473 in CDBG and $620,392 in HOME funds) and $37,086 in CDBG prior year unallocated funds.
b.

2. BACKGROUND:

On April 23, 2024, staff presented to City Council the draft 2024-2028 Five Year Consolidated Plan (“Con Plan”) and FY 2024-2025 One Year Annual Action Plan (“Action Plan”) using estimated grant allocations. The Con Plan and Action Plan were released to the public in accordance with the City’s Citizen Participation Plan for a 30-day review and comment period starting April 25, 2024, and ending May 24, 2024. No public comments were received. The final Con Plan and Action Plan are Attachment 3 of this agenda report.

On May 7, 2024, the City received the final grant allocations for CDBG and HOME funds for FY 2024-2025. Minor changes were made to the Con Plan and Action Plan in order to account for the final HUD allocations. The final allocations resulted in a 4.35% increase for CDBG and a

9.96% decrease for HOME, with final allocations of $1,282,473 for CDBG and $620,392 for HOME funds. The changes in the final allocations resulted in a reduction in the HOME funding that is set aside for various housing programs. There is no negative impact on service providers or capital improvement projects who are receiving CDBG funding. Staff also incorporated the prior year's unallocated funds from closed projects in the amount of $37,086. These updates to the allocations are shown in Attachment 1 and 2 of this agenda report. .!!!!_ Valley of opportunity
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After City Council approval and adoption of the resolution, staff will submit the necessary items to HUD for release of funds. Staff will work closely with the City Attorney’s Office to prepare the necessary agreements, Planning staff to assist in the completion of the necessary environmental reviews, and Finance staff to fiscally prepare programs and projects in order to start the 2024-2025 program year.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The proposed adoption of the Con Plan and Action Plan is exempt from the provisions of CEQA, pursuant to CEQA Guidelines sections 15060(c)(3) and 15378, because it is not defined as a project under CEQA and does not have the potential for causing a significant effect on the environment. Furthermore, the Con Plan and Action Plan are exempt from the provisions of the National Environmental Policy Act pursuant to 24 CFR, Part 58, Section 58.34(a)(3) because it is an administrative action and does not involve activities that will alter existing environmental conditions. Each project and program within the Action Plan will be reviewed for NEPA and CEQA compliance before expending funds or entering into any agreements with Subrecipients or Contractors.

FISCAL IMPACT:

All CDBG and HOME allocations will be used to fund project and program costs pursuant to Federal law. There is no impact to the General Fund. This action accepts, appropriates and expends a total of HUD’s annual CDBG and HOME allocations for FY 2024-2025 ($1,282,473 in CDBG and $620,392 in HOME funds) and $37,086 in CDBG prior year unallocated funds.

Prepared By: Jose Dorado, Housing Manager and Deyanira Pelayo-Brito, Management Analyst
Reviewed By: Anthony Shute, Director of Community Development Approved By: Graham Mitchell, City Manager
Attachments
Resolution
24-28 Consolidated Plan & 24-25 Action Plan
Attachment 1 - FY 24-25 CDBG Allocations
Attachment 2 - FY 24-25 HOME Allocations

Page 1 of 3 ends

RESOLUTION NO. __-24

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL CAJON ADOPTING THE 2024-2028 FIVE YEAR CONSOLIDATED PLAN AND
FY 2024-2025 ONE YEAR ACTION PLAN, AND ACCEPTING, APPROPRIATING AND EXPENDING CDBG AND HOME FUNDS FOR FY 2024-2025

WHEREAS, the City of El Cajon anticipates receiving funding each year as an entitlement jurisdiction from the U.S. Department of Housing and Urban Development ("HUD") relative to the Community Development Block Grant ( "CDBG") and HOME Investment Partnerships Program ("HOME") entitlement grant funds; and

WHEREAS, the City as a recipient of those funds is required to prepare a Five Year Consolidated Plan outlining housing and community development needs in El Cajon from FY 2024-2025 to FY 2028- 2029 ("2024-2028 Consolidated Plan") and a FY 2024- 2025 One Year Action Plan ("FY 2024-2025 Action Plan") as required by the regulations for these grant sources; and

WHEREAS, the City of El Cajon is receiving $1, 282,473 in CDBG and $620,392 in HOME entitlement grant funds from HUD for the first year of the 2024- 2028 Consolidated Plan; and

WHEREAS, the City of El Cajon has identified an additional $37,086 in CDBG prior year unallocated funds for use in FY 2024-2025 for eligible projects and programs; and

WHEREAS, the City duly advertised and held three public hearings on November 29, 2023, November 30, 2023 and April 23, 2024, respectively, during which it considered the funding priorities within the 2024-2028 Consolidated Plan and the FY 2024-2025 Action Plan; and

WHEREAS, the City has made the 2024-2028 Consolidated Plan and FY 2024- 2025 Action Plan available for public review and comment for a minimum 30-day period between April 25, 2024 and May 24, 2024; and

WHEREAS, no public comments were received during the public review and comment period; and

WHEREAS, the City met the requirements of HUD set forth at 24 CFR 91, and found the CDBG and HOME allocations presented in the FY 2024-2025 Action Plan to be consistent with the 2024-2028 Consolidated Plan.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EL CAJON AS FOLLOWS:

1. The City Council of the City of El Cajon does hereby accept, appropriate and expend CDBG and HOME funds for FY 2024-2025 as follows:

Page 2 of 3 ends

CDBG FY 2024-2025 ALLOCATION
City
Project No. Agency Project/Program 2024-2025

ALLOCATION
C1116 City - Housing CDBG Administration $216,494
C1115 CSA San Diego County Fair Housing Services $40,000 TBD City – Public Works Neighborhood Street Lights Project 2024 $833,609 C1111 Interfaith Shelter Network of
San Diego Rotational Shelter $10,893
C1113 ElderHelp of San Diego Senior Care Coordination Program $10,000 C1114 Meals on Wheels Greater
San Diego Meals on Wheels El Cajon $25,000
C1112 East County Transitional
Living Center Emergency Shelter Program $100,000
TBD Mama’s Kitchen Home-Delivered Meal Program $15,000
TBD Home Start Outreach and Homeless Services $34,202
TOTAL CDBG FY 2024-2025 ALLOCATION: $1,282,473

CDBG PRIOR YEAR UNALLOCATED FUNDS
TBD City – Public Works Neighborhood Street Lights Project 2024 $37,086 TOTAL CDBG PRIOR YEAR UNALLOCATED FUNDS: $37,086

HOME FY 2024-2025 ALLOCATION
City
Project No. Agency Project/Program 2024-2025

ALLOCATION
H1120 City - Housing Division HOME Administration $62,039 HCHDO TBD CHDO Set Aside Funds $93,058
HPOOL City - Housing Division Housing Programs Pool of Funds $465,295 TOTAL HOME ALLOCATION: $620,392

2. The HOME and CDBG Administration budgets are authorized to accept, appropriate and expend the maximum percentages of Program Income received during the year as allowed by the regulations adopted by HUD (10% of eligible Program Income for HOME Administration and 20% for CDBG Administration). Further, the HOME Housing Program Pool of Funds and the CDBG Housing Rehabilitation Loan Program are authorized to be allocated, appropriated and expend all other program income received during the year that is generated from prior activities under these programs for continuation of program services and activities.

3. The City Manager is hereby authorized to further transfer all or part of HOME funds or CDBG funds to eligible projects and programs , as long as it does not

Page 3 of 3 ends

exceed 100% of the original allocation to an individual project(s) and program (s), or exceed a decrease or increase greater than $400,000, as approved in the FY 2024-2025 Action Plan. Changes exceeding that percentage are considered a Substantial Amendment and will need to be approved by City Council as outlined in the City’s Citizen Participation Plan.

4. The City Manager or such person designated by the City Manager is hereby authorized to execute appropriate contracts and agreements for the use of the CDBG and HOME funds with the agencies as lis ted above consistent with City and federal policies and guidelines.

5. The City Council hereby adopts the 20 24-2028 Consolidated Plan and FY 2024-2025 Action Plan, with funding allocations and as presented above, and authorizes the City Manager or designee to submit the Plan to the HUD, to make any necessary or needed corrections or adjustments required by HUD to allocations as outlined above, and to execute all affiliated documents.

05/28/24 CC Agenda
Reso – Adopt 24-28 Five Year Consolidated Plan & FY 24-25 One Year Action Plan 052024 Presented to the U.S. Department of Housing and
Urban Development (HUD),
Office of Community Planning and Development

CONSOLIDATED PLAN
2024-2028

ANNUAL ACTION PLAN
2024-2025
Community Development Department
Housing Division
200 Civic Center Way
El Cajon, CA 92020
(619)441-1710
www.elcajon.gov/housing
MAY 2024
EOOM. HOUSING
OPf'DIITUt,ITY
The Valley of Opportunity
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City of El Cajon
City Council
Bill Wells
Mayor

Gary Kendrick
Council Member, District 1

Michelle Metschel
Council Member, District 2

Steve Gobel
Council Member, District 3

Phil Ortiz
Council Member, District 4

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Table of Contents
ES-05 Executive Summary ................................ ................................ ................................ ........ 1 PR-05 Lead & Responsible Agencies 24 CFR 91.200(b) ................................ ........................... 6 PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(l) ................. 6 PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c) ................................ .....30 NA-05 Overview ................................ ................................ ................................ ........................33 NA-10 Housing Needs Assessment ................................ ................................ ..........................35 NA-15 Disproportionately Greater Need: Housing Problems ................................ .....................46 NA-20 Disproportionately Greater Need: Severe Housing Problems ................................ .........56 NA-25 Disproportionately Greater Need: Housing Cost Burdens ................................ ..............61 NA-30 Disproportionately Greater Need: Discussion ................................ ................................ .63 NA-35 Public Housing ................................ ................................ ................................ ...............65 NA-40 Homeless Needs Assessment ................................ ................................ .......................70 NA-45 Non-Homeless Special Needs Assessment ................................ ................................ ...76 NA-50 Non-Housing Community Development Needs ................................ .............................. 81 MA-05 Overview ................................ ................................ ................................ .......................86 MA-10 Number of Housing Units ................................ ................................ ............................... 88 MA-15 Housing Market Analysis: Cost of Housing ................................ ................................ ....92 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ................................ ..........96 MA-25 Public and Assisted Housing ................................ ................................ ....................... 101 MA-30 Homeless Facilities and Services ................................ ................................ ................ 103 MA-35 Special Needs Facilities and Services ................................ ................................ ......... 107 MA-40 Barriers to Affordable Housing ................................ ................................ ..................... 110 MA-45 Non-Housing Community Development Assets ................................ ........................... 111 MA-50 Needs and Market Analysis Discussion ................................ ................................ ....... 119 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households .. 122 MA-65 Hazard Mitigation ................................ ................................ ................................ ......... 124 SP-05 Overview ................................ ................................ ................................ ...................... 125 SP-10 Geographic Priorities ................................ ................................ ................................ .... 127 SP-25 Priority Needs................................ ................................ ................................ ............... 128 SP-30 Influence of Market Conditions ................................ ................................ ..................... 133 SP-35 Anticipated Resources ................................ ................................ ................................ . 134 SP-40 Institutional Delivery Structure ................................ ................................ ...................... 137 SP-45 Goals Summary ................................ ................................ ................................ ........... 140

iii

SP-50 Public Housing Accessibility and Involvement ................................ .............................. 142 SP-55 Barriers to Affordable Housing ................................ ................................ ..................... 143 SP-60 Homelessness Strategy ................................ ................................ ............................... 147 SP-65 Lead based paint Hazards................................ ................................ ............................ 149 SP-70 Anti-Poverty Strategy ................................ ................................ ................................ ... 150 SP-80 Monitoring ................................ ................................ ................................ .................... 152 AP-15 Expected Resources ................................ ................................ ................................ .... 154 AP-20 Annual Goals and Objectives ................................ ................................ ....................... 156 AP-35 Projects ................................ ................................ ................................ ........................ 158 AP-38 Project Summary ................................ ................................ ................................ .......... 159 AP-50 Geographic Distribution ................................ ................................ ................................ 163 AP-55 Affordable Housing ................................ ................................ ................................ ....... 164 AP-60 Public Housing ................................ ................................ ................................ ............. 166 AP-65 Homeless and Other Special Needs Activities ................................ .............................. 167 AP-75 Barriers to Affordable Housing ................................ ................................ ..................... 169 AP-85 Other Actions ................................ ................................ ................................ ............... 172 AP-90 Program Specific Requirements ................................ ................................ ................... 175

Table of Tables
Table 1 - Strategic Plan Summary ................................ ................................ .............................. 3 Table 2– Responsible Agencies ................................ ................................ ................................ . 6 Table 3– Agencies, groups, organizations who participated ................................ ....................... 8 Table 4– Other local / regional / federal planning efforts ................................ ...........................29 Table 5– Citizen Participation ................................ ................................ ................................ ....30 Table 6 - Housing Needs Assessment Demographics ................................ ............................... 37 Table 7 - Number of Households ................................ ................................ .............................. 37 Table 8 – Housing Problem 1 (Households with one of the listed needs) ................................ ..37 Table 9- Housing Problem 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) ................................ 38 Table 10 - Housing Problem 3 (Cost Burden > 30%) ................................ ................................ .39 Table 11 - Housing Problem 3 (Cost Burden > 50%) ................................ ................................ .39 Table 12– Housing Problem 4 (Crowding Information – More than one person per room) ........39 Table 13- Housing Problem 6 – Households with children under the age of 6 ...........................39 Table 14- Disproportionally Greater Need 0 - 30% AMI ................................ .............................47 Table 15- Disproportionally Greater Need 30 - 50% AMI ................................ ...........................47 Table 16- Disproportionally Greater Need 50 - 80% AMI ................................ ...........................49 Table 17- Disproportionally Greater Need 80 - 100% AMI ................................ .........................49 Table 18– Severe Housing Problems 0 - 30% AMI ................................ ................................ ...56

Table 19– Severe Housing Problems 30 - 50% AMI ................................ ................................ .57 Table 20– Severe Housing Problems 50 - 80% AMI ................................ ................................ .57 Table 21– Severe Housing Problems 80 - 100% AMI................................ ................................ 58 Table 22– Greater Need: Housing Cost Burdens AMI ................................ ............................... 61 Table 23 – Dissimilarity Trends ................................ ................................ ................................ .64 Table 24- Public Housing by Program Type ................................ ................................ ..............65 Table 25– Characteristics of Public Housing Residents by Program Type ................................ 66 Table 26– Race of Public Housing Residents by Program Type ................................ ...............67 Table 27– Ethnicity of Public Housing Residents by Program Type ................................ ..........67 Table 28- Homeless Needs Assessment................................ ................................ ...................72 Table 29– Nature and Extent of Homelessness ................................ ................................ ........74 Table 30– Residential Properties by Unit Number ................................ ................................ .....88 Table 31– Unit Size by Tenure ................................ ................................ ................................ ..88 Table 32 – Rental Housing Costs ................................ ................................ .............................. 92 Table 33 – Cost of Housing ................................ ................................ ................................ .......93 Table 34 - Rent Paid ................................ ................................ ................................ .................93 Table 35– Housing Affordability ................................ ................................ ................................ 93 Table 36 – Monthly Rent ................................ ................................ ................................ ...........94 Table 37- Condition of Units ................................ ................................ ................................ ......96 Table 38– Year Unit Built ................................ ................................ ................................ ..........97 Table 39– Risk of Lead-Based Paint ................................ ................................ .........................97 Table 40 - Blood Lead Levels (BLLs) of children under the age of 6 ................................ .........97 Table 41– Total Number of Units by Program Type ................................ ................................ 101 Table 42- Public Housing Condition ................................ ................................ ........................ 101 Table 43- Facilities and Housing Targeted to Homeless Households ................................ ...... 103 Table 44: Homeless Service Providers ................................ ................................ ................... 106 Table 45- Business Activity ................................ ................................ ................................ ..... 111 Table 46- Labor Force ................................ ................................ ................................ ............. 112 Table 47– Occupations by Sector ................................ ................................ ........................... 112 Table 48- Travel Time ................................ ................................ ................................ ............. 112 Table 49- Educational Attainment by Employment Status (Population 16 and Older) .............. 113 Table 50- Educational Attainment by Age ................................ ................................ ............... 113 Table 51– Median Earnings in the Past 12 Months by Educational Attainment ....................... 113 Table 52 – City of El Cajon Top Ten Employers Fiscal Year 2023 ................................ .......... 114 Table 53 - Strategic Plan Summary ................................ ................................ ......................... 126 Table 54 – Priority Needs Summary ................................ ................................ ........................ 132 Table 55 – Influence of Market Conditions ................................ ................................ .............. 133 Table 56- Anticipated Resources ................................ ................................ ............................ 134 Table 57- Institutional Delivery Structure ................................ ................................ ................. 137 Table 58 - Homeless Prevention Services Summary................................ ............................... 138 Table 59 – Goals Summary ................................ ................................ ................................ ..... 141 Table 60- Anticipated Resources ................................ ................................ ............................ 154 Table 61 – Goals Summary ................................ ................................ ................................ ..... 157 Table 62 – Project Information ................................ ................................ ................................ 158 Table 63 – Project Summary Information ................................ ................................ ................ 162 Table 64 - Geographic Distribution ................................ ................................ .......................... 163

Table 65 - One Year Goals for Affordable Housing by Support Requirement .......................... 164 Table 66 - One Year Goals for Affordable Housing by Support Type ................................ ...... 164 Table 67 – CDBG Requirements ................................ ................................ ............................. 175 Table 68 – Other CDBG Requirements ................................ ................................ ................... 175

Table of Figures
Figure 1 – Households of El Cajon ................................ ................................ ............................35 Figure 2 – Households with most severe housing problems ................................ ......................36 Figure 3 – Most prevalent housing problems ................................ ................................ .............43 Figure 4– Households With >30% Cost Burden ................................ ................................ ........44 Figure 5- Households With >50% Cost Burden ................................ ................................ .........44 Figure 6- Ethnicity ................................ ................................ ................................ .....................47 Figure 7– Race Alone ................................ ................................ ................................ ...............47 Figure 8– Disproportionate Need Across Households Earning <30% AMI ................................ 53 Figure 9– Disproportionate Need Across Households Earning 30-50% AMI .............................53 Figure 10– Disproportionate Need Across Households Earning 50-80% AMI ...........................54 Figure 11– Disproportionate Need Access Households Earning 80-100% AMI .........................55 Figure 12 – Disproportionate Need Across Households Earning <30% AMI.............................. 58 Figure 13 – Disproportionate Need Across Households Earning 30-50% AMI ..........................59 Figure 14 – Disproportionate Need Across Households Earning 50-80% AMI ..........................59 Figure 15 – Disproportionate Need Across Household Earning 80-100% AMI ..........................60 Figure 16 – Disproportionate Need Across Households Cost Burdened at 30-50% AMI ...........61 Figure 17 – Disproportionate Need Across Households Cost Burdened >50% of AMI ..............62 Figure 18 – Overall Homelessness By Age ................................ ................................ ...............72 Figure 19 – HIV Prevalence ................................ ................................ ................................ ......78 Figure 20 – Level of Need For Public Facilities ................................ ................................ .........82 Figure 21 – Level of Need For Public Infrastructure Improvements ................................ ...........83 Figure 22 – Level of Need For Public Services................................ ................................ ..........84 Figure 23 – Level of Need For Housing Services ................................ ................................ ......84 Figure 24 – Level of Need For Neighborhood Services ................................ .............................85 Figure 25 – Units Affordable To Households By Income Range ................................ ................86 Figure 26 – Year Unit Built ................................ ................................ ................................ ........87 Figure 27 – Level of Need For Housing Facilities ................................ ................................ ......87 Figure 28 – Minimum Wage Affordability Gap ................................ ................................ ...........91 Figure 29 – Median Home Value ................................ ................................ ............................... 92 Figure 30 – Rent Differentials ................................ ................................ ................................ ....95 Figure 31 – Level of Need For Housing Facilities ................................ ................................ .... 100 Figure 32 – Top Industry Sectors By Jobs ................................ ................................ ............... 115 Figure 33 – Regional Workforce & Jobs ................................ ................................ .................. 118 Figure 34 – Reliable Home Internet ................................ ................................ ......................... 122 Figure 35 – Disaster Preparedness ................................ ................................ ......................... 124

Table of Maps

Map 1 - Households at less than 30% HAMFI and Severe Cost Burden ................................ ...40 Map 2 – Households at 30-50% HAMFI and Severe Cost Burden................................ .............41 Map 3 -- Households 50-80% HAMFI and Severe Cost Burden ................................ ................41 Map 4 – Proportion of Latino Residents ................................ ................................ ....................50 Map 5 – Proportion of White Residents ................................ ................................ .....................51 Map 6 – Proportion of Black Residents ................................ ................................ .....................51 Map 7 – Proportion of Asian Residents ................................ ................................ .....................52 Map 8 – Proportion of Residents of Two or More Races ................................ ...........................52

1 Executive Summary
ES-05 Executive Summary
Introduction
The City of El Cajon is the economic and social hub of the East Region of San Diego County. It is the sixth largest of the eighteen cities in the County. It is surrounded by the incorporated cities of San Diego and La Mesa to the west, and Santee to the north and the unincorporated communities of Casa de Oro–Mt. Helix to the south and Crest–Dehesa to the east.

The City has prepared the 2024 -2028 Consolidated Plan as required to receive federal Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME), funds. The Consolidated Plan provides the United States Department of Housing and Urban Development (HUD) with a comprehensive assessment o f the City’s housing and community development needs and outlines the City’s priorities, objectives, and strategies for the investment of CDBG and HOME funds to address these needs over the next five years, beginning July 1, 2024, and ending June 30, 2029.

The City receives CDBG and HOME funds from HUD on a formula basis each year, and in turn, awards grants, and loans to nonprofit, for-profit or public organizations for programs and projects in furtherance of this Plan. These programs provide for a wide ra nge of eligible activities to address the needs of El Cajon residents.

Community Development Block Grant (CDBG)
The Housing and Community Development Act of 1974 created the CDBG Program with three primary objectives against which HUD evaluates the Consoli dated Plan and the City’s performance. Those primary objectives are decent housing, suitable living environments, and expanded economic opportunities for low- and moderate-income persons. The CDBG regulations require each activity meet one of the following national objectives:
 Benefit low- and moderate-income persons; or
 Aid in the prevention or elimination of slums and blight; or  Meet other community development needs having a particular urgency (usually the result of a natural disaster).

HOME Investment Partnerships (HOME)
The Cranston-Gonzalez National Affordable Housing Act of 1990 created the HOME program to expand the supply of affordable housing for low - and moderate-income households. Often used in partnership with local nonprofit housing development organizations, the HOME program can support a wide range of affordable housing activities, including building, buying, and/ or rehabilitating rental and ownership housing or providing direct rental assistance to low - and moderate-income people.

The City was allocated $1,337,284 of CDBG funds, and $620,392 in HOME funds for the 2024- 2025 Program Year. The 2024-2025 Action Plan allocates these resources and $54,811 in CDBG

2 Prior Year and Program Income funds to fund program activities listed below that will be implemented from July 1, 2024, to June 30, 2025.
2024-2025 CDBG Activities
Public Services Activities
Elder Help – Senior Care Coordination $10,000
Mama’s Kitchen – Medically Tailored Meal Service $15,000 Meals on Wheels $25,000
Interfaith Shelter Network – Rotational Shelter $10,893 ECTLC – Emergency Shelter $100,000
Home Start - Emergency Shelter $31,477

Capital Activities
Neighborhood Street Lights Program $870,695

Program Administration Activities
Fair Housing Services $40,000
CDBG Administration $216,494

2024-2025 HOME Activities
Housing Activities
CHDO Set-Aside $93,058
Housing Program Pool of Funds $465,295

Program Administration Activities
HOME Program Administration $62,039
Summary of the objectives and outcomes identified in the Plan need s assessment Overview
The priority needs and goals identified in the Plan are based on analysis of information including the results of the Community Needs Surveys and the housing and community development data elements required by HUD. Data required by HUD includes the 2016-2020 American Community Survey (ACS) 5-Year Estimates and the Comprehensive Housing Affordability Strategy (CHAS) covering the same time. Other sources of information used to identify needs and establish priorities were obtained through publicly available data.

In consideration of community input and available data, the seven priority needs listed below are established as part of this Plan:
 Conserve and improve existing affordable housing
 Provide homeownership assistance
 Assist in the development of affordable housing
 Support Continuum of Care for the homeless

3  Provide for community facilities and infrastructure  Provide needed community and supportive services
 Planning and administration
Consistent with HUD’s national goals for the CDBG a nd HOME programs to provide decent housing opportunities, maintain a suitable living environment and expand economic opportunities for low- and moderate-income residents, the priority needs listed above will be addressed over the next five years through the implementation of activities aligned with the following measurable goals included in the Strategic Plan section of this Plan:

Goal Name Needs Addressed Funding Goal Outcome Indicator Goal 1: Provide
decent and
affordable housing
-Conserve and improve
existing affordable housing;
-Provide homeownership
assistance
-Assist in the development of
affordable housing
-Planning and administration
HOME: $3,100,500
CDBG: $450,000
-Homeowner housing added:
10 household housing units

-Homeowner housing
rehabbed 15: household
housing units

-Direct financial assistance
to homebuyers: 20
households assisted
Goal 2: Support
Continuum of
Care system for
the homeless
-Support Continuum of Care
for the homeless
-Planning and administration
CDBG: $674,476

Homeless person over-night
shelter: 1,900 persons
assisted
Goal 3: Provide
community
facilities and
infrastructure

-Provide for community
facilities and infrastructure
-Planning and administration
CDBG:
$3,581,336
Public facility or
infrastructure activities other
than low/ moderate income
housing: 60,030
persons assisted
Goal 4 Provide
community and
supportive
services
-Provide community and
supportive services
- Planning and administration
CDBG:
$250,000

Public services other than
Low/Moderate Income
Housing Benefit: 1,190
persons assisted
Goal 5: Planning
and administration
Comply with federal CDBG
and HOME regulations
CDBG: $1,299,000
HOME:
$344,500
Other
Table 1 - Strategic Plan Summary

Evaluation of past performance
The investment of HUD resources during the 2019-2023 Program Years had widespread impact in El Cajon, from assistance to individuals and families, to improvements to the built environment.

During Program Year 2019, the global coronavirus pandemic struck and in 2020, Congres s passed the Coronavirus Aid, Relief, and Economic Security Act (CARES). The City received $1,811,963 in CARES funds to prevent, prepare for, and respond to the virus in the El Cajon

4 community. The World Health Organization, based on evidence, has ended pandemic status and the national public health emergency has ended.

Together with other federal, state, and local investments, HUD resources allowed the City of El Cajon and its partners to provide assistance to low and moderate -income people through community and supportive services, community facilities and infrastructure, homeownership, rehabilitation and homelessness during the last five years. The City continues to effectively implement its activities and align projects and programs with the City’s overa ll strategies and goals. A full review of past performance is available in the Consolidated Annual Performance and Evaluation Reports (CAPERs) that can be accessed through the City’s website at www.elcajon.gov/your-government/departments/community-development/housing- division/funding-sources.

Summary of citizen participation process and consultation process The Consolidated Plan regulati ons at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to address homelessness, Public Housing Authorities (PHA), business leaders, civic leaders, and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low-income individuals and families, homeless individuals and families, y outh and/or other persons with special needs. Information supplied by these community stakeholders, together with objective data resulted in a well-informed planning document that reflects the housing, community and economic development needs and priorities for the City of El Cajon over the next five years.

In November 2023, the City held two public meetings and a stakeholder roundtable and opened a Community Needs Survey. The draft Consolidated Plan was made publicly available for review and comment to aff ord citizens and local and regional organizations representing low - and moderate-income residents the maximum feasible opportunity to provide input on the housing and community development needs. The survey solicited input from residents and organizations working in El Cajon . The questionnaire addressed the level of need for various types of improvements that could potentially be addressed with CDBG and HOME resources. The public meetings, Community Needs Survey, and public comment period were publicly noticed.

Summary of public comments
TBD
Summary of comments or views not accepted and the reasons for not accepting them TBD
Summary
Analysis of ACS and CHAS data, review of local plans, consultation with the community through the Community Needs Survey, public meetings, stakeholder roundtable, and interdepartmental meetings revealed seven high priority needs to be addressed through the investment of an anticipated $9.6 million of CDBG and HOME funds over the five-year period of the Consolidated Plan. The investment of CDBG and HOME funds in eligible activities shall be guided principally by the five goals of the Strategic Plan. Activities must conform to one of the Strategic Plan

5 strategies and the associated action -oriented, measurable goals to receive consid eration for CDBG or HOME funding.

6 The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

The following are the agencies/entities 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 El Cajon Housing Division
HOME Administrator El Cajon Housing Division
Table 2– Responsible Agencies
Narrative
The Community Development Department’s Housing Division of the City of El Cajon is the lead agency responsible for the administration of the CDBG and HOME programs, and projects. Policy and funding approvals are decided by the City Council, which consists of the Mayor, who is elected at-large and four City Council Members from each of four council districts. Decisions regarding implementation of activiti es within the Consolidated Plan are based on staff recommendations and input from the residents.

The City contracted with MDG Associates, Inc. to prepare the 202 4‐2028 Consolidated Plan. In the development of this Consolidated Plan, the City and MDG Associ ates, Inc. implemented a comprehensive citizen participation and consultation process and conducted a needs assessment and market analysis to identify levels of relative need regarding affordable housing, homelessness, special needs, and community developm ent. This information was gathered through consultation with stakeholders and community meetings, review of demographic and economic data, and housing market analysis.

In the implementation of the 202 4‐2028 Consolidated Plan and each of the five Annual Action Plans, Housing Division staff shall be responsible for all grants planning, management, and monitoring duties necessary to comply with HUD regulations and City policy.

Consolidated Plan Public Contact Information
Jose Dorado, Housing Manager Deyanira Pelayo-Brito
200 Civic Center Way, El Cajon, CA 92020 200 Civic Center Way, El Cajon, CA 92020 619-441-1710 [email protected] 619-441-1567 [email protected]

PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b),

91.215(l) and 91.315(l)
Introduction
As part of the preparation of the Consolidated Plan the City reached out for consultation to agencies, groups, and organizations involved in the development of affordable housing, creation of job opportunities for low ‐ and moderate ‐income residents, and/or provision of services to

7 children, elderly persons, persons with disabilities, persons with HIV/AIDS and their families, and homeless persons. To facilitate this consultation, the City solicited feedback through the following methods:
 Community Needs Survey (web‐based and paper‐surveys)
 Community meetings
 Public hearings
 Receipt of written or oral comments
The input received from these consultations helped establish and inform the objectives and goals described in the Strategic Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of its CDBG and HOME allocations. A s a result, during the development of this Consolidated Plan, the City consulted with community organizations and City Departments. Outreach efforts included surveys , public noticing, and invitation to the community meeting s and the stakeholder round table . Outreach was made to over 100 organizations and agencies including:
- Nonprofit services providers,
- Affordable and market rate housing developers,
- Housing advocates,
- Public agencies (such as the school district and Public Housing Authority) - Economic development and employment organizations
- Community and neighborhood groups, and
- Neighboring cities and communities.

The City further recognizes the importance of continued coordination and alignment during the upcoming five ‐year planning period with these organi zations and agencies. The City will strengthen relationships and alignment among these organizations in the implementation of projects using CDBG and HOME funds.

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 San Diego Regional Task Force on Homelessness (RTFH), the lead agency of the Continuum of Care (CoC) for San Diego County guides the development of homeless strategies and the implementation of programs to end homelessness throughout the region. The CoC is comprised of a network of public, private, faith -based, for-profit, and nonprofit service providers who utilize several federal, state and local resources in providing services for homeless persons.

The County and its cities, including El Cajon, also provide resources for services that assist the homeless and those at risk of becoming homel ess. The nonprofit and faith -based community plays a key role in the current CoC system. Hundreds of agencies throughout the County provide

8 programs ranging from feeding the homeless on the street to creating permanent supportive housing. These services ar e available to homeless families with children as well as single men and women. The nonprofit and faith -based community also serves special needs populations, such as victims of domestic violence, veterans, persons with disabilities and unaccompanied youth.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The RTFH was consulted to provide information on homelessness. El Cajon is a participating jurisdiction in the CoC. The outreach list that follows includes homeless service providers, which are also involved with the RTFH. The City is not a recipient of ESG funds.

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities

Table 3– Agencies, groups, organizations who participated 1 Agency/Group/Organization Alpha Project for the Homeless Agency/Group/Organization Type Service-homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homelessness Needs - Veterans
How wa s the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process inc luded consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
2 Agency/Group/Organization Boys & Girls Club of East County Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
Regional Organization
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the con sultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engag ement was conducted through
surveys, community meetings, and a stakeholder
round table.
3 Agency/Group/Organization BRIDGE Housing Corporation
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment

9 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the C onsolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
4 Agency/Group/Organization City of El Cajon Community Development Agency/Group/Organization Type Planning Organization
Public Land Agency
Broadband Advocates
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Housing Community Development Strategy
Other
Options Designation(s) Grantee Department
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the comm unity, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
5 Agency/Group/Organization Cajon Valley Union School District Agency/Group/Organization Type Services-Children
Services-Education
Publicly Funded Institution
Broadband Advocates
What section of the Plan was addressed by
Consultation?
Non-housing Community Development Strategy
How was t he Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process includ ed consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
6 Agency/Group/Organization Center for Community Solutions Agency/Group/Organization Type Services-Victims of Domestic Violence Other
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the cons ultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engage ment was conducted through
surveys, community meetings, and a stakeholder
round table.
7 Agency/Group/Organization CSA San Diego County
Agency/Group/Organization Type Services – Fair Housing
Regional Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment

10 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
8 Agency/Group/Organization CYT San Diego
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
9 Agency/Group/Organization East County Chamber of Commerce Agency/Group/Organization Type Business Leaders
What section of the Plan was addressed by
Consultation?
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community , the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
10 Agency/Group/Organization East County Transitional Living Center Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the cons ultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engage ment was conducted through
surveys, community meetings, and a stakeholder
round table.
11 Agency/Group/Organization El Cajon Collaborative/ Little House Family Resources Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
Anti-poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultatio n or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement wa s conducted through
surveys, community meetings, and a stakeholder
round table.

11 12 Agency/Group/Organization ElderHelp of San Diego
Agency/Group/Organization Type Services – Elderly Persons What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
13 Agency/Group/Organization Helix Water District
Agency/Group/Organization Type Water District/ Agency
Regional Organization
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticip ated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and sel ected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
14 Agency/Group/Organization Family Focus Christian Counseling Agency/Group/Organization Type Mental Health Agency/ Facility What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, communi ty meetings, and a stakeholder
round table.
15 Agency/Group/Organization Interfaith Shelter Network Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Gro up/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultati on with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
16 Agency/Group/Organization Mama’s Kitchen
Agency/Group/Organization Type Services-Persons with HIV/ AIDS What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs

12 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
17 Agency/Group/Organization Metropolitan Area Advisory Committee on Anti - Poverty of San Diego
Agency/Group/Organization Type Housing
Regional organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Anti-Poverty Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within th e community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
18 Agency/Group/Organization Olaf Wieghorst Museum and Western Heritage Center Agency/Group/Organization Type Services-Education
Civic Leaders
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
19 Agency/Group/Organization San Diego Regional Center
Agency/Group/Organization Type Services-Persons with Disabilities Regional Organization
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, c ommunity meetings, and a stakeholder
round table.
20 Agency/Group/Organization Solutions for Change
Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy

13 How was the Agency/Gro up/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultati on with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
21 Agency/Group/Organization Sun Country Builders
Agency/Group/Organization Type Housing
Business Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, commun ity meetings, and a stakeholder
round table.
22 Agency/Group/Organization Townspeople
Agency/Group/Organization Type Services – Persons with HIV/ AIDS What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Age ncy/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included con sultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
23 Agency/Group/Organization Volunteers of America Southwest California Inc.

Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
24 Agency/Group/Organization Challenge Center
Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
25 Agency/Group/Organization McAlister Institute Inc.

14 Agency/Group/Organization Type Mental Health Agency/ Facility Publicly Funded Institution/ System of Care
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
26 Agency/Group/Organization Jewish Family Services of San Diego Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
27 Agency/Group/Organization Meals on Wheels San Diego County Agency/Group/Organization Type Services-Elderly
What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
28 Agency/Group/Organization Kenosis
Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Con solidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
29 Agency/Group/Organization La Maestra Family Clinic
Agency/Group/Organization Type Health Agency
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development

15 How was the Agency/Group/Organization
consulted and what are th e anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers , and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
30 Agency/Group/Organization San Ysidro Health
Agency/Group/Organization Type Health Agency
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
31 Agency/Group/Organization Borrego Health
Agency/Group/Organization Type Health Agency
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
32 Agency/Group/Organization Family Health Centers
Agency/Group/Organization Type Health Agency
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipate d
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and select ed
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
33 Agency/Group/Organization El Cajon Elks Lodge
Agency/Group/Organization Type Civic Leader
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

16 34 Agency/Group/Organization Century Housing
Agency/Group/Organization Type Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consu ltation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagem ent was conducted through
surveys, community meetings, and a stakeholder
round table.
35 Agency/Group/Organization St. Madeline’s Sophie’s Center Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
36 Agency/Group/Organization Home Start
Agency/Group/Organization Type Services-Homeless
Services- Unaccompanied Youth
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homeless Needs-Unaccompanied Youth
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
37 Agency/Group/Organization San Diego Association of Government Agency/Group/Organization Type Planning Organization
Regional Organization
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Market Analysis
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
38 Agency/Group/Organization San Diego Workforce Partnership Agency/Group/Organization Type Services-Employment
What section of the Plan was addressed by
Consultation?
Market Analysis
Non-Housing Community Development

17 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, th e Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
39 Agency/Group/Organization The Salvation Army
Agency/Group/Organization Type Services-Homeless
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
Homelessness Needs- Veterans
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. E ngagement was conducted through
surveys, community meetings, and a stakeholder
round table.
40 Agency/Group/Organization All Kids Academy Head Start Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within th e community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
41 Agency/Group/Organization Community Action, Services & Advocacy (CASA) Agency/Group/Organization Type Foster Care Agency/ Facility What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs
Non-Housing Community Development
Publicly Funded Institution/ System of Care
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
42 Agency/Group/Organization Crisis House
Agency/Group/Organization Type Services-Victims of Domestic Violence What section of the Plan was addressed by
Consultation?
Non-Housing Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of t he consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
43 Agency/Group/Organization St. Paul’s Senior Services

18 Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by
Consultation?
Non-Housing Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
44 Agency/Group/Organization Springboard Nonprofit Consumer Credit Management Agency/Group/Organization Type Services-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selecte d
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
45 Agency/Group/Organization The Arc of San Diego
Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Housing Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
46 Agency/Group/Organization El Cajon Historical Society Agency/Group/Organization Type Civic Leaders
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticip ated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and sel ected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
47 Agency/Group/Organization El Cajon Library
Agency/Group/Organization Type Services-Education
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
Homelessness Strategy
Broadband Advocates

19 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeh older
round table.
48 Agency/Group/Organization Regional Task Force on Homelessness Agency/Group/Organization Type Continuum of Care
Homelessness
Regional Planning
What section of the Plan was addressed by
Consultation?
Homelessness Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process incl uded consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
49 Agency/Group/Organization Home of Guiding Hands
Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted throu gh
surveys, community meetings, and a stakeholder
round table.
50 Agency/Group/Organization County of San Diego Health and Human Services Agency
Agency/Group/Organization Type Child Welfare Agency
Regional Organization
Publicly Funded Institution/ System of Care
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Non-Homeless Special Needs Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
51 Agency/Group/Organization Housing Authority of the County of San Diego Agency/Group/Organization Type PHA
What section of the Plan was addressed by
Consultation?
Public Housing Needs

20 How w as the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process in cluded consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
52 Agency/Group/Organization Majdal Center
Agency/Group/Organization Type Services-Social Services Services-Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
Anti-poverty Strategy
How was the Agency/ Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consult ation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
53 Agency/Group/Organization Alliance of African Assistance Agency/Group/Organization Type Services-Social Services Services-Civic Leaders
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
Homelessness Strategy
Non-Homeless Special Needs
Non-Housing Community Development
Anti-poverty Strategy
How was the Agen cy/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included cons ultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
54 Agency/Group/Organization International Rescue Committee Agency/Group/Organization Type Emergency Management Agency What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
55 Agency/Group/Organization San Diego Youth Services
Agency/Group/Organization Type Services-Children
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development Strategy
Regional Organization

21 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the communi ty, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
56 Agency/Group/Organization City of El Cajon
Agency/Group/Organization Type Flood Plain Management
What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consult ation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagemen t was conducted through
surveys, community meetings, and a stakeholder
round table.
57 Agency/Group/Organization Heartland Fire
Agency/Group/Organization Type Emergency Management Agency What section of the Plan was addressed by
Consultation?
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
58 Agency/Group/Organization City of Santee
Agency/Group/Organization Type Other Government – Local What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Orga nization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
59 Agency/Group/Organization City of La Mesa
Agency/Group/Organization Type Other Government – Local What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development

22 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
60 Agency/Group/Organization City of Lemon Grove
Agency/Group/Organization Type Other Government – Local What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, comm unity meetings, and a stakeholder
round table.
61 Agency/Group/Organization County of San Diego
Agency/Group/Organization Type Other Government – County What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the ne eds
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
62 Agency/Group/Organization Senator Atkins
Agency/Group/Organization Type Other Government – State What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
63 Agency/Group/Organization Assembly Member Weber
Agency/Group/Organization Type Other Government – State What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development

23 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
64 Agency/Group/Organization Senator Jones
Agency/Group/Organization Type Other Government – State What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the cons ultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engage ment was conducted through
surveys, community meetings, and a stakeholder
round table.
65 Agency/Group/Organization Assembly Member Ward
Agency/Group/Organization Type Other Government – State What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meeti ngs, and a stakeholder
round table.
66 Agency/Group/Organization Congressmember Issa
Agency/Group/Organization Type Other Government – Federal What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
67 Agency/Group/Organization Congressmember Jacobs
Agency/Group/Organization Type Other Government - Federal What section of the Plan was addressed by
Consultation?
Housing Need Analysis
Homelessness Strategy
Non-Homeless Needs Assessment
Non-Housing Community Development

24 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
68 Agency/Group/Organization Affirmed Housing
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, commu nity meetings, and a stakeholder
round table.
69 Agency/Group/Organization Eden Housing
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organizat ion
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
70 Agency/Group/Organization Jamboree Housing
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
71 Agency/Group/Organization Mercury Housing
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipate d
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and select ed
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

25 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community me etings, and a stakeholder
round table.
72 Agency/Group/Organization National CORE
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or a reas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was cond ucted through
surveys, community meetings, and a stakeholder
round table.
73 Agency/Group/Organization San Diego Housing Community Housing Corporation Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community , the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
74 Agency/Group/Organization Wakeland
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

26 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
75 Agency/Group/Organization Neighbor.org
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stak eholder
round table.

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
76 Agency/Group/Organization Father Joe’s Village
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted throu gh
surveys, community meetings, and a stakeholder
round table.

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
77 Agency/Group/Organization San Diego Habitat for Humanity Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anti cipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

27 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, commun ity meetings, and a stakeholder
round table.
78 Agency/Group/Organization Thomas Safran & Associates Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Gr oup/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultat ion with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of th e consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
79 Agency/Group/Organization Newport Partners
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consol idated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

How was the Agency/Group/Organization
consulted and w hat are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
80 Agency/Group/Organization San Diego Housing Federation Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the nee ds
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.

28 How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community meetings, and a stakeholder
round table.
81 Agency/Group/Organization Community HousingWorks
Agency/Group/Organization Type Service-Housing
What section of the Plan was addressed by
Consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the Consolidated
Plan process included consultation with City
residents, service providers, and selected
departments. Engagement was conducted through
surveys, community me etings, and a stakeholder
round table.

Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a comprehensive list of agencies, organizations and other stakeholders and invited representatives from each entity to participate in the planning process at multiple points in the planning process. If an agency did not attend meetings or participate in surveys, it was done so by the agency’s choice.

29 Other local/regional/state/federal planning efforts considered when preparing the Plan Table 4– Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?
Continuum of
Care
San Diego County
Regional Task Force on
Homelessness
The Strategic Plan goal to support Continuum of Care system for the homeless aligns with the people and system goals identified in the CoC’s Regional Community Action Plan to Prevent and End Homelessness.

General Plan City of El Cajon The Strategic Plan is in alignment with the Housing and Environmental Justice Elements of the City’s General Plan.

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
City of El Cajon departments were consulted with and invited to participate in the Notice of Funding Availability (NOFA) process. Adjacent units of government participated in the stakeholder round table and a one-on-one meeting was held with the CoC.

30 PR-15 Ci tizen Participation - 91.105, 91.115, 91.200(c) and

91.300(c)
Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting In preparation for the Consolidat ed Plan , the City followed the established processes of the Citizen Participation Plan to ensure broad community engagement. These activities were coordinated and implemented by the Housing Division. The City sought input from its residents by circulating a survey to residents and organizations inquiring about community needs. The survey was available online and in hardcopy format in English , Spanish, and Arabic . The City received a total of 131 responses from residents and 28 from organizations. The survey results and the English, Spanish, and Arabic survey forms are included in Appendix B.

In accordance with the City’s Citizen Participation Plan, residents and stakeholders were able to participate in the development of the 2024‐2028 Consolidated Plan through two public meetings and the 30-day comment period. Additionally, the City engaged the residents and organizations through a survey and a stakeholder round table. Two noticed public meetings to obtain the views of the community on the City’s housing and community development needs were held in the fall of 2023. The first was convened on Wednesday, November 29, 2023, 6:00 pm, at the Ronald Regan Center. The second was convened on Thursday, November 30, 2023, 6:00 pm, at Wells Park.

In accordance with the City’s Citizen Participation Plan, all public notices for community meetings and public hearings and the 30 -day comment period were published in a medium of general circulation in the City. Additionally, the City used social media platforms such as Facebo ok and Instagram to advertise the opportunities to participate. At each step in the process, the City was careful to ensure that low‐ and moderate‐income residents, members of minority groups, agencies involved in the provision of services to these populations, and others who are directly impacted by the programs and activities supported by the Consolidated Plan programs had the opportunity to be actively involved.

Citizen Participation
Table 5– Citizen Participation

31 Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/ attendance
Summary of
comments
received
Summary of
comments not acc epted
and reasons
URL
1 Newspaper
Ad
Non-targeted/
broad
community

English
Speaking

Non-English
Speaking –
Specify other
language:

Spanish and
Arabic
Announcement of public
meetings and the
Community Needs
Survey were published in
the East County Gazette
on November 9 and 16,
2023, in the East County
Californian on November
10 and 24, 2023,
Hispanos Unidos on
October 13, 20, 27 and
November 3, 2023 and
the El Latino News on
November 17, 2023.

NA NA NA
2 Internet
Outreach
Non-targeted/
broad
community

English
Speaking

Non-English
Speaking –
Specify other
language:

Spanish and
Arabic

The Community Needs
Survey was open and
accepting responses
from October 12, 2023 to
February 1, 2024.

In total, 149
responses were
received. A
summary of all
survey responses
is provided in
Appendix B.

All survey response
were accepted.

3 Public
Meeting
Non-
targeted/broad
community
November 29, 2023, 6:00
pm, Ronald Regan
Center
Meeting Notes are
provided in
Appendix B.

All comments were
accepted.

4 Public
Meeting
Non-
targeted/broad
community
November 30, 2023, 6:00
pm, Well Park
Meeting Notes are
provided in
Appendix B.

All comments were
accepted.

32 5 Newspaper
Ad
Non-targeted/
broad
community

English
Speaking

Non-English
Speaking –
Specify other
language:

Spanish and
Arabic
Announcement of the
Consolidated Plan and
Action Plan review and of
the 30-day public
comment period from
April 25 to May 24, 2023
were published in the
East County Gazette on
April 5 and April 12,
2024, Hispanos Unidos
on April 5, 2024 and the
Daily Journal on April 8,
2024.

6 Public
Hearing
Non-
targeted/broad
community
Public hearing to review
Consolidated Plan and
Action Plan April 23,
2023, 3:00 pm.

No comments were
received.

7 Meeting Council approval of
Consolidated Plan and
Action Plan on May 28,
2024 at 3:00 pm.

33 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Consolidated Plan Needs Assessment examines housing, homelessness, non -homeless special needs, and non-housing community development needs. The housing needs assessment section evaluates household income, t enure (renter or owner), housing cost as a function of household income, disproportionate need amongst racial and ethnic groups, and public housing needs. The homeless needs assessment examines the sheltered and unsheltered homeless population in San Diego County to inform the City’s strategy to address homelessness during the next five years. The non -homeless special needs assessment section evaluates the needs of people who are not homeless, but due to various reasons need services. This population includes elderly, frail elderly, severely mentally ill, developmentally disabled, physically disabled, persons with alcohol or other drug addictions, persons with HIV/AIDS, victims of human trafficking, veterans with Post Traumatic Stress Disorder (PTSD), and victims of domestic violence. The non- housing community development needs assessment section discusses the need for public facilities, public infrastructure improvements and public services to benefit low - and moderate- income residents.

Methodology
To assess community needs, the City examined data, held community meetings, conducted a survey of residents and local stakeholders, and consulted with experts and local stakeholders.

The Needs Assessment primarily relies on the sources of data which follow:
 American Community Survey (ACS) 2020 5-year estimates,  Comprehensive Housing Affordability Strategy (CHAS) 2016-2020, and  2022 and 2023 Point-In-Time Homeless Counts.

The 2020 ACS and CHAS 5 -year estimates were the most recent available complete datasets from these sources.

Consolidated Plan Survey for Residents and Stakeholders El Cajon residents and stakeholders had the opportunity to respond to the Community Needs survey to rate the level of need for public facilities, infrastructure, public and neighborhood services, and housing facilities and services. The survey also provided insight into internet access and disaster preparedness. Additionally, organizations that work with El Cajon residents with low- and moderate incomes, special needs, and those experienci ng or at risk or experiencing homelessness were given the opportunity to share their thoughts on the most effective community development projects from the last Consolidated Planning cycle and high priorities in housing, community, or economic development over the next five years. The tabulation of survey results from 131 El Cajon residents and 28 organizations are integrated throughout the Needs Assessment (NA) of Consolidated Plan and can be found in the following sections:

34  Housing facility and service results – NA-10 Housing Needs Assessment, and  Public facility, infrastructure, and service results – NA-50 Non -Housing and Community Development Needs.

35 NA-10 Housing Needs Assessment
Summary of Housing Needs
According to the Demographics table, the City of El Cajon’s population rose by seven percent from 99,478 to 106,215 over the last ten years from 2010 to 2020. During this time, the number of households rose by two percent from 32,916 to 33,496 and the median household income increased 20 percent from $47,048 to $56,367.

Table 7 - Number of Households presents different household types in the City by levels of income. Small family households consist of two -to-four family members, while large family households have five or more members. The income levels correspond with HUD area median income (AMI) definitions. The Households of El Cajon graph shows how many households are in each income category.

Data Source: 2016-2020 CHAS
Figure 1 – Households of El Cajon

The most common household type in El Cajon are small family households, representin g 48 percent of all households in the City . L arge family households represent 1 2 percent of households. Over 64 percent of all households in El Cajon earn less than 80 percent of AMI.

In this section there are six tables of data which reference housing problems. Housing problems are defined by HUD as follows:
1) Lacks complete kitchen facilities: Household lacks a sink with piped water, a range or stove, or a refrigerator.
2) Lacks complete plumbing facilities: Household lacks hot and cold piped water, a flush toilet and a bathtub or shower.
3) Overcrowding / severe overcrowding: A household is overcrowded if there are more than 1.01 people per room, excluding b athrooms, porches, foyers, halls, or

HOUSEHOLDS
TOTAL HOUSEHOLDS 3,160 8,745
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0-30% HFAMI >30-50% HFAMI >50-80% HFAMI >80-100% HAMFI > 100% HAMFI

36 half-rooms. A household is considered severely overcrowded if there are more than 1.5 people per room.
4) Cost burden / severe cost burden: A household is considered cost burdened if the household pays more than 30 percent of its total gross income for housing costs.

A household is considered severely cost burdened if the household pays more than 50 percent of its total income for housing costs. For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage, taxes, insurance, and utilities.

CHAS data makes clear that housing cost burden greater than 30 percent is the greatest problem across renter and owner households; and renter households are most impacted by severe housing problems. Just over 5 5 percent of the 12,045 households earning 0 -80 percent AMI experience a housing cost burden over 30 percent of income. The majority, 78 percent, of the 10,735 households earning less than 80% AMI with one or more severe housing problems are renter households. (see Table 9)

Data Source: 2016-2020 CHAS
Figure 2 – Households with most severe housing problems

The following tables provide additional details on City demographics, number of households and residents with housing problems:

HOUSEHOLDS WITH

MOST SEVERE HOUSING

PROBLEMS

37 Table 6 - Housing Needs Assessment Demographics
Demographics Base Year: 2010 Most Recent Year: 2020 % Change Population 99,478 106,215 6.8
Households 32,916 33,496 1.8
Median Income $47,048 $56,367 19.8
Data Source: 2010 & 2020 Decennial Census, 2010 & 2020 ACS 5-Year estimates

Table 7 - Number of Households
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
>80-100%
AMI
>100%
AMI
Total Households 8,445 5,845 7,305 3,160 8,745
Small Family Households 3,075 2,895 3,475 1,665 5,015
Large Family Households 1,055 720 1,120 430 845
Household contains at least one
person 62-74 years of age
1,965 1,535 1,500 725 2,105
Household contains at le ast one -
person age 75 or older
1,035 425 735 250 855
Households with one or more children
6 years old or younger
1,909 1,979 2,029 2,029 1,834
Data Source: 2016-2020 CHAS

Housing Needs Summary Tables
Table 8 – Housing Problem 1 (Households with one of the listed needs)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete plumbing
or kitchen facilities
185 50 165 0 400 15 40 15 20 90
Severely
Overcrowded -
With >1.51 people
per room (and
complete kitchen
and plumbing)
345 175 335 40 895 15 20 15 70 120
Overcrowded -
With 1.01 -1.5
people per room
880 565 345 75 1,865 90 35 90 65 280

38 Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
(and none of the
above problems)
Housing cost
burden greater
than 50% of
income (and none
of the above
problems)
4,070 1,185 90 0 5,345 485 1,145 485 340 2,45
5 Housing cost
burden greater
than 30% of
income (and none
of the above
problems)
555 1,475 1,700 230 3,960 335 185 335 760 1,61
5 Zero/negative
Income (and none
of the above
problems)
195 0 0 0 195 0 105 0 0 105
Data Source: 2016-2020 CHAS

Table 9- Housing Problem 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems
5,480 1,975 935 115 8,505 1,240 610 495 105 2,450
Having none of four
housing problems
1,110 2,135 4,045 1,485 8,775 615 1,125 1,830 1,455 5,025 Household has
negative income, but
none of the other
housing problems
195 0 0 0 195 105 0 0 0 105
Data Source: 2016-2020 CHAS

39 Table 10 - Housing Problem 3 (Cost Burden > 30%)

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 250 1,150 1,000 2,400 25 140 380 545
Large Related 60 290 400 750 100 15 100 215
Elderly 40 90 200 330 120 55 120 295
Other 60 285 475 820 15 35 15 65
Total need by income 410 1,815 2,075 4,300 260 245 615 1,120 Data Source: 2016-2020 CHAS

Table 11 - Housing Problem 3 (Cost Burden > 50%)

Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 2,500 725 15 3,240 135 245 155 535
Large Related 840 145 0 985 55 30 50 135
Elderly 325 50 0 375 145 40 30 215
Other 1,030 310 75 1,415 145 40 40 225
Total need by income 4,695 1,230 90 6,015 480 355 275 1,110 Data Source: 2016-2020 CHAS

Table 12– Housing Problem 4 (Crowding Information – More than one person per room)

Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family 1,205 670 650 70 2,595 55 105 135 10 305 Multiple, unrelated family 35 60 10 40 145 4 0 0 25 29 Other, non-family 80 15 20 0 115 0 0 0 0 0
Total need by income 1,320 745 680 110 2,855 59 105 135 35 334 Data Source: 2016-2020 CHAS
Table 13- Housing Problem 6 – Households with children under the age of 6

40 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
children 6 years of
age or younger
present
1,819 780 1,275 3,874 90 210 360 660
Data Source: 2016-2020 CHAS

Maps sources are the 2016-2020 CHAS data by tract and the OSM City Boundary.

Map 1 - Households at less than 30% HAMFI and Severe Cost Burden

0 2Mi
Proportion El Cajon, CA Households at
<30% HAMFI and Severe Housing Burden
CJ CJ 1111

7.5 - 15% 15 - 22.5% 22.5 - 30% 30 - 37.5%
N
+

41 Map 2 – Households at 30-50% HAMFI and Severe Cost Burden

Map 3 -- Households 50-80% HAMFI and Severe Cost Burden Proportion El Cajon, CA Households at 30-50%
HAMFI and Severe Housing Burden
CJ CJ CJ ~
3-6% 6 - 9% 9 - 12% 12 - 15%
N
2Mi
+
Proportion El Cajon, CA Households at 50-80%
HAMFI and Severe Housing Burden
CJ CJ CJ ~
0 - 1.25 % 1.25 - 2.5% 2.5 - 3.75% 3.75 - 5% 5 - 6.25%
N
2Mi
+

42 Describe the number and type of single person households in need of housing assistance.

Elderly or low-income single person households can be presumed to need some type of housing assistance. According to the 2016 -2020 five-year ACS estimates approximately nine percent of the 7,467 single householders in El Cajon are over 65 years of age. CHAS 2016 -2020 five-year estimates find 885 single householders earn less than 80 percent of AMI and spend 30 to 50 percent of their income on housing costs, while 1,640 spend more than 50 percent of AMI on housing costs. Finally, 13 percent of single households are renters.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

Domestic and dating violence, assault, and stalking are not always reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes/ sexual assaults were reported to the police. The State of California Department of Justice maintains statistics on domestic violence calls to local law enforcement statewide by jurisdiction (openjustice.doj.ca.gov). In 2022, 1,004 calls related to domestic violence were made by El Cajon residents. Of these incidents:
 594 involved a weapon,
 four a firearm,
 20 involved a knife or cutting instruments,
 27 involved other dangerous weapons, and
 524 involved personal weapons (i.e., feet or hands).

There were at least 1,000 times during 2022 when a household needed some type of domestic violence services. In households where physical violence occurred, it is possible that at least one member of the household needed to relocate to escape recurring violence. These households may include children. Additionally, according to the San Diego County Continuum of Care’s (CoC) 202 Point in Time Count, 862 people experiencing homeless ness reported being victims of domestic violence, and 625 of those people were unsheltered. Victims of domestic violence suffer in many ways including economically, which impacts access to safe and affordable permanent housing.

What are the most common housing problems?
As shown in the Most Prevalent Housing Problem s graph below, t he most common housing problem in the City is housing cost burden with households paying more than 30 percent of their income and crowding is the next most common problem. This graph consolidates data from Table 8 – Housing Problem 1 (Households with one of the listed needs ) by combining households burdened at a rate of 30 to 50 percent and over 50 percent under housing cost burden greater than 30 percent and combining both overcrowded and severely overcrowded households under crowding. The most prevalent housing problems graph shows the four housing problems are experienced in similar proportion s by owner and renter households and significantly larger numbers of renter households experience all housing problems.

The data in Table 8 shows 56 percent of households earning less than 80 percent of AMI have a housing cost burden greater than 30 percent. This includes 9,075 renter households and 2,970 owner households. Within this group of cost burdened households, 7,460 are severely cost

43 burdened paying more than 50 percent of their gross income for housing cos ts, including 5,345 renter households and 2,115 owner households. Overcrowding and severe overcrowding affects 3,044 households or 14 percent of low - and moderate-income households. Renter households account for 90 percent of households impacted by this housing problem.

Renter households bear the brunt of housing problems.

Data Source: 2016-2020 CHAS
Figure 3 – Most prevalent housing problems

Are any populations/household types more affected than others by these problems? Small related and multiple unrelated family renter households with low - and Table 10, 5,420 households earning less than 80 percent of AMI are 30 to 50 percent cost burdened representing 25 percent of households at thi s income level. Table 11 shows 7,125 households earning less than 80 percent of AMI are over 50 percent cost burdened representing 33 percent of households at this income level. Single family renter households are most impacted by overcrowding representing 2,525 households earning less than 80 percent AMI.

Describe the characteristics and needs of Low -income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance.

Extremely low (0-30 percent AMI) and low-income (30-50% AMI) households are presumed to be unstably housed, these households are considered at high risk of falling into homelessness or may currently be experiencing homelessness. Those with one or more h ousing problems at this income level are highly sensitive to adverse events. The greatest concentrations of unstably housed households are among small family households, households with at least one-member aged 62 or above, and renters with at least one housing problem, small related renter households with a housing cost burden greater than 30 percent of their income.

MOST PREVALENT HOUSING PROBLEMS
cc w
z <80% AM I s: 2,970 105
0 cc w I- <80% AM I z 400 2,645 9,075 195
w cc
0% 20% 40% 60% 80% 100%
SUBSTANDARD HOUSING CROWDING
HOUSING COST BURDEN >30% ZERO/NEGATIVE INCOME

44 There are 14,290 households in El Cajon earning less than 50 percent of AMI, representing 43 percent of all households. Small related renter households in this income range are most impacted by housing cost burden as seen graphs below. Renter households in this income range are about four times more likely than owner households to experience a housi ng cost burden of 30 to 50 percent of their income, and about seven times more likely to experience a housing cost burden of greater than 50 percent of their income. Furthermore, at this income level approximately 2,065 households live in overcrowded conditions and 2,599 renter households with children under age six are unstably housed.

Data Source: 2016-2020 CHAS
Figure 4– Households With >30% Cost Burden

Data Source: 2016-2020 CHAS
Figure 5- Households With >50% Cost Burden

er: w
Z <50% AM I
~
0 er: w
~ <50% AM I
w er:
er: w
Z <50% AMI
~
0 er: w
~ <50% AMI
w er:

HOUSEHOLDS WITH >30% COST BURDEN
165 115 175
1AOO ~O 1~
0% 20% 40% 60% 80%
345
100%
SMALL RELATED
LARGE RELATED
ELDERLY
OTHER
HOUSEHOLDS WITH >50% COST BURDEN
380 85 185
3,225 985
0% 20% 40% 60%
185
375 1,340
80% 100%
SMALL RELATED
LARGE RELATED
ELDERLY
OTHER

45 As described in the Housing Market Analysis section of this report, rental housing costs have risen steadily over the past five years creating more pressure on extremely low -income households. According to Zumper, a rental listing aggregator, the monthly market rate rent for a two-bedroom apartment in El Cajon went from $1,895 in November 2021 to $2,200 in November 2023, a change of 16 percent. One -bedroom units increased at a rate of 22 percent. As rental prices continue to rise throughout San Diego County, the pressure on extremely low -income households will continue to increase.

Rapid rehousing programs help homeless individuals and families but, unless a housing unit they can reasonable afford is available formerly homeless fam ilies and individuals receiving rapid rehousing assistance may face uncertainty with respect to their monthly housing costs and ability to remain stably housed at the end of the assistance contract. Near the termination of assistance, finding replacement h ousing is difficult for the same reasons it was difficult before becoming homeless: high housing cost and the possibility of an eviction record.

If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates.

The assessment of at-risk populations described in the foregoing paragraphs in this Consolidated Plan is based on ACS and CHAS data using HUD definitions for ho usehold types and housing problems, supplemented by available local data for certain groups specified by HUD, such as households with children and victims of domestic violence, dating violence, sexual assault, and stalking.

Specify particular housing chara cteristics that have been linked with instability and an increased risk of homelessness.

According to Housing Problem table four, there are 5,925 renter households who earn less than 50 percent of AMI and are cost burdened at a rate greater than 50 percent of income. Of these households:
 3,225 are small, related households with four or fewer members,  985 are large, related households with five or more members,  375 are elderly households with one or more members over the age of 62, and  1,340 are other households.

These extremely low- and low-income households are considered the most at risk of becoming homeless.

Discussion
According to the housing problems table s above of households with incomes at or below 50 percent of AMI 55 percent are cost burdened renters, and 65 percent are crowded renters. Of households with incomes at or below 30 percent of AMI 35 percent are severely cost burdened renters and 23 percent are crowded renters. These households are presumed to be most at risk of becoming homeless.

46 To the greatest extent feasible, options for assistance could make affordable housing accessible to severely cost burdened and crowded renter households who earn less than 50 percent of AMI.

This is one of many ways to prevent homelessness.

NA-15 Disproportionately Greater Need: Housing Problems Introduction
Sections NA -15, NA -20, and NA -25 of the Needs Assessment examine housing problems experienced by racial or ethnic groups and identifies when that occurs at a disproportionately greater frequency. This is indicated when members of a racial or ethnic group in a certain income range experience housing problems at a greater rate (10 percentage points or more) than the rate of housing problems experienced by all households within that income level. For example, when evaluating 0-30 percent of AMI households, if 50 percent of the households experience a housing problem, but 60 percent or more of a particular racial or ethnic group of households’ experience housing problems, that group has a disproportionately greate r need. Please note, as part of the CHAS data set, HUD did not calculate households with no/ negative income, but one or more of the other housing problems by race or ethnicity for the 2016-2020 period.

Housing problems and severe housing problems analyzed in sections NA -15 and NA -20 are based on the definitions that follow.
1) Lacks complete kitchen facilities: Household lacks a sink with piped water, a range or stove, or a refrigerator.
2) Lacks complete plumbing facilities: Household lacks hot and cold piped w ater, a flush toilet and a bathtub or shower.
3) Overcrowded Household with more than 1.01 people per room. 4) Cost burden: A household is considered cost burdened if the household pays more than 30 percent of its total gross income for housing costs.

The graphs below represent the racial and ethnic breakdown of the residents of El Cajon.

Data Source: 2016-2020 ACS

HISPANIC

ETHNICITY

47 Figure 6- Ethnicity

Data Source: 2016-2020 ACS
Figure 7– Race Alone

Table 14- Disproportionally Greater Need 0 - 30% AMI
Housing Problems
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 7,460 985 0
White 5,115 730 0
Black / African American 330 0 0
Asian 195 50 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,335 205 0
Data Source: 2016-2020 CHAS

Table 15- Disproportionally Greater Need 30 - 50% AMI

RACE ALONE
75% 80% 85% 90% 95% 100%
WH ITE
BLACK OR AFRICAN AMER ICAN
AS IAN
SOME OTHER RACE
NATIVE HAWA IIAN OR PACIFIC

ISLANDER

AMER ICAN INDIAN OR ALASKA
NATIVE

48 Housing Problems
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 4,395 1,450 0
White 2,645 770 0
Black / African American 220 235 0
Asian 170 80 0
American Indian, Alaska Native 8 0 0
Pacific Islander 25 0 0
Hispanic 1,160 345 0
Data Source: 2016-2020 CHAS

49 Table 16- Disproportionally Greater Need 50 - 80% AMI Housing Problems
Has one o r
more of four
housing
problems
Has none of
the four
housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 3,885 3,415 0
White 2,400 1,690 0
Black / African American 190 340 0
Asian 215 115 0
American Indian, Alaska Native 0 0 0
Pacific Islander 25 0 0
Hispanic 885 1,200 0
Data Source: 2016-2020 CHAS

Table 17- Disproportionally Greater Need 80 - 100% AMI
Housing Problems
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has no/negative
income, but none of the
other housing problems
Jurisdiction as a whole 940 2,220 0
White 630 1,590 0
Black / African American 10 90 0
Asian 25 55 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 255 400 0
Data Source: 2016-2020 CHAS

50 Community Development and Planning Maps
Maps illustrate the racial or ethnic composition of the City by Census Tract as reported in the 2016-2020 American Community Survey Estimates, for races which represent at least two percent of the population.

Map 4 – Proportion of Latino Residents
Proportion Latino Residents in El Cajon, CA
~ -+
D DD • • /
5- 15% 15- 25% 25- 35% 35- 45% 45- 55%
2mi

51 Map 5 – Proportion of White Residents

Map 6 – Proportion of Black Residents
Proportion White Residents in El Cajon, CA
~ r
DD D • • /
· 38- 48% 48- 58% 58- 68% 68 - 78% · 78- 88%
2mi
Proportion Black Residents in El Cajon, CA __./ +
- - " ·0 - 5% 5- 10% 10- 15% 15- 20% · 20- 25%
2mi
A

52 Map 7 – Proportion of Asian Residents

Map 8 – Proportion of Residents of Two or More Races
Proportion Asian Residents in El Cajon, CA
..c_J +
- -. 0- 3% · 3- 6% 6- 9% · 9- 12% · 12- 15%
2mi
A
.
.

Proportion People of 2 or More Races in El Cajon, CA
__./, +
□□□ - - ✓ 0.9- 2.9% 2.9- 4.9% 4.9- 6.9% 6.9- 8.9% 8.9- 10.9% 0 2mi
A
.

53 Discussion
The method of calculating disproportionate need sets different groups of different sizes on equal footing, making it possible for any outsized impact on groups to be identified. However, throughout the city and across different races and ethnicities, 88 percent of residents with one or more of four housing problems earn 0 -30 percent of AMI and 75 percent of resi dents earn 30-50 percent of AMI. These are very high rates of need which require almost an entire sub -population to be in need for disproportional impact to register.

The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 8– Disproportionate Need Across Households Earning <30% AMI

Across households with incomes below 30 percent of AMI there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows: Black / African American.

Data Source: 2016-2020 CHAS
Figure 9– Disproportionate Need Across Households Earning 30-50% AMI

100%
80%
60%
40%
20%
0%
100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING <30% AMI
88% 100% 87%
~
80%
D I D 0% 0%

WHITE BLACK/ ASIAN AMERICAN PACIFIC HISPANIC

A FRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 88%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 30-50% AMI
77%
I
68%
I
100% 100%
77%

WHITE BLACK/ ASIAN

A FRICAN

AMERICAN PACIFIC HISPANIC

INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 75%

54 Across households with incomes ranging from 30 to 50 percent of AMI there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows:
 American Indian, Alaska Native and
 Pacific Islander.

Data Source: 2016-2020 CHAS
Figure 10– Disproportionate Need Across Households Earning 50-80% AMI

Across households with incomes ranging from 50 to 80 percent of AMI there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows:
 Asian and
 Pacific Islander.

Data Source: 2016-2020 CHAS
100%
80%
60%
40%
20%
0%
100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 50-80% AMI
100%
~
59% 36% 65%
D
'
D I 0%
42%
I

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

A FRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A W HOLE 53%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 80-100% AMI
28% 31%
0 10~(

0% Oo/o
-
39%

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

A FRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A W HOLE 30%

55 Figure 11– Disproportionate Need Access Households Earning 80-100% AMI

Across households with incomes ranging from 80 to 100 percent of AMI there is no disproportionate concentration of those with one or more housing problem among households.

56 NA-20 Disproportionately Greater Need: Severe Housing Problems Introduction
Similar to the previous section, the Severe Housing Problems tables provide data to determine if disproportionate housing needs exist for any racial or ethnic group that experiences severe housing problems, which are defined as:
1) Lacks complete kitchen facilities: Household does not have a stove/oven and refrigerator.
2) Lacks complete pl umbing facilities: Household does not have running water or modern toilets.
3) Severe overcrowding: A household is considered severely overcrowded if there are more than 1.5 people per room.
4) Severe cost burden: A household is considered severely cost burdened if the household pays more than 50 percent of its total income for housing costs. For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include mortgage payment, taxes, insurance, and utilities.

Please note as part of the CHAS data set HUD did not calculate households with no/ negative income, but one or more of the other housing problems by race or ethnicity for the 2016 -2020 period.

Table 18– Severe Housing Problems 0 - 30% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 6,720 1,725 0
White 4,620 1,225 0
Black / African American 305 25 0
Asian 155 90 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,160 385 0
Data Source: 2016-2020 CHAS

57 Table 19– Severe Housing Problems 30 - 50% AMI
Severe Housing Problems*
Has one or
more o f four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 2,585 3,260 0
White 1,750 1,665 0
Black / African American 125 335 0
Asian 70 180 0
American Indian, Alaska Native 4 4 0
Pacific Islander 25 0 0
Hispanic 545 960 0
Data Source: 2016-2020 CHAS

Table 20– Severe Housing Problems 50 - 80% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 1,430 5,875 0
White 875 3,215 0
Black / African American 35 490 0
Asian 95 235 0
American Indian, Alaska Native 0 0 0
Pacific Islander 25 0 0
Hispanic 380 1,700 0
Data Source: 2016-2020 CHAS

58 Table 21– Severe Housing Problems 80 - 100% AMI
Severe Housing Problems*
Has one or
more of four
housing
problems
Has none of
the four
housing
problems
Household has
no/negative income, but
none of the other housing
problems
Jurisdiction as a whole 220 2,940 0
White 65 2,155 0
Black / African American 10 90 0
Asian 20 60 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 125 525 0
Data Source: 2016-2020 CHAS

Discussion
The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 12 – Disproportionate Need Across Households Earning <30% AMI

Across households with incomes below 30 percent of AMI there i s a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows: Black / African American. 100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING <30% AMI
79% 92%
0% 0%
75%
I

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

AFRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 80%

59 Data Source: 2016-2020 CHAS
Figure 13 – Disproportionate Need Across Households Earning 30-50% AMI

Across households with incomes in the 30 -50 percent of AMI range there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows: Pacific Islander.

Data Source: 2016-2020 CHAS
Figure 14 – Disproportionate Need Across Households Earning 50-80% AMI

Across households with incomes in the 50 -80 percent of AMI range there is a disproportionate concentration o f those with one or more housing problem among households which identify racially or ethnically as follows: Pacific Islander.
100%
80%
60%
40%
20%
0%
100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 30-50% AMI
100%
~
50% 51%
D
ijJO( 28°1
D
36%
I

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

AFRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 44%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 50-80% AMI
100%
21% 29%
~
70(?

Qij~
-
18%

1.:1

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

A FRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 20%

60 Data Source: 2016-2020 CHAS
Figure 15 – Disproportionate Need Across Household Earning 80-100% AMI

Across households with incomes in the 80 -100 percent of AMI range there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows:
 Asian and
 Hispanic.

100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED ACROSS
HOUSEHOLDS EARNING 80-100% AMI
25%
301, w C 0% 0%
19%
kl

WHITE BLACK/ ASIAN AMERICAN PACIFIC HISPANIC

AFRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- PERCENTAGE - JURISDICTION AS A WHOLE 7%

61 NA-25 Disproportionately Greater Need: Housing Cost Burdens Introduction
HUD defines cost burden as the extent to which gross housing costs, including utility costs, exceeds 30 percent of a given household’s gross income. A household is considered severely cost burdened if gross housing costs, including utility costs, exceed 50 percent of a household’s gross income.

Table 22– Greater Need: Housing Cost Burdens AMI
Housing Cost Burden <=30% 30-50% >50%
No / negative
income (not
computed)
Jurisdiction as a whole 16,860 7,479 8,759 400
White 10,340 4,715 6,230 295
Black / African American 1,075 290 395 0
Asian 675 305 230 30
American Indian, Alaska Native 35 4 4 0
Pacific Islander 25 35 25 0
Hispanic 4,140 1,755 1,370 75
Data Source: 2016-2020 CHAS

Discussion
The analysis shows the following:

Data Source: 2016-2020 CHAS
Figure 16 – Disproportionate Need Across Households Cost Burdened at 30-50% AMI 100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED OF
HOUSEHOLDS COST BURDENED 30-50%
25% 41 %
22% 16% il°,'l

24%
- - Ill -

WHITE BLACK / ASIAN AMERICAN PACIFIC HISPAN IC

AFRICAN INDIAN , ISLANDER

AMERICAN ALASKA
NATIVE
- 30-50% - JURISDICTION AS A W HOLE 22%

62 Across households with housing cost burdens equivalent to 30 to 50 percent of their income there is a disproportionate concentration of those with one or more housing problem among households which identify racially or ethnically as follows: Pacific Islander.

Data Source: 2016-2020 CHAS
Figure 17 – Disproportionate Need Across Households Cost Burdened >50% of AMI

Across households with housing cost burdens greater than 50 percent of their income there is no disproportionate concentration.

100%
80%
60%
40%
20%
0%

DISPROPORTIONATE NEED OF
HOUSEHOLDS COST BURDENED > 50%
29% 29% 22%
r
9°1
f -WHITE BLACK / ASIAN AMERICAN PACIFIC HISPANIC

AFRICAN INDIAN, ISLANDER

AMERICAN ALASKA
NATIVE
- >50% - JURISDICTION AS A W HOLE 26%

63 NA-30 Disproportionately Greater Need: Discussion
Are there any income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The following racial or ethnic groups were found to have a disproportionately greater level of housing problems relative to the percentage of all households in the given income category experiencing housing problems:
 0 - 30 percent AMI: Black / African American
 30 - 50 percent AMI:
o American Indian, Alaska Native and
o Pacific Islander.
 50 - 80 percent AMI:
o Asian and
o Pacific Islander.
 80 - 100 percent AMI: none.

The following racial or ethnic groups were found to have a disproportionately greater level of severe housing problems relative to the percentage of all households in the given income category experiencing severe housing problems:
 0 30 percent AMI: Black / African American.
 30 - 50 percent AMI: Pacific Islander.
 50 - 80 percent AMI: Pacific Islander.
 80 - 100 percent AMI:
o Asian and
o Hispanic.

The following racial or ethnic groups had a disproportionately greater level of housing cost burden:
 30 - 50 percent of income: Pacific Islander.
 Greater than 50 percent of income: none.

If they have needs not identified above, what are those needs? No other housing needs for these specific racial or ethnic groups were ident ified through consultation or citizen participation. Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
As part of the 2021-2029 Housing Element the City prepared the state mandated Assessment of Fair Housing. This Assessment includes Dissimilarity Indexing, which shows how segregated or integrated two various racial/ethnic groups are. Values between 0 and 39 generally indicate high integration (low segregation), values between 40 and 54 generally indicate moderate segregation, and values between 55 and 100 generally indicate a high level of segregation. El Cajon has low levels of segregation, across all racial and ethnically Hispanic groups ; it is below 40. El Cajon is significantly more integrated than San Diego County as a whole. Despite the city’s relatively low levels of segregation , it should be noted that since 1990 the levels of segregation have been slowly increasing.

64 Table 23 – Dissimilarity Trends
1990 Trend 2000 Trend 2010 Trend Current
El Cajon, CA
Non-White/ White 17.95 25.66 22.50 25.22
Black/ White 27.38 32.71 29.13 33.53
Hispanic/ White 17.21 26.35 23.10 25.21
Asian or Pacific Islander/ White 15.02 14.51 16.35 21.07 San Diego-Carlsbad, CA Region (County
Non-White/ White 43.40 45.18 42.85 46.42
Black/ White 58.00 53.80 48.37 54.08
Hispanic/ White 45.22 50.59 49.61 51.74
Asian or Pacific Islander/ White 48.06 46.83 44.38 49.75 Data Source: El Cajon 2021-2029 Housing Element, Decennial Census, 1990-2010. HUD AFFH Data, 2020

65 NA-35 Public Housing
Introduction
The City of El Cajon does not operate its own Public Housing Authority (PHA). The Housing Authority of San Diego County (HACSD) administers vouchers, project-based vouchers, and public housing. It mainta ins a standard PHA performance status with HUD. No public housing projects are in El Cajon. Priorities for Public Housing are homeless, families with children, elderly families, disabled families , working families and veterans or surviving spouses of veter ans.

Eligible participants must be a resident of San Diego County and have an annual gross income at or below 50 percent of the County’s AMI.

The data in Table 24 through Table 27 reflect HACSD’s entire service area. A total of 3,559 HCVs are in use in El Cajon. The majority, 89 percent, are assisting extremely low-income households, most of whom are elderly.

As stated in the HACSD’s Public Housing Administrative Plan, its mission is to “provide affordable housing opportunities to low-income and other vulnerable families while promoting a region that is just, sustainable and resilient.”
Table 24- Public Housing by Program Type
Program Type

Certificate
Mod-Rehab
Public Housing
Vouchers
Total
Project-based
Tenant-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units
vouchers
in use
0 83 117 10,566 0 10,411 110 0 42
Data Source: PIC (PIH Information Center)
*includes Non -Elderly Disabled, Mainstream One -Year, Mainstream Five -year, and Nursing Home Transition

66 Table 25– Characteristics of Public Housing Residents by Program Type Program Type

Certificate
Mod-Rehab
Public Housing
Vouchers
Total
Project-based
Tenant -based
Special Purpose
Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual
Income
0 12,491 18,844 15,25
3 0 15,27
0 13,174 0
Average length of
stay
0 3 6 6 0 6 0 0
Average
Household size
0 2 2 2 0 2 1 0
# Homeless at
admission
0 0 2 3 0 3 0 0
# of Elderly
Program
Participants (>62)
0 18 47 3,465 0 3,432 14 0
# of Disabled
Families
0 12 23 2,885 0 2,828 33 0
# of Families
requesting
accessibility
features
0 83 117 10,56
6 0 10,41
1 110 0
# of HIV/AIDS
program
participants
0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center)

67 Table 26– Race of Public Housing Residents by Program Type Program Type
Race
Certificate
Mod-Rehab
Public Housing
Vouchers
Total
Project-based
Tenant-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
White 0 71 98 8,511 0 8,408 66 0 35
Black/
African
American 0 6 15 1,603 0 1,555 41 0 6
Asian 0 4 2 297 0 294 2 0 1
American
Indian/
Alaska
Native 0 0 1 84 0 84 0 0 0
Pacific
Islander 0 2 1 71 0 70 1 0 0
Other 0 0 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center) *Includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Table 27– Ethnicity of Public Housing Residents by Program Type Program Type
Ethnicity
Certificate
Mod-Rehab
Public Housing
Vouchers
Total
Project-based
Tenant-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Hispanic 0 24 73 3,644 0 3,619 17 0 8
Not Hispanic 0 59 44 6,922 0 6,792 93 0 34
Data Source: PIC (PIH Information Center) *Includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

68 Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.

As mentioned above, the City of El Cajon does not operate its own Public Housing Authority. The information contained in the HACSD’s website and PLHA Plan address the needs of public housing tenants as follows:

Section 504 of the Rehabilitation Act of 1973 prohibits discrimination based on disability in any program or activity that is conducted by federal agencies or that receives financial assistance from a federal agency. A housing provider may not deny or refuse to sell or rent to a person with a disability and may not impose application or qualification criteria, rental fees, or sales prices and rental or sales terms or conditions that are different than those required of or provided to persons who are not disabled. Further, housing providers may not require persons with disabilities to live only on certain floors, or to all live in one section of the housing. Housing providers may not refuse to make repairs and may not limit or deny someone with a disability access to recreational and other public and common use facilities, parking privileges, cleaning or jani torial services or any services that are made available to other residents.

When possible, HACSD fulfills reasonable accommodation requests. These include disabled access, desire to live near family, and senior appropriate housing. Applications for voucher s are currently being accepted. The wait time for HCVs is up to 13 years and for public housing it is eight to 11 years. As of the end of December 2022 the waitlist for HCVs was 80,762 people, 19 percent were disabled, and 11 percent were elderly. The wait list for public housing was 41 ,069 people, 21 percent were disabled, and ten percent were elderly.

HACSD provides reasonable accommodations in all housing programs. Accommodation can be requested at any time. HACSD prioritizes placing households with the characteristics which follow elderly, disabled, families with children, veterans or surviving spouses of veterans, homeless, and the working poor who are working at least 32 hours per week for at least 12 months prior to the eligibility determination.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders
According to the HACSD, t he most pressing need is the high demand for affordable housing throughout San Diego County. This is documented by the long wait time for Public Housing and for a HCV. As of the end of December 2023 the waitlist for HCVs was 95,556 people 45 percent were families, 24 percent were single persons, 21 percent were disabled, and 11 percent were elderly.

How do these needs compare to the housing needs of the population at large? The needs experienced by HACSD residents are similar to the needs of very low-income and low- income households throughout the City of El Cajon based on the housing problem tables listed above.

Discussion
The HACSD implements a variety of strategies to address the need for affordable housing. The core strategies include maximizing affordable housing opportunities through continuous program

69 and management improvement and leveraging additional resources by working with the County’s Affordable Housing and CDBG units.

70 NA-40 Homeless Needs Assessment
Introduction
Throughout the San Diego region, homelessness has become an increasing problem as shown on the most recent Point in Time (PIT) Count conducted by the Regional Task Force on Homelessness (RTFH). Using the HUD CoC definition (§578.3), t here are four federally defined categories under which individuals and families are considered homeless:
1) Literally Homeless – An individual or family:
a. Living unsheltered on the streets;
b. Living in a vehicle or other place not meant for habitation; c. Living in an emergency shelter or transitional housing program, including a motel/hotel paid by a charitable organization or government program; or d. Exiting an institution (resided 90 days or less and previously resided in one of the two items listed above).
2) Imminent Risk of Homelessness – An individual or family imminently losing their housing:
a. Housing will be lost within 14 days; and
b. Has no subsequent residence; and
c. Lacks the resources and support network.
3) Homeless Under other Federal Statutes – An unaccompanied youth under the age of 25 or families with children and youth, who do not otherwise qualify as homeless under this definition, but who do meet all of the following:
a. Are defined as homeless under Section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), Section 637 of the Head Start Act (42 U.S.C. 9832), Section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e -2), Section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), Section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), Section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or Section 725 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a);
b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance;
c. Have experienced persistent instability as measured by two or more moves during the 60 -day period i mmediately preceding the date of applying for homeless assistance; and
d. Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy , low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment.

71 4) Fleeing or Attempting to flee Domestic Violence – An individual or family:
a. Fleeing or attempting to flee domestic violence situ ation, dating violence, sexual assault, stalking, or other dangerous or life -threatening conditions that relate to violence against the individual or a family member; and b. Has no subsequent residence; and
c. Lacks the resources and support network.

According to the 2023 Annual Homeless Assessment Report (AHAR) to Congress, during the PIT Count in January, California had the largest number and highest rate of sheltered and unsheltered homeless population in the Count ry. Twenty eight percent of the nation’s homel ess population was reported in California. More than half of all the nation’s homeless individuals are concentrated in four states: California ( 28 percent), New York (1 6 percent), Florida (five percent), and Washington (four percent). The rate of homelessness in California increased almost six percent from 2022-2023, and over 30 percent from 2007 to 2023.

The RTFH is the San Diego County Continuum of Care ( CoC). RTFH acts as the collaborative applicant to HUD, is the HMIS lead, conducts the annual Point -In-Time (PIT) Count, and serves as the regional convener on homelessness. For planning purposes San Diego County is separated into six regions: North Coastal, North Inland, North Central, East, Central, and South.

El Cajon falls within the East County region. The East County region consists of the cities and communities which follow: El Cajon, La Mesa, Lemon Grove, Santee, Alpine, Spring Valley, Lakeside, Laguna-Pine Valley, Harbison Crest, Jamul, and Mountain Empire.

The East County Region is the fifth most populous in San Diego County accounting for about 15 percent of the population , or 506,023 people, as of 2021 according to the County’s Health and Human Services Community Health Statistics. El Cajon, the population center of the region, was home to about 27 percent of the population in 2021. The 2023 PIT Count found 98 percent of the region’s and nearly 23 percent of the County’s sheltered homeless population residing in El Cajon.

As of 2023, East County was home to the second largest concentration of individuals experiencing homelessness in San Diego County, 1,691 people accounting for 17 percent of the homeless population.

Annually, the San Diego County CoC conducts a PIT Count to create a census of unsheltered and sheltered individuals experiencing home lessness. Since 2014, the rate of homelessness experienced by children under the age of 18 has decreased eight percent from 1,215 children to 1,175 children. The rate of homelessness experienced by transitionally aged children, those 18 to 24, was 21 percent below what it was in 2014. For those over the age of 24 years of age the rate of homeless dropped nearly one percent from 6,712 people to 6,585 people.

72 Data Source: HUD 2014-2022 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations
Figure 18 – Overall Homelessness By Age

The PIT is based on the entire CoC. Data collection standards established by HUD limit the quality of data for geographies smaller than the whole CoC. The data in the table in this section is for the CoC as a whole on January 25, 2023. The San Diego RTFH disaggregated 2022 PIT count data for El Cajon. That data is incorporated into the response in this section.

Table 28- Homeless Needs Assessment
Population
# homeless on a given
night # homeless each year
# of days in
homelessness
Sheltered Unsheltered Experiencing Becoming Exiting
Persons in
households with
adult(s) and
child(ren)
660 24

NA NA NA NA
Persons in
households with
only adults
2,956 4,784
Persons in
households with
only children
5 16
Chronically
homeless
individuals
974 2,244
Chronically
homeless families
89 5
Veterans 341 473
Unaccompanied
Child
306 280
10000
5000
0 2022 2021

OVERALL HOMELESSNESS BY AGE

SAN DIEGO COUNTY
2020 2019 2018 2017 2016 2015
OVERALL HOMELESS - UNDER 18 OVERALL HOMELESS - AGE 18 TO 24 OVERALL HOMELESS - OVER 24
2014

73 Population
# homeless on a given
night # homeless each year
# of days in
homelessness
Sheltered Unsheltered Experiencing Becoming Exiting
Persons with

HIV/AIDS
115 123
Data Source: San Diego County Homeless Count & Survey Report Data Source Comments: HUD 2023 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations. Indicate if the homeless population type: Jurisdiction Has No Rural Homeless

If data is no t available for the categories "number of persons becoming and exiting homelessness each year" and "number of days that persons experience homelessness", then describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).

A Chronically Homeless Individual or Family is living in an emergency shelter or in an unsheltered location with a disabling condition and has been continuously homeless for a year or more or has had at least four episodes of homelessness in the past three years. The 2023 PIT Count shows that on January 25, 89 sheltered and five unsheltered individuals were chronically homeless.

Families with children include at least one household member aged 18 or over and at least one household member under 18 years of age. According to the 2023 PIT Count in San Diego County, there were 684 people experiencing homelessness in households with at least one adult and one child; 660 people living in emergency or transitional shelters; and 24 people living in unsheltered conditions and in urgent need of housing assistance. In El Cajon during the 2022 PIT count there were 889 families experiencing homelessness, five of which were unsheltered. 2-1-1 data for the same period shows about 340 clients experiencing homelessness were part of households with children in El Cajon. Housing and nutrition account for 87 percent of need across 11 domains of need. Among households with an ident ified nutritional need 76 percent would defer paying for food to pay for other basic needs.

Veterans are people who have served on active duty in the Armed Forces of the United States.

This does not include inactive military reserves or the National Guard unless the person was called to active duty. The PIT count revealed 341 veterans who were sheltered and homeless and 473 veterans who were unsheltered and homeless. The 2022 PIT in El Cajon counted 36 people who were experiencing homelessness identified as Veterans and six of those people were unsheltered. During the same period 2 -1-1 engaged with almost 350 clients who identified as veteran households in El Cajon, 47 of which were experiencing homelessness.

Unaccompanied youth, individuals under the age o f 18 years old, are presumed to be emancipated if they are unsheltered without an adult. According to the PIT count, there were 586 unaccompanied youth who were homeless, consisting of 306 sheltered and 280 unsheltered

74 people. Among unaccompanied transitionally aged youth, ages 18 to 24 who were homeless, 301 were sheltered and 264 unsheltered.

Furthermore, the PIT counts subpopulations living with severe mental illness, HIV/AIDS, chronic substance abuse, and victims of domestic violence.
 Throughout San Diego County, 2,344 people living in homelessness also had severe mental illness and of those people, 1,441, were unsheltered. 2-1-1 data for 2022 reports about 242 people experiencing homelessness in El Cajon self -reported a mental behavioral health condition. This was the second most type of health concern.  Within the CoC, there are 238 homeless people living with HIV/AIDS, of whom 123 were unsheltered. 2-1-1 data for 2022 shows 15 clients experiencing homelessness in El Cajon were living with HIV/ AIDS.
 Chronic substance abuse impacted 1,758 homeless people in San Diego County, of whom 123 were unsheltered. 2-1-1 data for 2022 shows about 38 clients experiencing homelessness in El Cajon were living with a substance use health condition.  Throughout the CoC, a reported 862 individuals experiencing homelessness also experienced domestic violence, with 1,091 of those individuals unsheltered. In 2022, 41 of 2 -1-1 clients with domestic violence or human trafficking needs were experiencing homelessness.

Table 29– Nature and Extent of Homelessness
Race Sheltered Unsheltered (optional)
Black or African American 1,322 966
White 2,899 3,065
Asian 94 63
American Indian or Alaska Native 115 174
Native Hawaiian or Pacific Islander 60 96
Multiple Races 603 807
Ethnicity Sheltered Unsheltered (optional)
Hispanic 1,956 1,514
Not Hispanic 3,137 3,657
Data Source: HUD 2023 Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations

Estimate the number and type of fa milies in need of housing assistance for families with children and the families of veterans.

According to the PIT Count in San Diego County, there were 684 people in households with at least one adult and one child, comprised of 660 sheltered and 24 unsheltered people in urgent need of housing assistance. There were 93 parenting youth, and 134 children of parenting youth.

75 2-1-1 data for the same period shows about 340 clients experiencing homelessness were part of households with children in El Cajon; 64 percent of whom were unsheltered.

The PIT count revealed in San Diego County 341 sheltered veterans and 473 unsheltered veterans, and 28 of those sheltered veterans and six of those unsheltered veterans resided in El Cajon. During the same period 2-1-1 engaged with almost 350 clients who identified as veteran households in El Cajon, 47 of which were experiencing homelessness. For both data sources i t is unclear how many unique families are represented in this number.

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

The 2023 PIT Count found 80 percent of homeless individuals in San Diego County identified racially as either Black or African American and White: 13 percent identify as Black or African American, and 58 percent identify as White. Almost 5,093 individuals were sheltered, 13 percent of whom identified as Black or African Americans and 28 percent as White. The PIT shows 3,137 of individuals identified as not ethnically Hispanic and 31 of those individuals were sheltered.

The 2022 PIT Count for El Cajon found 89 percent of sheltered homeless persons identified racially as either Black or African American and White: 57 percent White and 32 percent Black or African American. All unsheltered homeless persons identified as either White or Black or African American: 47 percent White and 52 percent Black or African American. The CoC did not provide estimates on rates of homelessness experienced by ethnicity.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The 2023 PIT Count shows that January 25 , throughout San Diego County most people experiencing homelessness were unsheltered. Of 10,264 homeless individuals 51 percent were unsheltered. Unsheltered chronically homeless accounted for 43 percent of all homele ss individuals. Among those who were reported as being homeless and unsheltered, 21 percent live with chronic substance abuse; 28 percent face severe mental health issues; and 12 percent have experienced domestic violence. In El Cajon, 185 individuals were experiencing unsheltered homelessness during the PIT Count. This accounts for over 41% of all unsheltered homelessness in the East County region. 2-1-1 data from 2022 reports 835 clients in El Cajon were homeless and unsheltered.

Discussion
The PIT Count results from January 25, 2023, indicate on any given night in «County» County, approximately 10,264 people were homeless. The client data from 2-1-1 for calendar year 2022 indicates 1,305 unique clients in El Cajon experienced homelessness.

76 NA-45 Non-Homeless Special Needs Assessment
Introduction
Special needs populations consist of people who are not homeless, but due to various reasons need services and supportive housing. Persons with special needs include the elderly, frail elderly, severely mentally ill, developmentally disabled, physically disabled, persons with alcohol or other drug addictions, persons with HIV/AIDS, and victims of domestic violence. The City of El Cajon will consider allocating CDBG to public services for the special needs populations indicated above as well as victims of human trafficking and those with PTSD or other needs.

Describe the characteristics of special needs populations in your community.

Elderly and Frail Elderly
The U.S. Department of Housing and Urban Development (HUD) defines elderly as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to perform at least three “activities of daily living” including eating, bathing, grooming, or home management activities. Generally, elderly people have lower incomes than the population at large. Based on 2016-2020 CHAS data of the 11,130 households containing at least one elderly person in El Cajon, 64 percent, 7,195 households, earn less than 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 7,634 residents of El Cajon aged 65 and above have a disability. Of those people, 44 percent have ambulatory difficulty, 36 percent have independent living difficulty, and 25 percent have cognitive difficulty.

Persons with Disabilities
HUD defines a disabled person as having a physical or mental impairment that substantially limits one or more major life activity. The obstacle to independent living for these adults is not only their disability, but also the lack of financial resources, often related to limited employment. Additionally, persons with disabilities have high health care costs, are dependent on supportive services, and may require accessibility modifications to accommodate their disability. Based on 2021, one-year ACS estimates, in El Cajon, an estimated 6,650 persons have a disability; 3,511 are employed; 1,159 are unemployed; and 5,202 are not part of the labor force.

Alcohol and Other Drug Addictions
The San Diego County Health and Human Services Agency’s Community Health Statistics Unit provides regional and community health profiles which shed light on alcohol and substance abuse conditions as well as mental health conditions. The City level data for 2021 confirms residents of El Cajon struggle with substance abuse and mental health, just as residents throughout the County. The regional level data shows nothing atypical in El Cajon’s health statistics. That is, there are no above or below a verage rates of substance abuse or mental health conditions to report. The most clearly articulated need came at the County level from teens ages 12 to 17 for help with emotional/ mental health problems.

HIV/AIDS
Human Immunodeficiency Virus (HIV) weakens the immune system by destroying important cells which fight disease and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage

77 of HIV. The Center for Disease Control’s (CDC) Atlas Plus program reported in San Diego County an estimated 378 were newly diagnosed during 2022
(https://www.cdc.gov/nchhstp/atlas/index.htm, accessed December 2023). Of those people, that year, n ew HIV diagnoses were most concentrated among those 25 to 34 y ears of age. For persons living with HIV/AIDS, access to affordable housing, supportive services, and quality health care is important to maintaining their health and well-being.

Victims of Domestic Violence
Domestic violence, assault, and stalking are not always reported. According to the 2022 National Crime Victimization Survey, only 53 percent of all domestic violence events and 21 percent of rapes/ sexual assaults were reported to the police. Domestic Violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, a total of 1,004 calls related to domestic violence were made from El Cajon ( openjustice.doj.ca.gov, accessed November 2023). Of those, 594 incidents involved a weapon. Those incidents breakdown as follows:
 four were a firearm,
 20 were knife or cutting instruments,
 27 were other dangerous weapons, and
 524 were personal weapons.

What are the housing and supportive service needs of these populations and how are these needs determined?
Supportive services required for special ne eds populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training provided for the purpose of facilitating a person’s stability and independence. To determine the level of need and types of services needed by special needs populations, the City conducted a survey, consulted with local service providers, and reviewed ACS data.

In housing, accessibility modifications to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no -step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and sm oke alarms.

Residents who are blind may require tactile marking of changes in floor level and stair edges and braille markings on appliances and controls. People with low vision may require large print markings and displays, contrasting colors to distingui sh changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.

For persons with special needs, the high cost of living in San Diego County makes it difficult to maintain a stable residence. Often these segments of the population rely on support services from various San Diego County nonprofit organizations to avoid becoming homeless or institutionalized.

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

According to the CDC, at the end of 2021, 1.2 million people in the United States had HIV, and 35,716 were newly diagnosed the same year ( cdc.gov, acc essed December 2023). The San Diego County CDC data shows the number of persons living with HIV in San Diego County has increased from 11,056 in 2012 to 13,524 in 2021.

Data Source: CDC Atlas Plus
Figure 19 – HIV Prevalence

In 2022, there were a reported 320 new HIV diagnoses in San Diego County. People aged 25 to 34 accounted for 38 percent, the greatest concentration of new cases. Of those diagnosed with HIV, 70 percent were in receipt of medical care and 57 percent had reach ed viral suppression.

Viral load is an indicator of health and adherence to medication. A high viral load is indicative of illness. Viral load suppression (less than 200 copies/ml) is suggestive of improved health. Of the newly diagnosed, 85 percent were m ale of whom most identified racially/ethnically as Hispanic/ Latino.

Discussion
In addition to the elderly, frail elderly, severe mentally ill, developmentally disabled, physically disabled, persons with alcohol and other drug addictions, persons with HIV/AIDS, and victims of domestic violence described above, two other subpopulations with special needs in San Diego County include victims of human trafficking and individuals with PTSD.

Victims of Human Trafficking
Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercialized sex acts. Human trafficking is extremely difficult to track; there is no recent or 14,000
13,500
13,000
12,500
12,000
11,500
11,000
10,500
10,000
HIV Prevalence
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

79 reliable prevalence rate to report. In 2021 the National Human Trafficking Hotline received the most calls from California of all 50 states ( https://humantraffickinghotline.org/ accessed December 2023). Of national cases reported to the hotline, the majority were for sex trafficking of adult women.

The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world. Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras. Trafficking in Persons reports “human trafficking patters in the United States continued to reflect the living legacy of the systemic racism and colonization globalized during the transatlantic slave trade through chattel slavery and regional practices of Indigenous dispossession. Traffickers often target those who experience compounding forms of discrimination (such as discrimination because of one’s racial or ethnic group, gender identity, disability, or sexual orientation), experience violence (such as intimate partner or domestic violence) or interact with government run programs (such as the criminal justice system, runaway and homeless youth services, foster or institution care, and the immigration enforcement system).”
Posttraumatic Stress Disorder
The National Institute of Mental Health (NIMH) explains Post -traumatic Stress Disorder (PTSD) can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human-caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD recognizes the disorder impacts populations inside and outside of the military including families, children, and non -combatants. The National Center reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives. “Women are more likely to develop PTSD than men…in part due to the types of traumatic events that women are more likely to experience – such as sexual assault—compared to men.” The 2022 PIT count reported 1,093 homeless individuals live with severe mental illness.

Within this group are those suffering from PTSD. It may be assumed people who are experiencing homelessness and are also victims of domestic violence (311 individuals) have experienced trauma which could lead to PTSD. The Veterans who were reported to be experiencing homelessness (686 individuals) may have experienced military or other trauma which could lead to PTSD.

Challenges these special needs populations and subpopulations face include low -income and high housing cost. This segment of the population also struggles for a decent quality of life that includes access to necessities, adequate food, clothing, and medical care.

Novel coronavirus COVID-19
COVID-19 caused a global pandemic. Its widespread impact on the United State began in March 2020. In the ensuing years, lives changed dramatically, from the impact of measures to prevent the spread of the disease – including stay-in-place orders, social distancing, mask wearing and vaccination – to death. The Coronavirus Aid, Relief and Economic Security (CARES) Act allocated funds to respond to the public health emergency through HUD. The City of El Cajon was awarded

80 and has expended $1,811,963 CDBG -CV to assist low - and moderate-income individuals and families impacted by COVID -19. The nationa l and global public health emergency status was lifted in May 2023 . T he virus is still present and active around the world. COVID-19 is a communicable disease and rates of positivity, hospitalization, and death rise and fall for a variety of reasons including community behavior and mutations of the virus. The seven-day average, for the period ending January 13, 2024, of those hospitalized in San Diego County who also tested positive for COVID -19 was 241. There were 210 deaths as a result of COVID -19 from Ju ly 2, 2023, to December 23, 2023, in San Diego County. The rate of positivity over the seven days ending January 13, 2024, was over 10 percent. (As reported by San Di ego County, https://www.sandiegocounty.gov/content/sdc/hhsa/programs/phs/community_epidemiology/dc/2 019-nCoV/status.html accessed January 2024)

81 NA-50 Non-Housing Community Development Needs
Describe the jurisdiction’s need for Public Facilities.

The Community Needs Survey results indicate that residents and service providers believe there is a need for homeless facilities, health care facilities, and parks. As section NA-40 shows there is a disproportionately high concentration of people experiencing sheltered homelessness , as opposed to living in unhabitable locations, in the City relative to other cities in the County. This is a result of the County of San Diego’s emergency shelter program where those in need of shelter from other parts of the region are placed in the City of El Cajon. It has been over two decades since Scripps Memorial Hospital East County closed. The nearest hospital is Sharp Grossmont located in the City of La Mesa , which operates one of the county’ s busiest emergency rooms .

Population growth and increasing density of the built environment facilitate analysis and study to determine appropriate public facilities. Up to forty percent of El Cajon residents do not live within a ten-minute walk of a public park. Over the last five years the City has invested in updates and improvements to public parks and community centers , including Wells and Renette Parks. As outlined in the City’s 2024-2029 Parks and Recreation Master Strategic Plan, the City’s goal is to continue to invest in its park service and/or add facilities to enhance park quality.

How were these needs determined?
El Cajon’s need for public facilities were determined through a noticed public meeting, responses to the community needs survey, consultation with local stakeholders, a series of four Town Hall meetings on homelessness convened by the City Manager’s office in 2023 and the El Cajon 2024- 2029 Parks and Recreation Strategic Plan . The results from the community needs survey pertaining to public facilities are captured in the graph below.

82 Source: Community Needs Survey
Figure 20 – Level of Need For Public Facilities

Describe the jurisdiction’s need for Public Improvements.

The primary areas of public infrastructure in need of investment are sidewalks, street lighting, and accessibility. The City has directed CDBG funds to street light improvements, ADA curb ramps and sidewalks for the last five years in areas where the population is comprised of low - and moderate-income residents or residents presumed under HUD regulations to be low - and moderate-income.

How were these needs determined?
The needs identified for public infrastructure improvements were determined through a publicly noticed meeting, responses to the co mmunity needs survey and consultation with the local City of El Cajon’s Public Works Department. The results from the community needs survey pertaining to public infrastructure are captured in the graph below.

LEVEL OF NEED FOR PUBLIC FACILITIES

HOMELESS FACILITIES

HEAL TH CARE FACILITIES

FIRE STATIONS
PARKS
FACILITIES FOR ABUSED AND NEGLECTED ...
------------

FACILITIES FOR PERSONS WITH DISABILITIES

YOUTH CENTERS

SENIOR CENTERS

CHILDCARE CENTERS

FACILITIES EQUIPPED WITH TECHNOLOGY

LIBRARIES

PARKING FACILITIES

FACILITIES FOR PERSONS WITH HIV/AIDS
0% 20% 40% 60% 80%
HIGH NEED MODERATE NEED LOW NEED NO NEED NO OPINION 100%

83 Source: Community Needs Survey
Figure 21 – Level of Need For Public Infrastructure Improvements

Describe the jurisdiction’s need for Public Services.

The greatest areas of need for public services are mental health, homelessness, anti -crime programming, and health care. These services closely mirror the public facility needs and reflect an understanding that those served by facilities require support to achieve the desired outcomes.

As discussed throughout this document, El Cajon is the population center for East County region and as such many county resources are based in El Cajon including mental health, public health, and employment assistance. It should be noted that a grantee may not spend more than 15 percent of their CDBG allocation on public services. In some instances, such as emergency shelter hotel/ motel vouchers and Section 8 Housing Choice Voucher program, a disproportionate amount of vouchers are utilized in the City .

Community Need Survey results show the greatest area of need for  housing services include fair housing services, homebuyer assistance, and code enforcement.
 neighborhood services are trash and debris removal, cleanup of abandoned lots, and code enforcement.

How were these needs determined?
El Cajon’s need for public , housing, and neighborhood s ervices were determined through a noticed public meeting, responses to the community needs survey, consultation with local stakeholders, a series of Town Hall meetings on homelessness convened by the City Manager’s office in 2023, and consultation with the City’s Parks and Recreation Department. The results from the community needs survey pertaining to these types of services are captured in the graphs below.

LEVEL OF NEED FOR PUBLIC

INFRASTRUCTURE IMPROVEMENTS

SIDEWA LK IMPROVEMENTS

STREET LIGHTING

ACCESSIBILITY IMPROVEMENTS

STREET/ALLEY IMPROVEMENTS

WATER/SEWER IMPROVEMENTS

HIGH-SPEED INTERNET INFRASTRUCTURE
0% 20% 4 0% 60% 80%
HIGHNEED MODERATENEED LOWNEED NONEED NOOP INION 100%

84 Source: Community Needs Survey
Figure 22 – Level of Need For Public Services

Source: Community Needs Survey
Figure 23 – Level of Need For Housing Services

LEVEL OF NEED FOR PUBLIC SERVICES

MENTAL HEAL TH SERVICES

HOMELESS SERVICES

ANTI-CRIME PROGRAMS

HEAL TH CARE SERVICES
SERVICES FOR ABUSED AND NEGLECTED .. .. ____________ _

YOUT H SERVICES

SEN IOR SERVICES

SUBSTANCE ABUSE SERVICES

CHILDCARE SERVICES

SERVICES FOR PERSONS WITH DISAB ILITIES
SERVICES FOR SURVIVORS OF DOMEST IC ......... _________ ..,__....,. .

TRANSPORTAT ION SERVICES
SERVICES FOR SURV IVORS OF SEXUAL. ..
-------------LEGAL SERVICES

DIGITAL LITERACY SERVICES

SERVICES FOR PERSONS W ITH HIV/AIDS
0% 20% 4 0% 60% 80%
HIGHNEED MODERATENEED LOWNEED NONEED NOOP INION

LEVEL OF NEED FOR HOUSING SERVICES

FAIR HOUSING SERVICES

HOMEBUYER ASSISTANCE

CODE EN FORCEMENT

GRA FFITI REMOVAL

ENERGY EFFICIENT REHAB

HOUS ING REHAB ILITATION

LEAD-BASED PAINT REMOVAL
0% 20% 4 0% 60% 80%
HIGHNEED MODERATENEED LOWNEED NONEED NOOP INION 100%
100%

85 Source: Community Need Survey
Figure 24 – Level of Need For Neighborhood Services

LEVEL OF NEED FOR NEIGHBORHOOD

SERVICES

TRASH & DEBRIS REMOVAL

CLEANUP OF ABANDONED LOTS

CODE EN FORCEMENT

TREE PLAN TING

GRAFFITI REMOVAL
0% 20% 4 0% 60% 80%
HIGHNEED MODERA TENEED LOWNEED NOOP INION
100%

86 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
This section of the Consolidated Plan evaluates housing market conditions in El Cajon including supply, demand, condition, and cost. The housing market in El Cajon is tight and this pressure is reverberating throughout the community. Nongovernment and government constraints are driving low vacancy rates in rental and homeownership units across the City. The data shows that new housing supply is limited because vacant parcels are scare.

Data Source: 2016-2020 ACS
Figure 25 – Units Affordable To Households By Income Range

The cost of living, real estate, and construction are high and the City’s ability to create new deed restricted affordable units is constrained because El Cajon is a built-out community with very few vacant buildable parcels remaining. New housing production is constructed on repurposed commercial properties. Residents of El Cajon where the median income in 2020 was $56,367 may feel the impact of high housing costs more acutely than residents of San Diego County as a whole where the median family income was $92,700. From 2019 to 2023 the median value for homes in El Cajon increased by 48 percent, according to Zillow Home Value Index. The monthly market rent for a two -bedroom unit increased by 16 percent from 2021 to 2023, as reported by Zumper. A disproportionate number of the Housing Authority of San Diego’s (HACSD) Section 8 Housing Choice Vouchers were utilized in El Cajon; 27 percent of HACSD’s HCV were used in El Cajon while the City only represents three percent of the population (San Diego Regional Analysis of Impediments to Fair Housing Choice 2020).

The housing stock in El Cajon is aging. Less than eight percent was built after 2000 and most of the older housing st ock are rental units . In these conditions maintenance and improvement of market rate affordable housing may be cost prohibitive to owners in which case quality of housing will diminish over time. Alternatively, owner investments in market rate housing may be passed

UNITS AFFORDABLE TO HOUSEHOLDS

BY INCOME RANGE
S100% HAM FI
S80% HAM FI
S50% HAM FI
S30% HAM FI
---8~
0 5,000 10,000 15,000 20,000 25,000 30,000
TOTAL AFFORDABLE UNITS TOTAL HOUSEHOLDS

87 along to the consumer resulting in previously market rate affordable homes becoming unaffordable.

Data Source: 2016-2020 ACS
Figure 26 – Year Unit Built

The housing environment in El Cajon is also stressed by the ant icipation of meeting and soon exceeding maximum housing capacity, and disproportionate use of County Housing Choice Vouchers. The need for affordable housing is evidenced by the CHAS data which shows over a third of households earning at or below 80 percen t of AMI spend 50 percent or more of their income on housing costs and in feedback from the community and stakeholder gained through public meetings, consultation, and the community needs survey.

Source: Community Needs Survey
Figure 27 – Level of Need For Housing Facilities

YEAR UNIT BUILT
1940 OR EARLIER
1960-1979
1980-1999
2000 OR LATER
I
0 2,000 4,000 6,000 8,000 10,00012,00014,00016,00018,000 OWNER RENTER

LEVEL OF NEED FOR HOUSING FACILITIES

AFFORDABLE RENTAL HOUSING

SINGLE FAMILY HOUSIN G

SENIOR HOU SING

HOUSING FOR PERSONS WITH DISABILITIES

TRANSI TIONAL AND SUPPORTIVE HOUSIN G

LARGE FAMILY HOUSING
CLUSTERED HOUSING WITH 3+ UNITS ...
---------ACCESSORY DWELLING UNITS
0% 20% 40% 60% 80%
HIGHNEED MODERA TENEED LOWNEED NONEED NOOPINION 100%

88 MA-10 Number of Housing Units
Introduction
According to 2016-2020 ACS data, 41 percent of the City’s housing stock is comprised of single, detached structures. Structures with 20 or more units represent the next greatest percentage of housing at 21 percent. Mobile homes comprise the smallest portion of the housing stock in the City at five percent. According to the ACS 5-year estimates, the gross number of housing units in the city increased by 567 from 34,006 in 2015 to 34,573 in 2020.

Most ownership housing units in El Cajon have two - to three -bedrooms (6 4 percent). In comparison, only one percent of the City’s rental housing is comprised of units with no bedrooms.

The tables below indicate the number of re sidential properties in the City by property type, unit size, and tenure.

Table 30– Residential Properties by Unit Number
Property Type Number %
1-unit detached structure 14,081 41%
1-unit, attached structure 1,777 5%
2-4 units 3,064 9%
5-19 units 6,679 19%
20 or more units 7,288 21%
Mobile Home 1,684 5%
Total 34,573 100%
Data Source: 2016-2020 ACS

Table 31– Unit Size by Tenure

Owners Renters
Number % Number %
No bedroom/ Studio 129 1% 1,067 5%
1 bedroom 712 5% 5,544 28%
2 bedrooms 8,934 64% 12,216 63%
3 or more bedrooms 4,245 30% 649 3%
Total 14,020 100% 19,476 100%
Data Source: 2016-2020 ACS

89 Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

As part of El Cajon’s Housing Element the city tracks the affordability of a total of 1,360 deed restricted housing units, which were constructed or rehabilitated with HOME, Housing Set-Aside, Housing Bond, or tax credit funds. According to the City’s Housing Element 2021-2029, rents on 215 of these units at Lexington Green and Key Largo apartments could be increased if the owners option out of the tax credit contract through a relief process.

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

HUD requires the City to analyze federal, state and locally assisted housing units that may be lost from the City’s affordable housing stock. The expiration of affordability restrictions on government assisted rental units is the typical reason that affordable units convert to market rate and are “lost.” Much of the housing at -risk of conversion from affordable housing to market rate housing is predominantly reserved for lower income households.

Use restrictions, as defined by state law, means any federal, state, or local statute, regulation, ordinance, or contract which as a condition of receipt of any housing assistance, including a rental subsidy, mortgage subsidy, or mortgage insurance, to an assisted housing development, establishes maximum limitations on tenant income as a condition of eligibility for occupancy.

Conversion Risk
According to the City’s Housing Element 2021-2029, there are 1,360 publicly assisted rental units across multiple developments. When the Housing Element was prepared there were 481 assisted units at risk of being converted to market rate units within the next ten years. Of those units 266 in the Broadway I and II a nd E l Cajon Senior Tower developments were at imminent risk of conversion. The affordability periods on those properties have been extended and they are no longer at risk of conversion to market rate. Lexington Green Apartments is seeking an allocation of a tax-exempt bond and tax credits to extend the affordability period for an additional 55 years and to complete necessary improvements for 144 units.

Preservation and Replacement Options
To maintain the existing affordable housing stock, the City may eith er attempt to preserve the existing assisted units or facilitate the development of new units. Each negotiation to preserve affordable units is unique in the sense that each project’s ownership interests, and economic needs will vary, and City resources may be insufficient to preserve all units when covenants do expire. Depending on the circumstances of each project that includes at -risk units, different options may be used to preserve or replace the units. Preservation options typically include: 1) transfer of units to nonprofit ownership; 2) provision of rental assistance to tenants using other funding sources; and 3) purchase of extended affordability covenants. In terms of replacement, the most direct option is the development of new affordable units with long-term covenants.

90 Does the availability of housing units meet the needs of the population? The current availability of housing units in El Cajon meet s the needs of the population exactly.

The housing market is tight. During the first three months of 2024 the vacancy rate of structures with five or more rental units in the East County region was 4.8 percent as reported by CoStar.

Data Source: 2016-2020 ACS

Describe the need for specific types of housing.

Of the 5,925 renter households earning less than 50 percent of AMI and experiencing severe housing cost burdened:
 3,225 are small, related households with four or fewer members,  985 are large, related households with five or more members,  375 are elderly households with one or more members over age 62, and  1,340 are other/single person households.

This breakdown by tenure, income, cost burden, and household type indicate a need for additional affordable units of all sizes in El Cajon.

Discussion
For decades, California’s housing market has been among the most expensive in the country, and those conditions persist today. Not only is renting expensive, but purchasing a home is also largely out of reach. To afford median market rent for a two -bedroom rental unit in 2023, a household needed to earn $45.83 per hour or work 115 hours per week at minimum wage of $16 per hour, which equates to nearly three full time jobs. These calculations were made using the same method as the National Low Income Housing Coalition in the Out of Reach series and using market rate rent from Zumper. Market rate rents are significantly higher than fair market rents and more accurately reflect the experience low- and moderate-income households are facing.

UNITS AFFORDABLE TO HOUSEHOLDS

BY INCOME RANGE
S100% HAM FI 2tffl
S80% HAM FI 21,59.5
S50% HAM FI i?ffl
S30% HAM FI ~~~~
0 5,000 10,000 15,000 20,000 25,000
TOTAL AFFORDABLE UNITS TOTAL HOUSEHOLDS
30,000

91 Data Source: 2022 Zumper Research & CA Minimum Wage Data Figure 28 – Minimum Wage Affordability Gap

The city will strive to meet residents’ housing needs by working toward its overarching housing goal, as identified in the Housing Element 2021 -2029, “to increase, improve, and preserve a variety of safe, decent, affordable housing units meeting the existing and future needs of El Cajon residents of all income levels, including special needs populations.” Through these efforts, the City will strive to maintain a healthy community that encourages family st ability and economic growth.

200
160
:so::

LU
~ 120
us cc: ::> 80
0 ::c::
40 0

MINIMUM WAGE

AFFORDABILITY GAP
165
HRS •.•
115
1-··· -
HRS ...
-
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1-BEDROOM 2-BEDROOM 3-BEDROOM
UNIT1YPE

92 MA-15 Housing Market Analysis: Cost of Housing
Introduction
One of the most important factors in evaluating a community’s housing market is the cost of housing and whether the housing is affordable to households who live ther e or would like to live there. If housing costs are relatively high in comparison to household income, a correspondingly high prevalence of housing cost burden and overcrowding will typically occur.

The Housing Costs table indicates the median home value and contract rent (not including utility or other associated costs). These values are self-reported by residents through the ACS Survey and the data reflects the 5 -year estimate for 2016 -2020. However, in looking at more current housing sales and rental market data – the cost of housing has risen tremendously over the past five years.

According to Zumper, from 2021 to 2023 median rents increased 22 percent for one -bedroom units, 16 percent for two -bedroom units, and 14 percent for three -bedroom units. The 2 023 median rents reported by Zumper for two - and three-bedroom units significantly exceeded the median contract rent of MA-15, C13 as reported by the ACS 2013-2017, 5-year estimates.

Median home values have increased significantly since the last Consolidat ed Planning process.

In 2020, according to ACS data, median home values in El Cajon were 21 percent over what they had been in 2010, during the mortgage -backed securities housing foreclosure crisis. According to the Zillow home value index, value increased 48 percent from 2019 to 2023.

Data Source: 2019-2023 Zillow Home Value Index Research Figure 29 – Median Home Value

Table 32 – Rental Housing Costs
$790,000
$770,000
$750,000
$730,000
$710,000
$690,000
$670,000
$650,000

MEDIAN HOME VALUE
2021 2022 2023

93 Rental Housing
Cost by
Bedroom
2021 2022 2023
% Change
1-bedroom 1,469 1,750 1,793 22.1%
2-bedroom 1,895 2,127 2,200 16.1%
3-bedroom 2,770 3,031 3,170 14.4%
Data Source: Zumper Research (accessed November 2023)

Table 33 – Cost of Housing
Cost of Housing 2010 2020 % Change
Median Home Value 388,900 470,800 21.1%
Median Contract Rent 1,017 1,398 37.5%
Data Source: 2006-2010 ACS (Base Year), 2016-2020 ACS (Most Recent Year)

Table 34 - Rent Paid
Rent Paid Number ($) %
Less than $500 774 4.1%
$500-999 1,646 8.7%
$1,000-1,499 9,039 48.0%
$1,500-1,999 4,977 26.4%
$2,000 or more 2402 12.8%
Total 18,838 100
Data Source: 2016-2020 ACS

Table 35– Housing Affordability
Units affordable to Households at: Renter Owner
30% HAMFI 4,120 1,719
50% HAMFI 5,270 2,320
80% HAMFI 1,640 1,560
100% HAMFI 17,625 7,448
Total 4,120 1,719
Data Source: 2016-2020 CHAS

94 Table 36 – Monthly Rent
# of Bedrooms Efficiency (none)
($) 1 ($) 2 ($) 3 ($) 4 ($)
Fair Market Rent 1,478 1,642 2,124 2,987 3,677
High HOME Rent 1,360 1,458 1,752 2,015 2,229
Low HOME Rent 1,061 1,136 1,363 1,575 1,757
Data Source: 2021 HUD FMR and HOME Rents

Is there sufficient housing for households at all income levels? Housing cost burden and severe housing cost burden data from section NA -10 indicate there is an insufficient supply of affordable housing units in the City. Quantifying the number of additional affordable housing units needed to eliminate or significantly reduce cost burden and severe cost burden is complicated because there is no guarantee a household of a particular income level will occupy a unit that is affordable to their income level – even if a unit is available in the open marketplace.

How is affordability of housing likely to change considering changes to home values and/or rents?
Rental housing costs have increased steadily from 2021 to 2023 – creating more pressure on extremely low-income households. The Rental Housing Costs table with data from Zumper shows rents for one -bedroom apartments rose 22 percent, two -bedroom apartments rose 16 percent, and three-bedroom apartments rose 14 percent. Rents for this period, in El Cajon, are well aligned with the Fair Market Rents for San Diego County and represent a significant burden for low- and moderate-income households. Median home prices increased 47 percent from $524,336 to $773,763 from 2019 to 2023 according to home value data supplied by Zillow. Based on this information and barring significant regional and national changes in economic conditions, the price of housing in El Cajon is forecast to continue increasing during the period of the 2024-2028 Consolidated Plan.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Based on the survey of rental rates from Zumper.com, market rents in the city vary by the size of the unit. Market rents for the City are comparable to Fair Market Rate rents.

95 Data Source: 2021 HOME Rates, 2020 5—estimates ACS, 2023 Zumper Research
Figure 30 – Rent Differentials

Discussion
Economic expansion over the last decade and a lag in production of new housing units in Southern California have created a housing economy that is overburdened. As a result, El Cajon households have become increasingly cost -burdened. Data shows an insufficient number of housing units affordable to people with incomes less than 80 percent of AMI. Considering the scarcity of land and monetary resources available to create new affordable housing units, housing affordability is expected to remain a significant challenge in the next five years.

3,500
3,000
2,500
2,000
1,500
1,000
500
0 RENT DIFFERNETIALS
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1-BEDROOM 2-BEDROOM 3-BEDROOM

96 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Assessing the age and physical condition of housing forms the basis of strategies to maintain and improve housing quality for low- and moderate-income residents. For this assessment, the ACS defines a “selected condition” as owner- or renter-occupied housing units with at least one of the following conditions: 1) lacking complete plumbing facilities; 2) lacking complete kitchen facilities; 3) more than one occupant per room; and 4) selected monthly housing costs greater than 30 percent of household income.

Definitions
Substandard housing is housing that does not meet the minimum standards contained in the State Housing Code (i.e., does not provide shelter, endangers the health , safety or well -being of occupants). A substandard condition is one that adversely affects habitability of the housing unit.

As defined by the California Health and Safety Code, a substandard condition exists to the extent that it endangers the health and safety of its occupants or the public. Such conditions include:
 Inadequate sanitation
 Structural hazards
 Any nuisance that endangers the health and safety of the occupants or the public  All substandard plumbing, wiring, and/or mechanical equipment, unless it conformed to all applicable laws in effect at the time of installation and has been maintained in a good and safe condition
 Faulty weather protection
 The use of construction materials not allowed or approved by the health and safety code
 Fire, health and safety hazards (as determined by the appropriate fire or health official)  Lack of, or inadequate fire -resistive construction o r fire -extinguishing systems as required by the health and safety code, unless the construction and/or systems conformed to all applicable laws in effect at the time of construction and/or installation and adequately maintained
 Inadequate structural resistance to horizontal forces  Buildings or portions thereof occupied for living, sleeping, cooking, or dining purposes that were not designed or intended to be used for such occupancies  Inadequate maintenance that causes a building or any portion thereof to be declared unsafe
Standard housing condition in the City of El Cajon is defined as housing that meets the minimum standards of the State Housing Code. For the purposes of the CDBG program, a unit in substandard condition is considered suitable for rehabilit ation provided the unit is structurally sound, and the cost of rehabilitation is considered economically warranted.

Table 37- Condition of Units

97 Condition of Units
Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 4,994 35.6% 10,272 52.7%
With two selected Conditions 163 1.2% 2,278 11.7%
With three selected Conditions 0 0.0% 48 0.2%
With four selected Conditions 0 0.0% 0 0.0%
No selected Conditions 8,863 63.2% 6,878 35.3%
Total 14,020 100.0% 19,476 100.0%
Data Source: 2016-2020 ACS

Table 38– Year Unit Built
Year Unit Built
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 1,095 7.8% 695 3.6%
1980-1999 2,470 17.6% 5,055 25.9%
1960-1979 5,405 38.6% 10,485 53.8%
Before 1959 5,050 36.0% 3,245 16.7%
Total 14,020 100% 19,480 100%
Data Source: 2016-2020 ACS

Table 39– Risk of Lead-Based Paint
Risk of Lead -Based Paint
Hazard
Owner-Occupied Renter-Occupied
Number % Number %
Units Built Before 1980 10,455 13,730
with children under the age of 6
present
11,95 11.4% 2,719 19.8%
Units Built Before 1980 with
households <80% AMI
4,300 41.1% 11,245 81.9%
with children under the age of 6
present
475 4.5% 2,419 17.6%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

Table 40 - Blood Lead Levels (BLLs) of children under the age of 6 Level for children under the age of 6 San Diego County California ≥4.5 to <9.5% 257 3,292

98 ≥9.5 69 838
Data Source: California Department of Public Health Childhood Lead poisoning Prevention Branch, California Blood Lead Data

Notes for 2021 BLL Data
Data are from the RASSCLE surveillance database archive of 7/30/2021. Each individual is counted only once, using their highest blood lead level (BLL) during 2020. Measures are in micrograms per deciliter (mcg/dL) of whole blood and include arterial, cord, venous, capillary, and unknown samples. Not all elevated capillary s amples are confirmed by a follow -up venous sample. Results later determined to be false positive, and errors have been excluded. All results of blood lead analyses are reportable under California law, and the State works to ensure complete reporting. Results that are not submitted to the State, however, would not be included here. Those BLLs reported from the analyzing laboratory as “< 5 mcg/dL” are included in the category “BLL < 4.5 mcg/dL.” Patient jurisdiction is determined by geocoding the address associated with the child’s highest BLL using Esri’s StreetMap Premium North America locator.

Need for Owner and Rental Rehabilitation
The age and condition of El Cajon’s housing stock is an important indicator of potential rehabilitation needs. Housing over 30 years of age can be presumed to need some form of major rehabilitation, such as roof replacement, foundation work and plumbing systems. Housing over 20 years of age will generally exhibit deficiencies in terms of paint, weatherization, heating / air - conditioning systems, hot water heaters and finish plumbing fixtures. Housing values in El Cajon have increased significantly over a relatively short period of time. Longtime homeowners, the elderly, and disabled are more likely to have fixed and limited inco mes and may have difficulty maintaining their homes.

This housing stock in El Cajon is aging; 72 percent of housing units were constructed before 1980 according to 2016-2020 CHAS data. About a quarter of housing units were built 30 to 40 years ago, between 1980 and 1999. There are 11,130 households with at least one member over the age of 62 and 7,195, or 21 percent, of those households earn at or below 80 percent of AMI, according to 2016-2020 CHAS data. There are approximately 6,650 people aged 18 to 64 w ith disabilities, according to 2016 -2020, ACS five -year estimates. These households may be presumed to have fixed incomes. It is reasonable to anticipate a significant number of housing units in need of repair and a significant number of households need fi nancial assistance to complete those repairs.

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
Any housing built before 1978 may contain lead-based paint. If ingested, lead may cause severe damage to young chil dren including decreased growth, learning disabilities, impaired hearing, hyperactivity, nerve and brain damage. Lead attacks the central nervous system, the neurological system, and can cause brain damage, IQ reduction, learning disabilities, decreased at tention span, hyperactivity, growth inhibition, comas, seizures, and in some cases, death. Fetuses may also experience significant adverse effects through prenatal exposure. Children are more

99 susceptible to the effects of lead because their growing bodies absorb more lead, and young children often put their hands and other objects in their mouths. Most children do not have any symptoms, even if a blood test shows that they have an elevated blood lead level. If a child does have symptoms, the symptoms may be mistaken for the flu or other illnesses.

Most of the housing stock in El Cajon was built before 1979 and is presumed to contain lead paint.

The 2016 -2020 CHAS data shows 2,419 low - and moderate -income renter households with children under the age of six w ere living in housing constructed before 1980, and 475 owner - occupied households meet the same conditions.

Number of Children with Elevated Blood Levels of Lead
The State of California mandates lead screening for all children who participate in publicly funded health programs. In California, screening typically occurs at ages one and two years. A blood level of 10 µg/dL or higher was previously referred to as an “elevated blood level (EBL).” However, as it is now recognized there is no safe level of lead, and adverse effects occur at levels below 10 µg/dL, an “elevated” blood lead level is no longer defined at a specific cut-off point. Of San Diego County children under the age of six whose blood lead level has been fully tested less than one percent have levels of 4.5 mcg/dL and less than half a percent had blood lead levels greater than

9.5 mcg/dL. However, the rate at which lead testing occurs in children under the age of six is quite low.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families that Contain Lead-Based Paint Hazards
Older housing is more likely to have lead-based paint and the amount of lead pigment in the paint tends to increase with the age of the housing. Most of El Cajon’s housing stock (72 percent) was built before 1979, when the use of lead -based paint was outlawed, eliminating the residents of these homes from risk of lead-based paint hazards. The 2016-2020 CHAS data shows 2,419 low- and moderate-income renter households with children under the age of six were living in housing constructed before 1980, and 475 owner-occupied households meet the same conditions. Lead Screening in Children San Diego County fell in the 4th quintile in the state, according to the 2020 Preventive Services Report Addendum, (Accessed N ovember 2023, https://www.dhcs.ca.gov/Documents/MCQMD/2020-Preventive-Services-Report-Addendum.pdf) Discussion
Preservation of the physical and functional integrity of existing housing units occupied by low- and moderate-income households is a cost-effective way to invest limited resources to retain existing housing units already affordable to low - and moderate-income households in the community.

Many different types of housing services are needed, as is reflected by responses to the Community Needs survey shown below. As required by HUD’s Lead Safe Housing Rule, the City’s housing rehabilitation programs include appropriate safety measures such as testing and abatement for projects involving units constructed prior to 1978.

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Figure 31 – Level of Need For Housing Facilities

LEVEL OF NEED FOR HOUSING FACILITIES

AFFORDABLE RENTAL HOUSING

SINGLE FAM ILY HOUSING

SENIOR HOUSING

HOUSING FOR PERSONS WITH DISABILITIES

TRANS ITIONAL AND SUPPORTIVE HOUSING

LARGE FAM ILY HOUSING
CLUSTERED HOUSING WITH 3+ UNITS ...
---------ACCESSORY DWELLING UNITS
0% 20% 4 0% 60% 80%
HIGHNEED MODERATENEED LOWNEED NONEED NOOP INION 100%

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MA-25 Public and Assisted Housing
Introduction
As indicated in section NA -35, Housing Authority of San Diego County (HACSD) administers HUDs Housing Choice and Project-Based voucher programs.

Table 41– Total Number of Units by Program Type
Program Type

Certificate
Mod-Rehab
Public Housing
Vouchers
Total
Project -based
Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
# of units
vouchers
available 0 87 121 10,905 0 10,905 1,031 0 432
# of
accessible
units
Data Source: PIC (PIH Information Center) *Note – Data was not available on vouchers by project-based and tenant-based designation

Describe the supply of public housing developments.

There are no public housing developments in El Cajon.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan There are no public housing developments in El Cajon. All publicly assisted housing in the City are administered via Housing Choice and Project-Based vouchers through the HACSD. HACSD monitors units to ensure they are in adequate condition.

Public Housing Condition
Table 42- Public Housing Condition
Public Housing Development Average Inspection Score
Not Applicable Not Applicable

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Describe the restoration and revitalization needs of public housing units in the jurisdiction.

There are no public housing developments in El Cajon. HACSD uses Housing Quality Standards for the inspection of all voucher units.

Describe the public housing agency's strategy for improving the living environment of low- and moderate-income families residing in public housing.

HACSD’s admission policies include an approach to promote the de -concentrate poverty and mixed income environments by bringing higher income residents into lower income developments and lower income residents into higher income developments. HACSD works to increase assisted housing choices by expanding the supply and improving the quality of assisted housing. The Housing Authority promotes self -sufficiency within assisted housing programs by connectin g households with various workforce programs. HACSD strives to ensure equal opportunity and affirmatively further fair housing.

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MA-30 Homeless Facilities and Services
Introduction
Regionally, there are many facilities and services targeted to residents at risk of becoming and those experiencing homelessness. HUD uses the following definitions for these three facility types:

Emergency Shelter: Any facility with the primary purpose of providing a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements.

Transitional Housing: Transitional housing is designed to provide homeless individuals and families with interim stability and support to successfully move to and maintain permanent housing. Transitional housing may be used to cover the costs of up to 24 months of housing with accompanying supportive services. Program participants must have a lease (or sublease) or occupancy agreement in place when residing in transitional housing.

Permanent Supportive Housing: Permanent supportive housing (PSH) is defined as community- based housing paired with supportive services to serve households in which at least one member has a disability. Housing does not have a designated length of stay in which formerly homeless individuals and families live as independently as possible. Under PSH, a program participant must be the tenant on a lease (or sublease) for an initial term of at least one year that is renewable and is terminable only for cause.

The Facilities and Housing Targeted to Homeless Households table in this section reflects countywide data as collected by the RTFH, the HMIS lead for the Continuum of Care.

Table 43- Facilities and Housing Targeted to Homeless Households Facilities and Housing
Targeted to Homeless
Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-
Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current & New Current
& New
Under
Development
Households with Adult(s)
and Child(ren)
1,880
91 759 4,041

Households with Only
Adults
2,571 1,049 7,821
Chronically Homeless
Households
N/A N/A 994
Veterans 36 398 4,186
Unaccompanied Youth 103 285 393
Data Source: HUD 2023 Continuum of Care Homeless Assistance Programs Housing Inventory Count Report

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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons Connecting households to mainstream services is an essential part of the Continuum of Care’s strategies to prevent and shorten households experiences with homelessness. Stable housing together with enrollment and receipt of mainstream public be nefit programs help to shorten the experience of homelessness. The City of El Cajon funds homeless assistance services with State of California Permanent Local Housing Allocation (PLHA) monies. One of the primary objectives of these services are to help program participants access mainstream services.

In California, the primary programs for assisting families in poverty are Medi-Cal, CalFresh, and CalWORKS. These programs provide clients with medical care, discounted food, employment assistance, childcare, and cash payments to meet basic needs such as housing and transportation.

The Medi-Cal program provides health coverage for people with low-income and limited ability to pay for health coverage, including seniors, those with disabilities, young adults an d children, pregnant women, persons in a skilled nursing or intermediate care home, and persons in the Breast and Cervical Cancer Treatment Program (BCCTP). People receiving federally funded cash assistance programs, such as CalWORKs (a state implementatio n of the federal Temporary Assistance for Needy Families (TANF) program), the State Supplementation Program (SSP) (a state supplement to the federal Supplemental Security Income (SSI) program), foster care, adoption assistance, certain refugee assistance p rograms, or In -Home Supportive Services (IHSS), are also eligible.

San Diego County oversees systems of behavioral care for adults and older adults and youth and families to facilitate access to services for mental health conditions which cannot be treated in the primary health care setting. These systems include County-operated, community-based, and fee- for service providers. The adult outpatient behavioral health center s in the east region are in El Cajon and some providers of youth services are also loca ted in the city . These services are available to eligible persons enrolled in Medi-Cal and persons with incomes less than 200 percent of the federal poverty level, with no health insurance.

CalFresh, formerly the Food Stamp Program, is a nutritional assist ance program that provides Electronic Benefit Transfer Cards to people receiving public assistance to purchase food and other essential items. San Diego County contracts with multiple service providers to deliver meals to elderly peoples homes. In El Cajon this service is provided by Meal on Wheels.

The California Work Opportunities for Kids (CalWORKs) program provides financial assistance and Welfare-to-Work services to California families with little to no cash. Through this program these families may be eligible to receive immediate short -term help with housing, food, utilities, clothing, or medical care. Childcare is also available through this program.

Through a network of Career Centers, the San Diego Workforce Partnership offers programming in support of self-sufficiency by addressing current and long-term needs of the region’s workers and employers. Career Centers provide adult and youth employment and training programs, labor market information, employment resources, summer and after -school jobs for youth, and job

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training for dislocated workers. The East County Career Center is in El Cajon at 151 Van Houten Avenue in the Public Consulting Group building and services the entire subregion.

CDBG, HOME and ESG-Funded Activities
Congress designed the CDBG programs to serve low-income people, some of which may meet the federal poverty definition. The City of El Cajon receives funding to run CDBG and HOME programs. At least 70 percent of all CDBG funds must be used for activities that are considered under program rules to benefit low - and moderate-income persons. Additionally, every CDBG activity must meet one of three national objectives: benefit low - and moderate-income persons (at least 51 percent of the beneficiaries must be low - and moderate-income); address slums or blight; or meet a particularly urgent community development need. CDBG programs assist the homeless and those at-risk-of homelessness directly and indirectly.

Under the HOME program, households must earn no more than 80 percent of the AMI, adjusted for household size, to be eligible for assistance. Furthermore, 90 percent of a HOME allocation that is invested in affordable rental housing must be directed to assist households earning no more than 60 percent of AMI.

The City of El Cajon does not receive ESG funds. The City of El Cajon uses its State Permanent Local Housing Allocation (PLHA) to fund homeless facilities and services. These resources benefit El Cajon residents and are invested within the City limits. There are emergency shelter hotel/ motel vouchers controlled by the County of San Diego and other jurisdictions which are utilized in El Cajon. The Table 44: Homeless Service Providers includes those which receive and those which do not receive funding from the City.

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List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the ser vices and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Table 44: Homeless Service Providers
Provider Location Description
Carlton G. Luhman
Center/ Volunteers of
America
Permanent housing and support services targeted to families with children
Interfaith Shelter
Network San Diego
Rotating emergency shelter hosted by churches in East County two times a week , transitional housing, permanent supportive housing, and permanent housing
East County
Transitional Living
Center
El Cajon Emergency shelter beds, transitional housing
Crisis House Santee Transitional ho using for victims of domestic violence , hotel/ motel emergency shelter vouchers
Hawley Veterans
Services Center Transitional housing targeted to single, male, disabled veterans Doors of Change Cardiff Permanent housing, targeting homeless youth Arbor R&T EQUUS Escondido Emergency shelter, permanent housing Home Start San Diego Emergency shelter, transitional housing, permanent supportive housing, and permanent housing.

People Assisting the
Homeless (PATH) Emergency shelter , safe haven , transitional housing, permanent supportive housing, permanent housing
Public Consulting
Group El Cajon Permanent housing and emergency shelter
Salvation Army El Cajon Emergency shelter, transitional housing, permanent supportive housing, permanent housing
San Diego Youth
Services San Diego Emergency shelter, transitional housing, permanent housing , targeting youth

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MA-35 Special Needs Facilities and Services
Introduction
Special needs populations include people who are not homeless, but due to various reasons need services and supportive housing. The City of El Cajon will consider allocating CDBG public service funding to programs that provide services to special needs populations, including but not limited to those serving the elderly, frail elderly, developmentally disabled, physically disabled, mentally disabled, alcohol or substance abusers, persons with HIV/AIDS, victims of domestic violence, victims of human trafficking and veterans with PTSD or other needs.

The elderly is defined under the CDBG program as a person who is 62 years of age or older. A frail elderly person is an elderly person who is unable to independently perform at least three “activities of daily living” including eating, bathing, grooming or home management activities.

Based on 2016-2020 CHAS data of the 11,130 households containing at least one elderly person in El Cajon, 64 percent, 7,195 households, earn less than 80 percent of the AMI and may require public services to continue to live independently. ACS data from the same period shows 7, 634 residents of El Cajon aged 65 and above have a disability. Of those people, 4 5 percent have ambulatory difficulty, 37 percent have independent living difficulty, and 26 percent have cognitive difficulty.

People with disabilities that have a physical or mental impairment that substantially limits one or more major life activities generally rely on supportive services to perform activities of daily living.

The Civilian Noninstitutionalized Population age 18 and to 64 in El Cajon includes 63,129 individuals, an estimated 1 1 percent of whom have a disability (ACS, 2016 -2020 5 -year estimates). Of those who have a disability, 4 2 percent have an ambulatory difficulty, 38 percent have an independent living difficulty, 48 percent have a cognitive difficulty, 1 5 percent have a hearing difficulty, 14 percent have a vision difficulty, and 18 percent have a self-care difficulty.

The San Diego County Health and Human Services Agency’s Community Health Statistics Unit provides regional and community health profiles which shed light on alcohol and substance abuse conditions as well as mental health conditions. The City level data for 2021 confirms residents of El Cajon struggle with substance abuse and mental health, just as residents throughout the County. El Cajon’s health statistics are the same as the County average rates of substance abuse or mental health conditions. The most clearly articulated need came at the County level from teens ages 12 to 17 for help with emotional/ mental health problems.

Human Immunodeficiency Virus (HIV) is a virus that weakens one’s immune system by destroying important cells that fight diseases and infection. Acquired Immune Deficiency Syndrome (AIDS) is the final stage of HIV. The Center for Disease Control’s (CDC) Atlas Plus program reported an estimated 13,442 persons living with HIV disease at the end of 2022 in San Diego County. Of that number, 320 of those people had been newly diagnosed during that year (https://www.cdc.gov/nchhstp/atlas/index.htm, accessed December 2023). New HIV diagnoses were most concentrated among those 25 to 34 years of age.

Domestic Violence includes, but is not limited to, felony or misdemeanor crimes of violence committed by a current or former spouse of the victim or by a person who is cohabitating with or has cohabited with the victim. In 2022, 1,004 calls related to domestic violence were made from

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El Cajon (openjustice.doj.ca.gov, accessed November 2023). Of these domestic incidents, 594 involved a weapon and 410 did not.

Human trafficking is a crime that involves the forceful, fraudulent, or coercive methods of entrapping a person, real or perceived, to exploit them for financial gain. The exploitative nature can come in the form of labor services, involuntary servitude, enslavement, debt bondage or commercial sex acts. Human trafficking is extremely difficult to track; there is no recent or reliable prevalence rate to report. In 2021 the National Human Trafficking Hotline received the most calls from California of all 50 states (https://humantraffickinghotline.org/ accessed December 2023). Of national cases reported to the hotline, the majority were for sex trafficking of adult women. The U.S. Department of State Trafficking in Persons Report published in July 2022, reports victims of human trafficking are found in every state in the country and trafficked from every country in the world. Victims of human trafficking in the United States are most frequently trafficked from within the United States, Mexico, and Honduras.

The National Institute of Mental Health (NIMH) explains P ost-traumatic Stress Disorder (PTSD) can “develop after exposure to a potentially traumatic event that is beyond a typical stressor” and potential inducing events may include, but are not limited to, “violent personal assaults, natural or human-caused disasters, accidents, combat, and other forms of violence.” Symptoms of PTSD can be debilitating. The U.S. Department of Veteran’s Affairs National Center for PTSD reports an estimated six percent of the population, eight percent of women and four percent of men, will have PTSD at some point in their lives.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing res idents and any other categories the jurisdiction may specify, and describe their supportive housing needs.

To determine the level of need and types of services needed by special needs populations, the City conducted the Community Needs survey, consulted wi th local service providers, and reviewed data from the ACS, CHAS, San Diego County Public Health Services Community Health Statistics Unit, CDC, State of California Department of Justice, U.S. Department of State, and NIMH. Supportive services required for special needs populations include case management, medical or psychological counseling and supervision, childcare, transportation, and job training for the purpose of facilitating a person’s stability and independence.

In housing, accessibility modificat ions to accommodate persons with mobility disabilities may include, but are not limited to, wider doorways, no step thresholds, installation of ramps, grab bars, lowered countertops, and accessible hardware. The needs of residents with sensory disabilities are different from those with mobility disabilities. Individuals with hearing disabilities require visual adaptations for such items as the telephone ringer, the doorbell and smoke alarms.

Residents who are blind may require tactile marking of changes in floor level and stair edges and braille markings on appliances and controls. People with low vision may require large print markings and displays, contrasting colors to distinguish changes in level or transition from one area to another, proper lighting, and reduced glare from lighting and windows.

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

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California State Bill 1152 requires hospitals to develop individualized discharge plans in an effort to ensure patients are not returned to homelessness. In practice this is hard to achieve. Insufficient supply of supportive housing together with inadequate discharge planning and coordination contributes to homelessness in situ ations where people are released from public institutions or public systems of care without having an appropriate mainstream or supportive housing option in place. The state mandates discharge planning policy for foster, health and mental health, and corrections.

The City of El Cajon ’s efforts to increase the supply of quality accessible housing affordable to low- and moderate-income households with special needs are reflected in the first goal of the Strategic Plan to provide decent and affordable housing. It is also reflected in goal three to provide community facilities and infrastructure.

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MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.

For low- and moderate-income households, finding and maintaining decent affordable housing is difficult due to the high cost of housing. Evaluation of 2016-2020 ACS and CHAS data shows a high need for housing units affordable for households earning less than 80 percent of AMI. Of the 14,290 households earning below 80 percent of AMI, 12,045 are cost burdened paying more than 30 percent of their income for housing. Over 7,000 of those households rent their homes and earn less than 50% of AMI.

The Fair Housing Choice Element of the City’s General Plan includes a summary of fair housing issues and the city’s enforcement and outreach capacity; an analysis of segregation patterns and disparities in access to opportunities, contributing factors, and identification of fair housing goals and strategies. The Element found the City of El Cajon “implements existing fair housing laws and has not been subject to lawsuits, enforcement actions, settlements or judgements related to fair housing or civil rights.” The assessment identified and prioritized the issues and contributing factors to fair housing choice in El Cajon that follow:
 difficulty navigating the process to access affordable housing;  shortage of affordable housing units and a long Housing Choice Voucher (Section 8) waiting list;
 concentrations of racial and ethnic minorities;
 over concentration of the use of Housing Choice Vouchers in the City of El Cajon; and
 barriers are often layered.

High priority actions and progr ams to affirmatively further fair housing are new opportunities in high resource areas and place -based strategies for neighborhood improvements. The City is implementing programming to support these priorities includ ing lending programs to support development of ADUs, code enforcement, street lighting and sidewalk improvements.

The availability of resources t o subsidize housing development to the point that units are affordable to low - and moderate -income households is scarce. The elimination of local Redevelopment Agencies by the State of California resulted in the loss of a crucial resource for the development and preservation of affordable housing. This was the most significant public policy change impacting affordable housing and residential investment. While there are mechanisms whereby certain affordable housing assets tied to the former Redevelopment Agencies may be utilized today, these resources are finite and scarce.

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MA-45 Non-Housing Community Development Assets
Introduction
During the implementation of the 2024 -2028 Strategic Plan, the City will use CDBG funds to address these needs and provide a s uitable living environment for low - and moderate-income people.

Economic Development Market Analysis
Table 45- Business Activity
Business Activity by Sector
Number
of
Workers
Number
of Jobs
Share of
Workers
Share
of Jobs
Jobs less
Workers
Agriculture, Mining, Oil & Gas 196 73 0.4% 0.2% -0.2%
Arts, Entertainment, Accommodations 5,532 3,171 12.1% 8.2% -4.0% Construction 3,558 4,482 7.8% 11.5% 3.7%
Education and Health Care Services 9,822 13,353 21.5% 34.3% 12.8% Finance, Insurance, and Real Estate 2,354 1,306 5.2% 3.4% -1.8% Information 571 263 1.3% 0.7% -0.6%
Manufacturing 3,328 4,796 7.3% 12.3% 5.0%
Other Services 2,416 1,406 5.3% 3.6% -1.7%
Professional, Scientific, Management 5,244 1,903 11.5% 4.9% -6.6% Public Administration 2,193 405 4.8% 1.0% -3.8%
Retail Trade 6,571 5,960 14.4% 15.3% 0.9%
Transportation and Warehousing 2853 657 6.2% 1.7% -4.6% Wholesale Trade 1020 1,111 2.2% 2.9% 0.6%
Total 45,658 35,983 100% 100% 0
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Table 46- Labor Force
Labor Force Statistics Number of People
Total Population in the Civilian Labor Force 49,489
Civilian Employed Population 16 years and over 45,658
Unemployment Rate 7.7%
Unemployment Rate for Ages 16-24 32.4%
Unemployment Rate for Ages 25-65 39.3%
Data Source: 2016-2020 ACS

Table 47– Occupations by Sector
Occupations by Sector Number of People
Management, business and financial 6,081
Farming, fisheries, and forestry occupations 52
Service 9,884
Sales and office 11,831
Construction, extraction, maintenance, and repair 4,157 Production, transportation, and material moving 6,074
Data Source: 2016-2020 ACS

Table 48- Travel Time
Travel Time to Work People Percent
< 30 Minutes 369,490 37%
30-59 Minutes 466,370 47%
60 or More Minutes 164,530 16%
Total 1,000,390 100%
Data Source: 2016-2020 ACS

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Table 49- Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment
In Labor Force Not in Labor
Force Civilian
Employed Unemployed
Less than high school graduate 4,372 202 2,904
High school graduate (includes
equivalency)
10,316 855 4,604
Some college or Associate's degree 13,472 1,226 4,636
Bachelor's degree or higher 9,335 496 2,025
Data Source: 2016-2020 ACS

Table 50- Educational Attainment by Age
Educational Attainment by Age
Age in years
18–24 25–34 35–44 45–65 65+
Less than 9th grade 150 435 550 896 526
9th to 12th grade, no diploma 630 469 498 965 255
High school graduate, GED, or
alternative
1,734 2,542 2,023 3,808 1,432
Some college, no degree 1,702 2,558 1,810 2,852 1,261
Associate's degree 232 346 340 1,043 697
Bachelor's degree 258 1,512 1,211 1,584 926
Graduate or professional degree 0 202 408 761 651
Data Source: 2016-2020 ACS

Table 51– Median Earnings in the Past 12 Months by Educational Attainment Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $35,797
High school graduate (includes equivalency) $23,066
Some college or Associate's degree $30,818
Bachelor's degree $36,133
Graduate or professional degree $47,870
Data Source: 2016-2020 ACS

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Table 52 – City of El Cajon Top Ten Employers Fiscal Year 2023 Business Name Number of
Employees
Percent of Total
Employment
Cajon Valley Union School District 2,025 4.51%
Grossmont- Cuyamaca Community College District 1,011 2.25% GKN Aerospace Chem-Tronics Inc. 967 2.15%
Grossmont UHSD 749 1.67%
Taylor Guitars 478 1.06%
Avocado Post Acute (Formerly El Dorado Care Center) 435 0.97% City of El Cajon 421 0.94%
University Mechanical & Engineering 417 0.93%
Wal-Mart Stores (2 locations) 396 0.88%
Country Hills Health Care 332 0.74%
Total 7,231 16.10%
Data Source: Muni Services LLC/ an Avenu Insights & Analytics Company (Results based on direct correspondence with the City’s local businesses)

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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to 2020 Longitudinal Employer -Household Dynamics data the top four private employment sectors by the number of jobs are Education and Health Care Services (13,535 jobs), Retail Trade (5,960 jobs), Manufacturing (4,796 jobs), and Construction (4,482 jobs). According to 2016-2020 ACS data, the top four major private employment sectors by number of workers were Education and Health Care Services (9 ,822 workers), Retail Trade (6 ,571 workers), Arts, Entertainment, Accommodations (5 ,532 workers), Professional, Scientific, Management (5 ,244 workers). Employers in Construction, Manufacturing, and Education and Health Care Services draw a regional workforce to El Cajon.

Employers in El Cajon are diversified within and across sectors. The top ten employers in El Cajon in 2023 accounted for 16 percent of the jobs in the City. Please see Table 52 – City of El Cajon Top Ten Employers Fiscal Year 2023.

Data Source: ACS 2020 5-Year Estimates, 2020 Longitudinal Employer and Household Dynamics Figure 32 – Top Industry Sectors By Jobs

Describe the workforce and infrastructure needs of the business community.

The business community in El Cajon relies largely on a skilled workforce. Employers across all sectors, and especially those for which facilities in El Cajon are a destination location or part of a larger logistics chain such as transportation and warehousing, depend on well-functioning roads and transportation system.

TOP INDSUTRY SECTORS BY JOBS

CONSTRUCT ION

MANUFACTUR ING

RETAIL TRADE

EDUCAT ION AND HEAL TH CARE SERVICES
0 0 0 0 0 0 0 0 0
JOBS WORKERS
0 0 0 ~ 0 0 ~ 0 0
c::i 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
N ' -<i ~- 00 o ' N ' -<i ~-

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Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

The City of El Cajon is positioning itself for the future with the Enersmart energy resiliency and the Townhomes -KB Homes transit-oriented development projects. The Enersmart project will provide solar photovoltaic panels, battery storage systems, and energy efficiency upgrades at Police facilities, Fire facilities, Recreation and Parks faci lities, The Magnolia, City Hall, and the Ronald Reagan Community Center. The installation of solar photovoltaic and battery storage systems will provide both clean energy and significant energy savings for the described facilities.

The proposed solar and b attery infrastructure at City's highest profile facility, the Public Safety Center, will significantly reduce utility costs. The Townhomes-KB Homes project at 300 El Cajon Boulevard, the heart of the city, will add 116 homeownership units to the housing stock.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
An estimated 54 percent of El Cajon’s population age d 18-64 has some post -secondary education, 34 percent of whom have some college or Associate’s degree. Generally, the skills and education of the current workforce correspond to the employment opportunities in the city.

The Business Activity by Sector table shows there are more workers than jobs in the industry sectors which follow: Ag riculture, Mining, Oil & Gas, Arts, Entertainment, Accommodations, Finance, Insurance, and Real Estate, Information, Other Services, Professional, Scientific, Management, Public Administration, Retail Trade, and Transportation and Warehousing. Most of the working population in El Cajon travels 30-59 minutes to work.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The San Diego Workforce Partnership (SDWP) is the state designated local workforce development board for the County. SDWP has achieved high preforming status. The Partnership approaches workforce development from both the supply and demand supporting employers and workers in training, development, and placement. The East County Career Center is in El Cajon at the Public Consulting Group building and services the entire subregion.

The San Diego East County Economic Deve lopment Center (ECEDC) offers support to businesses in the form of consulting and workforce development . It administered CDBG-CV economic relief programs for cities in the East County region. ECED C is a collaborator on state initiatives and works to attract businesses to the area.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No. The City of El Cajon has not participated in a current Economic Development Assistance funded Comprehensive Economic Development Strategy.

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If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The City of El Cajon prepared an economic deve lopment strategy in 2022. The identified strategies include the following:
 industry targeting through retention, expansion, and attraction efforts, entrepreneurial development support, and marketing,
 umbrella programs to create an environment for economic progress by leveraging strategic partnerships, interdepartmental collaboration and community involvement, including interface with education and workforce development partners
 and land use/ plac emaking to position downtown as a regional arts and entertainment center and creatively reimagine and market vacant commercial shopping centers.

A prime example of these strategies at work is the City’s recent City Council approvals in September 2023 to enter into an agreement with the Chaldean Community Council to operate a 3,000 square foot business incubator at the for mer Centro de Salud de la Comunidad de San Ysidro building located at 405 E. Lexington Avenue. Negotiations are still occurring and the Agreement will be finalized in March 2024. It is anticipated t hat the space will be leased to the operators for $1 per year and approximately five small businesses will be assisted annually. This effort will provide entrepreneurial support, leverage and engage community partners.

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Discussion
In the spring of 2020, unemployment rates in the United States reached the highest levels since the U.S. Bureau of Labor Statistics (BLS) began recording this data. According to the BLS, national unemployment rates reached 23.5 percent in May 2020. Unemployment rates remained at historically high levels for almost six months. As of September 2023, unemployment rates had come down to 4.3 percent in El Cajon and 4.0 percent in San Diego County. In 2019, prior to the pandemic, the unemployment rate in El Cajon was 3.0 percent and the County was 3.4 percent.

Another indication of the negative economic impact of the pandemic is the year over year decrease in gross domestic product (GDP) of 28 percent from 2019 to 2020 in California, and 2.0 percent in San Diego County as calculated by t he Department of Commerce’s Bureau of Economic Analysis (BEA). GDP rebounded with an increase of 7 .8 from 2020 to 2021. As the economic hub of the East County region El Cajon is acutely impacted by economic shifts.

Data Source: ACS 2020 5-Year Estimates, 2020 Longitudinal Employer and Household Dynamics Figure 33 – Regional Workforce & Jobs

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119

MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of “concentration”)
Consistent with the El Cajon Housing Element, HCD, and HUD’s definition of a Racially/ Ethnically Concentrated Area of Poverty (R/ECAP) is:
 A census tract that has a non -White population of 50 percent of more (majority - minority) or, for non-urban areas, 20 percent, and a poverty rate of 40 percent or more; or
 A census tract that has a non -white population r 50 percent or more (majority - minority) and the poverty rate is three times the average tract poverty rate for the County, whichever is lower.

R/ECAPs overlap with areas with concentrated housing problems. In El Cajon there is a R/ECAP located southeast of El Cajon Boulevard between East Washington Avenue to West Main Street and west of South Sunshine Avenue and north of West Main Street between Van Houoten Avenue and South Molison Avenue. The Needs Assessment section shows that very low- and low-income renter households experience housing problems – housing cost burden in excess of 30 percent of income, substandard housing, and overcrowding – more frequently than households, renter and owner, with higher incomes. Low resource overlaps with R/ECAPS, emphasizing the connection between the concentration of non-White communities, poverty, and housing problems.

R/ECAP Map in El Cajon:

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120

Are there any areas in the jurisdiction where racial or ethnic minorities or low -income families are concentrated? (include a definition of “concentration”) There is a concentration of rac ial and ethnic minorities and households with low -incomes in the R/ECAP described above.

What are the characteristics of the market in these areas/neighborhoods? The housing in these areas are primarily multi-family rental units. As previously discussed renter households with lower incomes experience housing problems at a higher rate than ho useholds with higher incomes. This is indicative of a high rate of need for housing assistance in these areas.

Are there any community assets in these areas/neighborhoods? There are tremendous human and physical assets in these areas and throughout the Cit y of El Cajon. Within and adjacent to the R/ECAP is City Hall, El Cajon City Park, and Wells Park and Community Center. Located in lower - and moderate-income areas are the services agencies which follow:
 Salvation Army,
 Kurdish Human Rights Watch,
 AKA Headstart,
 CSA San Diego County,
 Little House Family Services
 Veteran’s Memorial Association,
 Soaring Spirit Kids,
 East County Transitional Living Center,
 El Cajon Friends of the Library,
 Chaldean and Middle Eastern Social Services,
 Women, Infants, and Children (WIC) Services
 American Red Cross
 Community, Actin, Service and Advocacy, (CASA),
 International Recuse Committee, and many more.

There is s till room for improvement. The City’s Housing Element shows that c ompared to San Diego County, El Cajon residents of all protected class groups , except Native American Non - Hispanics, are less likely to have access to assets which afford more choices in the areas of education, poverty, and the environment. Additionally, the Housing Element shows most census tracts in the City are designated low resource.

Are there other strategic opportunities in any of these areas? The City will continue to collaborate with the agencies and surrounding communities in the East County area to ensure services and programs are delivered in a cost-effective manner and provide assistance to those who are most in need. Additionally, through Capital Improvement Planning, the City will provide new and improved existing infrastructure. Along the R/ECAP area

121

on El Cajon Boulevard, the City has implemented Phase One of the El Cajon Boulevard Roundabout and Streetscape project. This will provide for improved access to transit, by installing sidewalks, enhanced crosswalks, thematic lighting, street trees, site furniture, a traffic roundabout. and bike lanes.

122

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

All residences and small businesses in El Cajon may access to fixed and mobile broadband.

Internet Service Providers (ISP) self -report to the Federal Communications Commission on broadband availability throughout the county. Fixed broadband goes to homes and small businesses using fiber, cable, DSL, satellite, and fixed wireless technology. Mobile broadband is stationary coverage outdoors and mobile in-vehicle coverage. The FCC National Broadband Map shows, that as of June 2023 fixed internet access was available at four different download/ upload speeds ranging from 0.2/ 0.2 Mbps to 100/ 20 Mbps and mobile access is available at the three fastest download/ upload rates available 4G 5/1 Mbps, 5G-NR 7/1 Mbps, and 5G-NR 35/3 Mbps.

The FCC offered financial assistance to help households with low -income afford access to the internet. A discount of up to $50 per month was awarded to eligible households . This program was available to new applicants from 2021 through February 2024. As of December 2023 18,807, households in El Cajon subscribed to this program. This indicated a high le vel of need for affordable broadband.

By far most residents who responded to the community needs survey ha ve access to reliable home internet as shown in the graph below.

Source: Community Needs Survey
Figure 34 – Reliable Home Internet

RELIABLE HOME

INTERNET
YES
89%

123

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

According to the FCC t here are seven active fixed internet providers in E l Cajon. Space Exploration, Hughes Network, and Viasat Inc. reach all residences and small businesses in the City. There are four active mobile internet providers. The three mobile internet providers are AT&T, T-Mobile, and Verizon.

124

MA-65 Hazard Mitigation
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of El Cajon has a current Hazard Mitigation Plan published in 2023. The plan assessed the risk associated with the categories that follow avalanche, dam failure, drought, earthquake, erosion, expansive soils, extreme cold, extreme heat, flood, hail, hurricane, landslide, lightening, sea level rise, severe wind, severe winter weather, storm surge, subsidence, tornado, tsunami, and wildfire. Extreme heat was iden tified as a high significance vulnerability, drought and earthquake were identified as medium significance vulnerability, and the other hazards were identified as low significance vulnerabilities.

Describe the vulnerability of housing occupied by low- and moderate-income households to these risks.

Low- and moderate-income residents and special needs populations are especially vulnerable to the risks of climate -related hazards. The resi dences of low - and moderate-income households are more often in worse condition and thus are more susceptible to external weather conditions such as extreme heat. Likewise, elderly residents are at a greater risk during extreme weather events such as extre me heat events. Almost 60 percent of residents who re sponded to the community needs survey identified as extremely or somewhat prepared for a disaster , the remaining population feels unprepared to some degree.

Source: Community Needs Survey
Figure 35 – Disaster Preparedness

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125

Strategic Plan
SP-05 Overview
The Strategic Plan is a guide for the City of El Cajon to establish housing, community, and economic development priorities, strategies, and goals for its investment of Communi ty Development Block Grant (CDBG) and HOME Investment Partnership (HOME) allocation from HUD over the next five years, beginning July 1, 2024, and ending June 30, 2029. The priority needs and goals established in this Strategic Plan are based on the Needs Assessment and Market Analysis of this Consolidated Plan.

The priority needs listed below are established as part of this Strategic Plan.  Conserve and Improve Existing Affordable Housing Stock (including rehabilitation assistance for homeowners)
 Provide Homeownership Assistance
 Assist in the Development of Affordable Housing
 Support Continuum of Care for the Homeless
 Provide for Community Facilities & Infrastructure
 Provide Needed Community and Supportive Services
 Planning & Administration
These priority needs are addressed by four goals as shown in the table below.

Goal Name Time
Period Category Geographic
Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Goal 1: Provide
Decent and
Affordable
Housing
2024 –
2028
Affordable
Housing
Citywide Conserve and
Improve Existing
Affordable
Housing;
Provide Home-
ownership
Assistance
Assist in the
Development of
Affordable
Housing
Planning and
Administration
HOME:
$3,100,500
CDBG:
$450,000
Homeowner
Housing
Added: 10
Household
Housing
Units
Homeowner
Housing
Rehabbed:
15 Household/
Housing
Units
Direct
Financial
Assistance
to
Homebuyers
: 20
Households
Assisted

126

Goal Name Time
Period Category Geographic
Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Goal 2:

Support
Continuum of
Care System
for the
Homeless

2024 –
2028
Homeless Citywide Support
Continuum of
Care System for
the Homeless
Planning and
Administration
CDBG:
$674,476

Homeless
person
overnight
shelter:
1,900
persons
assisted
Goal 3: Provide
Community
Facilities and
Infrastructure

2024 –
2028
Non-Housing
Community
Development
Citywide Provide for
Community
Facilities &
Infrastructure
Planning and
Administration
CDBG:
$3,596,336
Public
Facility or
Infrastructur
e Activities
other than
Low/
Moderate
Income
Housing:
60,030
Persons
assisted
Goal 4 Provide
Community
and Supportive
Services
2024 -
2028
Non-Housing
Community
Development
Citywide Provide
Community and
Supportive
Services
Planning and
Administration
CDBG:
$250,000

Public
services
other than
Low/
Moderate
Income
Housing
Benefit:
1,190
persons
assisted
Goal 5:

Planning and
administration
2024 –
2028
Program
administration
N/A Comply with
federal CDBG
and HOME
regulations
CDBG:
$1,299,000
HOME:
$344,500
Other
Table 53 - Strategic Plan Summary

127

SP-10 Geographic Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
Investment in infrastructure improvements and public facilities will be focused primarily in areas with concentration of at least 51 percent low - and moderate-income population. Investment in public facilities and services for special needs populations and primarily low - and moderate - income persons will be made throughout the City prioritizing those areas with a higher percentage of disabled residents. Housing assistance (including homebuyer and rehabilitation assistance) will be available to income-qualified households citywide.

The City utilizes HUD’s regulations for verification of income in accordance with Title 24 Code of Federal Regulations Part 5. Required income documentation may include items such as tax records, income statements, benefit statements, and verification of assets. For those programs that benefit El Cajon residents only, residency documentation may include items such as a driver’s license, utility bill, and/or lease agreement.

128

SP-25 Priority Needs
1 Priority Need` Conserve and Improve Existing Affordable Housing Stock Priority Level High
Population Income Extremely Low
Low
Moderate
Household Type Large Families
Families with Children
Elderly
Special Needs Elderly
Frail Elderly
Veterans
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Geographies Affected Citywide
Associated Goals Provide Decent and Affordable Housing
Description The City will aid in the rehabilitation of single -family and mobile homeowner occupied units. Acquisition and/ or rehabilitation of multi - family projects (with or without rehabilitation) may be pursued as deed restricted affordable housing for low - and moderate -income households.

Relative Basis CHAS data for 2016-2020 shows over 72 percent of housing units are over 40 years old and require ongoing repairs and maintenance. The age of the housing stock also means the presence of lead -based paint may be extensive. Low - and moderate -income owner -occupied households may require assistance to maintain their homes or to afford the rents for decent and adequate housing. Improving and the quality of existing and future residential units and neighborhoods is an important goal of the community as identified in the City’s Housi ng Element. A key method to achieving this goal is advocacy and support for the acquisition and rehabilitation, together and independently, of substandard residential properties by homeowners and landlords.

2. Priority Need Provide Homeownership Assistance
Priority Level High
Population Income Low
Moderate
Household Type Large Families
Families with Children
Geographies Affected Citywide
Associated Goals Provide Decent and Affordable Housing
Description The City will provide first time homebu yer assistance to qualifying low- and moderate -income households. Based on funding availability, the City may also provide assistance to housing developers for the acquisition and re -sale (with or without rehabilitation) to income qualified homebuyers.

Relative Basis ACS data for 2016 -2020 shows 58 percent of units are occupied by renter households. Expanding homeownership opportunities to achieve a balanced and stable community is an important goal of the City.

3. Priority Need Assist in the Development of Affordable Rental Housing

129

Priority Level High
Population Income Extremely Low
Low
Moderate
Household Type Large Families
Families with Children
Elderly
Special Needs Elderly
Frail Elderly
Veterans
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Geographies Affected Citywide
Associated Goals Provide Decent and Affordable Housing
Description The City will work with development agencies and corporations (for - profit and nonprofit) t o assist in the production of affordable housing.

Activities to be pursued may include acquisition, land assemblage, construction, conversion, purchase of affordability covenants, or other mechanisms. Based on funding availability the City may assist housing developers to acquire and construct new housing units affordable to extremely low, low- and moderate-income renters.

Relative Basis Renter households are more impacted by housing cost burden than owner households. This is shown by 2016 -2020 CHAS data .

Approximately 79 percent of low - and moderate -income households with a housing cost burden of 30 to 49 percent of their income are renters. Approximately 84 percent of the same income group is cost burdened at a rate of over 50 percent of their income. As most residents of El Cajon rent their homes (about 58 percent) expanding homeownership opportunities to achieve a balanced and stable community is an important goal of the City.

4. Priority Need Support Continuum of Care for the Homeless Priority Level High
Population Income Extremely Low
Low
Household Type Large Families
Families with Children
Elderly
Special Needs Chronically Homeless
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Geographies Affected Citywide
Associated Goals Support Continuum of Care for the Homeless Description The City will continue to participate in the San Diego County Regional Task Force on the Homeless (RTFH) to assess needs an d coordinate efforts to address those needs, including coordinating with the East County jurisdictions for a regional approach.

130

Relative Basis In addition to housing, those experiencing homelessness require a variety of services to achieve and maintain s table housing. According to 2016-2020 CHAS data almost 12 percent of households in El Cajon have extremely low - and low-incomes and are experience a housing cost burden in excess of 30 percent of their income and two percent of households at this income level are living in crowded conditions. These households are presumed to be tenuously housed and at risk of homelessness. Homelessness prevention and rapid re -housing services are critical to assisting these households.

5. Priority Need Provide for Community Facilities & Infrastructure Priority Level High
Population Income Extremely Low
Low
Moderate
Household Type Large Families
Families with Children
Elderly
Special Needs Chronically homeless
Individuals
Families with Children
Elderly
Frail Elderly
Veterans
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Non-housing Community Development
Geographies Affected Citywide
Associated Goals Provide Community Facilities & Infrastructure Description Through Capital Improvement Planning the City will provide for new and improve existing community facilities and infrastructure. These include the following:

ADA concrete projects, including new and retrofitted curb ramps, streets, sidewalks, and gutters.

Improvements to streets and streetscapes in residential neighborhoods, such as neighborhood trails, lighting, and other safety/ security improvements.

Assistance to service providers for necessary improvements to public facilities services special needs populations.

Periodically assess the need for and (when determined to be warranted) pursue Section 108 financing for large -scale public improvement and revitalization projects.

Relative Basis Over 64 percent of El Cajon residents have low and moderate incomes and needs for community facilities and infrastructure improvements are extensive. Many community facilities and infrastructure are aging and require rehabilitation, modernization, expansion, or replacement to meet the current and projected needs of the community.

6. Priority Need Provide Needed Community and Supportive Services Priority Level High

131

Population Income Extremely Low
Low
Moderate
Household Type Large Families
Families with Children
Elderly
Special Needs Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Chronic Substance Abuse
Victims of Domestic Violence
Geographies Affected Citywide
Associated Goals Provide Community and Supportive Services Description The City will provide for a variety of community and supportive services, with special emphasis on senior services, crime awareness and prevention programs, youth and at-risk youth services, and services for new immigrants. Oth er services may be considered if funding is available.

Relative Basis The City is home to many extremely low, low - and moderate -income households with extensive needs for a variety of supportive services.

Consultation and engagement with residents and stakeholders indicate those with special needs including youth and transitionally aged youth require community-based services.

7. Priority Need Planning and Administration
Priority Level High
Population Income Extremely Low
Low
Moderate
Household Type Large Families
Families with Children
Elderly
Special Needs Chronically homeless
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/ AIDS and their
Families
Non-housing Community Development
Geographies Affected Citywide
Associated Goals Provide Decent and Affordable Housing
Support Continuum of Care for the Homeless
Provide Community Facilities and Infrastructure

132

Provide Community and Supportive Services
Description The City will implement the goals and objectives of the Consolidated Plan by delivering a variety of housing and community development programs and activities, including the required fair housing services.

The City will continue to comply with the planning and reporting requirements of the Consolidate Plan regulations, and CDBG and HOME regulations. Annually, the City will monitor its use of CDBG and HOME funds to ensure effective and appropriate use of funds.

Relative Basis Compliance with all HUD Consolidated Plan and CDBG and HOME program regulations is a requirement for participation in these programs including the necessary environmental reviews.

Table 54 – Priority Needs Summary
Narrative (Optional)
In establishing five -year priorities for assistance, the City has taken several concerns into consideration:
- Those categories of extremely low, low- and moderate-income households most in need of housing and community development assistance;
- Which activities will best meet the needs of those identified households; and - The extent of federal and other resources available to address these needs.

Based on input received through the outreach and consultation process priority needs for expenditure of CDBG and HOME funds have all been designated as high.

The City will implement projects in each five-year Action Plan which address the Priority Needs.

Pursuant to CDBG regulations, projects must meet one of three national objectives set forth by HUD: (1) Benefit low- and moderate-income households, (2) Aid in the elimination/ prevention of slum and blight, or (3) Meet an urgent need (catastrophic events). Pursuant to HOME regulations, HOME funds are specifically focused on affordable housing activities and may be used to develop and support affordable rental housing and homeownership opportunities for households earning less than eighty percent of the Area Median Income for the San Diego Metropolitan Statistical Area.

133

SP-30 Influence of Market Conditions

Affordable
Housing Type
Market Characteristics that will influence the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The City of El Cajon receives approximately $420,000 annually in HOME funds.

Given the limited funding the City does not plan to utilize HOME funds for Tenant Based Rental Assistance (TBRA).

TBRA for Non-
Homeless Special
Needs
The City of El Cajon receives approximately $420,000 annually in HOME funds.

Given the limited funding the City does not plan to utilize HOME funds for Tenant Based Rental Assistance (TBRA).

New Unit
Production
The majority (about 56 per cent) of the City’s lower and moderate -income households experience a housing cost burden, according to 2016 -2020 CHAS data. Based on funding availability and allocations, the City may allocate a portion of the HOME funds to increase the supply of safe, de cent, affordable housing for lower income households (including extremely low -income households and low and moderate-income households), such as seniors, those with disabilities, and those experiencing and/ or at risk of experiencing homelessness.

Rehabilitation Over 70 percent of the City’s housing stock is at least 40 years of age, according to 2016-2020 CHAS data. This indicates a significant need for rehabilitation. The City will provide assistance to rehabilitate owner -occupied single-family, mobile home units, and multi-family units that will be deed restricted due to City financial assistance.

Acquisition,
including
preservation
The City may also pursue acquisition/ rehabilitation of multi -family housing and deed-restrict the improved units as affordable housing.

Table 55 – Influence of Market Conditions

134

SP-35 Anticipated Resources
Introduction
During the five-year period of the Consolidated Plan from July 1, 2024, to June 30, 2029, the City of El Cajon anticipates investing an estimated $ 6.1 million in CDBG and $3.4 million in HOME funds (over the 5-year period) to support the goals of this Strategic Plan. The annual allocations are subject to federal appropriations and changes in demographic data used in HUD’s formulas for each respective program. The City’s fiscal year 2025 Action Plan will lay out how use of the annual allocations to address the priority needs and achieve the goals defined in the Strategic Plan.

Program Uses of Funds
Expected Amount Available for 5-Years Expected
Amount
Available
Remainder
of Con
Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$1,282,437 $ $37,086 $1,319,559 $4,916,000
Based on
2023 FY
allocation
from HUD.

Steady
annual
funding is
anticipated.

HOME
Acquisition
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
for ownership
TBRA
$620,392 $ $ $620,392 $2,756,000
Based on
2023 FY
allocation
from HUD.

Steady
annual
funding is
anticipated.

Table 56- Anticipated Resources

135

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

City of El Cajon is expected to receive HOME funding which can be leveraged with CDBG funding if used for affordable housing and housing rehabilitation. The City will leverage HOME funding if future projects are presented during the next five years. The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets the thresholds to have the match requirements reduced; those threshold conditions are: 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 100 percent match reduction for fiscal year 2023 and expects this designation in fiscal year 2024 as well.

Given the limited size of the CDBG and HOME annual allocations the City may consider pursuing new Section 108 loans within the five-year Consolidated Plan period to support large-scale public improvements or housing projects.

Depending on the financing structure of a given activity, it may be advantageous for the City to use CDBG funds to leverage appropriate state, local , and private resources, including but not limited to those listed below.

Federal Resources
 Continuum of Care (CoC) Program
 HUD Veterans Affairs Supportive Housing (HUD-VASH)
 Supportive Housing for the Elderly (Section 202)
 Supportive Housing for Persons with Disabilities (Section 811)  Housing Opportunities for Persons with AIDS (HOPWA)
 YouthBuild
 Federal Low-Income Housing Tax Credit Program
 Project Based Housing Choice Vouchers
State Resources
 Low-Income Housing Tax Credit Program
 Tax-Exempt Bond Financing
 Permanent Local Housing Allocation
 Building Equity and Growth in Neighborhoods Program (BEGIN)  CalHome Program
 Multifamily Housing Program (MHP)
 Homekey
 CalHFA Single and Multi-Family Program
 Mental Health Service Act (MHSA) Funding
 Affordable Housing and Sustainable Communities Program

136

Local Resources
 San Diego County CoC
 San Diego Housing Commission (SDHC)
 California Home Finance Agency
 City of El Cajon In Lieu Fees
 Low and Moderate Income Housing Asset Fund (Successor Housing Agency) Private Resources
 Federal Home Loan Bank, Affordable Housing Program
 Community Reinvestment Act Programs
 United Way
 Private Contributions
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 El Cajon City Counc il established and activated the El Cajon Housing Authority in March 2011 and in January 2012 the same authority adopted a resolution to become the Successor Agency for all housing assets and functions acquired or assisted with Low- and Moderate-Income (LMI) Housing Funds. Although no new LMI Housing Funds will become available, the El Cajon Housing Authority has accepted responsibility for the physical housing assets and housing loan portfolio which may continue to generate income as loans are repaid. The El Cajon Housing Authority will have responsibility for determining the direction and focus of any income generated from the original seed funding in accordance with the California Health and Safety Code Section 34176.1(f).

137

SP-40 Institutional Delivery Structure
Table 57 provides an overview of the institutional structure through which the City will carry out its Consolidated Plan including private industry, nonprofit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
El Cajon Government Economic
Development
Homelessness
Non-homeless special
needs
Ownership
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Jurisdiction
El Cajon Housing
Authority
Redevelopment
Authority
Ownership
Rental
Jurisdiction
County of San Diego
Housing Authority
PHA Ownership
Public Housing
Rental
Region
Table 57- Institutional Delivery Structure

Assess of Strengths and Gaps in the Institutional Delivery System Housing, supportive services, and community development activities for residents in El Cajon are delivered by a large number of public agencies, nonprofit organizations, and private entities.

Participants in the stakeholder round table, community meetings, and survey respondents indicated that coordination is an issue. Many residents are not aware of the services being offered.

Some service providers are not aware of the work in which their counterparts in the community are engaged.

138

Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X

Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X X
Other Street Outreach
Services
X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X
Education X X
Employment and Employment
Training
X

X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X X
Table 58 - Homeless Prevention Services Summary

Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) There are multiple pathways to access the services available in El Cajon to individuals and households experiencing or at risk of experiencing homelessness. The CoC and the recipients of

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homeless funding from the U.S. Department of Housing and Urban Development (HUD) and Homeless Housing, Assistance and Prevention (HHAP) Grant funds from the State of California utilize 2-1-1 San Diego and the Coordinated Entry System (CES) system to match clients to appropriate services. The City al so provides a resource guide to people who are accessing services that is available at the lobby and on the City’s website. A primary objective of homeless service providers working with the City and the CoC is to connect program participants with eligible mainstream resources. Many regional county resource centers that provide services including behavioral and mental health services are based out of El Cajon. For the last five years, the City of El Cajon has allocated CDBG funds to the provision of homeless services and since 2020 it has allocated state Permanent Local Housing Allocation (PLHA) funds to those services as well.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above.

In El Cajon there are a variety of services available to those with special needs and those experiencing or at risk of experiencing homelessness, provided by a mix of public, private, and charitable organizations. However, the gaps in the service delivery system are:
- Inadequate funding to provide the level or services needed for long term assistance for clients on fixed or limited income (e.g. Housing Choice Vouchers), and - While there is ongoing coordination across different agencies regional stakeholders have expressed that there is room for improvement.

The City is not a direct recipient of Emergency Solutions Grant (ESG) funds; therefore, most of the HUD funding to address homelessness is available through the San Diego County Continuum of Care which oversees the funding application cycle for HUD’s CoC funding and HHAP funding from the State of California . A review of the funding requests versus the awards demonstrates there is a gap in funding addressing the needs of the region to serve homeless populations and those with special needs.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs.

To address the lack of resources necessary to fully address the needs of special needs populations and persons experiencing homelessness the City will continue allocating the maximum allowable amount of CDBG funds to public services. The City will work to leverage its HOME funds, including CHDO Set-Aside and Low Moderate Income Housing Asset (LMIHAF) funds with other state, federal and local resources to address its priority needs.

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SP-45 Goals Summary
Goal Name Time
Period Category Geographi
c Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Goal 1:

Provide
Decent and
Affordable
Housing
2024 –
2028
Affordable
Housing
Citywide Conserve and
Improve Existing
Affordable
Housing; Provide
Homeownership
Assistance
Assist in the
Development of
Affordable
Housing
Planning and
Administration
HOME:
$3,100,500
CDBG:
$450,000
Homeowner
Housing
Added: 10
Household
Housing
Units
Homeowner
Housing
Rehabbed:
15 Household/
Housing
Units
Direct
Financial
Assistance to
Homebuyers:
20 Households
Assisted
Description: This goal is achieved through a variety of programs and activities, including, but not limited to:
- Rehabilitation assistance to property owners to improve single -family, and mobile homes;
- Acquisition and/or rehabilitation of multi-family housing projects; and - Lead-based paint hazard reduction efforts.

Goal 2:

Support
Continuum of
Care System
for the
Homeless

2024 –
2028
Homeless Citywide Support
Continuum of
Care System for
the Homeless
Planning and
Administration
CDBG:
$671,750

Homeless
person
overnight
shelter: 1,900
persons
assisted

Description: The City will continue to participate in the San Diego County Regional Task Force on the Homeless (RTFH) to assess the needs and coordinate efforts to address those needs.

Goal 3:

Provide
Community
Facilities and
Infrastructure

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Goal Name Time
Period Category Geographi
c Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Description: Through Capital Improvement Planning the City will provide new and improve existing community facilities and infrastructure. These include the following:
- ADA concrete projects, including new and retrofitted cur b ramps, streets, sidewalks, and gutters.
- Improvements to streets and streetscapes in residential neighborhoods, such as neighborhood trails, lighting, and other safety/ security improvements. - Assistance to service providers for necessary improvements to p ublic facilities services special needs populations.
- Periodically assess the need for and (when determined to be warranted) pursue Section 108 financing to large-scale public improvement and revitalization projects.

Persons
assisted
Goal 4
Provide
Community
and
Supportive
Services
2024 -
2028
Non-Housing
Community
Development
Citywide Provide
Community and
Supportive
Services
Planning and
Administration
CDBG:
$250,000

Public
services
other than
Low/
Moderate
Income
Housing
Benefit:
1,190
persons
assisted
Description: The City will provide a variety of supportive services with special emphasis on those with special needs. Other services many be considered if funding is available.

Goal 5:

Planning and
administration
2024
–
2028
Program
administration
N/A Comply with
federal CDBG
and HOME
regulations
CDBG:
$1,299,000
HOME:
$344,500
Other Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG and HOME Programs.

Table 59 – Goals Summary

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) Approximately 45 extremely low -, low-, and moderate -income households will benefit f rom the City’s affordable housing activities.

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SP-50 Public Housing Accessibility and Involvement
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
No public housing units are located in the City of El Cajon. This section does not apply to the City.

Activities to Increase Resident Involvement
No public housing units are located in the City of El Cajon. This section does not apply to the City.

Is the public housing agency designated as troubled under 24 CFR part 902? Not applicable
Plan to remove the ‘troubled’ designation
Not applicable

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SP-55 Barriers to Affordable Housing
Barriers to Affordable Housing
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental protection, cost of land and availability of monetary resources. Barriers to affordable housing are d istinguished from impediments to fair housing choice.

Based on information gathered dur ing community meetings, the 2020 -2024 Analysis of Impediments to Fair Housing Choice (AI), Consolidated Plan Resident Survey, the 2021 -2029 Housing Element, and market analysis, the primary barriers to affordable housing in El Cajon are the following:
 difficulty navigating the process to access affordable housing;  shortage of affordable housing units and a long Housing Choice Voucher (Section 8) waiting list;
 concentrations of racial and ethnic minorities;
 over concentration of the use of Housing Choice Vouchers in the City of El Cajon; and  barriers are often layered.

These barriers are interconnected as the d emand for affordable housing exceeds the supply .

There are insufficient resources to increase the supply of affordable housing resulting in renter households carrying a housing cost burden in excess of 30 percent of AMI and/ or living in areas with low access to opportunities and high exposure to adverse community factors.

The elimination of local Redevelopment Agencies by the State of California in 2011 resulted in the loss of a crucial resource for the development and preservation of affordable housing. While there are mechanisms whereby certain affordable housi ng assets are under control of the El Cajon Housing Authority, which acts as the Successor Housing Agency to the former Redevelopment Agency, limited resources are available t oday as the City relies on loan repayments and residual receipts to replenish the LMIHAF. Although the City also received an allocation of Permanent Local Housing Allocation Funding in 2023, this funding is used to provide services to persons experiencing homelessness and for the creation of accessory dwelling units.

According to San Diego Regional Analysis of Impediments to Fair Housing Choice, El Cajon when compared to the region, which is defined by HUD as the San Diego -Carlsbad-San Marcos Metropolitan Statistical Area (MSA), has a high concentration of low-income and households living below the federal poverty line. There is an overall high percentage of low-and-moderate-income (LMI) areas where residents are disproportionally affected by poverty. This is linked to racial and ethnic concentration areas of poverty where residents e ncounter challenges and stresses that hinder their ability to reach full potential. Although HUD implement s the use of Small Area Fair Market Rates that increased housing choice in higher cost areas, participants of the County’s Housing Choice Voucher Prog ram (Section 8) continue to use their assistance in areas of high concentration of poverty such as El Cajon where social services including health services are readily available near transit corridors.

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Other factors:

State Prevailing Wage Requirements
Labor Code Section 1720 applies prevailing wage rates to public works over $1,000. Public works are defined as construction, alteration, installation, demolition, or repair work done under contract and paid for in whole or in part out of public funds. This adds to the overall cost of development.

Environmental Protection
State and federal law requires and regulates the environmental review of proposed discretionary projects. Costs associated with these environmental review processes add to the overall cost o f development.

Davis-Bacon Prevailing Wages
A prevailing wage must be paid to laborers when federal funds are used to pay labor costs for any project over $2,000 or on any multi-family rehabilitation project over eight units. The prevailing wage is usually higher than competitive wages, raising the cost of housing production and rehabilitation activities. Davis -Bacon also carries the burden of documentation of compliance.

These requirements may serve as a barrier to the participation of small and minority o wned contracting businesses.

Planning and Development Fees
Development fees and local taxes contribute to the cost of housing. El Cajon does not have development impact fees. It does, however, charge fees to offset the costs associated with the permitting process. Compared to other agencies in the region El Cajon’s permitting fees are relatively low.

Public Opposition to Affordable Housing
Public opposition can cause delays in the review process which adds to the cost of development and sometimes may lead to project denial. Due to changes in state law, the ability to deny a project without sufficient findings could result in delays due to potential litigation.

Strategy to Remove or Ameliorate the Barriers to Affordable Housing To address housing affordability and the scarcity of monetary resources for affordable housing, this Strategic Plan calls for the investment of CDBG and HOME funds for the development of new and preservation of existing affordable rental housing units over the next five years. Although the City’s Housing Authority has limited former Redevelopment Housing Set-Aside funds (LMIHAF), it will continue to leverage CDBG and HOME funds to attract private and other available public resources.

To promote existing and new housing, the City of El Cajon makes available the following programs:

Emergency Repair Program:

This program addresses immediate property health and safety issues for very low -income households that qualify at 50 percent or less of AMI. This program is designed to make funds

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available to income eligible owner-occupied homeowners to make emergency repairs to single - family residences and mobile homes (within eligible mobile home parks) that are within City Limits.

Funds are provided in the form of a loan that is forgiven one -fifth (1/5) for each year of certified and verified owner-occupancy for a total of five (5) years. After the end of the five-year loan term, the loan converts to a grant and is completely forgiven. Forgivable loans are available for up to $10,000.

Housing Rehabilitation Loan Program:

Loans are available to rehabilitate and repair single-family detached units and mobile homes (in eligible parks) for families that income qualify at 80 percent or less of AMI. Funding priority is given to health and safety repairs, energy efficiency improvements, lead-based paint abatement, and ADA accommodations.

Loans are fully deferred with zero interest and up to $50,000 for single -family units and $20,000 on mobile homes, that becomes due and payable upon sale, rental, refinan ce, transfer of the property, or when the owner(s) no longer occupy the home as their primary residence. Costs for lead abatement may increase the loan beyond the originally approved amount. In addition to income restrictions, maximum property value restrictions apply.

ADU Loan Program:

Loans are available for new construction of accessory dwelling units (ADU) on owner -occupied property. ADUs must be leased to qualified households with incomes of up to 150 percent of AMI.

Funding priority is given to projec ts located in Environmental Justice Communities and Racially and Ethnically Concentrated Areas of Poverty (RECAPs). This is a deferred loan of up to $100,000, with interest rates ranging from zero to five percent. Assisted units must remain affordable for a minimum of five years.

First Time Homebuyer Assistance Program:

Downpayment assistance loans of up to $100,000 for condos and townhomes and up to $150,000 for single family homes are available to low - and moderate-income qualified households. Loans are fully deferred with zero interest until sale, rental, refinance, transfer, conveyance, or non - occupancy of property. This program is administered by the San Diego Housing Commission.

Affirmatively Further Fair Housing: Issues and actions as identified in th e Regional Analysis of Impediments to Fair Housing Choice in 2020.

Fair Housing Issue Meaningful Action
Insufficient fair housing testing and limited
outreach capacity
Coordinate with counterparts and fair housing
service provider to produce and distribut e up to
date educational materials to inform renters and
landlords across multiple channels and track
efforts.

Concentration of protected persons (LMI
households, children in families or single female -
headed households) in lower resource areas.

Utilize pl ace-based strategies in alignment with
the Environmental Justice Element. Focus fair
housing education and outreach on areas of the
City with high risk for displacement such as the

146

RECAP areas. Annually, as part of the Action
Plan, consider funding project s that serve or
improve RECAP areas.

Prioritize development of mixed income
(affordable and market-rate) projects.

Displacement risk in areas with disproportionate
housing needs and populations with special
needs.

Continue efforts to assist mobile home re sidents
to maintain stable and safe housing, such as the
mobile home rent mediation program and the
mobile home overlay zone.

Continue to support conversion of hotel/ motels
into SROs.

Place-Based Strategies for Neighborhood
Improvements
Continue implemen ting the Neighborhood Street
Light Improvement Program.

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SP-60 Homelessness Strategy
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of El Cajon is committed to being a city where all are w elcome, where people are supported and where everyone has an opportunity to thrive. The City is committed to making a difference by coordinating with County partners, including the County Homeless Taskforce, local businesses, community faith groups, and nonprofit partners to engage the homeless population.

East County Transitional Living Center, Crisis House, Interfaith Shelter Network, Home-Start, Inc. and Salvation Army are service providers that the City utilizes to provide outreach services as well as other wraparound services. In addition, the City’s Homeless Outreach Team along with service providers conduct homeless outreach coordination on Tuesdays and Thursdays and have monthly coordinated outreach meetings with various homeless service providers.

The City of El Cajon is also a member of the Regional Continuum of Care that is managed by the Regional Task Force on Homelessness (RTFH). The RTFH, as a separate legal entity, also acts as the collaborative applicant to HUD, is the HMIS lead, conducts the annual Point-In-Time (PIT) Count, and serves as the regional convener on homelessness.

For planning CoC purposes, San Diego County is separated into six regions: San Diego Region and various sub -regional areas such as Central, East, South, North Inland, and North Coastal Areas. The East County region consists of the following jurisdictions: the cities of El Cajon, La Mesa, Lemon Grove, Santee, and the San Diego County Unincorporated Areas of Alpine, Spring Valley, Lakeside, Laguna-Pine Valley, Harbison Crest, Jamul, and Mountain Empire. Goal two of this Strategic Plan includes supporting the RTFH as the CoC Lead Agency to seek funding opportunities that benefits the City of El Cajon homeless community.

The East County Region is the fifth most populous in San Diego County accounting for about 15 percent of the population or 506,023 people, as of 2021 according to the County’s Health and Human Services Community Health Statistics. El Cajon, the population and service center of the region, was home to about 27 percent of the population in 2021. The 2023 PIT Count recorded in the East County 528 unsheltered individuals experiencing homelessness accounting for 38 percent of the unsheltered population and 98 percent of the sheltered population in the East County. The San Diego RTFH disaggregated 2022 PIT count data for El Cajon. At that time in El Cajon,
- six Veteran households were homeless and unsheltered and 28 were sheltered. - 40 female headed households were homeless and unsheltered and 598 were sheltered. - Five families with children under the age of 18 were homeless and unsheltered and 884 were sheltered.
- Twelve unaccompanied youth were homeless and unsheltered and 18 were sheltered.

Although the City of El Cajon does not receive a direct entitlement of ESG funds, the City can use its CDBG, PLHA, Low Mod Funds, and other resources to fund emergency shelter, housing navigation, outreach, case management, rapid re-housing, and short term to medium term rental assistance for organizations that serve the unsheltered community.

148

Addressing the emergency and transitional housing needs of homeless persons The 202 3 PIT Count recorded in the East County 1,175 sheltered individuals experiencing homelessness. Of the sheltered and homeless population 98 percent resided in El Cajon. This reflects both the concentration of county and city emergency shelter resources in El Cajon and unreliable data at the City level. The PIT count is based on the entire C oC. Data collection standards established by HUD limit the quality of data for smaller geographies. Given these data limitations it is difficult to accurately assess the needs of the sheltered homeless population in El Cajon.

As stated above, although the City of El Cajon does not receive ESG funds, the City uses its funding other resources to address the emergency and transitional housing needs of homeless persons.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied yout h) 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.

To transition from homelessness to stably housed, individuals and families need access to housing which they can reasonably afford. In addition to funding rapid rehousing activities the City may leverage CDBG, HOME, PLHA, and HOME-ARP funds to expand the supply of affordable housing.

Help low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families who are likel y to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education, or youth needs.

The City of El Cajon does not receive ESG funds. The City uses state and other resources to fund rapid rehousing, which includes case management, and rental assistance to households experiencing and at risk of experiencing homelessness.

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SP-65 Lead based paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards.

The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing -based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.

Overall, the City has a relatively old housing stock. Therefore, lead -based paint hazards are a concern. According to ACS data, 72 percent of the housing stock was built before 1979, when the use of lead-based paint was outlawed, meaning that the residents of these homes should not be at risk of lead -based paint hazards. Only those units constructed prior to January 1, 1978, are presumed to have the potential to contain lead-based paint. In these units, the best way to have reasonable assurance that lead -based paint hazards are not present is to have the painted surfaces tested.

To reduce lead-based paint hazards, the City takes the following actions:
 Include lead testing and abatement procedures, as required, in all residential rehabilitation activities for units built prior to January 1, 1978.
 Educate residents on the health hazards of lead -based paint through brochures and encourage screening children for elevated blood-lead levels.  Disseminate brochures about lead hazards through the City’s residential rehabilitation activities.

How are the actions listed above related to the extent of lead poisoning and hazards? Over time through testing and aba tement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children.

This will prompt homeowners, landlords, and parents of young children to proactively address unsafe housing conditions in pre-1978 units where children may potentially be exposed to lead - based paint hazards.

How are the actions listed above integrated into housing policies and procedures? In accordance with federal regulation, the City of El Cajon has established policies regarding the identification of lead-based paint (LBP) hazards. Housing built prior to 1978 must undergo lead - based paint testing prior receiving funding for rehabilitation. If deteriorated lead -based paint surfaces are found, they must be stabilized during the rehabilitation of the property. As required, abatement must be performed by a certified lead -based paint assessor prior to the issuance of the Notice of Completion. The City will continue to maintain policies and procedures to i ncrease assess to housing without LBP hazards. CDBG and HOME funding is not provided until it is determined properties are free of LBP hazards.

150

SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty -Level Families.

Poverty continues to be a significant challenge in El Cajon. According to the 201 6-2020 ACS, there are 19,765 residents (19 percent of the populations) living below the federal poverty level.

Of these residents, 7,031, or 36 percent, are children under the age of 18.

To meaningfully address this challenge, each of the goals included in the Strategic Plan supports activities to promote the availability of affordable housing and the provision of essential services that directly benefit low- and moderate-income residents. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address these goals over the next five years. This strategy will emphasize using CDBG and HOME funds to help individual s and families rise out of poverty to long-term self-sufficiency.

The implementation of CDBG and HOME activities meeting the goals established in this Strategic Plan will help to reduce the number of poverty-level families by supporting:
 Providing decent and affordable housing
 Supporting the Continuum of Care for the homeless
 Providing community facilities and infrastructure
 Providing community and supportive services
Local public, quasi -public, and nonprofit organizations that provide workforce training a re as follows:
- East County Regional Chamber of Commerce
- East County Regional Occupational Program
- Grossmont College Regional Occupational Program
- San Diego Workforce Partnership
- Crisis House
- Volunteers of America
- East County Transitional Living Center
- St. Madeleine Sophie’s Center
- Chaldean Community Council
In addition to these local efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the Earned Income Tax Credit and Head Start offer a pathway out of poverty for families who are ready to pursue employment and educational opportunities. In California, the primary programs that assist families in poverty are CalWORKS, CalFresh (formerly food stamps) and Medi -Cal. Together, these programs provide individuals and families with employment assistance, subsidy for food, medical care, childcare, and cash payments to meet basic needs such as housing, nutrition and transportation. Other services are available to assist persons suffering from substance abuse, domestic violence, and mental illness.

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How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit lo w- and moderate-income residents to reduce the number of poverty-level families. For example, activities completed under the goal of providing decent and affordable housing will increase the housing stock accessible to extremely low- and low-income households transitioning out or at risk of homelessness. Implementation of this goal may reduce a household housing cost burden thereby increasing disposable income and enabling opportunity to pursue previously inaccessible choices.

152

SP-80 Monitoring
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long -term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
All projects and programs:

1. Subrecipients/ CHDOs are evaluated as part of the pre-award assessment. Evaluation of the nature of the proposed activity, proposed plan for carrying out the activity, the organization’s capacity to do the proposed work, and the potential for conflicts of interests are reviewed carefully within the pre-award assessment.

2. Invoices are reviewed monthly, and reports are reviewed quarterly (or more often as agreed between the parties) for progress and pe rformance of activities specified in the agreement with each subrecipient.

3. Technical assistance is provided as requested or as specific training needs are identified.

4. Monitoring visits are scheduled on an annual basis for affordable housing projects and public services projects. Capital Improvement projects are monitored by corresponding City Departments (e.g. Parks and Recreation, Public Works, other City Departments).

CDBG Projects and Programs

1. During the program year staff will establish an Annual Monitoring Plan.

2. As part of the Annual Monitoring Plan staff will identify subrecipients most likely to have serious problems and will devote extra attention and assistance to them. a. The Plan will establish a schedule for desk audits and on-site visits. b. If on-site monitoring is deemed appropriate staff will conduct on -site monitoring with a written checklist.
c. Staff will conclude the monitoring by providing the subrecipient with a letter or report listing staff’s findings, concerns, and areas worth of commendation.

3. Single Audit Requirements
a. The subrecipient’s requirements under the Single Audit Act will be included as part of the agreement for the use of federal funds.
b. Staff will review all audit reports received. A letter of concern will be sent to any subrecipient with findings or concerns.

HOME Projects and Programs:

Rental Projects: The City or its agent will:

1. Perform on-site inspections to determine compliance with property standards no less than once every three years for projects containing one to four units; once every two years for projects containing five to 25 units; and once per year for projects containing 26 or more units.

2. Verify tenant income via self -certification process on an annual basis. Every sixth year, full tenant income verification will be conducted.

3. Verify rents on HOME-assisted units conform to current HOME rent limits.

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Ownership Projects and Programs:

1. Verify residency through an annual self -certification and if needed review of current Tax Assessor’s records and/or property files.

2. In the e vent the City receives a Notice of Default of Notice of Foreclosure for a single - family residence, staff will attempt to contact the owner to determine the nature of the default and if appropriate technical assistance or referral information will be provid ed.

Should a foreclosure occur staff will pursue recapture of HOME funds.

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2024-2025 Action Plan
AP-15 Expected Resources
During the five-year period of the Consolidated Plan from July 1, 2024, to June 30, 2029, the City of El Cajon anticipates investing an estimated $6.1 million in CDBG and $3.4 million in HOME funds to support the goals of the Strategic Plan. This is based on annual allocations subject to federal appropriations and changes in demographic data used in HUD’s formulas for the programs.

For the 2024-2025 program year the City has been allocated $1,282,473 in CDBG and $620,392 in HOME funds. In addition to the City’s annual allocations from CDBG and HOME, it will reprogram $37,086 of unallocated prior year CDBG resources and $2,726 in prior ye ar CDBG program income resulting in a total of $1, 337,284. On an annual basis the City recoups approximately $15,000. When the City is informed of its annual allocation all proposed activity budgets will be proportionately increased or decreased from the estimated funding levels to match actual allocation amounts.

Program Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of Con
Plan
Narrative
Description Annual
Allocation:

Program
Income:

Prior Year
Resources:

Total:

CDBG
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services
$1,282,437 $ $37,086 $1,319,559 $4,916,000
Based on
2023 FY
allocation
from HUD.

Steady
annual
funding is
anticipated.

Table 60- Anticipated Resources

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

The extent of need in El Cajon far exceeds the available funding from CDBG and HOME. Most activities into which these funds are invested will also leverage a variety of additional sources including, but not limited to, public and private grants, capital development and general funds, public financing, and private donations. The City has been awarded HUD HOME American Rescue Plan (ARP) and state Permanent Local Housing Allocation (PLHA) funds to further address extremely low - and low -income housing needs including the needs of residents experiencing and at risk of experiencing homelessness. The City has Low- and Moderate-Income Housing Asset Funds (LMIHAF) which may be used to supplement homeless services provided to residents. The City encourages the use of Low Income Housing Tax Credits to fund construction, substantial rehabilitation, or acquisition or affordable housing.

The HOME program requires a 25 percent match based on fund expenditure, unless a jurisdiction meets a threshold to have the match requirements reduced; those threshold conditions are : 1) Fiscal distress; 2) Severe fiscal distress, and 3) Presidentially declared major disasters covered under the Stafford Act. The City was identified by HUD as a fiscally distressed jurisdiction and has been granted a 100 percent match reduction for fiscal year 2023 and expects this designation in fiscal year 2024 as well.

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 and maintains multiple parks and recreation facilities along with rights-of-way which may be used or improved to address the needs identified in the Consolidated Plan. City staff keeps inventory of vacant and non-vacant sites as part of the Housing Element. Furthermore, City staff maintain relationships with stakeholders in the development community which informs their knowledge of existing conditions.

The El Cajon Housing Authority is the Successor Housing Agency for all housing assets and functions previously acquired or a ssisted by LMIHAF and is responsible for determining the direction and focus of any income generated from that seed funding.

Discussion
The City of El Cajon shares overall responsibility for meeting the priority needs identified in the Strategic Plan with many other organizations and is solely responsible for using CPD entitlement funds to address the needs of low- and moderate-income residents.

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AP-20 Annual Goals and Objectives
Goals Summary Information
Goal Name Time
Period Category Geographic
Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Goal 1: Provide
decent and
affordable
housing
2024 –
2028
Affordable
Housing
Citywide -Conserve and
improve Existing
affordable
housing
-Provide
homeownership
Assistance
-Assist in the
development of
affordable
housing
-Planning and
administration
HOME:
$558,353
-Homeowner
housing
added: 2
household
housing units

-Direct
financial
assistance to
homebuyers:
4 households
assisted
Description: This goal is achieved through a variety of programs and activities, including, but not limited to:
- Rehabilitation assistance to property owners to improve single-family, mobile homes, and multi-family housing;
- Acquisition and/or rehabilitation of multi-family housing projects; and - Lead-based paint hazard reduction efforts.

Goal 2:

Support
Continuum of
Care system
for the
homeless

2024 –
2028
Homeless Citywide -Support
Continuum of
Care for the
homeless
-Planning and
administration
CDBG:
$142,370

Homeless
person
overnight
shelter: 380
persons
assisted

Description: The City will continue to participate in the San Diego County Regional Task Force on the Homeless (RTFH) to assess the needs and coordinate efforts to address those needs.

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Goal Name Time
Period Category Geographic
Area
Needs
Addressed Funding
Goal
Outcome
Indicator
Goal 3: Provide
community
facilities and
infrastructure

2024 –
2028
Non-Housing
Community
Development
Citywide -Provide for
community
facilities and
infrastructure
-Planning and
administration
CDBG:
$870,695
Public facility
or
infrastructure
activities
other than
low/
moderate
income
housing:
12,006
persons
assisted
Description: Through Capital Improvement Planning the City will provide new and improve existing community facilities and infrastructure. These include the following:
- ADA concrete projects, including new and retrofitted curb ramps, streets, sidewalks, and gutters.
- Improvements to streets and streetscapes in residential neighborhoods, such as neighborhood trails, lighting, and other safety/ security improvements. - Assistance to service providers for necessary improvements to public facilities services special needs populations.
- Periodically assess the need for and (when determined to be warranted) pursue Section 108 financing to large-scale public improvement and revitalization projects.

Goal 4: Provide
community and
supportive
services
2024 -
2028
Non-Housing
Community
Development
Citywide -Provide
community and
supportive
services
- Planning and
administration
CDBG:
$50,000

Public
services
other than
Low/Moderat
e Income
Housing
Benefit: 238
persons
assisted
Description: The City will provide a variety of supportive services with special emphasis on those with special needs. Other services many be considered if funding is available.

Goal 5:

Planning and
administration
2024 –
2028
Program
administration
N/A Comply with
federal CDBG
and HOME
regulations
CDBG:
$256,494
HOME:
$62,039 Other
Description: These funds will be used to comply with federal statutes and regulations pertaining to the CDBG and HOME Programs.

Table 61 – Goals Summary

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AP-35 Projects
Introduction
To address the high priority needs identified in the Strategic Plan, the City of El Cajon will invest CDBG and HOME funds in projects to preserve existing affordable housing, provide fair housing services, and services to the elderly, and improve public facilities and infrastructure . Together, these projects will address the needs of low- and moderate-income El Cajon residents. 2024-2025 Projects

1. Interfaith Shelter Network, Rotational Shelter Program

2. Elder Help - Care Coordination for El Cajon Seniors

3. ECTLC, Emergency Shelter

4. Meals on Wheels

5. Mama’s Kitchen - Medically Tailored Meal Service

6. Home Start, Emergency Shelter Program

7. Fair Housing Services – CSA San Diego

8. Neighborhood Street Lights Program

9. CDBG Administration

10. HOME Administration

11. CHDO Set-Aside

12. Housing Programs Pool of Funds
Table 62 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Based on the Strategic Plan, the City is allocating 100 percent of its non-administrative CDBG and HOME investments for the program year 2024-2025 to projects and activities that benefit low- and moderate-income people. The primary obstacles to meeting the underserved needs of low - and moderate-income people include limited funding from federal, state, and other local sources.

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AP-38 Project Summary

1 Project Name Interfaith Shelter Network – Rotational Shelter Target Area Citywide
Goals Supported Support Continuum of Care system for the homeless Needs Addressed Support Continuum of Care for the homeless Funding CDBG: $10,893
Description The emergency shelter rotates through participating ch urches in East County. Each church provides beds, food, and shower facilities for two consecutive weeks during the winter months as well as transportation and case management.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
15 H omeless people will benefit from this activity by receiving overnight shelter and case management services.

Location
Description
TBD
Planned Activities Shelter operations
2 Project Name Elder Help - Care Coordination for El Cajon Seniors Target Area Citywide
Goals Supported Provide community and supportive services Needs Addressed Provide needed community and supportive services Funding CDBG $10,000
Description Provide in -home assistance options for independent living, including transportation to medical appointments, check in calls, delivery of food and basic needs, help with repairs or housing issues and address isolation and anxiety issues.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
Public services other than LMI housing benefit 45 persons assisted Location
Description
Citywide
Planned Activities Staffing
3 Project Name ECTLC – Emergency Shelter
Target Area Citywide
Goals Supported Support Continuum of Care system for the homeless Needs Addressed Support Continuum of Care for the homeless Funding CDBG: $100,000
Description Program provides three (3) daily meal opportunities, counseling/case management and up to sixty (60) nights of emergency housing to homeless families and i ndividuals to stabilize their immediate housing needs.

Participants will be evaluated weekly and provided with additional resources or referrals to obtain permanent housing or long-term programs.

Target Date 6/30/2025
Estimate the number
and type of fa milies
that will benefit
350 H omeless person s will received overnight shelter and case management services.

Location
Description
1527 E. Main St., El Cajon, CA 92021
Planned Activities Shelter operations
4 Project Name Meals on Wheels

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Target Area Citywide
Goals Supported Provide community and supportive services Needs Addressed Provided needed community and supportive services Funding CDBG $25,000
Description Twice daily delivery of nutritious meals, wellness checks, and in-home social visit to low-income, homebound seniors within the City.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
Public services other than LMI housing benefit 150 persons assisted Location
Description
Citywide
Planned Activities Materials and staff
5 Project Name Mama’s Kitchen – Medically Tailored Meal Service Target Area Citywide
Goals Supported Provide community and supportive services Needs Addressed Provide needed community and supportive services Funding CDBG $15,000
Description Provide breakfast, lunch, dinner, and healthy snacks to critically ill El Cajon residents at risk of malnutrition due to HIV, cancer, diabetes, heart disease, and kidney disease. Includes medically tailored nutrition and nutrition education that helps clients increase disease self -management, medication adherence, and improve their long -term health. Additionally, registered dietitians collaborate with clients to increase their knowledge about healthy eating and meet their personal health goals.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
Public services other than LMI housing benefit 43 persons assisted Location
Description
Citywide
Planned Activities Materials and staff
6 Project Name Home Start – Emergency Shelter
Target Area Citywide
Goals Supported Support Continuum of Care system for the homeless Needs Addressed Support Continuum of Care for the homeless Funding CDBG: $31,477
Description Provide immediate housing through motel vo uchers to the unhoused in the City of El Cajon. The Outreach Team and community partners will work together to help identify, screen, and refer clients to the existing street outreach program to utilize the motel vouchers. Clients will be offered wraparound services from case managers to help them become self - sufficient and identify permanent housing solutions or a long -term housing program to meet their needs. The street outreach team will support participants by connecting them to case managers.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
15 Homeless person will receive overnight shelter and case management services.

Location
Description
Citywide
Planned Activities Shelter operations
7 Project Name Fair Housing Services – CSA San Diego
Target Area Citywide

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Goals Supported Provide decent and affordable housing
Support Continuum of Care system for the homeless
Provide community facilities and infrastructure
Provide community and supportive services
Needs Addressed Planning and Administration
Funding CDBG: $40,000
Description Provision of fair housing services, landlord/ tenant services, educational counseling, mediation over housing disputes, and other fair housing requirements of the Housing Element.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
CSA San Diego County will provide services to 250 El Cajon residents.

Location
Description
327 Van Houten Ave., El Cajon, CA 92030
Planned Activities Staffing
8 Project Name Neighborhood Street Lights Program
Target Area Citywide
Goals Supported Provide community facilities and infrastructure Needs Addressed Provide for community facilities and infrastructure Funding CDBG $870,695
Description Installation of a n estimated 35 new streetlights in eligible residential neighborhoods.

Target Date 6/30/2025
Estimate the number
and type of families
that will benefit
Public facility of infrastructure activity other than LMI housing 12,000 persons assisted
Location
Description
Citywide
Planned Activities Planning, administration, installation 9 Project Name CDBG Administration
Target Area Citywide
Goals Supported Provide decent and affordable housing
Support Continuum of Care system for the homeless
Provide community facilities and infrastructure
Provide community and supportive services
Needs Addressed Planning and Administration
Funding CDBG: $216,494
Description Provide for the timely and compliant administration of the CDBG programs in accordance with HUD policy and federal regulations, including internal and external costs.

Target Date 6/30/2025
Location
Description
Citywide
Planned Activities Administration
10 Project Name HOME Administration
Target Area Citywide
Goals Supported Provide decent and affordable housing
Support Continuum of Care system for the homeless
Provide community facilities and infrastructure
Provide community and supportive services
Needs Addressed Planning and Administration
Funding HOME: $62,039

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Description Provide for the timely and compliant administration of the HOME programs in accordance with HUD policy and federal regulations, including internal and external costs.

Target Date 6/30/2025
Location
Description
Citywide
Planned Activities Administration

11 Project Name CHDO Set-Aside
Target Area Citywide
Goals Supported Provide decent and affordable housing
Needs Addressed Conserve and improve existing affordable housing; Provide homeownership assistance
Assist in the development of affordable housing
Funding HOME $93,058
Description 15 percent of HOME allocation reserve to future allocation to one or more eligible CHDO. Staff will return with recommendations for a specific CHDO and project when one has been identified. In the event the Ci ty is eligible to receive a HUD waiver, the City may allocate these funds to the Housing Programs Pool of Funds.

Target Date 6/30/2025
Estimate the
number and type
of families that will
benefit
TBD
Location
Description
TBD
Planned Activities Construction, acquisition/ rehabilitation, or substantial rehabilitation 12 Project Name Housing Programs Pool of Funds
Target Area Citywide
Goals Supported Provide decent and affordable housing
Needs Addressed Conserve and improve existing affordable housing; Provide homeownership assistance
Assist in the development of affordable housing
Funding HOME $465,295
Description Funding is allocated to this activity for continuing authorized housing programs including the First -Time Homebuyer, Single-Family Rehabilitation, and Mobile Home Rehabilitation/ Replacement Programs. Funds may be moved between the Housing Programs Pool of Funds and these authorized programs on an as -needed basis according to market conditions including demand. If HUD approves a waiver to set aside 15% of the HOME allocation for a CHDO, the City will reduce the CHDO set aside and increase the Housing Programs Pool of Funds.

Target Date 6/30/2025
Estimate the
number and type
of families that will
benefit
Homeowner housing added 2 households housing units
direct financial assistance to homebuyers, 4 households assisted Location
Description
TBD
Planned Activities Authorized programs currently include First-Time Homebuyer, Single-Family Rehabilitation and Mobile Home Rehabilitation programs.

Table 63 – Project Summary Information

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AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City has not established specific target areas in which to focus the investment of CDBG or HOME funds. Infrastructure improvements and public facilities will be focused on areas with a concentration of residents with low- and moderate-incomes throughout the City. It should be noted that 64.5 percent of El Cajon households have low - or moderate-incomes, according to 2016 - 2020 CHAS data. Housing assistance will be made available to income -qualified households throughout the City. The City may direct funding to improve racially and ethnically concentrated areas of poverty. These areas are identified in the 2021-2029 Housing Element.

Target Area Percentage of Funds
Citywide 100%
Table 64 - Geographic Distribution

Rationale for the priorities for allocating investments geographically HUD allows CDBG and HOME grantees to implement certain activities such as initial construction or expansion of community facilities and infrastructure that benefit certain neighborhoods or villages (but not the entire City) provided the service area for the facility or infrastructure is primarily residential and where at least 51 percent of residents are low- and moderate-income.

The City will use a place-based and citywide strategy to distribute funding. It is the City’s intent to fund activities in the areas and for the populations most directly affected by the needs of low - income residents and those with other special needs. Where appropriate the Annual Action Plan will direct investment to an area benefit neighborhood. The area benefit category is the most used national objective for activities benefiting a residential neighborhood. An area benefit activity is one that benefits all residents, where at least 51 percent are low - and moderate-income. Public infrastructure improvements are an area benefit activity when they are in a predominantly low - and moderate-income neighborhood.

164

AP-55 Affordable Housing
Introduction
The 2024-2028 Strategic Plan provides the framework for investing CDBG and HOME funds in El Cajon. Affordable housing is a high priority need and will be addressed by activities performed under the provide decent and affordable housing goal.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 6
Special-Needs 0
Total 6
Table 65 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehabilitation of Existing Units 2
Acquisition of Existing Units 4
Total 6
Table 66 - One Year Goals for Affordable Housing by Support Type

Discussion
El Cajon residents have a significant need for high quality and affordable housing. In program year 2024 -2025 the city anticipates assisting two low - to moderate income homeowner households to rehabilitate their homes and four low to moderate income households to acquire their first home.

The City may submit a request to HUD for using recent sales data to determine an El Cajon specific homeownership value limit for detached and attached properties. The limits for 2024 have not been released for the San Diego Region.

Brief descriptions of the City’s loan programs follow.

Housing Rehabilitation Loan Program:

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Loans are fully deferred with zero interest and up to $50,000 for single -family units and $20,000 on mobile homes, that becomes due and payable upon sale, rental, refinance, transfer o f the property, or when the owner(s) no longer occupy the home as their primary residence. Costs for lead abatement may increase the loan beyond the originally approved amount. In addition to income restrictions, maximum property value restrictions apply. The City may use CDBG or HOME for this activity.

Emergency Repair Pilot Program:

Forgivable loans up to $10,000 are awarded to income qualified single -family homeowners and mobile homeowners in eligible parks. Emergency repairs include, but are not limite d to, health and safety and code violation repair. The City anticipates using CDBG funding for this activity.

ADU Loan Program:

Loans are available for new construction of accessory dwelling units (ADU) on owner -occupied property. ADUs must be leased to qualified households with incomes of up to 150 percent of AMI.

Funding priority is given to projects located in Environmental Justice Communities and Racially and Ethnically Concentrated Areas of Poverty (R/ECAPs). This is a deferred loan of up to $100,000, with interest rates ranging from zero to five percent. Assisted units must remain affordable for a minimum of five years. The City anticipates using PLHA funding for this activity.

First Time Homebuyer Assistance Program:

Downpayment assistance loans of up to $100,000 for condos and up to $150,000 for single family residences and townhomes are available to low- and moderate-income qualified households. The shared equity loan is fully deferred with zero interest until sale, rental, refinance, transfer, conveyance, or non -occupancy of property. This program is currently administered by the San Diego Housing Commission.

166

AP-60 Public Housing
Introduction
There is no public housing located within the City of El Cajon.

Actions planned during the next year to address the needs to public housing Public housing needs are addressed by the Housing Authority of San Diego.

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

Not applicable.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance.

Not applicable.

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AP-65 Homeless and Other Special Needs Activities
Introduction
The City of El Cajon has identified support for the Continu um of Care (CoC) to assist those that are experiencing homelessness as a high priority need in the 2024-2028 Consolidated Plan. The City anticipates spending approximately 73 percent of its CDBG public service cap (15 percent of the total allocation) on ho meless services in this program year. The City has also allocated significant staff time and local funding to address homelessness and other special needs. As a service hub in the East County area, El Cajon participates in the Regional Task Force on the Homeless (RTFH), comprised of 18 cities and the County of San Diego, non -profit service providers, and stakeholders. The RTFH has the mission to provide comprehensive data and trusted analysis that empowers the entire region to identify, implement, and suppo rt efforts to prevent and alleviate homelessness. The RTFH is comprised of the CoC, Coordinated Entry System (CES), and Homeless Management Information System (HMIS). The City also actively participates in the East County Homeless Task Force, which meets regularly to identify solutions to homelessness problems by working collaboratively with all sectors of the East County community.

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.

The City of El Cajon does not receive ESG funds but uses state PLHA funds to meet and identify the needs of those experiencing unsheltered homelessness. The City funds the East County Transitional Living Center and Home Start’s housing navigation -outreach services with PLHA.

The outreach services of these organizations directly feed into their CDBG funded emergency shelter operations, which are expected to serve 380 people experi encing homelessness in program year 2024-2025.

Addressing the emergency shelter and transitional housing needs of homeless persons For program 2024 -2025, the City has allocated CDBG funding to the East County Transitional Living Center’s Emergency Shelter Program, the Interfaith Shelter Network's Rotational Shelter Program, and the Home Start Emergency Shelter program. These programs will provide emergency shelter with case management. Together, these programs are expected to serve approximately 380 homeless persons in the program year 2024-2025.

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 indepen dent 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.

During program year 2024 -2025 the City will direct state PLHA funds to Home Start to provide rapid rehousing, rental assistance, and case management services to households experiencing

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homelessness, including supporting households living in emergency shelter to transition as quickly as possible to permanent housing.

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 agencie s that address housing, health, social services, employment, education, or youth needs The County of San Diego in collaboration with the RTFH maintains Discharge Coordination Policies for the systems of care it administers, such as discharge from the Corre ctions, Foster Care, and the Mental Health systems. The City supports the joint planning efforts of the County, the RTFH and the Plan to End Chronic Homelessness (PTECH) to advocate for development of consistent policy implementation by hospital administra tors for best practices such as recuperative care, and co-location of health services near affordable housing developments. The City also requires each service provider to utilize its own discharge plan procedures.

During the program year 2024-2025 the City will direct state PLHA funds to Home Start to provide rapid rehousing, rental assistance, and case management services to households experiencing homelessness, including those living in emergency shelter.

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AP-75 Barriers to Affordable Housing
Introduction
A barrier to affordable housing is a public policy or nongovernmental condition that constrains the development or rehabilitation of affordable housing, such as land use controls, property taxes, state prevailing wage requirements, environmental pro tection, cost of land and availability of monetary resources. The City of El Cajon works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide off-setting financial incentives to assist in the production of safe, high quality, affordable housing. Barriers to affordable housing are distinguished from impediments to fair housing choice in that barriers are lawful and impediments to fair housing choice are usually unlawful.

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, gr owth limitations, and policies affecting the return on residential investment.

To address housing affordability and the limited monetary resources for affordable housing this Action Plan invests $516,750 of the HOME funds in the Housing Programs Pool of Funds. These funds will be distributed among the Housing Rehabilitation Loan and First Time Homebuyer Loan programs as informed by market conditions, including demand. The City will leverage HOME funds to attract private and other available public resources through the City’s existing programs and identification of a CHDO project. The ADU Loan program is funded with state PLHA funds and the Emergency Repair Pilot program is funded with prior year CDBG funds.

To promote fair housing the Regional Analysis of Impediments to Fair Housing Choice, prepared in 2020, identified the issues and meaningful actions which follow.

Fair Housing Issue Meaningful Action (Updated PY 2024)
Continued need for outreach and enforcement Coordinate with counterparts and fair housing service provider to produce and distribute up
to date educational materials to inform renters
and landlords across multiple channels and
track efforts.

Update: The City continues to contract with the
County of San Diego (CSA) to provide
outreach and educ ation to the community on
Fair Housing Issues. In 2023, the City
increased its funding to CSA and the
organizations received a Fair Housing
Enforcement Grant from HUD in the amount of
$425,000 in 2023 and received an additional
award in 2024 in the amount of $260,000. To
ensure effective outreach and determine the
need for additional meaningful actions CSA

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Fair Housing Issue Meaningful Action (Updated PY 2024)
reports out to the City annually. The City also
reviews changes to state and federal laws to
ensure local laws, programs, and activities
affirmatively further fair housing and the City
participates in regional efforts to address fair
housing issues and monitor emerging trends
and issues in the housing market.

Since 2017 the City has operated a Housing
Inspection program to enforce minimum
housing standards of the El Cajon municipal
codes and state housing code.

Concentration of Low - and Moderate-Income
minority households which also have higher
environmental burdens
Utilize place -based strategies in alignment
with the Environmental Justice Element.

Focus fair housing education and outreach on
areas of the City with high risk for
displacement such as areas of predominant
racial and ethnic concentrations and racially
and ethnically concentrated areas of poverty
(R/ECAP) areas. Annually, as part of the
Action Plan, the City may consider funding
projects that serve or improve R/ECAP areas,
as identified in the 2021 -2029 Housing
Element.

Prioritize development of mixed income
(affordable and market-rate) projects.

The City will continue its efforts to inform
owner occupied households of the City’s
housing programs include its Housing
Rehabilitation, ADU, and Emergency Repair
programs.

Disproportionate house needs, including,
displacement risk
Continue efforts to assist mobile home
residents to maintain stable and safe housing,
such as the mobile home rent mediation
program and the mobile home overlay zone.

Continue to support conversion of hotel/
motels into SROs.

The City provides information on its website on
affordable housing opportunities including the
County of San Diego’s Housing Choice
Voucher program. Since the last Consolidated

171

Fair Housing Issue Meaningful Action (Updated PY 2024)
Plan covering the period 2019 -2023, three
affordable housing projects considered at risk
of converting to market rate have successfully
received additional tax credits or bond
financing to extend the affordability period an
additional 55 years. These projects include
Broadway I and II and Lexington Green
Apartments.

Place-Based Strategies for Neighborhood
Improvements
Continue implementing the Neighborhood
Street Light Improvement Program.

Update: This program is planned to continue
through the current Consolidated Plan period
2024-2028.

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AP-85 Other Actions
Introduction
Priority needs established in the 2024 -2028 Five -Year Consolidated Plan form the basis for establishing objectives and outcomes in the Action Plan. Those needs are as follows:
 Provide decent and affordable housing;
 Conserve and improve existing affordable housing;
 Provide homeownership assistance;
 Assist in development of affordable housing;
 Support Continuum of Care for the homeless;
 Provide community and supportive services; and
 Provide community facilities and infrastructure.

Actions planned to address obstacles to meeting underserved needs The primary obstacles to meeting the needs of underserved households with low- and moderate- incomes are limited and reduced funding from federal, state, and other local sources, and the high cost of housing. To address these obstacles, at least in part, the City will continue to work to leverage public and private resources through grant and partnership opportunities.

The City will continue to promote fair housing practices for sale and rental housing and to facilitate community awareness of fair housing. The City of El Cajon will continue to use CDBG and funds to contract with CSA San Diego County for this program year to provide fair housing and tenant/ landlord services to residents.

Actions planned to foster and maintain affordable housing The City of El Cajon works to remove barriers to affordable housing and the financial impact of efforts to protect public health and safety by taking actions to reduce costs or provide off -setting financial incentives to assist in the production of safe, high quality, affordable housing. In program year 2024-2025, the City allocated $ 465,295 in HOME funds to the Housing Programs Pool of Funds for continuing authorized housing activities including the Home Rehabilitation and First Time Homebuyer Programs. Funds may be moved from the Housing Programs Pool of Funds to these HOME Entitlement programs on an as-needed basis based on market conditions, such as demand. Additionally, $93,058 HOME funds will be set aside for future allocation to one or more CHDOs.

Actions planned to reduce lead-based paint hazards
The City will continue to inform all residents applying for loans or grants through the housing loan programs about the hazards of lead-based paint. Code enforcement and building inspectors will continue to identify lead-based paint hazards as part of their ongoing activities, if the scope of the complaint allows them into the unit, or if it is a part of an ongoing investigation. The Building Division will continue to be alert to units that may contain lead -based paint. They will inform tenants and landlords as part of their inspections. For the First Time Homebuyer Program, lead

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abatement is the responsibility of the seller, and the City will not participate in down payment/ closing cost assistance on any house containing lead-based paint hazards.

Actions planned to reduce the number of poverty-level families The implementation of CDBG and HOME activities meeting the goals established in the Consolidated Plan-Strategic Plan and this Action Plan will help to reduce the number of poverty- level families by:
 Provide decent and affordable housing;
 Support Continuum of Care system for homeless;
 Provide community and supportive services; and,
 Provide community facilities and infrastructure.

The City of El Cajon works with a wide range of public and community social service agencies to meet and address the various needs of the community. In program year 2024-2025, City staff will continue to collaborate internally, as well as with local non -profit advocacy group and other County, state and federal organizations. Specifically, the City participates in v arious regional efforts that involve the collaboration of local jurisdictions, private organizations, and other public and quasi-public agencies to address homelessness, fair housing, and affordable housing issues.

Actions planned to develop institutional structure
The City of El Cajon works with a wide range of public and community social service agencies to meet and address the various needs of the community. This program year City staff will continue to collaborate internally, as well as with local non-profit advocacy groups and other County, State and Federal organizations. Specifically, the City participates in various regional efforts that involve the collaboration of local jurisdictions, private organizations, and other public and quasi -public agencies to address homelessness, fair housing, and affordable housing issues.

Actions planned to enhance coordination between public and private housing and social service agencies
To enhance coordination between public and private housing and social service age ncies, the City will welcome and continue to encourage partnering with non-profit providers, community and faith-based organizations, public institutions, community residents, and City Departments to ensure the delivery of quality housing and supportive services to low-income persons.

City staff attends several local and regional meetings, which include service providers, neighboring agencies, and elected officials to keep abreast of issues affecting the quality of life for El Cajon's low -income residents . The City maintains a web presence and is pro -active in providing technical assistance throughout the year to assist interested citizens and agencies in understanding and applying for El Cajon's CDBG and HOME funds. In addition, the City is developing enhancements and strengthening its coordination and consultation processes with other agencies, including State and local public agencies, the Regional Task Force on the Homeless, the East County Homeless Task Force and others, to ensure that needed services and funding for homeless and other services are directed to the East County region and to El Cajon residents specifically. The City will continue to work with these and other agencies and

174

organizations to strengthen coordination, assess gaps in the deliver y of services, develop strategies to overcome those gaps, and to carry out the goals and objectives of the Annual Action Plan.

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AP-90 Program Specific Requirements
Introduction
The following sections present information on other program -specific requirements. For 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: 2024.

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
Table 67 – CDBG Requirements
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%
Table 68 – Other CDBG Requirements

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HOME Investment Partnerships Program (HOME) Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

None.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

The City of El Cajon will invest its HOME funds in accordance with the forms of assistance listed in §92.205(b)(1). The City will use its HOME funds to assist income eligible single-family, mobile home and/or multi -family owners with loans for rehabilitation (or replacement) of their units to conserve and improve existing affordable housing. The assistance will be in the form of deferred payment, noninterest-bearing loan(s) with provisions for recapture of the principal amount upon non-owner occupancy of the unit for a specified affordability period. The City will also use its HOME funds to assist first time homebuyers to purchase a new or e xisting single -family or condominium home in the City.

In the First Time Homebuyer Program, assistance provided by the City will be in the form of deferred payment, non -interest-bearing loan(s) with provisions for recapture of the principal amount and equ ity sharing in lieu of interest upon non -owner occupancy of the unit for the specified affordability period. The principal amount is never forgiven and must be repaid upon non-owner occupancy.

3. A description of the guidelines for resale or recapture tha t ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

To ensure affordability, the City imposes recapture requirements on the borrower in order to recoup all or a portion of the HOME assistance provided, al ong with a share of any equity as outlined above, should the housing unit not continue to be the borrower's principal place of residence for the duration of the period of affordability. The following is reprinted directly from the

HOMEOWNER'S REGULATORY AG REEMENT FOR HOME PROGRAM PARTICIPATION, which is recorded against the property at the close of escrow when HOME funds have been used to assist with the purchase. “Pursuant to 24 CFR 92.254(a)(ii), the City of EI Cajon requires that HOME funds be recaptured if the housing does not continue to be the principal residence of the family for the duration of the Period of Affordability. If all or any part of the Property or any interest in it is sold, rented, refinanced, conveyed or transferred (or if a beneficial interest in Borrower is sold, rented, refinanced, conveyed or transferred and Borrower is not a natural person), the Equity, as hereafter defined, in the Property shall be shared between the Borrower and the City on the following basis. The maximum equity to be shared by the City shall not exceed the amount equal to the percentage of the value of the residence financed by the CalHome and HOME Program Loan(s). That is, if the loan equals twenty percent of the Original Purchase Price of the residence, a maximum of twenty percent of the Net Appreciation may be charged by the City.” In the event no Net Appreciation exists at the time of transfer or sale, the CalHome and HOME/ADDI funds will still be due and payable. In the event that a negative Net Appreciation situation exists, and the full amount of the HOME/ADDI funds are not available to be recaptured, the amount of HOME/ADDI funds required to be repaid to the City will be as set forth in 24 CFR

92.254(a)(ii)(A)(3). The formulas are as follows:

177

HOME/ADDI Investment X Net Proceeds = HOME/ADDI amount to be recaptured

HOME/ADDI Investment + Homeowner Investment Homeowner I nvestment X Net Proceeds = Amount to Homeowners

HOME/ADDI Investment + Homeowner Investment

Provided that the Borrower is not in default under the terms of the Note, the Note interest, equity share shall be forgiven in its entirety and interest in the equity of the Property shall be relinquished by the City THIRTY (30) years from the date of the execution of the Note, as provided by the loan documents. Under no circumstances can the City (American Dream FTHB Program) recapture more than is available from the Net Proceeds of the sale."

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

None

Discussion:

All City of El Cajon projects, programs, and services in use of CDBG and HOME funds will be managed in compliance with all applicable federal rules and regulations.

2024-2028 CONSOLIDATED PLAN
JULY 1, 2024 THROUGH JUNE 30, 2029
2024-2025 ANNUAL ACTION PLAN
JULY 1, 2024 THROUGH JUNE 30, 2025

APPENDIX A
Citizen Participation Comments
• Summary of Comments Received as of May 20, 2024,
no comments have been received.

The Valley of Opportunity
~ ~ i,
C'o ~ -\.c,
:,-PorateO
2024-2028 CONSOLIDATED PLAN
JULY 1, 2024 THROUGH JUNE 30, 2029
2024-2025 ANNUAL ACTION PLAN
JULY 1, 2024 THROUGH JUNE 30, 2025

APPENDIX B
Citizen Participation and Consultation
• Proof of Publication for:
o Community Meetings on November 29 and 30,
o Community Needs Survey Availability, and
o Citizen Participation Plan and Comment Period.
• Resident Survey & Results
• Proof of Publication for:
o Public Hearing on April 23, 2024, and
o 30 Day Public Comment Period.
• Summary of Comments Received as of May 20, 2024,
no comments have been received.

The Valley of Opportunity
~ ~ i,
C'o ~ -\.c,
:,-PorateO

PROOF OF PUBLICATION
(2010, 2015.5 C.C.P.)
State of California
County of San Diego
I, Pollyana Tuckert declare as follows.:

I am a citizen of the United States (U.S.A.) and a
resident of the county afotesaid; I am over the age of
eighteen years, and not a party to or Interested in the above entitled matter. I arn an authorized
representative Of Hlspanos Unldos, a newspaper of
general circulation printed and published weekly, In
the City of Escondido, CoLJnty of san Diego, and
whlch newspaper has been adjudged a newspaper •Of
general circulation by the Super;or Court of the
County of San Diego, Stare of Ce.Hfomla, under the
date of February 22, 1994, Case Num er N61971:
that he notice, of which the annexed Is a printed
copy (set rn type not smaller than nonpareil), has boon publfshed In each regular and entire issue of said
newspaper and not in any supplement thereof on the
foUowlng dates, 10-wlt:

Pub'4Qct. 13. 20, 27. Nov. 03, 2023
I certlfy (or declare) under penally of perjury
that the foregoing Is true and correct
Oat d at Escondido; California thls:

Nov. 031 2oa3

PROOF OF PUBLICATION

HISPANOS UNIDOS

ADVERTISING DEPARTMENT
PO BOX 462016
ESCONDIDO CA 92046-2016
760-740-9561 TEL• 760-740 .. 9561 FAX
www.hispanosnews.com

AVISO PUBLICO

CIUDAD OE EL CAJON
REUNIONES COMUNlTARfAS/AUDIENCIAS

PUBLICAS,

ENCUESTA SOBRE LAS NECESIDADES DE LA
COMUNI0A0, Y

PERIODO DE COMENTARIOS PUBUCOS
Descripci6n Cada ano, la Ciudad de El Caj6n (''Ciudad") reclbe fondos del Departamento de Vivlenda del
Programa: y Desarrollo Urbana de EE.UU. (HUD, por sus siglas en ing!es) para programas de vivienda Para ,ecibir estos fondos, la Glud d d be compl tar un Pl n ConsoHda o que servira com marco para la aslgnaci6n de recursos feder !es medlante el establecimiento de las metas, objetivos y resultados desea os durante los pr6ximos cinco afios, El prop6srto de las reuniones comunitarias/audiencias publicas de los programas de Su sidios en loque par el sarrollo Cornunitarlo (CDBG, par sus siglas en in les) y d I s Asoci ciones para la lnversi6n en V1vienda (H ME:, par sus siglas en Ingles) es proporcionar las opiniones de los residentes y responder a las propuestas o preguntas relativas a las nece idad s de viviend y desarrollo comunitario, I s necesidades prioritarias de desarrollo comunit rio no r laclon d s con I vivlenda, las estrategias y acciones propuestas para fomentar la vlvlenda justa de manera afirmativa, el desarrollo de las actividades propuestas y una revision del rendimiento del program-a. Ademas, de conformidad con I regulaci6n del epartamento d Vivien y Desarrollo Urbano de los Eslados Unidos (HUD. per sus siglas en Ingles), la Ciudad ha actualizado el Plan de Participaci6n Ciudadana (CPP) de la Ciudad, El CPP garantiza que la Ciuda ll ve a cabo una divulgaci6n adecuada y eficaz come p rte de su proceso de · 1 nificaci6n y de implement ci6n de los ubsidios d HU .

Primer prim r r Lmi6n comunitarla p ra proporcionar informaci6n sobr I s nece idad Reunion corto y largo plazo de la cornunldad y sabre c6mo se pueden utllizar las fondos federales Comunitaria: tendra I gar de la siguiente rnanera:

FECHA: Mlercoles 29 de noviembre
HORA: 6:00 pm
LUGAR: Centro de Ron Id Regan 195 East Douglas Avenue IC jon, CA 92020 Segund L gunda reuni6n comunit rla para ofrecer su opini6n obr las n c id des a corto y Reunion largo plazo de la com nidad y sabre como se pueden utilizar los fondos federales t ndra Comunitarla: lugar de la siguiente manera:

FECHA:

HORA:

LUGAR:

Encuesta
Sobr las
Necesidades
de la
Com nidad:

EN LiNEA·
COPIA
IMPRESA:

Perlodo de
C m ntario
del Plan de
Part icipaci 6
n
Ciudadana.:

FECHA:

LUGAR:

F>AGINA
WEB:

ADA:

LAP:

Compliance:

Jueves, 30 de novlembre
6:00 pm
Parque Wells 1153 Madison Avenue El Cajon, 92020
o f vor, complet I Encuesta sobr las Necesidades de la Comunldad para compartir lo que us1ed considera como prioridad par los servlcios sociales. programas de vivi nd y mejoras publicas en El Cajon.
rv Y
Ayuntamiento, Primera Planta, Centro de Asistenci Proyectos 200 Civic C nt r Way El Cajon, A 92020
POR M D1O DE LA PRESENTE SE NOTIFICA AL PUBLICO que una copia del borrador del Pl n d art!cipac16n Ciudadana estara disponlbl I pl'.1blico para su revisi6n y com ntarios a artir de:
el jueves 9 d noviembr de 2023 al m rtes 12 de dici mbr - de 2023 Ayuntamiento, Primera Plant , C ntro de Asistencia al Proy cto 200 Civic Canter W y Cajon, CA 9.2020
v :,w.elcaion.gov/housin
s la int nci6n de la Cludad cumpHr con la Ley d Estadounidenses con Dis pacidades (ADA) en todos los aspectos. Si, como asistente o p rticipant en est reuni6n, ust d necesrtara asistencia especial mas alla de la que normalmente se le proporciona, la Ciudad lntentara acomodarlo de todas las maneras razonables, Por favor, p6ngase en contacto con Jos Dorado an I (619) 441-1710 I menos 48 hor s antes d · la reunion para informarnos de sus necesidades y deterrninar si la adaptaci6n es factible.

Si necesita mas informaci6n sabre este aviso o la trad cci6n de documentos en e pafiol, comunfquese con Deyan ra Pelayo-Brito al (619) 441-1710.

Contacto en Para mas informaci6n, p6ngase en contacto con Jos , Dorado, Director de Vivienda, par la Ciudad: correo electr6nico en jdorado@elcaion gov.

Publicado: 10 de noviembre de 2023
Published in Hispanos Unidos Newspaper Nov.
10,2023
PO BOX 697., El Cajon, CA 92022
270 E. Douglas Ave., El Cajon, CA, 92020
Phone: (619) 444-5774 •5 e-mail: [email protected]

PROOF OF PUBLICATION

CITY OF EL CAJON
Public Notice
Community meetings/public hearings, community
needs survey and public comment period
(State of California)County of San Diego) 55
Adjudicated on: March 10, 2006
Case#GIE-030790
Notice Type: LEGAL
Ad Description: EAST COUNTY GAZETTE
I am a citizen of the United States and a resident of the State of California: I am over the age of eighteen years. I am the owner and publisher of the EAST COUNTY GAZETTE, a newspaper published in the English language in the City of El Cajon, County of San Diego and distributed in: (but not limited to) Alpine, Jamul, Ramona, Julian, Pine Valley, Lakeside, El Cajon, Rancho San Diego, Santee, La Mesa, Spring Valley, Lemon Grove, San Diego, Escondido, Vista. The notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-w1t:
11/09, 11/16/23
Executed on: 11/16/2023
At San Diego County, California
I certify ( or declare) under penalty of perjury that the foregoing is true and correct.

Signature
~,ii,c cN ~,•tt-,~,,
Debbie Norman
. ~------ -------- ---------------,
ClTY OF EL CAJON

PUBLIC NOTICE
CtTY OF EL CAJON
COMMUNITY MEE11NGS/

PUBLIC HEARINGS,

COMMUNITY NEEDS SURVEY, AND

PUBLIC COMMENT PERIOD
Program Dnc:rlptlon:

Each year the City of El Cajon ("City")
receives funds from the U.S. Department
of Housing and Urban Development (HUD)
for housing and community development
programs. To receive these funds, the City
must complete a Consolidated Plan which
will serve as- a framework for allocating
federal resources by establishing the goals,
objectives, and desired outcomes over the
next five years.

The purpose of Community Development
Block Grant (CDBG) and HOME Investment
Partnership (HOME) program community
meetings/public hearings is to hear the
views of residents and respond to proposals
or questions concerning housing and
community development needs, priority
non-housing community development
needs, proposed strategies and actions
for affirmatively furthering fair housing, the
development of proposed activities, and a
review of program performance.

Additionally, pursuant to the United
States Department of Housing and Urban
Development (HUD) regulations, the City has
updated the City's Citizen Participation Plan
(CPP). The CPP ensures-the City conducts
adequate and effective outreach as part of
its HUD grant planning and implementation
process.

Flrat Community MMUng:

The first community meeting to provide
input on short· and tong-term needs of the
community and how federal funds may be
used will take place as follows:

DATE: Wednesday, November 29
TIME: 6:00 pm
LOCATION: Ronald Regan Center
195 East Douglas Avenue
El Cajon, CA 92020
Sacond Community Meeting:

The second community meeting to provide
input on short• and long-term needs of the
community and how federal funds may be
used will take place as follows:

DATE: Thursday, November 30
TIME: 6:00 pm
LOCATtON:

Well Park
1153 Madison Avenue
El Cajon, 92020
Community NNd8 survey:

Please complete the Community Needs
Survey to share what you view as priorities
for social services, housing programs. and
public improvements in Et Cajon.

ONLINE: https://bltly/EtCa}onSurvey
HARD COPY: City Hall, First Floor, Project
Assistance Center
200 Civic Center Way
El Cajon, CA 92020
Citizen Participation Plan Comment
Period:

NOTICE IS HEREBY GIVEN that a copy
of the draft Citizen Participation Plan will
be available to the public for review and
comment from:

DATE: Thursday, November 9, 2023, to
Tuesday, December 12, 2023
LOCATION: City Hall, First Floor, Project
Assistance Center
200 Civic Center Way
El Cajon, CA 92020
WEBSITE: www.tlcajon.gov/housing
ADA: It is the intention of the City to comply
with the Americans with Disabilities Act
(ADA) in all respects. If, as an attendee
or participant at this meeting, you will
need special assistance beyond what is
normally provided, the City will attempt to
accommodate you in every reasonable
manner. Please contact Jose Dorado at
(619) 441-1710 at least 48 hours prior to
the meeting to inform us of your needs and
to determine if accommodation is feasible.

LAP: Compliance:

Si necesita mas informacion sobre este aviso
o la 1raduccion de documentos en espanol,
comuniquese con Deyanira Pelayo-Brito at
(619) 441-1710.

City Contact: For more information, contact
JQse Dorado, Housing Manager, by email at
[email protected].

EAST COUNTY GAZETTE
GIE030790 11Jtlg, 11/16/23
,
AFFP
136480 PN Arabic - Brito
Affidavit of Publication .

STATE OF CALIFORNIA}
COUNTY OF SAN DIEGO}
ss
I am a citizen of the United States; I am over the age of eighteen years, and not a party to or interested in the above-entitled matter. I am the principle clerk of the printer of East County Californian, Decree #51488 , a newspaper of general circulation , published ONCE WEEKLY in the
city of El Cajon , County of San Diego, which newspaper has been adjudged a newspaper of general circulation by the Superior Court of the County of San Diego, State of California under the date of April 22, 1927, Case Number 447290; that the notice, of which the annexed is a printed copy (set in type not smaller than nonpareil), has been published in each regular and entire issue of said
newspaper and not in any supplement thereof on the
following dates, to-wit:

November 10, 2023, November 24, 2023
That said newspaper was regularly issued and circulated on those dates.

SIGNED:

East County Californian
Subscribed to and sworn by me this 24th day of Novembe r 2023.
04100041 00136480
EC-HOUSING DIV. CITY OF EL CAJON
200 E. MAIN STREET
EL CAJON, CA 92020
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El Latino - San Diego 19el latino Noviembre 17 al 23 del 2023 El Latino - San DiegoAl Día10 Noviembre 17 al 23 del 2023 A VISO PÚBLICO

CIUDAD DE EL CAJON
REUNIONES COMUNITARIAS/AUDIENCIAS PÚBLICAS,

ENCUESTA SOBRE LAS NECESIDADES DE LA COMUNIDAD, Y
PERIODO DE COMENTARIOS PÚBLICOS
Descripción del Programa: Cada año, la Ciudad de El Cajón (“Ciudad”) recibe fondos del Departamento de Vivienda y Desarrollo Urbano de EE.UU. (HUD, por sus siglas en inglés) para programas de vivienda y desarrollo comunitario. Para recibir estos fondos, la Ciudad debe completar un Plan Consolidado que servirá como marco para la asignación de recursos federales mediante el establecimiento de las metas, objetivos y resultados deseados durante los próximos cinco años.

El propósito de las reuniones comunitarias/audiencias públicas de los programas de Subsidios en Bloque para el Desarrollo Comunitario (CDBG, por sus siglas en inglés) y de las Asociaciones para la Inversión en Vivienda (HOME, por sus siglas en inglés) es proporcionar las opiniones de los residentes y responder a las propuestas o preguntas relativas a las necesidades de vivienda y desarrollo comunitario, las necesidades prioritarias de desarrollo comunitario no relacionadas con la vivienda, las estrategias y acciones propuestas para fomentar la vivienda justa de manera afirmativa, el desarrollo de las actividades propuestas y una revisión del rendimiento del programa.

Además, de conformidad con la regulación del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD, por sus siglas en inglés), la Ciudad ha actualizado el Plan de Participación Ciudadana (CPP) de la Ciudad. El CPP garantiza que la Ciudad lleve a cabo una divulgación adecuada y eficaz como parte de su proceso de planificación y de implementación de los subsidios de HUD.

Primera Reunión Comunitaria: La primera reunión comunitaria para proporcionar información sobre las necesidades a corto y largo plazo de la comunidad y sobre cómo se pueden utilizar los fondos federales tendrá lugar de la siguiente manera:

FECHA: Miércoles 29 de noviembre
HORA: 6:00 pm
LUGAR: Centro de Ronald Regan
195 East Douglas Avenue El Cajon, CA 92020
Segunda Reunión Comunitaria: La segunda reunión comunitaria para ofrecer su opinión sobre las necesidades a corto y largo plazo de la comunidad y sobre cómo se pueden utilizar los fondos federales tendrá lugar de la siguiente manera:

FECHA: Jueves, 30 de noviembre
HORA: 6:00 pm
LUGAR: Parque Wells
1153 Madison Avenue
El Cajon, 92020
Encuesta Sobre las Necesidades de la Comunidad: Por favor, complete la Encuesta sobre las Necesidades de la Comunidad para compartir lo que usted considera como prioridad para los servicios sociales, programas de vivienda y mejoras públicas en El Cajón.

EN LÍNEA: https://bit.ly/ElCajonSurvey
COPIA IMPRESA: Ayuntamiento, Primera Planta, Centro de Asistencia a Proyectos 200 Civic Center Way
El Cajon, CA 92020
Periodo de Comentarios del Plan de Participación Ciudadana: POR MEDIO DE LA PRESENTE SE NOTIFICA AL PÚBLICO que una copia del borrador del Plan de Participación Ciudadana estará disponible al público para su revisión y comentarios a partir de:

FECHA: Del jueves 9 de noviembre de 2023 al martes 12 de diciembre de 2023 LUGAR: Ayuntamiento, Primera Planta, Centro de Asistencia al Proyecto 200 Civic Center Way
El Cajon, CA 92020
PÁGINA WEB: www.elcajon.gov/housing
ADA: Es la intención de la Ciudad cumplir con la Ley de Estadounidenses con Discapacidades (ADA) en todos los aspectos. Si, como asistente o participante en esta reunión, usted necesitará asistencia especial más allá de la que normalmente se le proporciona, la Ciudad intentará acomodarlo de todas las maneras razonables.

Por favor, póngase en contacto con José Dorado en el (619) 441-1710 al menos 48 horas antes de la reunión para informarnos de sus necesidades y determinar si la adaptación es factible.

LAP: Compliance: Si necesita más información sobre este aviso o la traducción de documentos en español, comuníquese con Deyanira Pelayo-Brito al (619) 441-1710.

Contacto en la Ciudad:

Para más información, póngase en contacto con José Dorado, Director de Vivienda, por correo electrónico en [email protected].

Publicado: 23 de noviembre de 2023

PROOF OF PUBLICATION

PUBLIC NOTICE CITY OF EL CAJON PUBLIC HEARING
AND 30-DAY PUBLIC COMMENT PERIOD
(State of California, County of San Diego)
Notice Type: LEGAL Published in El Latino. I am a citizen of the United States and a resident of the State of California. I am over the age of eighteen years. I am the owner and publisher of the El Latino, a newspaper published in Spanish/English lan- guage in the County of San Diego.The notice has been published in the weekly printed edition on page 19 on November 17, 2023.

I certify {or declare) under penalty of perjury that the foregoing is true and correct.

Fanny Miller
P.O. Box 120550 San Diego Ca 92112
l~t ino
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City of El Cajon |
Community Needs Survey
The City of El Cajon needs your help to prepare its 5-Year Consolidated Plan, which is required by the U.S. Department of Housing and Urban Development (HUD) for the use of Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) funds. The Consolidated Plan provides a strategy for investments to provide decent housing, develop suitable living environments, and expand economic opportunities for low- and moderate-income residents.

We want to hear from you! Please take a few minutes to complete our survey and share your high priority needs in the areas of housing, public facilities, social services, and economic development. Your input is valuable and will help us make informed decisions that benefit our community.

The survey is completely anonymous for residents and should take less than 10 minutes to complete. If you would like to receive updates on the progress of the plan, please provide your email address at the end of the survey.

Para los hispanohablantes, hemos creado un vídeo rápido sobre cómo ver esta encuesta en español. Por favor, siga este enlace:
https://youtu.be/OaE_wvXEEVU
Survey Type
This survey should be completed by individuals that live in El Cajon or organizations that work with residents of El Cajon who have low- and moderate incomes, special needs, and those experiencing or at risk or experiencing homelessness.

Resident
Organization
Are you completing this survey as a resident or on behalf of an organization?1. 0 0
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 2/11 Demographic Information
We will now ask you a few questions about yourself. We would like to emphasize that this survey is completely anonymous and this information is only used to ensure the results of the survey are representative of all members in our community. 92019
92020
92021
92022
What zip code do you live in? *2.

Under 24
25-34
35-44
45-54
55-61
62+
Prefer not to answer
What is your age? *3.

Yes
No
Prefer not to answer
Do you have a disability? *4.
0 0
0 0
0 0
0 0
0 0
0 0
0 0
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 3/11 White
Black or African American
Asian
American Indian or Alaskan Native
Native Hawaiian or Pacific Islander
Multi-racial (two or more)
Prefer not to answer
Other
Please specify your race. * 5.

Yes
No
Prefer not to answer
Do you identify as hispanic? * 6.

Male
Female
Non-binary
Prefer not to answer
What gender do you identify as? * 7.

Less than $30,000
$30,000 - $60,000
$60,000 - $90,000
More than $90,000
Prefer not to answer
What is your annual household income? * 8.
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 4/11 Rent
Own
Other
Do you rent or own your home? * 9.

If you would like to receive updates regarding the Consolidated Plan, please input your e- mail address below.

10. 0
0 0
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 5/11 Internet Access & Disaster Preparedness
Yes
No
Do you have reliable internet access at home? *11.

Extremely prepared
Somewhat prepared
Somewhat unprepared
Extremely unprepared
Examples of natural disasters include earthquakes, wildfires, tsunamis, etc.

How prepared do you feel for a natural disaster? *12.
0 0
0 0
0 0
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 6/11 Organizational information
Organization Name13.

Organization Address14.

Point of Contact Name15.

Point of Contact Email Address16.
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 7/11 Feedback
The next 2 questions will ask you to reflect on the City's past projects and priorities for the near term future.

What do you consider to be the most effective community development projects in the City during the past 5 to 10 years?17.

What are the high priority housing, community, or economic development needs for the City over the next 5 years? Why?18.

Please provide any additional comments below.19.
10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 8/11 Community Needs Assessment
What is the level of need for the types of public facilities that follow? * 20.

High need
Moderate
need Low need No need No opinion
What is the level of need for the types of public infrastructure improvements that follow? * 21.

High need Moderate need Low need No need No opinion
Senior centers
Childcare centers
Youth center
Parks
Health care facilities
Fire stations
Libraries
Homeless facilities
Facilities for persons with disabilities
Parking facilities
Facilities for abused and neglected children
Facilities for persons with HIV/ AIDS
Facilities equipped with technology
Water/ Sewer
Street/ Alley
Street lighting
Sidewalk
Accessibility
High-speed internet
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
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0 0
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0 10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLdq… 9/11 What is the level of need for the types of housing that follow? *22.

High need
Moderate
need Low need No need No opinion
What is the level of need for the types of housing services that follow? *23.

High need Moderate need Low need No need No opinion
Housing for persons with disabilities
Senior housing
Single family housing
Large family housing
Affordable rental housing
Transitional and supportive housing
Accessory Dwelling Units
Clustered housing with 3+ units compatible
with single-family homes
Housing rehab
Homebuyer assistance
Fair housing services
Lead-based paint removal
Code enforcement
Graffiti removal
Energy efficient rehab
0 0
0 0
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0 10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLd… 10/11 What is the level of need for the types of neighborhood services that follow? * 24.

High need Moderate need Low need No opinion
What is the level of need for the types of public services that follow? * 25.

High need
Moderate
need Low need No need No opinion
Trash & debris removal
Cleanup of abandoned lots
Code enforcement
Graffiti removal
Tree planting
Senior services
Youth services
Childcare services
Transport services
Anti-crime programs
Health care services
Mental health services
Legal services
Services for persons with disabilities
Services for survivors of domestic violence
Substance abuse services
Homeless services
Services for persons with HIV/ AIDS
Services for abused and neglected children
Digital literacy services
Services for survivors of sexual assault
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10/30/23, 3:22 PM City of El Cajon | Community Needs Survey https://forms.office.com/Pages/DesignPageV2.aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST_keAv_TpqkkSDJtjLd… 11/11 This content is neither created nor endorsed by Microsoft. The data you submit will be sent to the form owner.

Microsoft Forms
What is the level of need for the types of business services that follow? *26.

High need Moderate need Low need No opinion
If the above questions did not mention a need that you believe the City should consider, please provide your comments below.

27. Start-up assistance
Small business loans
Jobs
Employment training
Business mentoring
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
J
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/123/112/124/109/i255/111/112/113/113/89/109/104/127/102/128/128/89/102/i255/107/102/94/102/106/114/110/102/119/102/i255/129/102/113/104/112/109 /127/93/103/104/102/94/117/92/89/115/124/93/106/116/104/112/109 /0 /1 /2 /3 /1 /2 /0 /4 /i255 /6 /7 /8 /7 /9 /i255 /10/11/12 /13 /14/15/i255 /16 /17 /i255 /18 /19 /i255 /12 /20/21/16 /22 /i255/23/i255 /12 /16/24/24/25/22 /13 /14/15/i255 /26 /27 /27 /28 /29 /i255 /30 /25 /31 /32 /27/15 /33 /14 /14/34/29 /8 /1 /1 /17 /16 /31/24/29/35 /16 /17 /17 /13 /36 /27 /35 /36 /16/24/1/37 /20/38/27 /29 /1 /39 /27 /29 /13/38/22 /37 /20/38/27 /40 /2 /35 /20 /29/34/41 /42/34/31 /27 /32 /16 /31 /13/38/13 /22 /43 /29 /33 /27 /19 /19 /44 /16 /31 /13/38/13 /22 /43 /26 /27 /16 /37 /16 /31 /14 /20 /19 /37 /20/38/27 /44 /29 /25 /45/34/20/38/27 /43 /28 /27 /29 /13/38/22 /44 /13 /28 /43 /25 /14 /39 /46/47/48/30 /49/50/51 /27 /10 /32/50/49/34 /52/51 /51 /30 /39 /53 /14/21/54 /28/55/9 /1 /6 /0 /56 /57 /58/59/60/61 /62 /i255 /64 /65 /i255 /66 /65 /67 /i255 /68 /65 /69 /70 /71 /64 /72 /73 /i255 /62 /65 /i255 /74 /72 /i255 /62 /60 /72 /i255/75/65/70 /62 /i255 /72 /76 /76 /72 /68 /62 /71 /77 /72 /i255 /68 /65/75/75/67/69 /71 /62 /66 /i255 /64 /72 /77 /72 /78 /65 /79/75/72/69 /62 /i255 /79 /73 /65 /80 /72 /68 /62 /70 /i255 /71 /69 /62 /60 /72 /i255 /81 /71 /62 /66 /i255 /64 /67 /73 /71 /69 /82 /i255 /62 /60 /72 /i255 /79 /61 /70 /62 /i255 /83 /i255 /62 /65 /i255 /56 /84 /i255 /66 /72 /61 /73 /70 /85 /86 /84
/87 /72 /70 /79 /65 /69 /70 /72 /70 /88 /61 /62 /72 /70 /62 /i255 /87 /72 /70 /79 /65 /69 /70 /72 /70 /89 /i255 /73 /72 /70/79 /65 /69 /64 /72 /69 /62 /70 /i255 /90 /91 /92/93/94/i255 /61 /69 /70 /95 /72 /73 /72 /64 /i255 /96 /97 /98 /99 /100 /101 /102 /i255 /76 /65 /73 /i255 /62 /60 /71 /70 /i255 /103 /67 /72 /70 /62 /71 /65 /69 /58 /56 /104 /58/59/60/61 /62 /i255 /61 /73 /72 /i255 /62 /60 /72 /i255 /60 /71 /82 /60 /i255 /79 /73 /71 /65 /73 /71 /62 /66 /i255 /60 /65 /67 /70 /71 /69 /82 /105 /i255 /68 /65/75/75/67/69 /71 /62 /66 /105 /i255 /65 /73 /i255 /72 /68 /65 /69 /65/75/71/68 /i255 /64 /72 /77 /72 /78 /65 /79/75/72/69/62 /i255 /69 /72 /72 /64 /70 /76 /65 /73 /i255/62 /60 /72 /i255 /81 /71 /62 /66 /i255 /65 /77 /72 /73 /i255 /62 /60 /72 /i255 /69 /72 /106 /62 /i255 /83 /i255 /66 /72 /61 /73 /70 /85 /i255/59/60/66 /85 /86 /83
/87 /72 /70 /79 /65 /69 /70 /72 /70 /88 /61 /62 /72 /70 /62 /i255 /87 /72 /70 /79 /65 /69 /70 /72 /70 /107 /i255 /73 /72 /70/79 /65 /69 /64 /72 /69 /62 /70 /i255 /90 /108 /92/93/94/i255 /61 /69 /70 /95 /72 /73 /72 /64 /i255 /109 /110 /110 /97 /111 /112 /113 /114 /115 /116 /i255/118/97/98 /99 /100 /101 /102 /i255 /76 /65 /73 /i255 /62 /60 /71 /70 /i255 /103 /67 /72 /70 /62 /71 /65 /69 /58 /96 /97/98 /99 /100 /101 /102/119 /113 /120 /97 /101/121/113/102 /101 /97 /115 /100 /113 /122/116/115 /115 /99 /i255 /123/113 /111 /124
/125/126/127/111 /97 /128 /116/126/116/101 /129 /99
/112 /116 /128 /116 /115 /97 /127/126/116/101 /129
/113 /110 /110 /97 /111 /112 /113 /114 /115 /116
/130 /116 /113 /111 /99/123 /111 /97 /120 /116 /131/129 /99/132 /97/133/101/129 /97/133/101/i255 /134 /115 /99 /129 /111 /116 /116 /129 /i255
/110 /113/126/100/115 /130
/119 /100 /129 /130
/123 /113 /111 /124 /i255 /100 /126/127 /111 /97 /128 /116/126/135 /129 /111 /116 /116 /129 /i255 /100/126/127/111 /97 /128 /116/126/116/101 /129 /99 /112 /97/133/101/129 /97/133/101/i255 /100/126/127/111 /97 /128 /116/126/116/101 /129 /99 /118/97/98 /99 /100 /101 /102 /i255 /112 /116 /128 /116 /115 /97 /127/126/116/101 /129 /125 /101 /110 /111 /113 /99 /129 /111 /98 /131 /129 /98 /111 /116 /i255 /125/126/127/111 /97 /128 /116/126/116/101 /129 /99 /113 /131 /131 /116/99 /99 /100 /114 /100 /115 /100 /129 /130 /i255 /100/126/127/111 /97 /128 /116/126/116/101 /129 /99 /100 /126/127 /111 /97 /128 /116/126/116/101 /129 /99 /i255 /131 /100 /129 /130/133/100/112 /116 /109 /110 /110 /97 /111 /112 /113 /114 /115 /116 /i255/118/97/98 /99 /100 /101 /102 /101 /116 /116/112
/100 /101 /131 /97/126/116/i255 /96 /97 /98 /99 /100 /101 /102/115 /97/133/136/100 /101 /131 /97/126/116 /99 /116 /111 /128 /100 /131 /116 /99/131 /97/126/126/98/101 /100 /129 /130 /126/116/101 /129 /113 /115 /i255 /96 /116 /113 /115 /129 /96 /132 /100 /116 /102 /97
/135
/131
/110 /97/97 /112
/118/97/98 /99 /100 /101 /102 /i255 /110 /97 /111 /i255 /96 /97/126/116/115 /116 /99 /99 /96 /97 /98 /99/100 /101 /102 /i255 /113/101 /96 /97 /98 /99 /100 /101 /102 /i255 /131 /97 /99 /129 /99/137 /98 /113 /115 /100 /129 /130 /i255 /96 /97 /98 /99 /100 /101 /102/96 /97 /98 /99 /100 /101 /102 /i255 /100 /99 /i255 /113 /128 /113 /100 /115 /113 /114 /115 /116 /96 /97 /98 /99 /100 /101 /102 /i255 /97 /127 /129 /100 /97 /101 /99 /134/131 /98 /111 /111 /116 /101 /129 /i255 /101 /116 /116 /112 /99 /0/1/2/3/1/2/0/4/i255/6/7/8/7/9/i255/10/11/12 /13/14/15/i255/16/17/i255/18/19/i255/12/20/21/16/22/i255/23/i255/12/16/24/24/25/22/13/14/15/i255/26/27/27/28/29/i255/30/25/31/32/27/15 /33/14/14/34/29/8/1/1/17/16/31/24/29/35/16/17/17/13/36/27/35/36/16/24/1/37/20/38/27/29/1/39/27/29/13/38/22/37/20/38/27/40/2/35/20/29/34/41/42/34/31/27/32/16/31/13/38/13/22/43/29/33/27/19/19/44/16/31/13/38/13/22/43/26/27/16/37/16/31/14/20/19/37/20/38/27/44/29/25/45/34/20/38/27/43/28/27/29/13/38/22/44/13/28/43/25/14/39/46/47/48/30/49/50/51/27/10/32/50/49/34/52/51/51/30/39/53/14/21/54/28/55/56 /1/6/0 /57/58/59/60/61/62/63/64/62/i255/66/67/68/69/70/71/62/i255/63/72/73/i255/63/71/71/70/74/70/68/72/63/61/i255/75/68/76/76/62/72/74/64/i255/77/62/61/68/78/59 /57/79
/80/62/64/66/68/72/64/62/64 /81/63/74/62/64/74/i255/80/62/64/66/68/72/64/62/64 /82/i255/67/62/64/66/68/72/71/62/72/74/64/i255/83/84/85/86/87/i255/63/72/64/78/62/67/62/71/i255/88/89/90/91/92/i255/93/68/67/i255/74/94/70/64/i255/95/96/62/64/74/70/68/72/59 /88/89/90/91/92/97/98/89/99/100/i255/91/92/i255/102/103/98/98/104/99 /105/100/100/106/98/100/100/98/92/105/91/107/100
/88/89/90/91/92/i255/108/99/109/110
/88/89/90/91/92/i255/111/89/99/99/98/112
/113/98/89/99/i255/110/98/99/105/109/98/107/112 /100/98/114/106/107/105/115/112/i255/89/92/110/i255/100/89/116/98/115/112 /97/89/105/92/i255/117/115
/100/89/116/98/115/112/i255/114/103/98/114/118/100
/88/i255/105/92/i255/115/103/98/105/107/i255/103/91/106/100/98/100 /103/98/89/99/115/103/i255/105/100/100/106/98/100
/105/100/100/106/98/i255/100/115/89/115/98
/119/120/97 /104/i255/116/106/92/110/105/92/121
/121/89/100/i255/113/91/92/98/112
/100/91/107/115/i255/91/116/i255/122/99/89/92/113/98/113/91/107/112/i255/99/91/100/100 /89/110/110/105/114
/0 /1 /1/2/1 /2/0 /1 /1 /2
4/23/24, 10:07 AM City of El Cajon I Communit y Needs Survey

20. What is the level of need for the types of public facilities that follow? High need Moderate need Low need No need No opinion Senior centers
Childcare centers
Youth center
Parks
Health care facilities
Fire stations
Libraries
Homeless facilities
Facilities for persons with disabilities
Parking facilities
Facilities for abused and neglected
children
Facilities for persons with HIV/ AIDS
Facilities equipped with technology
https :/ /forms.office .com/Pages/Design Page V2 .aspx?p revorigin=shell&origin=NeoPortalPage&subpage=design&id=utD YO9S T _ keAv _ T pqkkSDJtjld. . . 9/14 /0 /1 /1/2/1 /2/0 /1 /1 /2
4/23/24, 10:07 AM City of El Cajon I Communit y Needs Surve y

21. What is the level of need for the types of public infrastructure improvements that follow?
High need Moderate need Low need No need No opinion Water/ Sewer
Street/ Alley
Street lighting
Sidewalk
Accessibility
High-speed internet
https :/ /forms .office .com/Pages/Design Page V2 .aspx?prevorigin=shell &origin=NeoPortalPage &subpage=design &id=utDYO9ST _ keAv _ T pqkkSDJtjL.. 10/14 /0 /1 /1/2/1 /2/0 /1 /1 /2
4/23/24, 10:07 AM City of El Cajon I Community Needs Survey

22. What is the level of need for the types of housing that follow? High need Moderate need Low need No need No opinion Housing for persons with disabilities
Senior housing
Single family housing
Large family housing
Affordable rental housing
Transitional and supportive housing
Accessory Dwelling Units
Clustered housing with 3+ units
compatible with single-family homes
https :/ /forms.office .com/Pages/Design Page V2 .aspx?p revorigin=shell&origin=NeoPortalPage&subpage=design&id=utD Y09S T _ keAv _ T pqkkSDJtjld. . . 11 /14 /0 /1 /1/2/1 /2/0 /1 /1 /2
4/23/24, 10:07 AM City of El Cajon I Communit y Needs Surve y

23. What is the level of need for the types of housing services that follow? High need Moderate need Low need No need No opinion Housing rehab
Homebuyer assistance
Fair housing services
Lead-based paint removal
Code enforcement
Graffiti removal
Energy efficient rehab
100% 0% 100%

24. What is the level of need for the types of neighborhood services that follow? High need Moderate need Low need No opinion
Trash & debri s removal
Cleanup of abandoned lots
Code enforcement
Graffiti removal
Tree planting
https :/ /forms .office .com/Pages/Design Page V2 .aspx?prevorigin=shell &origin=NeoPortalPage &subpage=design&id =utDYO9ST _ keAv _ T pqkkSDJtjL.. 12/14 /0 /1 /1/2/1 /2/0 /1 /1 /2
4/23/24, 10:07 AM City of El Cajon I Communit y Needs Survey

25. What is the level of need for the types of public services that follow? High need Moderate need Low need
Senior services
Youth services
Childcare services
Transport services
Anti-crime programs
Health care services
Mental health services
Legal services
Services for persons with disabilities
Services for survivors of domestic violence
Substance abuse services
Homeless services
Services for persons with HIV/ Al DS
Services for abused and neglected
children
Digital literacy services
Services for survivors of sexual assault
No need No opinion
https :/ /forms.office .com/Pages /Design Page V2 .aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST _ keAv _ T pqkkSDJtjL.. 13/14 /0 /1 /1/2/1 /2/0 /1 /1 /2
/3 /4 /5 /6 /7 /8 /9/10 /7 /11 /12/6 /11 /13 /14 /14 /11 /6 /8 /14 /14 /15/10 /16 /17 /4 /8
/18/19/3 /14 /19 /20
/3 /4/21/14/19 /14 /6 /6 /i255 /20 /14 /4 /20 /19 /14
/23 /4/24/i255/7 /8 /25 /4/21/14
/16 /13 /14 /16 /6
/6 /14 /8 /7 /4 /13
/7/8 /25 /4/21/14/i255
/3 /4 /5 /6 /7 /8 /9 /i255 /26 /4 /13 /i255 /6 /7 /8 /9 /19 /14 /6 /25 /19 /14 /16 /8/7
/25 /7 /11 /12 /i255 /6 /11 /13 /14 /14 /11 /6
/25 /7 /11 /12 /i255 /16 /6 /6 /7 /6 /11 /16 /8 /25 /14 /27/4/21/14/19 /14 /6 /6 /i255 /28 /19 /16 /25 /14/21/14/8 /11 /27/4/21/14/19 /14 /6 /6 /i255 /25 /13 /7/21/14
/3 /4/21/14/19 /14 /6 /6 /i255 /25 /4 /8 /25 /14 /13 /8 /6 /27/4/21
4/23/24, 10:07 AM City of El Cajon I Community Needs Survey

26. What is the level of need for the types of business services that follow? High need Moderate need Low need No opinion
Start-up assistance
Small business loans
Jobs
Employment training
Business mentoring

27. If the above questions did not mention a need that you believe the City should consider, please provide your comments below .
33 Responses Latest Responses
11 respondents (33%) answered housing for this question. https: / /forms.office .com/Pages /Design Page V2 .aspx?prevorigin=shell&origin=NeoPortalPage&subpage=design&id=utDYO9ST _ keAv _ T pqkkSDJtjL.. 14/14 Summary of Comments
Notes from community meetings held on November 29 & 30, 2023.

Community Meeting Notes 11-29-23 – Reagan Ctr 6 PM
4 Residents
Initial comments
Downtown Chula Vista is a model downtown. Also La Mesa.

Come to El Cajon for homeless services – in a negative way.

Concerned about County funding being turned off for homelessness programs.

Consultant presented data and priority areas. Priorities as discussed by community residents as follows:

Economic Development
− ROTC is no longer in the City
− Start up business assistance and business loans are a high need − Need a good restaurant
− Drugs
− Law enforcement
− West El Cajon get all the money – there’s a nice business park Housing Facilities
− Housing for persons with disabilities
− Not enough small units
− City wants to buy the Golden Corral, transit-oriented development near the trolly LMI housing working with an affordable housing developer Housing Services
− Fair housing services
− Energy efficiency improvements to rentals
− Outdated electrical at hotel/ motels and rentals
− Solar on everything
Public Facilities
− Really excited about the new park facilities
− Need more youth centers, affordable after school programs, parks and recreational facilities
− People don’t want to go to Wells Park – feeling unsafe, violence, not a park for children, something untoward going on in the bathroom, hole in the bathroom – no door
− How should the park be used?
− For birthday parties, community meetings, Harry Griffin was referred to as a resident as an “ideal” park, Mass Park in Santi
− Library is great! It’s opened late and offers good programming Public Improvements
CDBG Capital budget goes to this annually

1. Street lighting is insufficient – CDBG is funding 30-40 new lights/ year

2. Sidewalks – walkable streets
Public Services
− Mental health services are not appropriate - no big enough; others in attendance felt like it was fine
− Services for persons with disabilities – affordability of in-home care, need certain tools/ medical supplies are expensive
Neighborhood Services
− Complaint-based, land-use
− Cleanup abandoned lots – car dealership near something or other − Dead bodies at abandoned lots
− Trees planted
Community Meeting Notes 11-30-23 – Wells Park Community Ctr 6 PM 4 community residents
Consultant reviewed the data and priority areas.

Priorities as discussed by community residents follows:

Economic Development
− ROP no more ROP program
− Mentorship
− Apprenticeship programs – stipends
− Foothills Adult School offers certificate programs
− Youth education and the economy
Housing Services
− Is there a rental assistance program as well as a homeownership program? What assistance is there for renters in preventing homelessness? − TBRA is a program possibility for rental assistance
− Set asides
− Rental (2): Ownership (2)
Public Facilities & Public Services
− Parks are nice, request concrete ping pong and foosball tables, like MAST park in Santi, shade needed, trees needed, playground equipment get too hot to be used − Combined multi-generational facilities (youth and senior centers) − Childcare
− Municipal internet – highspeed internet
− Props on City app
− Mental health services – better support the transitional center − TLC
o Works primarily with the homeless population
o Issues with drugs, alcohol, mental health
o Grosemont is the closest treatment facility
o Community resources people/ PERT clinician
− 8 City police officer dedicated to homeless
•
PO BOX 697., El Cajon, CA 92022
270 E. Douglas Ave., El Cajon, CA, 92020
Phone: (619) 444-5774 •5 e-mail: [email protected]

PROOF OF PUBLICATION

CITY OF EL CAJON

PUBLIC NOTICE CITY OF EL CAJON PUBLIC
HEARING AND 30-DAY PUBLIC COMMENT
PERIOD
(State of California)County of San Diego) SS
Adjudicated on: March 10, 2006
Case#G I E-030790
Notice Type: LEGAL
Ad Description: EAST COUNTY GAZETTE
I am a citizen of the United States and a resident of the State of California: I am over the age of eighteen years. I am the owner and publisher of the EAST COUNTY GAZETTE, a newspaper published in the English language in the City of El Cajon, County of San Diego and distributed in: (but not limited to) Alpine, Jamul, Ramona, Julian, Pine Valley, Lakeside, El Cajon, Rancho San Diego, Santee, La Mesa, Spring Valley, Lemon Grove, San Diego, Escondido, Vista. The notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit:
04/04/24
'
' .

Executed on: 03/28/2024
At San Diego County, California
I certify {or declare) under penalty of perjury that the foregoing is true and correct.

Signature
~,ii,, uV ~,•tt-,~t-,
Debbie Norman
~ .
..,o;..,,,_vw •.~
~'

CITY OF EL CAJON

PUBLIC NOTICE

CITY OF EL CAJON

PUBLIC HEARING AND
30-DAY PUBLIC COMMENT PERIOD
Program Description: Each year the
City of El Cajon ("City") receives funds
from the U.S. Department of Housing and
Urban Development ("HUD") for housing
and community development programs. To
receive these funds, the City must complete
a Consolidated Plan ("Con Plan·) which
will serve as a framework for allocating
federal resources by establishing the
goals, objectives, and desired outcomes
over the next five years. The Con Plan
consists of an analysis of the housing and
community development needs, housing
market analysis, strategic plan and annual
action plan for addressing the needs using
Community Development Block Grant
("CDBG") funds and Home Investment
Partnerships ("HOMEi programs.

The City anticipates receiving approximately
$6.4 million in CDBG funds and approximately
$3.4 million in HOME funds over the next five
years. In FY 2024-2025 the first year of the
Con Plan, the City anticipates receiving
approximately $1,229,000 in CDBG funds
and approximately $689,000 in HOME funds.

Council will consider action to approve and
adopt the goals and priorities outlined in the
draft Con Plan, and to tentatively allocate
funding to eligible projects and programs
for community development and housing
opportunities in the One Year Action Plan
("Action Planj for FY 2024•2025.

Additionally, pursuant to HUD regulations,
the City follows its updated Citizen
Participation Plan ("CPP"), which ensures
the City conducts adequate and effective
outreach as part of its HUD grant planning
and implementation process.

Public Hearing: NOTICE IS HEREBY
GIVEN that a public hearing will be held to
provide El Cajon citizens with the opportunity
to voice their opinions on, and parti~ipate
in the development of the City's FY 2024-
2028 Five-Year Consolidated Plan and FY
2024-2025 One Vear Action Plan for use of
the federal CDBG and HOME funds and will
take place as follows:

DATE: Tuesday,April23,2024
TIME: 3:00 pm
LOCATION: City Council Chambers
200 Civic Center Way
El Cajon, CA 92020
· Citizens may participate In written form prior
to the public hearing or orally during the
hearing. All written comments should be
forwarded to City of El Cajon -Community
Development Department - Housing • 200
Civic Center Way, El Cajon, CA 92020.

El Cajon City CouncilMay 28, 2024

El Cajon City Council
May 28, 2024