Vista City Council
May 27, 2025

ACTION:
____________________________

Clerk/Secretary
Department: City Manager Item No: C5
Prepared by: Johannah Knieff, Management Analyst Meeting Date: May 27, 2025 Approved by:

Imelda Huerta, Assistant City Manager
John Conley, City Manager Agenda Location: Consent
S
UBJECT: 2025-2029 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025-2026 ANNUAL ACTION PLAN
RE
COMMENDATION: Adopt City Council Resolution No. 2025- , approving the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan, authorizing the submittal of the plans to the U.S. Department of Housing and Urban Development, and authorizing the City Manager to approve and execute all documents related to the implementation of said plans.

CO
RRELATION TO CITY COUNCIL GOALS:

1. Homelessness & Housing

2. A Cleaner, More Beautiful Vista

3. Parks and Recreation

4. Traffic: Continue to enhance mobility safety, improve the flow of traffic for all forms of travel, reduce congestion, and improve our roads and sidewalks
P
RIOR ACTION: On April 22, 2025, conducted a public hearing regarding the proposed 2025-2029 Community Development Block Grant Consolidated Plan and 2025-2026 Annual Action Plan, and opened a 30-day public review period (Vote: 5-0).

O
n April 28, 2021, adopted City Council Resolution 2020-66, approving the 2020-2024 Consolidated Plan (Plan) and authorizing the City Manager to submit the Plan with its required certificates to the U.S. Department of Housing and Urban development and authorizing the City Manager to execute all documents needed to implement the 2020-2024 Consolidated Plan (Votes: 5-0).

S
TATEMENT ON THE SUBJECT: The City receives an annual entitlement of Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD) for housing and community development activities to assist low-income persons. A requirement of the funding is that the City develop a Consolidated Plan, which identifies overall housing and community development goals for a five-year period. The Consolidated Plan creates the framework to establish goals, objectives, and implementation strategies as required by HUD. Furthermore, the Consolidated Plan identifies the community’s priority needs, short- and long-term goals, objectives, and timetables for achieving its goals.

In addition to the Consolidated Plan, the City must submit an Annual Action Plan, which outlines the City’s spending plan and identifies projects that assist the City in meeting its five-year housing and community development goals.

AGENDA
REPORT

CITY COUNCIL

COMMUNITY DEVELOPMENT COMMISSION

SUCCESSOR AGENCY

BUENA SANITATION DISTRICT

JOINT POWERS FINANCING AUTHORITY
05/27/2025
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MEETING DATE: May 27, 2025 PAGE 2
SUBJECT: 2025-2029 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025-2026 ANNUAL ACTION PLAN
Consideration and approval of the 2025-2029 Consolidated Plan (Con Plan) and 2025-2026 Annual Action Plan (AAP), collectively known as the Plans, is a two-step process. This item is the second step of the approval process. The City Council conducted a public hearing to review and receive comments on the proposed Plans and opened a 30-day public comment period on April 22, 2025. The purpose of this report is to consider and adopt the Plans.

T
he City’s Plans are attached as Exhibit 2. The following priorities have been established for the 2025- 2029 Con Plan period. These priorities represent the varied needs that emerged during the City’s Con Plan community engagement and development process. This process included qualitative and quantitative data gathered through citizen participation, market analysis, and assessment of localized data. • P
riority 1: Increase access to affordable housing and housing services to prevent and reduce hom
elessness, improve housing stability, and support the long-term well-being of residents with l
ow to moderate incomes.
• P
riority 2: Enhance public infrastructure and facilities to create safe, vibrant, and inclusive c
ommunities and promote accessibility, sustainability, and a high quality of life for residents. • P
riority 3: Expand public services to address the needs of vulnerable populations, including f
amilies and children with low to moderate incomes, seniors, and individuals experiencing food i
nsecurity.

The annual
allocation from HUD is $976,361.00. CDBG funds can be used in the following categories:

CDBG Expenditure Percent of Allocation Total
Program Administration 20% $195,272.20
Public Service Programs 15% $146,454.15
Capital Improvement Projects 65% $634,634.65
Total 100% $976,361.00
P
rogram Administration
• Percent of Allocation- $195,272.20
• Maximum expenditure is 20% of Vista’s annual CDBG allocation. • Funds allocated for CDBG program administration are used to support general CDBG administration and operation costs associated with the City’s Housing Programs. • The City also utilizes administration dollars to fund Fair Housing activities. HUD requires CDBG recipients to “affirmatively further fair housing.” Fair Housing services are allowable under Public Service or Administration. By utilizing Administration funds, the City can fund more programs under Public Service. Staff recommend funding administration in the maximum allowable amount, whic h
i
ncludes Fair Housing services.

CDBG Expenditure Total
General Program Administration $161,272.20
CSA San Diego (Fair Housing Services) $34,000.00
P
ublic Service Programs
• Percent of Allocation- $146,454.15
• Maximum expenditure is 15% of Vista’s annual CDBG allocation. 05/27/2025
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MEETING DATE: May 27, 2025 PAGE 3
SUBJECT: 2025-2029 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025-2026 ANNUAL ACTION PLAN
Agency Name Description Recommended
Funding
Alpha Project Links homeless men, women and families to housing navigation and other support services.
$10,111.85
Boys & Girls Club Provides youth with mentors, skills for healthy lifestyles and a pathway for college or trade school.
$14,611.85
Fraternity House,
Inc.

Residential Care Facility for the Chronically Ill, dedicated to serving homeless and LMI individuals living with HIV.
$10,111.85
Interfaith
Community
Services
Provides homelessness prevention and supportive services to Vista households at risk of homelessness.
$10,111.85
Mama’s Kitchen Meal delivery to Vista residents, and their dependent children, who are affected by HIV/AIDS or cancer.
$10,111.85
Meals on Wheels Meal delivery to Vista seniors accompanied by a safety check and in-home social visit.
$10,111.85
Lifeline Community
Services
Supports transition-aged foster youth and young adults
experiencing homelessness.
$10,111.85
Operation Hope Provides shelter and case management services for homeless families and women.
$19,111.85
Palomar Family
Counseling
Provides counseling and case management services to VUSD students who have been referred by school personnel.
$10,111.85
Senior Nutrition Lunch/meals served in a congregate setting at McClellan Senior Center by staff and volunteers.
$11,611.85
Townspeople Funds the role of the Shared Housing Stability Specialist who will play a key role in ensuring housing stability for participants in our Shared Housing Program in Vista.
$10,111.85
Vista Community
Clinic
After school tutoring program for at-risk youth attending Rancho Buena Vista High School.
$10,111.85
Voices for
Children
Transforms the lives of abused, abandoned, or neglected children by providing them with trained volunteers called Court Appointed Special Advocates
$10,111.85
Total $146,454.05
C
apital Improvement Projects
• Percent of Allocation- $634,634.65
• The amount spent on public services and administration cannot exceed the respective caps.

However, if a jurisdiction chooses to spend less than the maximum amount for public services or administration, the remaining balance for those categories may be allocated to capital projects, non-public service economic development activities, or other eligible activities. • Staff are currently evaluating areas of need and are focusing on areas with high poverty rates, high population densities, and high pedestrian volumes of those traveling to school. • The following sidewalk projects have been identified in eligible neighborhoods and will be pr
ioritized for CDBG CIP funding:
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MEETING DATE: May 27, 2025 PAGE 4
SUBJECT: 2025-2029 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED PLAN AND 2025-2026 ANNUAL ACTION PLAN
Street Name Limits
E. Indian Rock Road Apollo Drive to Cananea Street
N. Citrus Avenue Vista Village Drive to Nevada Avenue
W. Indian Rock Road Lagan Avenue to N. Santa Fe Avenue
Olive Avenue Maryland Drive to Highland Drive
Highland Drive Olive Avenue to Maryland Drive
New Haven Parquette Townsite Drive at New Haven facility Cananea Street N. Citrus Avenue to E. Indian Rock Road
F
ISCAL IMPACT: The City’s allocation of $976,361.00 will be programmed in the FY 2025/26 Operating Budget in the CDBG Grant Revenue account (No. 1030028.427013). CDBG is a cost reimbursement program, requiring the City to pay costs upfront and then submit for reimbursement on a quarterly basis.

EXHIBITS:

1. City Council Resolution No. 2025- , approving the 2025-2029 Consolidated Plan and the 2025- 2026 Annual Action Plan, authorizing the submittal of the plans to the U.S. Department of Housing and U
rban Development, and authorizing the City Manager to approve and execute all documents related to the implementation of said plans

2. Draft 2025-2029 Community Development Block Grant Consolidated Plan and 2025-2026 Annual Action Plan
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RESOLUTION NO. 2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CHARTERED CITY OF VISTA, CALIFORNIA, APPROVING THE 2025-2029 CONSOLIDATED PLAN AND 2025-2026 ANNUAL ACTION PLAN, AUTHORIZING THE SUBMITTAL OF THE PLANS TO THE U.S. DEPARTMENT OF HOUSING AND URBAN

DEVELOPMENT, AND AUTHORIZING THE CITY MANAGER TO APPROVE

AND EXECUTE ALL DOCUMENTS RELATED TO THE IMPLEMENTATION

OF SAID PLANS
The City Council of the City of Vista does resolve as follows:

1. Findings. The City Council hereby finds and declares the following:

A. The City of Vista intends to participate during fiscal year 2025-2026 in various grant assistance programs offered by the U.S. Department of Housing and Urban Development (HUD), including among others, the Community Development Block Grant Program.

B. Pursuant to Part 91 of Title 24 of the Code of Federal Regulations, HUD requires applications for such grant assistance programs to be accompanied by a consolidated housing affordability strategy and community development plan (the Consolidated Plan) for the five-year period commencing with the grant year, including an annual action plan for the immediate ensuing fiscal year.

C. It is the City's desire to benefit low and moderate-income households and neighborhoods.

D. The City is eligible to receive $976,361.00 in FY 2025-26 Community Development Block Grant funds that can be used to implement the objectives of the 2025-2026 Annual Action Plan. The Grant amount may increase or decrease depending on the final FY25 budget Congress approves.

E. The City, in accordance with its Citizen Participation Plan, held a noticed public hearing on April 22, 2025, to consider a draft of the 2025-2029 Consolidated Plan and 2025- 2026 Annual Action Plan.

F. The City has made available a copy of the draft 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan for public review for a period of thirty days.

G. The City Council, having considered all public comments, now wishes to approve the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan.

2. Action.

A. The City Council approves the 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan and authorizes the City Manager to submit the Plans and required certificates to the U.S. Department of Housing and Urban Development.

B. The City Council authorizes the City Manager to execute all documents, applications and agreements, including sub-recipient agreements, needed to implement the 2025- 2029 Consolidated Plan and 2025-2026 Annual Action Plan. 05/27/2025
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EXHIBIT 1
RE
SOLUTION NO. 2025-

CITY COUNCIL OF THE CHARTERED CITY OF VISTA
PAGE 2

3. Adoption. PASSED AND ADOPTED at a meeting of the City Council held on May 27, 2025, by the following vote:

AYES:

NOES:

ABSTAIN:

APPROVED AS TO FORM: WALTER

CHUNG, CITY ATTORNEY
By:

APPROVED
Walter C. Chung
20250519081401

JOHN FRANKLIN, MAYOR
ATTEST:

KATHY VALDEZ, CITY CLERK
By:
05/27/2025
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1 City of Vista
Community Development Block Grant
2025 – 2029 Consolidated Plan
DRAFT
05/27/2025
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EXHIBIT 2

2 Table of Contents

Executive Summary ....................................................................................................................................... 5 ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b) ......................................................................... 5 The Process .................................................................................................................................................... 9 PR-05 Lead & Responsible Agencies - 91.200(b) ....................................................................................... 9 PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and 91.315(l) ............................. 10 PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c) ................................................... 16 Needs Assessment ....................................................................................................................................... 19 NA-05 Overview ....................................................................................................................................... 19 NA-50 Non-Housing Community Development Needs – 91.415, 91.215 (f) ........................................... 41 Housing Market Analysis ............................................................................................................................. 43 MA-05 Overview ...................................................................................................................................... 43 MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f) ........................................... 47 MA-50 Needs and Market Analysis Discussion........................................................................................ 57 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households -

91.210(a)(4), 91.310(a)(2)........................................................................................................................ 62 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) ........................................................................... 66 Strategic Plan ............................................................................................................................................... 68 SP-05 Overview ........................................................................................................................................ 68 SP-10 Geographic Priorities - 91.415, 91.215(a)(1) ................................................................................. 69 SP-65 Lead-based Paint Hazards - 91.415, 91.215(i) ............................................................................... 82 SP-70 Anti-Poverty Strategy - 91.415, 91.215(j) ...................................................................................... 84 SP-80 Monitoring - 91.230 ....................................................................................................................... 86 Expected Resources ..................................................................................................................................... 87 AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) ........................................................................... 87 Annual Goals and Objectives ....................................................................................................................... 90 AP-35 Projects - 91.420, 91.220(d) .......................................................................................................... 93 05/27/2025
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3 AP-38 Project Summary ........................................................................................................................... 94 AP-50 Geographic Distribution - 91.420, 91.220(f) ................................................................................. 97 AP-85 Other Actions - 91.420, 91.220(k) ............................................................................................... 100 Program Specific Requirements ................................................................................................................ 104

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4 05/27/2025
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5 Executive Summary
ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b)

1. Introduction
As a U.S. Department of Housing and Urban Development (HUD) entitlement jurisdiction, the City of Vista (“City”) receives federal funds in proportion to its population size, concentration of poverty, and other socioeconomic and demographic data. To receive such funds, the City must submit a Consolidated Plan every five years to HUD. This document is the City’s Consolidated Plan for 2025-2029.

The Consolidated Plan is a five-year planning document that identifies needs within low- to moderate-income (LMI) communities and outlines how the City will address those needs.

Ultimately, it guides investments in and helps achieve HUD’s mission of providing decent housing, suitable living environments, and expanded economic opportunities for LMI populations. Jurisdictions participating in any of the following HUD funding programs must submit a Consolidated Plan every five years:
• Community Development Block Grants (CDBG) – CDBG is a flexible federal funding source that can be used for both housing and non-housing activities, including neighborhood revitalization, workforce and economic development, community and nonprofit facilities, and infrastructure and public services in LMI communities. • HOME Investment Partnerships (HOME) – HOME is used for building, acquiring, and rehabilitating affordable housing for rent and homeownership. It may also be used for direct rental assistance to low-income residents.
• Emergency Solutions Grants (ESG) – ESG funds programs and services supporting people experiencing homelessness. This includes operating shelters, providing essential services to shelter residents, administering rapid rehousing programs, and homelessness prevention.
• Housing Opportunities for Persons with AIDS (HOPWA) – HOPWA supports low-income people living with HIV/AIDS and their families by providing affordable housing opportunities.

As a small city, Vista directly receives only CDBG funding, but it utilizes HOME funding through the County of San Diego’s HOME Consortium. (The HOME Consortium is comprised of Vista, Carlsbad, Encinitas, La Mesa, San Marcos, and Santee.) The City anticipates receiving approximately $953,823 in CDBG funds annually over the next five program years, or $4,769,115 total.
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6 HUD’s Office of Community Planning and Development emphasizes three key approaches to developing viable communities: (1) providing decent housing; (2) providing a suitable living environment; and (3) expanding economic opportunity. The City established the following priorities for the 2025-2029 Consolidated Plan period to achieve HUD’s vision:

1. Priority 1: Increase access to affordable housing and housing services to prevent and reduce homelessness, improve housing stability, and support the long-term well-being of residents with low to moderate incomes.

2. Priority 2: Enhance public infrastructure and facilities to create safe, vibrant, and inclusive communities and promote accessibility, sustainability, and a high quality of life for residents.

3. Priority 3: Expand public services to address the needs of vulnerable populations, including families and children with low to moderate incomes, seniors, and individuals experiencing food insecurity.

These priorities represent the varied needs that emerged during the City’s Consolidated Plan community engagement and development process. This process included qualitative and quantitative data gathered through citizen participation, market analysis, and assessment of localized data.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The Needs Assessment, detailed later in this plan, highlights that housing remains a critical concern for Vista’s LMI population. Nearly 50 percent of all households experience at least one housing problem, defined as incomplete kitchen facilities, incomplete plumbing facilities, more than one person per room, or cost burden greater than 30 percent. Of these problems, cost burden is by far the most prevalent housing problem. However, housing affordability is not affected by the cost of housing alone. Household income is another integral factor. Based on 2023 5-Year ACS data, the median household income in Vista ($91,854) is over $10,000 lower than the County’s median income ($102,285). Other needs identified in the Needs Assessment are related to homeless services, infrastructure, and transportation.

3. Evaluation of past performance
During the past four program years (2020-21 to 2023-24), the City of Vista has made significant progress in achieving its Consolidated Plan goals through targeted investments of CDBG funds.

Key accomplishments include improvements to public infrastructure, provision of services to 05/27/2025
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7 low- and moderate-income populations, support for individuals experiencing homelessness, and critical fair housing services. It is anticipated that the City and its partners will continue to have an impact on residents through collaborative efforts. The following represent some of the achievements in the previous Consolidated Plan:
• Provided services to 33,747 Vista residents with low to moderate income and residents with special needs, addressing critical health, housing, and community resource needs. • Connected 1,341 Vista residents experiencing or at risk of homelessness to essential services, including shelter and prevention programs.
• Delivered fair housing services to 447 Vista residents, ensuring equitable access to housing opportunities and addressing housing discrimination. • Completed larger infrastructure projects, including road and sidewalk improvements, park upgrades, and enhancements to the senior center and library, benefiting the broader service population and improving community livability.

Full program outcomes are reported on an annual basis through Consolidated Annual Performance Evaluation Reports (CAPERs). These reports are brought before City Council each year during a Consolidated Plan cycle. All CAPERs are posted on the City’s website for public access.

4. Summary of citizen participation process and consultation process The City’s community participation process was informed by the Citizen Participation Plan, which guides the implementation of a community engagement process and notification of community meetings and public hearings. To ensure broad community involvement, the City held three (3) community meetings and distributed both a Community Needs Assessment Survey and a Stakeholder Survey to gather input. To increase accessibility, the Community Needs Assessment Survey was made available in Spanish and one of the three community meetings was facilitated primarily in Spanish. Spanish translation was also made available at the other two community meetings.

Community members were also able to weigh in on the Consolidated Plan during a public comment period held from April 22 to May 22, 2025, and at the City Council meetings on April 22 and May 27, 2025.

5. Summary of public comments
Qualitative feedback on community needs was collected through community meetings, surveys, a public comment period, and at formal public hearings. These comments provided insight into 05/27/2025
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8 community needs and informed the goals of the Consolidated Plan. The top priority needs identified were housing, homeless services, infrastructure, and community services.

X formal public comments were received at the City Council meetings on April 22 and May 27, 2025. At the first meeting, the draft Consolidated Plan and First Year Annual Action Plan were presented to City Council and the public. A 30-day public comment period took place from April 22 to May 22, 2025. At the second meeting, the updated Consolidated Plan and First Year Annual Action Plan, which incorporated public comments, were presented. The City Council formally adopted the City’s Consolidated Plan at the meeting on May 27, 2025. All public comments are included in Appendix F.

6. Summary of comments or views not accepted and the reasons for not accepting them

All comments were accepted and included in Appendix F.

7. Summary

The City’s Consolidated Plan outlines the housing and community development strategies and objectives for the 2025-2029 period while fulfilling the statutory requirements necessary to receive CDBG funding. Beyond compliance, the City is dedicated to fostering robust participation from Vista residents and stakeholders throughout the Consolidated Plan process, with a particular focus on expanding opportunities for its residents with low to moderate incomes. This plan and its comprehensive community engagement efforts reflect the City’s commitment to inclusivity and equity in addressing housing and community development needs.

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9 The Process
PR-05 Lead & Responsible Agencies - 91.200(b)

1. 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.

Table PR-05.1 – Responsible Agencies

Agency Role Name Department/Agency
CDBG Administrator City of Vista City Manager Department / Housing and Homeless Services Division

Narrative

The City’s Housing and Homeless Services Division is the lead agency responsible for the preparation and administration of the Consolidated Plan, corresponding Annual Action Plans (Annual Plan), CAPER, and the CDBG program. The County of San Diego (County) is the lead agency for HOME Investment Partnership funding, which the City utilizes as a member of the County’s HOME Consortium. The implementation of programs funded by CDBG and HOME may be done in conjunction with other City departments such as Community Development, Public Works, and Recreation & Community Services.

Consolidated Plan Public Contact Information

Johannah Knieff
Housing & Homeless Services Management Analyst
200 Civic Center Dr.

Vista, CA 92084
[email protected]
(760) 643-5209
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10 PR-10 Consultation - 91.100, 91.110, 91.200(b), 91.300(b), 91.215(l) and

91.315(l)

1. Introduction
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 of Vista has a long history of communicating and collaborating with other governmental and non-governmental agencies to address the needs of its residents with low to moderate incomes. These collaborative efforts are formalized through the City’s participation in the HOME Consortium, and its support of the Alliance for Regional Solutions (ARS), North County San Diego’s network of homeless providers.

The City also works closely with its internal departments and engages with local and regional entities and committees across San Diego County. Key affiliations include:
• San Diego Association of Governments (SANDAG), San Diego County’s federally recognized metropolitan planning organization (MPO)
• Regional Task Force on Homelessness (RTFH), the region’s HUD Continuum of Care (CoC) • San Diego Regional Alliance for Fair Housing (SDRAFFH) • Quarterly convenings of local CDBG program administrators

City staff actively collaborates with the County’s Health and Human Services Agency (HHSA), as well as nonprofit health and mental health service providers, such as the Vista Community Clinic and Palomar Family Counseling Service. In addition, the City works closely with other nongovernmental organizations, including but not limited to: Operation HOPE, Alpha Project, CSA San Diego County, North County Lifeline, Interfaith Community Services, Boys & Girls Club of Vista, Mama's Kitchen, Meals on Wheels, San Diego Rescue Mission, Jewish Family Services of San Diego, Retread Housing Services, and Townspeople. The City encourages agencies to collaborate, leverage resources, and prevent service duplication to maximize the impact of available support for the community.

The County of San Diego administers the Section 8 program for the City of Vista and many of the other jurisdictions in the county. The City currently has affordable housing agreements with three different affordable housing developers (Wakeland, Community HousingWorks, and National CORE) and relationships with several others.

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11 The City is committed to fostering new partnerships and engaging with additional stakeholders to improve efficiency, explore innovative approaches, and expand resources. During its community engagement process, the City consulted with various agencies and businesses through stakeholder meetings and surveys to inform its planning and decision-making.

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 City supports the Alliance for Regional Solutions (ARS), North County’s homelessness collaborative network, which works closely with the Regional Task Force on Homelessness (RTFH), San Diego County’s Continuum of Care (CoC). These coordinated efforts include the annual Point-in-Time (PIT) count, in which the community engages and surveys those experiencing homelessness to provide a count of the region’s unsheltered and sheltered homeless community.

During the 2024 PIT count, a total of 271 people were experiencing homelessness in the City of Vista, with 101 occupying an emergency shelter and 170 unsheltered. Table PR-10.01 provides demographics on the unsheltered homeless population identified during the PIT:

Table PR-10.01: Point-in-Time Count Numbers
Homeless
Profile
% of
Unsheltered
Persons
# of
Unsheltered
Persons
% of
Sheltered
Persons
# of
Sheltered
Persons
Veteran 4% 7 0% 0
Female 21% 10 63% 64
Families 0% 0 87% 88
Youth 6% 10 65% 66
Source: Regional Task Force on Homelessness San Diego, 2024

In March 2020, the City developed and adopted a Strategic Plan to Address Homelessness, which contains three key strategies:
• Prevent homelessness
• Improve quality of life
• Reduce homelessness
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12 Implementing these strategies and achieving the goals of the Strategic Plan to Address Homelessness is contingent upon close coordination with RTFH, ARS, and other agencies and organizations.

A cornerstone of the City’s progress in addressing homelessness is the opening of the Buena Creek Navigation Center on March 4, 2024. The Buena Creek Navigation Center is a low-barrier facility with 24 bedrooms located just outside the city limits. The center operates under a shared multi-city agreement, with 75 percent of the beds designated for Vista residents and 25 percent reserved for residents of Encinitas. On-site operations and case management services are managed by Retread Housing Services.

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 City of Vista does not administer ESG funds. However, the City allocates a portion of its CDBG public service funds to assist agencies that provide services to individuals and families who are experiencing or who are at risk of experiencing homelessness. Additionally, City staff consulted with RTFH and ARS in developing this Consolidated Plan.

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

The City invited various community organizations, government entities, service providers, and stakeholders to participate in community meetings regarding the Consolidated Plan. In addition to attending the meetings, stakeholders were given the opportunity to complete a survey unique to stakeholders to provide further input.

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13 Table PR-10.02: Participating Agencies, Groups, and Organizations Agency/Group/
Organization
Agency/Group/
Organization Type
What section of
the Plan was
addressed by
Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
2-1-1 San Diego Community
Information Exchange
(CIE)
Housing Needs
Assessment,
Market Analysis
Provided localized data to inform the
Consolidated Plan.

Alpha Project for
the Homeless
Non-profit service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Brevian Energy, LLC Renewable energy
service provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Boys and Girls Club
of Vista
Non-profit service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

City of Vista Other Government -
Community
Development, Public
Works, and Recreation
& Community Services
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Collective Healing
San Diego
Faith-based service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

County of San Diego
Health & Human
Service Agency,
Housing and
Community
Development
Services
Other Government -
County
Housing Needs
Assessment,
Market Analysis
Consulted with various agencies at
the County government to inform
development of Consolidated Plan.

Interfaith
Community Services
Non-profit service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Lay Ministry Pacific
Southwest District-
LCMS
Faith-based service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.
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14 Table PR-10.02: Participating Agencies, Groups, and Organizations Agency/Group/
Organization
Agency/Group/
Organization Type
What section of
the Plan was
addressed by
Consultation?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for improved
coordination?
Mama’s Kitchen Non-profit service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Operation Hope
North County
Homeless service
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Regional Task Force
on Homelessness
(RTFH)
Continuum of Care Housing Needs
Assessment,
Market Analysis
Provided localized data to inform the
Consolidated Plan.

Vista Community
Clinic
Services – Health Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Voices for Children -
CASA
Social services
provider
Housing Needs
Assessment
Informed the development of
Consolidated Plan through
stakeholder meetings and surveys.

Identify any Agency Types not consulted and provide rationale for not consulting

No single agency or organization was purposely excluded from providing input on the Consolidated Plan.

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15 Other local/regional/state/federal planning efforts considered when preparing the Plan

Table PR-10.03: 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 County of San Diego The City supports the Alliance for Regional Solutions (ARS),
North County's homelessness
collaborative network, which
works closely with the Regional Task
Force on the Homeless (RTFH), San
Diego County's Continuum of Care
(CoC).
2021-2029 Housing Element City of Vista The Housing Element is the State-recognized strategy for
addressing the City’s housing
needs. This Consolidated Plan aligns
with the goals of the Housing Element.

Strategic Plan to Address
Homelessness
City of Vista The City’s Strategic Plan to Address
Homelessness aligns with the goals of
this Consolidated 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))

The City collaborates with other North County CDBG entitlement jurisdictions and the County of San Diego to address housing and community development priorities. Coordination with the County is particularly important, as it administers programs like the Section 8 rental assistance voucher program for the City and neighboring jurisdictions. Additionally, the City works with local partners and stakeholders to leverage State resources to address shared priorities and maximize the impact of available funding and resources.

Narrative

See above.
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16 PR-15 Citizen Participation - 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

During the development of the Consolidated Plan, the City implemented multiple strategies to gather community input and feedback. These efforts included three community meetings, as well as the dissemination of a Stakeholder Survey and a Community Needs Assessment Survey available both online and in print. The Community Needs Assessment Survey was offered in both English and Spanish. City staff conducted extensive outreach efforts ahead of the community events related to the Consolidated Plan. Sixteen (16) government and nonprofit agencies were notified of the opportunities to inform the Consolidated Plan’s development.

Additionally, notices about the meetings and surveys were distributed via email, posted on social media platforms, and shared on the City’s website to ensure broad community awareness and participation.

During the Consolidated Plan development, the City held three community meetings. The first meeting took place on October 17, 2024, at the City of Vista Community Room. This session was conducted in English with Spanish translation available, and a virtual option was offered. It was attended by 10 participants. The second meeting was held on October 28, 2024, at St. Francis of Assisi Church. This session was conducted in Spanish with English translation provided and had approximately 300 attendees. The third meeting took place on October 29, 2024, at the Gloria McClellan Senior Center. This session was conducted in English and had 12 participants. In total, 322 people participated in the three meetings, marking a substantial increase in community engagement compared to the previous Consolidated Plan cycle, when 167 people participated.

The slides from the community workshops are included as Appendix B.

These meetings followed a two-part format: a presentation outlining the Consolidated Plan, HUD entitlement programs, and a demographic and economic overview of the City, followed by small group discussions during which attendees shared their perspectives on the community’s greatest needs. Feedback from these discussions was documented.

A Community Needs Assessment Survey was distributed to gather feedback on the Consolidated Plan and community priorities. The survey was available in both English and Spanish and received 123 responses. Additionally, a Stakeholder Survey was distributed to key community stakeholders, with 12 responses received. A summary of the Community Needs Assessment Survey responses can be found in Appendix C. A summary of the Stakeholder Survey responses can be found in Appendix D. The feedback collected through these surveys informed the goals outlined in this Consolidated Plan.
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17 An email announcing the Public Hearing and 30-day public comment period, which took place from April 22 to May 22, 2025, was sent to community-based organizations, service providers, and other interested groups. A public notice was printed in the Coast News newspaper more than 14 days prior to the public hearing at City Council on April 4, 2025 to review the draft Consolidated Plan and open a 30-day public comment period. The meeting agenda and draft Consolidated Plan were available on the City website, at the City Clerk’s Office, and at the Vista Library. A copy of the public notice is provided in Appendix E.

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18 Table PR-15.01: Citizen Participation Outreach
Mode of
Outreach
Target of
Outreach
Summary of
responses/
attendance
Summary of
comments
received
Summary of
comments
not accepted
and reasons
URL
(If applicable)
Community
Meetings (3)
Non-
targeted,
broad
community
322 total
attendees
Affordable housing,
homeless services, and
services for youth and
seniors were the highest
concern. Infrastructure
improvements also
emerged as a high
priority among
attendees.

N/A Presentation
slides provided
in Appendix B
Community
Needs
Assessment
Survey
Non-
targeted,
broad
community
123 total
responses
Community services,
housing, homeless
services were the
highest concern.

Infrastructure
improvements also
emerged as a high
priority among
respondents, with street
improvements being the
most pressing issue.

N/A URL closed;
survey results
provided in
Appendix C
Stakeholder
Survey
Key
Stakeholders
12 total
responses
Affordable housing,
homeless services,
access to healthcare
were identified as top
priorities among
stakeholders.

N/A URL closed;
survey results
provided in
Appendix D
Public Meeting
– Introducing
Con Plan/
opening of
public
comment
period
Non-
targeted,
broad
community
# comments
at the April
22, 2025
Public
Hearing
[INSERT SUMMARY] N/A N/A
City Council
public hearing
to adopt FY
25-29 Con Plan
and 24-25
Annual Plan
Non-
targeted,
broad
community
# comments
at the May
27, 2025
Public
Hearing
[INSERT SUMMARY] N/A N/A
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19 Needs Assessment
NA-05 Overview
Needs Assessment Overview
The primary source of data used in this needs assessment are HUD Comprehensive Housing Affordability Strategy (CHAS) tabulations, which are based on the U.S Census Bureau’s American Community Survey (ACS) data and incorporate HUD-specified criteria relating to housing needs, HUD-defined income limits, and household types. This Needs Assessment predominantly uses data drawn from CHAS’s most recent data set (2017-2021). The information contained in this section informs the preparation of Vista’s housing and community development priorities and both five- and one- year investment strategies.

Both Area Median Income (AMI) and HUD Adjusted Median Family Incomes (HAMFI) are represented in this Consolidated Plan and are essentially equivalent when discussing populations and households with lower incomes. HAMFI is the HUD-specific term for what is broadly referred to as AMI. Where the term AMI is used in this Consolidated Plan, assume it refers to HAMFI. Table NA-05.01 represents the 2024 HUD Income Limits for the San Diego- Carlsbad, CA MSA in which Vista is included.

The following outlines income categories used in this report:

HUD adjusted area median family incomes (HAMFI):
• Extremely low income: 0 to 30 percent of HAMFI
• Very low income: 30 to 50 percent of HAMFI
• Low income: 50 to 80 percent of HAMFI
• Moderate income: 80 to 100 percent of HAMFI
• Upper income: 100 percent of HAMFI and above

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20 Table NA-05.01: 2024 San Diego County Area Median Income Limits County
Area
Median
Income:
$119,500
Income
Level
Number of Persons in Households
1 2 3 4 5 6 7 8
Extremely
Low
$31,850 $36,400 $40,950 $45,450 $49,100 $52,750 $56,400 $60,000 Very Low $53,050 $60,600 $68,200 $75,750 $81,850 $87,900 $93,950 $100,000 Low $84,900 $97,000 $109,150 $121,250 $130,950 $140,650 $150,350 $160,050 Median $83,650 $95,600 $107,550 $119,500 $129,050 $138,600 $148,200 $157,750 Moderate $100,400 $114,700 $129,050 $143,400 $154,850 $166,350 $177,800 $189,300 Source: U.S. Department of Housing and Urban Development, 2024

Housing Needs
According to 2021 CHAS data, 30,350 households reside in Vista, of which 49 percent are owner households (15,000 households) and 51 percent are renter households (15,350 households).

However, these figures vary according to income category, as shown in Table NA-05.02 below.

Table NA-05.02 shows that 67 percent of renter households earn low incomes up to 80 percent HAMFI (10,350 of 15,350 households), compared to 38 percent of owner households (5,745 of 15,000 households). Collectively, 53 percent of all households in Vista are lower income (16,095 of 30,350 households).

Table NA-05.02: Household Income Distribution
Income Category Owner Renter Total Distribution
of Owner
Households
Distribution
of Renter
Households
Household Income <= 30% HAMFI 1,565 3,195 4,760 10% 21% Household Income >30% to <=50%
HAMFI
1,680 2,645 4,325 11% 17%
Household Income >50% to <=80%
HAMFI
2,500 4,510 7,010 17% 29%
Household Income >80% to <=100%
HAMFI
1,665 1,785 3,450 11% 12%
Household Income >100% HAMFI 7,595 3,210 10,805 51% 21% Total Number of Households 15,000
(49%)
15,350
(51%)

30,350 100% 100%
Source: CHAS, 2017-2021

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21 The data in Table NA-05.03 highlights the prevalence of housing problems among households in Vista. The four housing problems outlined in the HUD CHAS data are defined in narrow terms as follows:
• Substandard Housing Unit – Lacks Complete Kitchen Facilities. A complete kitchen consists of a sink with running water, a stove or range, and a refrigerator. • Substandard Housing Unit – Lacks Complete Plumbing Facilities: Complete plumbing consists of hot and cold running water, a flush toilet, and a bathtub or shower. • Cost Burdened Household: Monthly housing costs exceed 30 percent of monthly income. A household is severely cost burdened if their monthly housing costs exceed 50 percent of their monthly income. Note that, for renters, housing costs include contract rent and utilities. For owners, housing costs include mortgage payments, utilities, association fees, insurance, and real estate taxes.
• Overcrowded Household: More than one person per room. Severe overcrowding is more than 1.5 persons per room.

As shown in Table NA-05.03, 49 percent of all households in the city experience one of the four defined housing problems (14,750 of 30,350 households). However, when broken down by tenure, renters face a significantly higher rate of housing problems compared to homeowners, with 63 percent of renter households affected versus 34 percent of homeowner households.

Table NA-05.03: Housing Problems
Owner Renter Total Distribution
of Owner
Households
Distribution
of Renter
Households
Household has at least 1 of 4
Housing Problems
5,145 9,605 14,750 34% 63%
Household has none of 4
Housing Problems OR cost
burden not available, no other
problems
9,855 5,745 15,600 66% 37%
Total Number of Households 15,000 15,350 30,350 100% 100% Source: CHAS, 2017-2021

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22 The data in Table NA-05.04 highlights the prevalence of Severe Housing Problems among households in Vista. As noted above, Severe Housing Problems as defined by HUD include severely inadequate and/or incomplete kitchen and plumbing, spending over 50% percent of income on housing costs (severely cost burdened), and extreme overcrowding (more than 1.5 persons per room). HUD considers a household to have a Severe Housing Problem if they have one or more of these four problems.

As shown in Table NA-05.04, 30 percent of all households in Vista experience at least one of the four Severe Housing Problems (9,040 of 30,350 households). Notably, renters are disproportionately affected, with 41 percent experiencing severe housing problems compared to 18 percent of homeowners.

Table NA-05.04: Severe Housing Problems Overview
Owner Renter Total Distribution
of Owner
Households
Distribution
of Renter
Households
Household has at least 1 of 4
Housing Problems
2,730 6,310 9,040 18% 41%
Household has none of 4 Housing
Problems OR cost burden not
available, no other problems
12,270 9,040 21,310 82% 59%
Total Number of Households 15,000 15,350 30,350 100% 100% Source: CHAS, 2017-2021

Table NA-05.05 below shows the various levels of cost burden experienced by homeowners and renters in Vista. Overall, it shows that 41 percent of all households are housing cost burdened (12,475 of 30,350 households). However, cost burden is a greater problem for renters – 53 percent of renters are cost burdened, while 29 percent of homeowners are cost burdened.

Table NA-05.05: Housing Cost Burden
Owner Renter Total Distribution of
Owner
Households
Distribution of
Renter
Households
Cost Burden <=30% 10,580 7,085 17,665 71% 46%
Cost Burden >30% to <=50% 2,550 4,005 6,555 17% 26%
Cost Burden >50% 1,785 4,135 5,920 12% 27%
Cost Burden not available 75 125 200 1% 1%
Total Number of Households 15,000 15,350 30,350 100% 100% Source: CHAS, 2017-2021
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23 The following three tables collectively illustrate the total number of households experiencing housing problems, categorized by income level and tenure (owners vs. renters). The data reveals that most households earning low incomes (up to 80 percent HAMFI), regardless of tenure, are affected by at least one of the four housing problems. Overall, 75 percent of households with low incomes face at least one of the four identified housing problems (12,805 of 16,095 households). Renters are more likely than homeowners to encounter housing challenges. Specifically, 84 percent of renter households with low incomes experience at least one of these issues, compared to approximately 60 percent of homeowner households with low incomes.

Table NA-05.06: Housing Problems by Income Level, All Households Income Category Household
has at least
1 of 4
Housing
Problems
Household has
none of 4 Housing
Problems OR cost
burden not
available, no other
housing problems
Total Distribution
of
Households
with at least
1 of 4
Housing
Problems
% of
Households
in Income
Category
with at least
1 of 4
Housing
Problems
<= 30% HAMFI 3,995 770 4,760 27% 84%
>30% to <=50% HAMFI 3,510 815 4,325 24% 81%
>50% to <=80% HAMFI 4,580 2,430 7,010 31% 65%
>80% to <=100% HAMFI 1,265 2,185 3,450 9% 37%
>100% HAMFI 1,400 9,405 10,805 9% 13%
Total Number of
Households
14,750 15,600 30,350 100%
Source: CHAS, 2017-2021

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24 Table NA-05.07: Housing Problems, Renters Only
Income Category Household
has at least
1 of 4
Housing
Problems
Household has
none of 4
Housing
Problems OR
cost burden
not available,
no other
problems
Total Distribution
of
Households
with at least
1 of 4
Housing
Problems
% of
Households in
Income
Category with
at least 1 of 4
Housing
Problems
<= 30% HAMFI 2,790 410 3,195 29% 87%
>30% to <=50% HAMFI 2,490 155 2,645 26% 94%
>50% to <=80% HAMFI 3,385 1,130 4,510 35% 75%
>80% to <=100% HAMFI 630 1,155 1,785 7% 35%
>100% HAMFI 310 2,900 3,210 3% 10%
Total Number of
Households
9,605 5,745 15,350 100%
Source: CHAS, 2017-2021

NA-05.08: Housing Problems, Owners Only
Income Category

Household
has at least
1 of 4
Housing
Problems
Household has
none of 4
Housing
Problems OR
cost burden
not available,
no other
problems
Total Distribution
of
Households
with at least
1 of 4
Housing
Problems
% of
Households
in Income
Category
with at least
1 of 4
Housing
Problems

<= 30% HAMFI 1,205 360 1,565 23% 77%
>30% to <=50% HAMFI 1,020 660 1,680 20% 61%
>50% to <=80% HAMFI 1,195 1,300 2,500 23% 48%
>80% to <=100% HAMFI 635 1,030 1,665 12% 38%
>100% HAMFI 1,090 6,505 7,595 21% 14%
Total Number of
Households
5,145 9,855 15,000 100%
Source: CHAS, 2017-2021

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25 The following three tables provide an overview of households who are cost burdened, categorized by income level. Again, a household is considered cost burdened if their housing costs exceed 30 percent of their income and considered severely cost burdened if their housing costs exceed 50 percent of their income. As shown in Table NA-05.09, 12,480 households in Vista are cost burdened, 87 percent of which earn a low income of up to 80 percent of HAMFI (10,900 households). Furthermore, 5,920 households are severely cost burdened, 99 percent of which earn a low income (5,840 households).

Table NA-05.09: Cost Burden by Income Level, All Households Income Category Cost
burden
> 30%
Cost
burden
> 50%
Total Of
Households
w/ Cost
Burden >30%
Of
Households
w/ Cost
Burden
>50%
Of
Income
Category
>30%
Of
Income
Category
>50%
<= 30% HAMFI 3,910 3,300 4,760 31% 56% 82% 69%
>30% to <=50%
HAMFI
3,305 1,780 4,325 26% 30% 76% 41%
>50% to <=80%
HAMFI
3,685 760 7,010 30% 13% 53% 11%
>80% to <=100%
HAMFI
870 45 3,450 7% 1% 25% 1%
>100% HAMFI 710 35 10,805 6% 1% 7% 0%
Total Number of
Households
12,480 5,920 30,350 100% 100%
Source: CHAS, 2017-2021

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26 Table NA-05.10 shows cost burden for renters by income category. Of the 15,350 renter households in Vista, 53 percent are cost burdened (8,140 households) and 27 percent are severely cost burdened (4,135 households). Additionally, renters with low incomes up to 80 percent HAMFI represent 94 percent of cost burdened renter households (7,670 households), and 90 percent of severely cost burdened renter households (4,125 households).

Table NA-05.10: Cost Burden by Income Level, Renters
Income Category Cost
burden
> 30%
Cost
burden
> 50%
Total Of
Households
w/ Cost
Burden >30%
Of
Households
w/ Cost
Burden
>50%
Of Income
Category
>30%
Of
Income
Category
>50%
<= 30% HAMFI 2,720 2,485 3,195 33% 60% 85% 78%
>30% to <=50%
HAMFI
2,305 1,225 2,645 28% 30% 87% 46%
>50% to <=80%
HAMFI
2,645 415 4,510 32% 10% 59% 9%
>80% to <=100%
HAMFI
340 10 1,785 4% 0% 19% 1%
>100% HAMFI 130 0 3,210 2% 0% 4% 0%
Total Number of
Households
8,140 4,135 15,350 100% 100%
Source: CHAS, 2017-2021

Table NA-05.11 shows cost burden for homeowners by income category. Of the 15,000 homeowner households in Vista, 29 percent are cost burdened (4,335 households) and 12 percent are severely cost burdened (1,785 households). Additionally, homeowners with low incomes up to 80 percent HAMFI represent 74 percent of cost burdened houseowner households (3,225 households), and 96 percent of severely cost burdened homeowner households (1,715 households).

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27 Table NA-05.11: Cost Burden by Income Level, Owners
Income Category Cost
burden
> 30%
Severe
Cost
burden
> 50%
Total Of
Households
w/ Cost
Burden
>30%
Of
Households
w/ Severe
Cost
Burden
>50%
Of Income
Category
>30%
Of
Income
Category
>50%
<= 30% HAMFI 1,195 820 1,565 28% 46% 76% 52%
>30% to <=50%
HAMFI
995 555 1,680 23% 31% 59% 33%
>50% to <=80%
HAMFI
1,035 340 2,500 24% 19% 41% 14%
>80% to <=100%
HAMFI
530 35 1,665 12% 2% 32% 2%
>100% HAMFI 580 35 7,595 13% 2% 8% 0%
Total Number of
Households
4,335 1,785 15,000 100% 100%
Source: CHAS, 2017-2021

2-1-1 Data for Clients Living in Vista

2-1-1 San Diego is a free, confidential, 24/7 service connecting San Diego County residents to community, health, and disaster resources. By dialing 211 or visiting their website, individuals can access help with housing, food, healthcare, utility assistance, and more. This Consolidated Plan incorporates data collected from Vista residents who utilized 2-1-1 services between July 2023 and June 2024 (FY 2023-24). The inclusion of this data enhances the City’s understanding of community needs and gaps in services, especially those that may not have been fully captured through traditional community engagement efforts. The information gathered includes demographic and socioeconomic indicators, as well as details on the referral types and associated services.

Between July 2023 and June 2024, a total of 5,125 Vista residents accessed services through 2- 1-1, resulting in 8,887 referrals to various providers. As shown in Figure NA-05.01, the largest age group utilizing 2-1-1 were individuals aged 30 to 39, representing 26 percent of clients.

Most clients identified as women (67 percent), and 50 percent of households included children.

Additionally, 2-1-1 clients were disproportionately persons of color. While non-Hispanic White/Caucasian individuals make up 37 percent of Vista’s population, they accounted for only 33 percent of clients. Similarly, individuals identifying as Hispanic or Latino are 49 percent of 05/27/2025
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28 the city’s population, but represented 47 percent of clients. In contrast, Black/African American residents, who represent 3 percent of the city’s population, made up 8 percent of the inquiries.

Figure NA-05.01: 2-1-1 Clients Living in Vista – Demographics

Source: 2-1-1 San Diego, FY 2023-24
Figure NA-05.02 shows that 67 percent of clients have a high school diploma or less, 39 percent reported being unemployed, while an additional 14 percent reported having a disability or being unable to work. In contrast, the State Employment Development Department estimates the local unemployment rate in October 2024 to be 5.1 percent overall in Vista. More than 80 percent of callers seeking assistance reported being extremely low income, earning less than 30 percent of AMI.

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29 Figure NA-05.02: 2-1-1 Clients Living in Vista – Socioeconomic Indicators Source: 2-1-1 San Diego, FY 2023-24
In FY 2023-24, the 5,125 Vista residents who utilized 2-1-1 services reported a total of 12,988 needs. As shown in Figure NA-05.03 below, needs related to housing and utilities accounted for the largest share of these needs (44 percent). The next commonly identified need was income support and education (14 percent).

Figure NA-05.03: 2-1-1 Clients Living in Vista – Needs
Source: 2-1-1 San Diego, FY 2023-24

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30 Figure NA-05.04 shows that, of the 188 assessments conducted for Vista clients with nutrition needs in FY 2023-24, 43 percent reported being often concerned that their food supply would run out, and 44 percent indicated that they often experienced running out of food. Additionally, 79 percent reported having to meet other basic needs before they could pay for nutrition needs.

Figure NA-05.04: 2-1-1 Clients Living in Vista – Nutrition Assessments

Source: 2-1-1 San Diego, 2023-24
Figure NA-05.04 shows that, of the 263 assessments conducted for Vista clients with housing needs in FY 2023-24, 81 percent of the clients reported an immediate housing need.

Additionally, 529 clients identified as experiencing some form of homelessness.

Figure NA-05.05: 2-1-1 Clients Living in Vista – Housing Assessments Source: 2-1-1 San Diego, FY 2023-24
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31 Figure NA-05.06 shows that, of the 222 assessments conducted for Vista clients with utility- related needs in FY 2023-24, 82 percent of clients noted that their utility bill represented more than 25 percent of their income and 11 percent reported having their utilities shut off.

Additionally, 82 percent reported that at least one of their utility bills were past due.

Figure NA-05.06: 2-1-1 Clients Living in Vista – Utility Assessments Source: 2-1-1 San Diego, FY 2023-24

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32 Figure NA-05.07 below provides a map of the zip codes of Vista residents utilizing 2-1-1 services in FY 2023-24.

Figure NA-05.07: 2-1-1 Clients Living in Vista – Clients by Zip Code

Source: 2-1-1 San Diego, 2023-24

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33 2-1-1 Data for Clients with Domestic Violence-Related Needs Living in San Diego County To protect the confidentiality of the small number of 2-1-1 San Diego clients with domestic violence-related needs, specific data, demographics, and statistics regarding these clients is only available at the countywide level and cannot be disaggregated for individual cities, including Vista. For the purposes of this Consolidated Plan, this countywide data is included to provide a broader understanding of domestic violence-related needs within the region. While this data does not offer city-specific insights, it serves as an important indicator of the prevalence and nature of domestic violence challenges across San Diego County and helps inform strategies to address these issues at both the regional and local levels.

Between July 2023 and June 2024, 2-1-1 San Diego reported receiving calls from 3,668 clients in San Diego County who shared that they were experiencing domestic violence. Of these clients, 82 percent were female, and they were most commonly between the ages of 30 to 39 (33 percent). The following figure shows that 44 percent of the 3,668 clients experiencing domestic violence had children. In terms of racial demographics, 38 percent of the clients were White, which is less than their share of the population in San Diego County (43 percent according to 2023 5-Year ACS Data). Similarly, persons who identify as Hispanic represent 29 percent of clients, which is less than their share of the population (34 percent). In contrast, while Black/African Americans constitute only 4 percent of the population, they represent 22 percent of the clients.

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34 Figure NA-05.08: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Demographics

Source: 2-1-1 San Diego, FY 2023-24

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35 Figure NA-05.09 below indicates that approximately 47 percent of clients reported having some college education, while 48 percent identified as unemployed. An additional 17 percent reported being unable to work or having a disability. Furthermore, 88 percent of clients reported earning an extremely low income, underscoring the significant economic challenges often faced by survivors of domestic violence.

Figure NA-05.09: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Socioeconomic Indicators

Source: 2-1-1 San Diego, FY 2023-24

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36 In FY 2023-24, the 3,668 County residents with domestic violence-related needs who utilized 2- 1-1 services reported a total of 8,608 needs, of which 55 percent were related to housing needs. More specifically, 45 percent of the needs were related to seeking domestic violence shelters. These calls resulted in 7,135 total referrals, most commonly to the YWCA of San Diego County (Becky’s House Emergency Shelter), Shaback Altruistic, and Community Resource Center (Carol’s House).

Figure NA-05.10: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Client Needs

Source: 2-1-1 San Diego, FY 2023-24

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37 Figure NA-05.11 shows that, of the 110 assessments conducted for County clients with both domestic violence-related needs and nutrition needs in FY 2023-24, 59 percent reported being often concerned that their food supply would run out, and 61 percent indicated that they often experienced running out of food. Additionally, 72 percent reported having to meet other basic needs before they could pay for nutrition needs.

Figure NA-05.11: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Nutrition Assessments

Source: 2-1-1 San Diego, FY 2023-24
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38 Figure NA-05.12 shows that, of the 878 assessments conducted for County clients with both domestic violence-related needs and housing needs in FY 2023-24, 90 percent of the clients reported an immediate housing need. Additionally, 1,155 individuals identified as experiencing some form of homelessness.

Figure NA-05.12: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Housing Assessments

Source: 2-1-1 San Diego, FY 2023-24
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39 Figure NA-05.13 shows that, of the 96 assessments conducted for County clients with both domestic violence-related needs and utility-related needs in FY 2023-24, 87 percent of clients noted that their utility bill represented more than 25 percent of their income and 4 percent reported having their utilities shut off. Additionally, 84 percent reported that at least one of their utility bills were past due.

NA-05.13: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Utility Assessments

Source: 2-1-1 San Diego, FY 2023-24

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40 Figure NA-05.14 below provides a map of the zip codes of San Diego County residents experiencing domestic violence who utilized 2-1-1 services in FY 2023-24.

NA-05.14: 2-1-1 Clients with Domestic Violence-Related Needs in San Diego County – Referrals by Zip Code

Source: 2-1-1 San Diego, FY 2023-24
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41 NA-50 Non-Housing Community Development Needs – 91.415, 91.215 (f)

Describe the jurisdiction’s need for Public Facilities:

Based on the Community Needs Assessment Survey, parks and recreation facilities were identified as the top priority among critical community facility needs, with 54 percent of respondents ranking them as a critical need. Other key public facility priorities included youth centers (46 percent), community centers (44 percent), and childcare centers and healthcare facilities (both at 33 percent), highlighting the importance of facilities that support families and youth in Vista.

How were these needs determined?

Resident and stakeholder input are the primary method for identifying public facility needs. Those needs may be further analyzed by looking at existing public facilities, usage rates, and the demand for a given facility. The exception is public safety facility needs, which are determined by an analysis of response times, the physical constraints of existing public safety facilities, and changes in population.

Describe the jurisdiction’s need for Public Improvements:

As the Americans with Disabilities (ADA) guidelines change over the years, there is a need to upgrade facilities and infrastructure to meet current mandates. The City’s aging stormwater, sewer, and roads also require ongoing improvements to address wear and tear and meet the needs of current usage rates.

Based on the Community Needs Assessment Survey, street/alley improvements were identified as the top priority among critical infrastructure needs, with 42 percent of respondents ranking them as a critical need. Other key public service priorities included street lighting (41 percent), public safety improvements (40 percent), and public restrooms (37 percent).

How were these needs determined?
Resident and stakeholder input are the primary method for identifying public improvement needs. Additionally, the City’s Capital Improvement Projects (CIP) program documents infrastructure and facility improvement needs throughout the City. These projects are 05/27/2025
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42 prioritized by need and available funding through an annual budget and planning process. Sidewalk, street, and bicycle route improvements have been identified through staff analysis as a high need, which has been confirmed by community input at meetings and through surveys.

Describe the jurisdiction’s need for Public Services:

Based on the Community Needs Assessment Survey, crime prevention programs were identified as the top priority among critical community service needs, with 37 percent of respondents ranking them as a critical need. Other key public service priorities included youth activities and services (34 percent), and mental health services and recreation and cultural activities (both at 28 percent). These services are critical to improving safety, stability, and overall well-being for residents, particularly those in low- and moderate-income households.

How were these needs determined?
Public service needs were identified through multiple sources, including City Council goals, input gathered during community meetings, results from the Community Needs Assessment Survey and Stakeholder Survey, and an analysis of 2-1-1 San Diego data. As discussed in the Needs Assessment Overview (NA-05), housing-related needs emerged as the most frequent reason for calls to 2-1-1, reflecting the ongoing demand for housing assistance and supportive services in the community.

Based on the needs analysis above, describe the State’s needs in Colonias

Not applicable.
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43 Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
As of 2023, the San Diego Association of Governments (SANDAG) estimates that Vista has a total of 33,795 housing units in Vista, an increase of about 4.7 percent since 2018. A detailed breakdown by unit type is shown in Table MA-05.01 below. While there was a decrease in the number of detached single-family housing units, there was an increase in the number of attached single-family housing units and multifamily units, which are often more affordable than detached single-family dwellings. There was no change in the number of mobile homes during this period.

Table MA-05.01: Housing Units by Type
Housing Type 2018 2023 Percentage Change
Single Family – Detached 15,526 15,013 -3.3%
Single Family – Attached 2,321 3,662 +57.8%
Multifamily 12,424 13,122 +5.6%
Mobile Homes 1,998 1,998 0.0%
Total 32,269 33,795 +4.7%
Source: SANDAG, 2018 and 2023

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44 As shown in Table MA-05.02 below, median single-family home sales prices increased significantly throughout San Diego County between 2019 and 2024, with increases ranging from 46 to 93 percent. As of July 2024, the median home price in Vista was $944,000, which represents an increase of 72 percent over the past five years.

Table MA-05.02: Regional Median Single-Family Home Sales Prices Urban County July 2019
Year to Date
July 2024
Year to Date
% Change
Coronado $2,050,000 $3,002,500 +46%
Del Mar $2,000,000 $3,447,500 +72%
Imperial Beach $615,000 $925,000 +50%
Lemon Grove $473,000 $763,000 +61%
Poway $785,000 $1,396,000 +78%
Solana Beach $1,475,600 $2,850,500 +93%

HOME Cities July 2019
Year to Date
July 2024
Year to Date
% Change
Carlsbad $979,500 $1,804,400 +84%
Encinitas $1,415,000 $2,199,800 +55%
La Mesa $608,800 $997,500 +64%
San Marcos $689,800 $1,115,000 +62%
Santee $540,000 $850,000 +57%
Vista $548,200 $944,000 +72%

San Diego Region
July 2019
Year to Date
July 2024
Year to Date
% Change
$647,000 $1,058,000 +64%
Source: Greater San Diego Association of Realtors, 2019 and 2024

In previous Consolidated Plans, the City utilized the Housing Opportunity Index (HOI) to measure the percentage of homes affordable to households earning the median income.

However, the HOI has since been retired, with the final report published in the fourth quarter of 2023. The National Association of Home Builders has replaced the HOI with the Cost of Housing Index (CHI), which provides a clearer representation of the housing cost burden on families with low and moderate incomes in local markets. Both the HOI and CHI are provided below in Tables MA-05.03a and MA-05.03b, respectively.

As shown in Table MA-05.03a, the HOI indicates that only about 4 percent of homes in the San Diego region are affordable to a household earning a median income. The CHI introduces two 05/27/2025
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45 new metrics: the percentage of a typical family’s income required for a mortgage payment and the percentage of a low-income household’s income needed for a mortgage payment. As shown in Table MA-05.03b, in the San Diego region, 70 percent of a typical family’s income would be needed for a mortgage payment, and 141 percent of a low-income family’s income would be needed.

Table MA-05.03a: Housing Opportunity Index by Affordability Rank, 4th Quarter 2023 California Metro Area HOI 4th Qtr
2023 Share
of Homes
Affordable
for Median
Income
Median
Family
Income
(000s)
4th Qtr
2023
Median
Sales Price
(000s)
4th Qtr 2023
Affordability Rank

National Regional
Santa Cruz-Watsonville 11.6 132.8 950 222 55
Santa Rosa-Petaluma 11.2 128.1 760 224 56
San Jose-Sunnyvale-Santa Clara 7.1 181.3 1,400 232 63
Salinas 6.6 100.4 835 233 64
Napa 5.7 129.6 841 234 65
San Francisco-San Mateo-
Redwood City*

5.7 173.2 1,446 234 65
San Luis Obispo-Paso Robles 5.5 113.1 812 236 67
San Diego-Chula Vista-Carlsbad 4.0 116.8 828 239 70
Anaheim-Santa Ana-Irvine* 2.9 127.8 1,085 240 71
Los Angeles-Long Beach-
Glendale* 2.7 98.2 850 241 72
*Indicate Metropolitan Divisions. All others are Metropolitan Statistical Areas.

Source: National Association of Home Builders, 2024

Table MA-05.03b: Cost of Housing Index by Affordability Rank, 3rd Quarter 2024 Metropolitan Statistical Area CHI Low-Income
CHI
Median Home
Price (000’s)
Median Family
Income (000’s)
San Jose-Sunnyvale-Santa Clara 85% 170% 1,900 184.3
San Francisco-Oakland-Berkeley 68% 137% 1,309 159.8
San Diego-Chula Vista-Carlsbad 70% 141% 1,010 119.5
Riverside-San Bernardino-Ontario 51% 102% 590 97.5
Fresno 43% 86% 430 84.3
Sacramento-Roseville-Folsom 42% 83% 560 113.3
Note: CHI is the percentage of a typical family’s income needed for a mortgage payment. Low-Income CHI is the percentage of a low-income family’s income needed for a mortgage payment, with low-income being defined as 50 percent of the AMI.

Source: National Association of Home Builders, 2024
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46 The primary source of information on rental costs in the San Diego region is the Southern California Rental Housing Association (SCRHA), which conducts two surveys of rental properties per year. In the spring of 2024, approximately 6,000 surveys were sent out to rental property owners and managers throughout San Diego County. Note that, although this survey sampled a broad variety of rental housing, it was not a scientific sampling. According to SCRHA, Vista’s current rental vacancy rate is estimated to be 4.2 percent, with average rents as represented in Table MA-05.04.

Table MA-05.04: Average Rents
Spring 2023 Spring 2024 % Increase/
Decrease
Studio $1,968 $0 -
1 Bedroom $2,307 $2,347 1.7%
2 Bedrooms $2,531 $2,317 -8.5%
3+ Bedrooms $1,885 $2,278 20.8%
Source: Southern California Rental Housing Association, 2024

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47 MA-45 Non-Housing Community Development Assets - 91.410, 91.210(f)

Introduction
Vista's centralized location along major transportation corridors make it a highly desirable hub for businesses seeking convenient access to regional markets across San Diego, Orange, Los Angeles, Riverside, and San Bernardino counties. The city’s connectivity, combined with a well- established infrastructure, provides businesses with a strong foundation for growth and expansion. As a result, Vista is home to a diverse range of industries and several major employers that contribute to its thriving local economy.

Economic Development Market Analysis

The tables below provide a detailed analysis of the composition of Vista's workforce, the alignment between jobs and workers across various sectors, and disparities in job availability within specific industries. They also explore unemployment rates, occupational sectors, and educational attainment, shedding light on the challenges and opportunities within Vista's labor market.

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48 Business Activity

Table MA-45.01 highlights the distribution of workers and jobs across various sectors in Vista.

Manufacturing stands out with a surplus of jobs (+10.4%), reflecting its strong presence in the city. In contrast, sectors such as administration and support, arts and entertainment, and education and health care show a labor deficit, where more residents are employed in these industries than there are jobs locally. The largest business sectors in Vista are Education and Healthcare Services and Manufacturing, collectively accounting for approximately 32.1% of Vista's workforce.

Table MA-45.01: Business Activity
Business Sector Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share of
Jobs %
Jobs less
Workers
Administration & Support, Waste
Management and Remediation
2,741 1,345 7.0% 4.2% -2.8%
Agriculture, Mining, Oil & Gas Extraction 735 64 1.9% 0.2% -1.7% Arts, Entertainment, Accommodations 3,717 2,313 9.5% 7.3% -2.2% Construction 3,204 3,704 8.2% 11.7% 3.5%
Education and Health Care Services 7,749 5,623 19.8% 17.7% -2.1% Finance, Insurance, and Real Estate 1,938 878 4.9% 2.8% -2.2% Information 683 62 1.7% 0.2% -1.5%
Manufacturing 4,838 7,233 12.3% 22.8% 10.4%
Other Services 1,217 861 3.1% 2.7% -0.4%
Professional, Scientific, Management
Services
3,885 2,076 9.9% 6.5% -3.4%
Public Administration 1,057 356 2.7% 1.1% -1.6%
Retail Trade 4,068 3,948 10.4% 12.4% 2.1%
Transportation and Warehousing 1,304 418 3.3% 1.3% -2.0% Wholesale Trade 2,056 2,866 5.2% 9.0% 3.8%
Total 39,192 31,747 100% 100% 0%
Note: In the “Jobs less workers %” column, a negative number reflects an oversupply of labor for the sector (more workers than jobs) and a positive number reflects an undersupply of labor (more jobs than workers).

Data Source: U.S. Census Bureau Longitudinal Employer-Household Dynamics OnTheMap, 2021 (number of workers are based on where workers live; number of jobs are based on where workers are employed; both analyses are based on primary jobs)

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49 Table MA-45.02 shows that the city’s overall unemployment rate is 6.3 percent, with younger workers aged 16-24 experiencing a much higher unemployment rate of 12.0 percent, compared to 5.1 percent for those aged 25-65. Note, however, that California Employment Development Department data from October 2024 suggests that the overall unemployment rate is 5.1 percent.

Table MA-45.02: Labor Force
Total Population in the Civilian Labor Force 52,428
Civilian Employed Population 16 years and over 49,119
Unemployment Rate 6.3%
Unemployment Rate for Ages 16-24 12.4%
Unemployment Rate for Ages 25-64 5.1%
Source: 2018-2022 ACS [Tables DP03 & B23001]

Table MA-45.03: Occupations by Sector
Number of
People
Management, business, science, and arts 15,495
Service 10,353
Sales and office 10,841
Natural Resources, construction, and maintenance 5,816
Production, transportation and material moving 6,614
Total 49,119
Source: 2018-2022 ACS [Data Series S2401]

As shown in Table MA-45.04, the majority of Vista’s labor force (60 percent) has a commute time of less than 30 minutes, while 32 percent commute between 30 and 59 minutes, and only 8 percent travel 60 minutes or more. This data underscores the accessibility of jobs within or near Vista and indicates a relatively localized labor force.

Table MA-45.04: Travel Time
Travel Time Number of
Commuters
Percentage
< 30 Minutes 25,867 60%
30-59 Minutes 13,982 32%
60 or More Minutes 3,436 8%
Total 43,285 100%
Source: 2018-2022 ACS [Table B08303]

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50 Table MA-45.05 shows that 61 percent of Vista’s labor force has some college education or higher, while 39 percent hold a high school diploma or less.

Table MA-45.05: Educational Attainment by Employment Status (Population 25 to 64 Years) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 6,471 444 2,476
High school graduate (includes
equivalency) 9,111 544 2,491
Some college or associate’s
degree 12,944 705 3,150
Bachelor’s degree or higher 11,837 494 1,715
Source: 2018-2022 ACS [Table B23006]

Table MA-45.06 shows that educational attainment varies by age group. Adults aged 45 to 65 have the highest rates of associate’s, bachelor’s, or graduate degrees.

Table MA-45.06: Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 106 570 1,720 3,337 1,591
9th to 12th grade, no
diploma 1,049 1,061 918 1,785 590
High school graduate,
GED, or alternative 3,871 3,722 3,187 5,283 2,516
Some college, no degree 4,007 4,244 2,954 5,083 2,771
Associate’s degree 416 1,653 1,384 1,790 891
Bachelor’s degree 680 3,568 2,361 3,854 2,003
Graduate or professional
degree 53 870 1,605 1,949 1,395
Source: 2018-2022 ACS [Table B15001]

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51 Table MA-45.07 shows a correlation between educational attainment and income. Individuals with less than a high school diploma earn a median income of $33,364, while those with a graduate or professional degree earn significantly more at $87,986.

Table MA-45.07: Educational Attainment – Median Earnings in the Past 12 Months (Population 25 and Over)
Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate $33,364
High school graduate (includes equivalency) $39,336
Some college or associate’s degree $46,843
Bachelor’s degree $68,635
Graduate or professional degree $87,986
Source: 2018-2022 ACS [Table B20004]

Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Table MA-45.01 indicates that there is a total of approximately 39,192 employed persons in Vista, of which 19.8 percent are in the Education and Health Care Services sector. The Arts, Entertainment, and Accommodations sector employs 9.5 percent of the number of workers in Vista. This sector includes those working in the craft beer industry, which is a leading driver of the local economy. In fact, Vista has the most breweries per capita of any city in the United States, with one for every 7,000 residents. However, there are fewer jobs in these sectors than workers, indicating that workers may be commuting out of the city to work. This is also true in other sectors, including the Finance, Real Estate and Insurance industries. At the other end of the spectrum, there are more jobs than workers in several industries, including the Construction, Manufacturing, and Wholesale sector, indicating that people may be commuting into Vista for these jobs. Table MA-45.04 illustrates that most commuters spend less than 30 minutes commuting daily.

As shown in Table MA-45.02, the overall unemployment rate in Vista is 6.3 percent, based on 2022 Five-Year ACS data. However, California Employment Development Department data from December 2024 suggests that the overall unemployment rate is 4.7 percent. When looking at statistics based on educational attainment (see Table MA-45.05), 26 percent of people over the age of 16 with less than a high school diploma are not participating in the labor force, whereas only 12 percent of people with a bachelor’s degree or higher are not in the labor force.

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52 As shown in Table MA-45.07, data regarding educational attainment shows that the higher the education level a person has obtained, the higher the income typically earned. For example, a person with a graduate or professional degree makes more than two and a half times the amount of a person without a high school diploma. In addition, the difference in earnings between those without a high school diploma and those with a diploma is significant –an 18 percent difference in wages.

Describe the workforce and infrastructure needs of the business community:

Infrastructure remains a top priority among community members who provided feedback during the development of the Consolidated Plan. Economic development is also a focus of the City Council’s 2024-2026 goals, reflecting local leadership’s commitment to addressing critical workforce and infrastructure needs.

The Vista Economic Development Strategy (VEDS), approved by the City Council on February 23, 2020, identifies infrastructure as a key factor for supporting economic growth. Specifically, the VEDS recommends aligning the City’s Capital Improvement Plan (CIP) with economic development goals by prioritizing infrastructure projects in high-priority development areas. To achieve this, the City’s Economic Development team works closely with other departments to ensure critical projects are included in the CIP. Additionally, the City tracks regional infrastructure investments that have the potential to impact Vista’s economic development.

In terms of workforce development, the City’s Economic Development team plays a central role in connecting employers, educators, and workforce professionals to create and retain jobs for Vista residents. The VEDS outlines a strategy to retain, expand, and attract businesses within the following eight key industries:

1. Biopharmaceuticals

2. Medical devices

3. Information technology

4. Aerospace vehicles and defense

5. Distribution and electronic commerce

6. Education and knowledge creation

7. Food and beverage processing

8. Entertainment/arts-oriented businesses

These efforts reflect the City’s commitment to addressing workforce development needs by supporting industries that offer job opportunities and economic growth for Vista residents. 05/27/2025
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53 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 Vista is undertaking a series of significant infrastructure and community improvement projects that are expected to enhance economic opportunities, improve public safety, and elevate the overall quality of life for residents. These investments include critical upgrades such as the Slurry Seal and Street Rehabilitation Project and the Bobolink Storm Drain Project, which address aging infrastructure, improve road conditions, and reduce flooding risks.

Long-term projects like the Citywide CMP Storm Drain Replacement will ensure the resilience of Vista’s infrastructure, supporting future development and business growth.

Transportation enhancements play a key role in the City’s plans, including the installation of roundabouts at Foothill Drive/Oak Drive and Bobier Drive/Calle Jules, which aim to reduce traffic congestion and improve safety. Projects such as the Townsite Complete Streets Project and pedestrian-focused improvements on Nevada Avenue/Lemon Avenue and Michigan Avenue will create safer and more accessible spaces for cyclists and pedestrians, encouraging active transportation and supporting local businesses. Similarly, the construction of protected bike lanes and green bike lane markings promotes sustainable commuting options, benefiting workers and businesses alike.

The SANDAG Inland Rail Trail is a 21-mile Class I bikeway traversing the communities of Oceanside, Vista, San Marcos, Escondido, and unincorporated areas of San Diego County. This project enhances regional connectivity by linking major transit stations and providing safe, accessible transportation and recreational options for residents. A recent $12 million grant awarded in April 2021 will address a critical two-mile gap in Vista, connecting Civic Center Drive and North Drive. Construction began in 2022, and once complete, the trail will provide a seamless route from Escondido to Oceanside. These improvements will increase access to employment centers and retail areas, while promoting tourism, outdoor recreation, and active transportation.

Collectively, these infrastructure improvements and investments will position Vista for sustained economic growth, attracting businesses, creating jobs, and improving the community’s overall quality of life.

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54 How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?

As shown in Table MA-45.05, the workforce data for Vista demonstrates a strong relationship between educational attainment and employment opportunities. Individuals with a bachelor’s degree show high levels of employment, with 11,837 employed and relatively low unemployment (494), indicating a strong demand for highly skilled workers. These statistics align with opportunities in sectors requiring advanced education, such as Professional Services, Health Care, and Management roles.

Those with some college or an associate's degree represent the largest group of employed individuals (12,944), but they also face higher levels of unemployment (705) and a significant portion not participating in the labor force (3,150). Individuals with a high school diploma or equivalent account for 9,111 employed and 544 unemployed, while those with less than a high school diploma face the most limited opportunities, with 6,471 employed and 444 unemployed.

Median earnings data further reinforce this pattern: workers without a high school diploma earn significantly less ($33,364) compared to those with a bachelor’s degree ($68,635) or a graduate/professional degree ($87,986).

Programs focused on upskilling and educational attainment, particularly for residents with lower education levels, may help bridge the gap between workforce skills and employment opportunities. Investments in technical training, certifications, and career pathways in growing industries like manufacturing, health care, and construction could improve job access and economic outcomes for the workforce.

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 City of Vista actively supports workforce training initiatives that align with its economic development goals and the objectives of the Consolidated Plan. The Vista Economic Development team plays a pivotal role by connecting employers, educators, employees, and workforce professionals to foster job creation and retention in the community. Additionally, Vista residents are linked to various employment resources and training opportunities to enhance their job readiness and career prospects.

A key partner in these efforts is the San Diego Workforce Partnership (SDWP), which assists employers in recruiting and training talent while providing job seekers with a variety of career 05/27/2025
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55 development services. SDWP’s Career Agents offer individualized counseling sessions to guide participants through employment-related programs, including the Workforce Innovation and Opportunity Act (WIOA), designed to improve job access for qualified applicants. These sessions help participants register for programs, access professional development opportunities, and connect to additional resources across the San Diego region.

Residents are encouraged to utilize SDWP’s Online Career Portal, which features job postings from employers across the San Diego region, making employment opportunities easily accessible. Career Workshops and Career Events are additional tools offered through SDWP.

Workshops focus on practical employment topics such as resume writing and job applications and are available on-demand for flexible access. Career Events provide live, interactive opportunities to engage in activities like virtual job search strategies, salary negotiation sessions, resume reviews, and mock interviews. Facilitated both in group settings and one-on- one appointments, these events help job seekers build the skills needed to secure quality employment.

Furthermore, Vista residents have access to job opportunities posted by local higher education institutions, including California State University San Marcos, MiraCosta College, Palomar College, San Diego State University, and UC San Diego. These connections to higher education institutions ensure that local employers and employees are aligned with current job market needs, especially in fields requiring advanced or specialized training.

Together, these initiatives support the City of Vista’s Consolidated Plan by addressing workforce development needs, enhancing employment opportunities, and bridging skills gaps. By leveraging partnerships with SDWP, educational institutions, and regional resources, the City is creating pathways for residents to access high-quality jobs, strengthening Vista’s workforce and overall economic growth.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?

The City does not participate in a CEDS.

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.

Not applicable, as the City does not participate in a CEDS.

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56 Discussion
Please see above.

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57 MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")

A Qualified Census Tract (QCT) is any census tract in which at least half of households earn less than 60 percent of the median income. These are predominately used to guide housing investments through the Low-Income Housing Tax Credit (LIHTC) program, but for the Consolidated Plan, QCTs are good approximations for areas that have the greatest community development needs and where housing problems are concentrated. Figure MA-50.01 shows the QCTs in Vista, bounded in blue.

Figure MA-50.01: Qualified Census Tract

Source: U.S. Department of Housing and Urban Development, 2023

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58 Figure MA-50.02 indicates which census tracts have a concentration of cost-burdened households.

Figure MA-50.02: Percentage of Households that are Cost Burdened by Census Tract

Source: U.S. Department of Housing and Urban Development, 2023

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59 Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration")

A minority concentration is defined as a census tract whose proportion of a non-white population is at least 20 percentage points higher than the area as a whole, according to HUD’s Rental Assistance Determination Minority Concentration Analysis Tool. Figure MA-50.03 below shows a map of the city using HUD’s Minority Concentration Analysis Tool, which indicates some areas of minority concentration.

Figure MA-50.03: Minority Concentration Map

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60 Figure MA-50.04 indicates census tracts with a concentration of households with low incomes (earning below 80 percent of the HAMFI).

Figure MA-50.04: Percentage of Low-Income Households

Source: U.S. Department of Housing and Urban Development, 2023

What are the characteristics of the market in these areas/neighborhoods?

Census tract 195.01, outlined in black in Figure MA-50.3, has a median household income of $39,000, which is less than half of the City’s median income and only 40 percent of the County’s median income. The poverty rate in this area is 21 percent, nearly 50 percent higher than the County’s overall rate.

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61 Are there any community assets in these areas/neighborhoods?

The centrally located QCTs incorporate the civic and cultural center of Vista, so there are many community assets in these areas. The Vista Civic Center, with the Library and City Hall, lies nearby. The Rancho Bueno Vista Adobe, dating back to the 1840’s, is the birthplace of Vista and is now preserved as a tourist attraction and event center. There are several commercial corridors, with grocery stores, retail, restaurants, and banks. There are also many schools in the area, and it is the most transit-rich area of Vista with a regional transit center including bus and rail lines.

Are there other strategic opportunities in any of these areas?

Vista as a city is becoming more and more attractive for investments of all types. It is strategically located, is well served by transit, and has many emerging and successful small businesses. To continue fostering an environment of economic growth, the City developed a Downtown Vista Specific Plan for the revitalization of downtown. The Downtown Vista area is a designated Opportunity Zone, which is a geographic location that incentivizes investment into businesses, business assets and properties within that location. Opportunity Zones were created as a part of the December 2017 Federal Tax Cuts and Jobs Act and designated to incentivize investment into low-income census tracts, ultimately encouraging meaningful investments that will improve the community for generations and provide benefits to investors. 05/27/2025
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62 MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)

Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

HUD guidelines require all Consolidated Plans to include a discussion on the broadband needs of the jurisdiction and the prevalence of the digital divide, defined as the gap between households with access to computers and internet on a regular basis and those who do not. In preparing the Consolidated Plan, the City used data from the Federal Communications Commission (FCC) to determine the number of households with and without internet access.

The internet is an essential communications and information tool, enabling users to benefit from the growing interconnectedness of business, education, commerce, and daily activity.

Reliable internet access is increasingly recognized as a necessity for thriving in today’s economic environment. Communities without broadband access face significant challenges in keeping pace with the rest of the country, as limited connectivity hinders their residents’ ability to access educational and entrepreneurial opportunities online. The issue is particularly prevalent in low to moderate income areas, where economic opportunities are already limited. Research indicates a strong correlation between expanded high-speed internet access and improved educational and employment prospects, especially in small cities and rural communities.

To assess the digital divide, the City included a question in its community needs survey that asked residents their most critical infrastructure needs. Approximately 27 percent of respondents felt increasing access to broadband internet is a high priority need in the community.

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63 Figure MA-60.01 shows broadband access across Vista, where broadband is defined as service with download speeds of 25 megabits per second (Mbps) and upload speeds of 3 Mbps (25/3 Mbps). As shown in the map, significant gaps in broadband coverage are minimal.

Figure MA-60.01: Map of Broadband Access

Source: California Interactive Broadband Map (data as of December 31, 2021)

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64 In March 2024, the U.S. Federal Communications Commission (FCC) raised their benchmark for high-speed fixed broadband from 25/3 Mbps to download speeds of 100 Mbps and upload speeds of 20 Mbps (100/20 Mbps). Figure MA-60.02 shows that 100 percent of units in Vista have access to high-speed fixed broadband with speeds of at least 100/20 Mbps.

Figure MA-60.02: Units with Fixed Broadband Access in Vista

Source: Federal Communications Commission (data as of June 30, 2024)

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65 Figure MA-60.03 shows the top 10 fixed broadband providers in Vista and the percentage of units served by each provider.

Figure MA-60.03: Top 10 Fixed Broadband Providers in Vista

Source: Federal Communications Commission (data as of June 30, 2024)

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Most residents in the City and San Diego County have access to three or more broadband internet providers. Having a variety of broadband internet providers fosters competition, which often leads to improved service quality, lower prices, and greater innovation in technology. It gives consumers more choices, enabling them to select a provider that best meets their needs in terms of speed, reliability, and cost. Multiple providers can also increase network resilience, as alternative options ensure connectivity in case of service disruptions. This competitive landscape drives providers to continually enhance their offerings, ultimately benefiting both residential and business users with better overall internet services.

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66 MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)

Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of Vista faces increasing natural hazard risks due to climate change. The region has seen an increase in extreme heat events and is projected to experience an increase in temperature of 5 to 10 degrees by the end of the 21st century, according to the California Climate Adaptation Strategy. Additionally, wildfires associated with higher temperatures and droughts have increased in frequency, longevity, and severity, resulting in a higher number of poor air quality days. Additionally, water availability has become scarcer due to intensified droughts and reduced stormwater runoff, which has significant implications for the agricultural sector and regional water supplies.

The City of Vista acknowledges these growing risks and has developed a Climate Action Plan (CAP) to address these challenges. First adopted in 2012 and most recently updated in 2021, the CAP provides a comprehensive roadmap to reduce greenhouse gas (GHG) emissions and mitigate climate-related risks. The City has set an ambitious goal to reduce emissions by 42 percent below 2012 levels by 2030 through seven strategies and 13 measures outlined in the plan.

The CAP specifically addresses natural hazards exacerbated by climate change, such as increased temperatures, extreme heat events, wildfires, droughts, and flooding, which pose serious risks to infrastructure, public health, and the local economy. Vista’s proximity to wildland-urban interface areas heightens the risk of wildfire damage, while drought conditions strain local water systems. Additionally, localized flooding from intense storms further threatens the community.

To address these challenges, the CAP promotes measures to reduce air pollution, improve energy efficiency, and transition to renewable energy sources, all of which help mitigate climate risks and contribute to a cleaner environment. Annual progress monitoring and updates to the City Council ensure the CAP remains responsive to emerging climate concerns and evolving conditions.

The CAP aligns with California’s GHG reduction targets under Assembly Bill 32 and Senate Bill 32, which call for reducing emissions to 40 percent below 1990 levels by 2030 and 80 percent below 1990 levels by 2050. By addressing these goals, Vista aims to not only reduce GHG emissions but also improve public health, economic development, and overall quality of life for its residents.
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67 Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

Households in Vista who are low to moderate income may be disproportionately vulnerable to the increasing natural hazards associated with climate change. This population often resides in housing that may not have been designed to withstand hazards such as wildfires, flooding, or extreme heat. These homes are more likely to lack adequate insulation, fire-resistant materials, or structural reinforcement, leaving residents more exposed to damage during a disaster or periods of inclement weather.

Findings also reveal that households with low to moderate incomes have limited financial resources to invest in protective measures, such as floodproofing, fire-resistant upgrades, or air conditioning to mitigate extreme heat. This financial constraint extends to post-disaster recovery, as many households with LMI lack access to sufficient insurance or savings to rebuild or repair their homes after a natural disaster.

Moreover, methods such as social vulnerability indices and hazard-specific risk modeling consistently identify households with LMI as among the most at-risk populations in Vista. These methods account for factors like income, housing tenure, and access to transportation, which influence both the ability to prepare for and recover from disasters.

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68 Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan outlines the strategies and policies with which the City plans to address the issues and opportunities presented in the Needs Assessment and Market Analysis. Ultimately, the Strategic Plan will help achieve the City’s Consolidated Plan priorities by guiding investments in Vista’s communities and households with low to moderate incomes.

The priorities for the 2025-2029 Consolidated Plan cycle are:

1. Priority 1: Increase access to affordable housing and housing services to prevent and reduce homelessness, improve housing stability, and support the long-term well-being of residents with low to moderate incomes.

2. Priority 2: Enhance public infrastructure and facilities to create safe, vibrant, and inclusive communities and promote accessibility, sustainability, and a high quality of life for residents.

3. Priority 3: Expand public services to address the needs of vulnerable populations, including families and children with low to moderate incomes, seniors, and individuals experiencing food insecurity.

These goals, and the funded activities meant to achieve them, align with HUD’s approaches to developing viable communities: (1) providing decent housing; (2) providing a suitable living environment; and (3) expanding economic opportunity.

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69 SP-10 Geographic Priorities - 91.415, 91.215(a)(1)
Geographic Area

Geographic Priority Areas

Not applicable. Please see discussion below.

General Allocation Priorities
As a relatively small jurisdiction, the City will not be allocating funding on a geographic basis.

Funding will be provided to activities and programs based on quality and quantity of applications, as well as their alignment with the Consolidated Plan’s priorities and goals.

However, some activities must occur within CDBG-eligible block groups. Figure SP-10.01 below shows the low to moderate income block groups in Vista that are eligible for place-based CDBG activities (highlighted in yellow).

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70 SP-10.01: Vista Low-Moderate Income Block Groups

Source: City of Vista, December 2024
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71 SP-25 Priority Needs - 91.415, 91.215(a)(2)

Table SP-25.01: Priority Needs Summary

1 Priority Need Name Affordable Housing and Housing Services Priority Level High
Description Support the development of new affordable housing rental units and preservation of existing affordable homes, mortgage assistance to LMI first‐time homebuyers, and Fair Housing testing and services.

Population All LMI residents
Target Area Citywide
Associated Goals Affordable Housing
Basis for Relative Priority Local housing data and input from community meetings and surveys.

Additionally, Fair Housing is a requirement of the CDBG program.

2 Priority Need Name Public infrastructure and facilities improvements Priority Level High
Description Make improvements to infrastructure and facilities that support LMI residents.

Population All LMI residents
Target Area CDBG-eligible block groups and nonprofit agencies that serve LMI populations.

Associated Goals Public infrastructure and facilities improvements Basis for Relative Priority Assessments of current facilities, input from community meetings and surveys, and City established goals.

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72 3 Priority Need Name Services for LMI residents and special needs populations Priority Level High
Description Support the provision of services to address the needs of vulnerable populations, including families and children with low to moderate incomes, seniors, and individuals experiencing food insecurity.

Population LMI and non-homeless special needs populations Target Area Citywide
Associated Goals Services for LMI residents and special needs populations Basis for Relative Priority Demographic data and input from community meetings and surveys.

4 Priority Need Name Shelters and services for the homeless Priority Level High
Description Support the provision of services, prevention efforts, and shelter for individuals experiencing homelessness.

Population Extremely low income, chronic homelessness, individuals, families with children, mentally ill, chronic substance abuse, veterans, persons with HIV/AIDS, survivors of domestic violence, and unaccompanied youth.

Target Area Citywide
Associated Goals Prevent and reduce homelessness
Basis for Relative Priority Data on housing-related issues and input from community meetings and surveys.

Narrative (Optional)
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73 SP-35 Anticipated Resources - 91.420(b), 91.215(a)(4), 91.220(c)(1,2)

Introduction
The City receives funds from the State of California’s Department of Housing and Community Development (HCD), which will be used to implement the activities of the Consolidated Plan.

Table SP-35.01: Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder
of Consolidated Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Federal Administration;
Affordable
Housing;
Public
Improvements;
Public services
$953,823 $0 $0 $953,823 $3,815,292 CDBG
funds will
leverage
private,
local, state,
and other
federal
funds to
provide
services to
LMI
residents

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied While the CDBG program does not require matching funds, CDBG funds offer excellent opportunities to leverage private, local, state, and other federal funds to allow for the provision of public service activities. The City will access Permanent Local Housing Allocation (PLHA) funds, as well as the Affordable Housing Fund to address local affordable housing needs.

Additionally, many State housing programs have scoring criteria that reward applicants who commit matching funds. This approach allows Vista to attract additional funding streams to supplement federal allocations, enabling broader community impact and more efficient use of available resources to meet the needs of Vista residents.

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74 If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified in the plan
The City of Vista recognizes the importance of leveraging public land to address housing and community needs and regularly reviews its real estate portfolio to assess whether properties are being utilized to their fullest potential. By evaluating its assets in alignment with housing and service priorities outlined in the Consolidated Plan, the City can create opportunities to support low- and moderate-income households, address homelessness, and expand access to essential services. In collaboration with local partners, the City will continue to explore publicly owned land as a resource to increase the supply of affordable housing and support broader community development goals and expand access to essential services, including interim housing for Vista’s unsheltered population.

Discussion
A variety of funding sources will be used to implement the activities identified in the Consolidated Plan, including: CDBG, CALHOME, Housing Set-Aside (Housing Fund), City general Fund, and a variety of other private, state, and federal grants. Housing Fund and city-owned properties will be used for affordable housing and public facilities, respectively.

The City of Vista is partnering with Wakeland Housing and Development Corporation to develop approximately 126 Permanent Supportive Housing units at two City-owned parcels. The City has committed $2 million in local contributions and will consider additional financial support to ensure that the units will be available for formerly unsheltered residents exiting homelessness with wrap-around services to ensure housing stability. The developments are expected to complete construction sometime in 2028.

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75 SP-40 Institutional Delivery Structure - 91.415, 91.215(k)

Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Table SP-40.01: Institutional Delivery Structure
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Vista Government Lead Agency – CDBG
Administrator
Jurisdiction
County of San Diego
Housing and
Community
Development
Public Housing
Authority
HOME Lead Agency;
PHA
Region
Regional Task Force on
Homelessness
Continuum of Care CoC Region

Assessment of Strengths and Gaps in the Institutional Delivery System While only a few entities have formal roles in administering HUD’s entitlement programs, the City as the lead CDBG agency must work with a host of stakeholders to coordinate activities and achieve the goals of the Consolidated Plan. These include other City departments, various government agencies, businesses, nonprofit organizations, service providers, sub-recipients, and more. Continuous communication and coordination are essential, especially as new resources become available and new challenges emerge.

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76 Availability of services targeted to homeless persons and persons with HIV and mainstream services

Being Alive San Diego offers compassionate services to people affected by HIV and AIDS throughout the County. They are the largest, continually operating support service organization for people living with HIV/AIDS in San Diego County, improving the lives of more than 8,000 people affected by the disease. While most of their clients reside in the central region, they offer services and support countywide.

Additionally, the County of San Diego’s Health and Human Services Agency (HHSA) has a dedicated HIV, STD, and Hepatitis Branch whose mission is to improve the health outcomes in communities disproportionately impacted by HIV and STDs. They offer counseling and testing services, prevention resources, and referral services.

Table SP-40.02: Homeless Prevention Services Summary
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 X X
Mortgage Assistance X
Rental Assistance X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X X
Other Street Outreach Services x x X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X X X
Employment and Employment
Training
X X
Healthcare X X X

HIV/AIDS X X X
Life Skills X X
Mental Health Counseling X X X
Transportation X X
Other
Other

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77 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)

The City of Vista’s service delivery system for addressing homelessness focuses on collaboration and partnerships with local and regional service providers, leveraging their expertise and resources to meet the diverse needs of individuals and families experiencing homelessness.

To support chronically homeless individuals, families with children, veterans and their families, and unaccompanied youth, the City works closely with local homeless service providers to ensure continued access to shelter, supportive services, and housing opportunities. As previously mentioned, the City opened the Buena Creek Navigation Center, a low-barrier shelter, on March 4, 2024. On-site operations and case management services are managed by Retread Housing Services. Additionally, the City’s homeless strategy is outlined in the Strategic Plan to Address Homelessness, which identifies goals and actionable strategies to reduce homelessness and prevent individuals and families from becoming homeless.

The City also coordinates with regional agencies, including the County of San Diego Housing and Community Development Department and the Regional Task Force on Homelessness (RTFH).

The County’s administration of the HOME program provides rental assistance and affordable housing opportunities. The RTFH plays an integral role in coordinating data, resources, and strategic planning at the regional level, ensuring a comprehensive approach to reducing homelessness across Vista and surrounding communities.

By fostering strong partnerships and aligning its goals with regional strategies, the City ensures that individuals and families experiencing homelessness have access to the support, shelter, and housing they need to achieve stability and self-sufficiency.

The tables below are sourced from the 2024 Point-in-Time Count, which is a manual count of the number of individuals experiencing homelessness throughout the County coordinated by RTFH.

Table SP-40.03: City of Vista Point in-Time-Count
Emergency Shelter Safe Haven Transitional Housing Unsheltered 24 0 77 170
Total: 271
Source: San Diego Regional Task Force on Homelessness, 2024

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78 Table SP-40.04: Homeless Housing Inventory
Housing Inventory Beds Utilization
Emergency Shelter 45 53%
Safe Haven - -
Transitional Housing 89 87%
Permanent Supportive Housing 97 32%
Rapid Re-Housing - -
Other Permanent Housing - -
Source: San Diego Regional Task Force on Homelessness, 2024

Table SP-40.05: Homeless Profile (Unsheltered)
Homeless Profile % of Unsheltered Persons # of Unsheltered Persons Veteran 4% 7
Female 21% 10
Families 0% 0
Youth 6% 10
Source: San Diego Regional Task Force on Homelessness, 2024

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

The City of Vista relies on a network of experienced agencies to provide services to special needs populations and individuals experiencing homelessness. These organizations have a long history and proven expertise in delivering critical support to the community. Key service providers include Operation HOPE, Alpha Project, CSA San Diego County, North County Lifeline, Solutions for Change, Interfaith Community Services, Boys & Girls Club of Vista, Mama's Kitchen, Meals on Wheels, Vista Community Clinic, Palomar Family Counseling, San Diego Rescue Mission, Jewish Family Services of San Diego, Retread Housing Services, and Townspeople.

These organizations, many of which have previously received funding through the City’s CDBG program, provide a range of essential services. Collectively, they serve youth, seniors, lower- income households, and individuals experiencing homelessness by offering shelter, case management, mental health services, meals, housing assistance, and other vital resources.

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79 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

The City of Vista is committed to addressing gaps in the institutional structure and service delivery system to effectively meet the community’s priority needs. Central to this effort is the Strategic Plan for Addressing Homelessness, which serves as a roadmap for local actions to prevent and reduce homelessness over the next several years.

The City will also continue to strengthen partnerships with key organizations, including local nonprofit agencies, regional providers, and the County of San Diego, to best address Vista’s housing and community development needs.

Additionally, the City will focus on improving communication and information-sharing among service providers to identify gaps, address emerging needs, and streamline service delivery. By prioritizing collaboration, resource alignment, and strategic planning, Vista aims to create a more efficient and responsive system to address its most pressing housing and community development challenges.
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80 SP-45 Goals - 91.415, 91.215(a)(4)
Goals Summary Information

Table SP-45.01: Goals Summary
Goal Name Start Year End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome
Indicator
Affordable housing
and housing
services
2025 2029 Affordable housing Citywide Decent and affordable housing
CDBG: $200,000 323 persons assisted
Public infrastructure
and facilities
improvements
2025 2029 Non-housing
community
development
Citywide Community
improvements
CDBG: $3,090,292

2,650 persons
assisted
Services for LMI
residents and
special needs
populations
2025 2029 Non-housing
community
development
Citywide Public services CDBG: $380,000

621 persons assisted
Shelters and
services for the
homeless
2025 2029 Homelessness
services
Citywide Homelessness services CDBG: $145,000

Homeless Prevention
Services: 74 persons
assisted

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81 Table SP-45.02: Goal Descriptions
Goal Name Goal Description
Affordable housing and housing
services
Support the development of new affordable housing rental units and preservation of existing affordable homes.

Public infrastructure and facilities
improvements
Make improvements to infrastructure and facilities that support LMI residents.

Services for LMI residents and special
needs populations
Support the provision of services to address the needs of vulnerable populations, including families and children with low to moderate incomes, seniors, and individuals experiencing food insecurity.

Shelters and services for the
homeless
Support the provision of homeless services, prevention efforts, and shelter for individuals experiencing homelessness.

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)

The City does not receive HOME funds directly, but participates in the HOME Consortium, which is operated by the County of San Diego.
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82 SP-65 Lead-based Paint Hazards - 91.415, 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The Lead-Based Paint (LBP) regulations affect a variety of housing and community-based programs. The process for identifying and resolving LBP issues varies depending upon the amount of assistance and the type of program affected. The most common actions that need to be taken are:
• Lead Hazard Evaluation – A risk assessment, paint testing or a combination of these to determine the presence of LBP hazards or lead-based paint in properties built prior to 1978.
• Lead Hazard Reduction – Activities designed to reduce or eliminate exposure to LBP hazards through methods including interim controls, standard treatments, or abatement.
• Clearance – An activity conducted following LBP hazard reduction activities to determine that the hazard reduction activities are complete.

Just over 40 percent of the City’s housing stock was built prior to 1980, a good indicator for the potential scope of LBP issues, as residential use of LBP was banned in 1978. It is helpful that the City’s housing stock is relatively new, and therefore healthier, but that should not preclude actions to address existing LBP issues. An important method for mitigating LBP risks is modernizing the housing stock. This means producing new affordable units that will increase access to housing without LBP hazards. This is a slow process, however, so the County’s Health and Human Services Agency offers a lead poisoning prevention program that County residents can access.

How are the actions listed above integrated into housing policies and procedures? The City has implemented the following actions for first time homebuyer programs with respect to lead-based paint:
• Written Disclosure of Information on lead-based paint. • Seller Disclosure regarding presence of lead-based paint. • Pamphlet “Protect Your Family from Lead in Your Home” given to purchaser. • Pre 1978 Properties – have received an FHA Appraisal with a comprehensive valuation package certifying the acceptable condition of the property. • If lead-based paint identified through visual assessment, then require lead hazard reduction and clearance as required by 24 CFR Part 35 Subpart K. 05/27/2025
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83 Additionally, City staff ensures residents are aware of the County’s LBP prevention programs. 05/27/2025
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84 SP-70 Anti-Poverty Strategy - 91.415, 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families Based on the latest ACS data, approximately 11.1 percent of Vista residents are living at or below the federal poverty level, a figure slightly below the state average. While many challenges contributing to poverty are outside of the City’s direct control, Vista is committed to utilizing all available tools and resources to support residents in need.

The City’s efforts to reduce poverty are rooted in expanding affordable housing opportunities, strengthening economic development programs, and supporting critical public services.

Affordable housing remains a cornerstone of Vista’s anti-poverty approach, as it alleviates the financial burdens on low-income households, helping families redirect income toward other essential needs such as healthcare, childcare, and education.

Economic development activities are equally essential to poverty reduction. By promoting job creation, workforce training, and business investment, the City helps residents gain skills and access employment opportunities that lead to economic stability. In addition, CDBG funds are allocated to public service programs that address key hardships faced by lower-income households, including homelessness prevention, food insecurity, and access to healthcare.

Economic development activities are aimed at reducing the number of poverty-level families in the City through increased skills and opportunities. Employment services help ensure that individuals are prepared for the workforce and the initial process of applying and interviewing for a job. Business investment and development will help increase the availability of jobs within the city. Public services may also assist by providing services that help alleviate hardships or other obstacles.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan

The City of Vista’s strategies to reduce poverty are closely aligned with its affordable housing initiatives, recognizing that stable, affordable housing is critical to breaking the cycle of poverty.

The County of San Diego plays a central role in supporting these efforts through the administration of Section 8 Housing Vouchers, which help low-income families manage housing costs. Additionally, eligible first-time homebuyers in Vista can access low-interest, deferred payment loans provided through County programs, making homeownership more attainable.

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85 individuals gain the skills necessary to secure stable jobs and increase household incomes. By attracting business investment and promoting job growth, the City expands opportunities for residents while creating a stronger local economy.

Public services funded through CDBG further strengthen this coordinated approach. Programs addressing homelessness, healthcare access, food insecurity, and basic needs provide essential support to households struggling with poverty. The City also collaborates closely with the County of San Diego, which administers programs like CalWORKs and CalFresh. CalWORKs provides cash aid and job training to help families achieve financial stability, while CalFresh addresses food insecurity—one of the most significant challenges for low-income households.

Furthermore, the County’s Health and Human Services Agency and local nonprofit partners play a critical role in providing a wide range of healthcare, mental health, and social services to Vista residents. By leveraging partnerships, aligning affordable housing strategies with economic development initiatives, and addressing service gaps, the City is working to reduce poverty and create a more equitable, resilient community for its most vulnerable residents. 05/27/2025
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86 SP-80 Monitoring - 91.230
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

The City of Vista’s Housing and Homeless Services Division is responsible for administering the CDBG program and ensuring that all activities carried out in furtherance of the Consolidated Plan comply with statutory and regulatory requirements. To achieve this, Division staff conduct regular and systematic monitoring to ensure resources are used efficiently, objectives are achieved, and all information reported to HUD is accurate and complete.

The City reviews Consolidated Plan strategies, objectives, and activities on a quarterly basis to evaluate progress, assess resource allocation, and confirm that program goals are on track.

Each funded program or project operates under a written agreement between the City and its sub-recipients. These agreements include a detailed description of the work, project budgets, timelines, reporting requirements, and other program compliance measures.

To ensure ongoing accountability, sub-recipients are required to submit quarterly performance reports that allow the City to evaluate program outcomes and address any issues in a timely manner. In addition to these reviews, the City conducts desk audits throughout the year to verify financial and performance data. Each Spring, Division staff conduct on-site monitoring visits to further assess compliance, verify recordkeeping systems, and provide technical assistance as needed to sub-recipients.

The City is also committed to implementing affirmative marketing efforts and adhering to HUD procurement requirements to promote equity and inclusivity in all funded activities.

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87 First Program Year (2025-26) Annual Action Plan
Expected Resources
AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2)
Introduction

Funding for FY 2025-26 activities will primarily come from CDBG. Housing fund priorities, related bonds and tax credits are being used for the development of affordable rental housing.

In FY 2025-26 The City of Vista has been allocated $976,361.00 in CDBG funds. Public Service projects are highly leveraged with private, state, and other federal resources.

Table AP-15.01: Expected Resources – Priority Table
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of
Consolidated
Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Federal Administration;
Affordable
Housing;
Public
Improvements;
Public services
$976,631 $0 $0 $0 $3,815,292 CDBG
funds will
leverage
private,
local, state,
and other
federal
funds to
provide
services to
LMI
residents

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

While the CDBG program does not require matching funds, CDBG funds offer excellent opportunities to leverage private, local, state, and other federal funds to allow for the provision of public service activities. The City will access Permanent Local Housing Allocation (PLHA) funds, as well as the Affordable Housing Fund to address local affordable housing needs. 05/27/2025
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88 Additionally, many State housing programs have scoring criteria that reward applicants who commit matching funds. This approach allows Vista to attract additional funding streams to supplement federal allocations, enabling broader community impact and more efficient use of available resources to meet the needs of Vista residents. 05/27/2025
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89 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 of Vista recognizes the importance of leveraging public land to address housing and community needs and regularly reviews its real estate portfolio to assess whether properties are being utilized to their fullest potential. By evaluating its assets in alignment with housing and service priorities outlined in the Consolidated Plan, the City can create opportunities to support low- and moderate-income households, address homelessness, and expand access to essential services. In collaboration with local partners, the City will continue to explore publicly owned land as a resource to increase the supply of affordable housing and support broader community development goals and expand access to essential services, including interim housing for Vista’s unsheltered population.

Discussion
A variety of funding sources will be used to implement the activities identified in the Consolidated Plan, including: CDBG, CALHOME, Housing Set-Aside (Housing Fund), City general Fund, and a variety of other private, state, and federal grants. Housing Fund and city-owned properties will be used for affordable housing and public facilities, respectively.

The City of Vista is partnering with Wakeland Housing and Development Corporation to develop approximately 126 Permanent Supportive Housing units at two City-owned parcels. The City has committed $2 million in local contributions and will consider additional financial support to ensure that the units will be available for formerly unsheltered residents exiting homelessness with wrap-around services to ensure housing stability. The developments are expected to complete construction sometime in 2028.
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90 Annual Goals and Objectives

AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e)

Goals Summary Information

Table AP-20.01: Goals Summary

Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator

1. Affordable
housing and
housing services
2025 2026 Affordable
housing
LMI
households
Citywide
Decent and
affordable
housing
CDBG:
$40447.40

323 persons
assisted

2. Public
infrastructure
and facilities
improvements
2025 2026 Non-housing
community
development
LMI
households
Citywide
Non-housing
community
development
CDBG:
$634,634.65

2,650 persons
assisted

3. Services for LMI
residents and
special needs
populations
2025 2026 Non-homeless
special needs
LMI
households
Citywide
Non-housing
community
development
CDBG:
$76,782.95

621 persons
assisted

4. Shelters and
services for the
homeless
2025 2026 Homelessness
services

LMI
households
Citywide
Homelessness
services
CDBG:
$29,223.70

74 persons
assisted

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91 Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator

5. Fair Housing
Services and
Testing
2025 2026 Fair housing LMI
households
Citywide
Decent and
affordable
housing
CDBG:
$34,000

70 persons
assisted

6. General Program
Administration
2025 2026 Program
Administration
LMI
households
Citywide

Community
improvements
CDBG:
$161,272.20

other

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92 Table AP-20.02: Goal Descriptions
Goal Name Goal Description
Affordable housing and housing
services
A minimum of 323 individuals will receive affordable housing and housing services from Fraternity House, Inc., Interfaith Community Services, North County Lifeline, and Townspeople.

Public infrastructure and facilities
improvements
Funding will be allocated towards sidewalk improvements and road repairs. The improvements will enhance safety, walkability, and the aesthetics of the community.

Services for LMI residents and special
needs populations
A minimum of 621 individuals will receive services for LMI residents and special needs populations from Boy’s & Girls Club, Mama’s Kitchen, Meals on Wheels, Palomar Family Counseling Services, Senior Nutrition Program, Vista Community Clinic, and Voices for Children.

Shelters and services for the
homeless
A minimum of 74 individuals will receive shelter and services for the homeless from Alpha Project and Operation HOPE.

Fair Housing Services and Testing A minimum of 70 individuals will receive Fair Housing services from CSA San Diego County.

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93 AP-35 Projects - 91.420, 91.220(d)
Introduction

Table AP-35.01: Project Information
Project Name FY 2025-26
CDBG Funding
Affordable housing and housing services $40,447.40
Public infrastructure and facilities improvements $634,634.65 Services for LMI residents and special needs
populations
$76,782.95
Shelters and services for the homeless $21,909.04
Fair Housing Services and Testing $34,000.00
Program Administration $161,272.20
Total $976,360.90

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
On May 27, 2025, the Vista City Council established the following CDBG funding priorities:
1) Increase access to affordable housing and housing services to prevent and reduce homelessness, improve housing stability, and support the long-term well-being of residents with low to moderate incomes.
2) Enhance public infrastructure and facilities to create safe, vibrant, and inclusive communities and promote accessibility, sustainability, and a high quality of life for residents.
3) Expand public services to address the needs of vulnerable populations, including families and children with low to moderate incomes, seniors, and individuals experiencing food insecurity. and
CDBG funding allocation priorities are connected to our local objectives. Limited resource availability is our biggest obstacle in meeting the needs of the underserved. The City has and will continue to work with other governmental organizations, nonprofits, businesses, and other entities to coordinate the provision of services in Vista. 05/27/2025
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94 AP-38 Project Summary
Project Summary Information

Table AP 38.01 – Project Summary Information

Project Name Affordable housing and housing services
Goals Supported Affordable housing and housing services Needs Addressed Affordable housing and housing services Funding CDBG: $40,447.40
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
A minimum of 323 individuals will receive affordable housing and housing services from Fraternity House, Inc., Interfaith Community Services, North County Lifeline, and Townspeople.

Location Description Citywide
Planned Activities Affordable housing and housing services Project Name Public infrastructure and facilities improvements Goals Supported Public infrastructure and facilities improvements Needs Addressed Public infrastructure and facilities improvements Funding CDBG: $634,634.65
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Funding will be allocated towards sidewalk improvements and road repairs. The improvements will enhance safety, walkability, and the aesthetics of the community.

Location Description Citywide
Planned Activities Make improvements to infrastructure and facilities that support LMI residents.
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95 Project Name Services for LMI residents and special needs populations Goals Supported Public services
Needs Addressed Public services
Funding CDBG: $76,782.95
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
A minimum of 621 individuals will receive services for LMI residents and special needs populations from Boy’s & Girls Club, Mama’s Kitchen, Meals on Wheels, Palomar Family Counseling Services, Senior Nutrition Program, Vista Community Clinic, and Voices for Children.

Location Description Citywide
Planned Activities Services for LMI residents and special needs populations Project Name Shelters and services for the homeless
Goals Supported Homelessness services/Public services
Needs Addressed Homelessness services/Public services
Funding CDBG: $29,223.70
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
A minimum of 74 individuals will receive shelter and services for the homeless from Alpha Project and Operation HOPE.

Location Description Citywide
Planned Activities Homelessness services/Public services Project Name Fair Housing Services and Testing
Goals Supported Fair housing
Needs Addressed Fair housing
Funding CDBG: $34,000
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96 Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
A minimum of 70 individuals will receive Fair Housing services from CSA San Diego County.

Location Description Citywide
Planned Activities Fair Housing services and paired tests for Fair Housing Project Name Project Administration
Goals Supported Program Administration
Needs Addressed Homelessness services
Public services
Fair housing
Public facilities and infrastructure
Funding CDBG: $161,272.20
Target Date 6/30/2026
Estimate the number and type
of families that will benefit
from the proposed activities
Not applicable
Location Description Not applicable
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97 AP-50 Geographic Distribution - 91.420, 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution
As a relatively small jurisdiction, the City will not be allocating funding on a geographic basis.

Funding will be provided to activities and programs based on quality and quantity of applications, as well as their alignment with the Consolidated Plan’s and Annual Plan’s priorities and goals. However, some activities must occur within CDBG-eligible block groups. Figure AP-

50.01 below shows the low to moderate income block groups in Vista that are eligible for place- based CDBG activities (highlighted in yellow).

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98 Table AP-50.01: Vista Low-Moderate Income Block Groups

Source: City of Vista, December 2024
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99 Rationale for the priorities for allocating investments geographically The City of Vista will not be allocating funding on a geographic basis.

Discussion
The City of Vista will not be allocating funding on a geographic basis.

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100
AP-85 Other Actions - 91.420, 91.220(k)
Introduction
In addition to addressing affordable housing and homelessness, the City will support community development activities to better address the vast needs of the community.

Actions planned to address obstacles to meeting underserved needs Limited resource availability is often the biggest obstacle in meeting the needs of the underserved; therefore, ensuring collaboration and leveraging of funds is vital. The City has and will continue to work with other governmental organizations, nonprofits, businesses, and other entities to coordinate the provision of services in Vista.

Actions planned to foster and maintain affordable housing

The City of Vista is committed to fostering and maintaining affordable housing through a variety of strategic partnerships, financial tools, and policy initiatives. By collaborating with lenders, developers, nonprofits, and state and federal agencies, the City works to increase the supply of affordable housing options and ensure long-term affordability for low- and moderate-income residents.

To support affordable housing development, the City employs tools such as the County Housing Authority, Inclusionary Housing policies, and Development Incentives, including density bonuses, waivers, and other incentives that encourage private sector participation. Affordable housing projects within the City are often financed through Federal Tax Credits, developer fees, private banks, and the City’s local Affordable Housing Fund. All City-supported projects include affordability restrictions on a portion or all of the units to ensure long-term affordability.

The City also provides gap financing and supports the issuance of tax-exempt bonds to facilitate the development, acquisition, and rehabilitation of multifamily rental housing. Local financial resources, such as Inclusionary Housing In-lieu Funds and remaining Low/Moderate-Income Housing Assets from redevelopment, are leveraged to further these efforts.

A significant milestone in the City’s affordable housing strategy is the Santa Fe Senior Village, approved by the City Council on January 10, 2023. Located at 414 and 428 N. Santa Fe Avenue, the project provides 54 affordable units for extremely low and very low-income seniors, including 27 units for seniors experiencing homelessness, with two specifically for veterans. The development features on-site wraparound supportive services and was completed January 05/27/2025
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101
2025.

In addition to direct investments and partnerships, the County of San Diego administers the Section 8 Housing Choice Voucher program for Vista residents, providing critical rental assistance to low-income families. The City also maintains active affordable housing agreements with developers such as Wakeland, Community HousingWorks, and National CORE, while continuing to build relationships with other affordable housing stakeholders to expand opportunities for housing development.

Actions planned to reduce lead-based paint hazards
The County of San Diego has a lead-based paint program that provides services throughout the county. The City maintains informational brochures that are available to individuals on an as- needed basis. In addition, the County will continue to implement the following actions for their Mortgage Assistance program participants:
• Written Disclosure of Information on lead-based paint • Seller Disclosure regarding presence of lead-based paint • Pamphlet “Protect Your Family from Lead in Your Home” given to purchaser • Pre-1978 Properties – have received an FHA Appraisal with a comprehensive valuation package certifying the acceptable condition of the property. • If lead-based paint identified through visual assessment, then require lead hazard reduction and clearance as required by 24 CFR Part 35 Subpart K.

Actions planned to reduce the number of poverty-level families

The City’s efforts to reduce poverty are rooted in expanding affordable housing opportunities, strengthening economic development programs, and supporting critical public services.

Affordable housing remains a cornerstone of Vista’s anti-poverty approach, as it alleviates the financial burdens on low-income households, helping families redirect income toward other essential needs such as healthcare, childcare, and education.

Economic development activities are equally essential to poverty reduction. By promoting job creation, workforce training, and business investment, the City helps residents gain skills and access employment opportunities that lead to economic stability. In addition, CDBG funds are allocated to public service programs that address key hardships faced by lower-income 05/27/2025
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households, including homelessness prevention, food insecurity, and access to healthcare.

Actions planned to develop institutional structure

The City of Vista has established a robust institutional structure to implement the Consolidated Plan and corresponding Annual Action Plans. The City serves as the lead agency and acts as a liaison between governmental and non-governmental agencies, ensuring coordinated efforts to address community needs.

To support effective plan implementation, the City emphasizes open communication with partner organizations, service providers, and regional stakeholders. This communication framework ensures ongoing collaboration, alignment of resources, and responsiveness to emerging challenges throughout the plan's duration.

The City has developed regular program monitoring and established program evaluation metrics to track progress, measure outcomes, and ensure that target goals are being achieved.

These monitoring efforts include reviewing program performance, assessing the efficiency of resource use, and making adjustments as needed to improve outcomes.

Additionally, the City has implemented strong financial management policies to ensure accurate and timely processing of program funds. Quarterly invoicing procedures have been established to promote transparency, accountability, and efficient financial oversight.

Actions planned to enhance coordination between public and private housing and social service agencies

The City of Vista will continue to serve as a liaison between public and private housing providers and social service agencies to ensure alignment and collaboration in addressing housing and community development needs. This includes fostering partnerships to maximize resources and improve service delivery for low- and moderate-income residents.

To address homelessness specifically, the City and its partners participate in the Alliance for Regional Solutions, a collaborative group focused on regional approaches to reducing homelessness. Through this alliance, agencies utilize a coordinated system to register, triage, track, and place homeless individuals and families into appropriate services and housing. This streamlined system enhances communication, reduces service duplication, and improves 05/27/2025
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outcomes for individuals experiencing homelessness.

Discussion

The City of Vista, in partnership with various program providers and stakeholders, remains committed to addressing the diverse needs of the community. By fostering collaboration, leveraging available resources, and enhancing the tracking of community needs, the City and its partners can deliver more effective and coordinated services. This collective effort ensures that resources are maximized, service gaps are identified, and the most pressing needs of residents are met in a strategic and impactful manner.
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Program Specific Requirements
AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction

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 – The City does not receive program income.

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 – The City has repaid the Section 108 loan and does not anticipate obtaining a new loan.

3. The amount of surplus funds from urban renewal settlements – Not applicable

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 – Not applicable

5. The amount of income from float-funded activities – Not applicable

6. Total Program Income - The City does not receive program income

Other CDBG Requirements

1. The amount of urgent need activities – 0
Discussion
The City does not currently manage any projects/activities with an urgent need national objective.
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