HomeMy WebLinkAbout2020-04-07; City Council; ; Draft fiscal year 2020-25 Five Year Consolidated Plan for the city's Community Development Block Grant ProgramMeeting Date:
To:
From:
Staff Contact:
Subject:
April 7, 2020
Mayor and City Council
Scott Chadwick, City Manager
Nancy Melander, Program Manager
nancy.melander@carlsbadca.gov, 760-434-2812
CA Review.&--
Draft fiscal year 2020-25 Five Year Consolidated Plan for the city's
Community Development Block Grant Program
Recommended Action
That the City Council hold a public hearing to consider and accept public comment on the draft
fiscal year 2020-25 Five Year Consolidated Plan for the City's Community Development Block
Grant Program.
Executive Summary
The federal Community Development Block Grant (CDBG) Program's primary objective is to
develop viable urban communities through the provision of improved living environments,
expansion of economic opportunity and decent housing. Grant funds received through the
program are intended to serve principally persons of low and moderate income. To be eligible
for CDBG funds, the jurisdiction, that is, the city, must adopt a five-year consolidated plan, which
must be reviewed and approved by the Department of Housing and Urban Development.
The city's draft fiscal year 2020-25 Five Year Consolidated Plan has been developed to meet
federal CDBG Program requirements and covers the period of July 1, 2020 to June 30, 2025. The
plan provides Carlsbad with an assessment of community development needs and describes
strategies to assist in meeting those needs through federal resources. Public notice of the plan
was posted for 30 days beginning on March 9, 2020 and concluding with the City Council's public
hearing on April 7, 2020.
Discussion
Background
The Five Year Consolidated Plan provides Carlsbad with an assessment of housing and
community development needs and describes strategies to assist in meeting those needs
through federal or other funding resources for the period of five years. The main purposes of
the plan are to:
•Identify the city's housing and community development needs (including those at the
neighborhood-scale, as well as economic development needs), priorities, and goals
April 7, 2020 Item #11 Page 1 of 70
• Identify other federal, state, county, local, and private sources of funding that may be
utilized to leverage the CDBG resources
• Develop the Annual Action Plan the city will follow to address needs, priorities, and
goals while considering the availability of other resources and mechanisms
The plan is updated every five years. The next update covers the period from July 1, 2020, to
June 30, 2025. It must be submitted to Department of Housing and Urban Development (HUD)
for review and approval no later than May 15, 2020.
Once the Consolidated Plan is adopted, the city will develop an Annual Action Plan for each
year of the five years covered by the Consolidated Plan. Development of the Annual Action Plan
begins with an estimated budget, the release of a Notice of Funding Availability, the review of
applications by the CDBG Advisory Committee and final approval ofthe action plan by the City
Council for submission to HUD. The Annual Action Plan implements the Consolidated Plan goals
and objectives and provides funding levels for the CDBG program year. The fiscal year 2020-21
Annual Action Plan is being prepared and is to be presented to the City Council for approval in
late April or early May.
Plan development and engagement
The city engaged the services of LeSar Development Consultants in May 2019 to assist with the
development of the plan and the formulation of the recommended priorities. Throughout the
months of October and November 2019, staff and LDC worked together to engage in an
extensive community outreach program soliciting input from residents, as well as from the
agencies that use HUD funds. Additionally, on November 14, 2019, staff presented the plan
development process to the Housing Commission for its review and comment. The members of
the Housing Commission expressed general support and concurrence with the city's outreach
efforts.
Staff presented the City Council with the outcome of the outreach efforts on January 14, 2019,
and the City Council approved the plan priorities, as follows:
• Priority 1: Increase and preserve affordable housing opportunities for low-and-
moderate income households
• Priority 2: Prevent and reduce homelessness
• Priority 3: Strengthen support services for residents with special needs
• Priority 4: Improve and provide facilities to serve lower income persons
• Priority 5: Provide fair housing services to residents
• Priority 6: Plan and administer the CDBG program
After receiving that direction from the City Council, staff incorporated the priorities into the
attached draft Consolidated Plan, released it for public review and comment, and now presents
it to the City Council for a public hearing.
April 7, 2020 Item #11 Page 2 of 70
Fiscal Analysis
The Community Development Block Grants program is a fully funded federal program and there
is no fiscal impact on the General Fund.
Next Steps
Staff will incorporate any additional comments received from the 30-day review period and the
public hearing into the final fiscal year 2020-25 Five Year Consolidated Plan for possible City
Council approval on April 21. Once approved, staff will submit the fiscal year 2020-25 Five Year
Consolidated Plan to HUD for review.
Environmental Evaluation (CEQA)
Pursuant to Public Resources Code section 21065, this action does not constitute a "project"
within the meaning of the California Environmental Quality Act in that it has no potential to
cause either a direct physical change in the environment, or a reasonably foreseeable indirect
physical change in the environment, and therefore, does not require environmental review.
Public Notification and Outreach
In accordance with CDBG guidelines, this item requires a 30-day public review and comment
period. The public review period began March 9, 2020, and will end April 7, 2020, with a public
hearing before the City Council. Staff published a ten-day notice of public hearing on Sunday,
March 29, 2020, in The San Diego Union-Tribune and on the city's website.
Public comments from the public review period and the public hearing will be addressed
through written response and included in the final fiscal year 2020-25 Five Year Consolidated
Plan as part of the citizen participation section of the plan.
Exhibits
1. Draft fiscal year 2020-2025 Five Year Consolidated Plan
April 7, 2020 Item #11 Page 3 of 70
DRAFT FY 2020-25 Five Year Consolidated Plan
Executive Summary
ES-OS Executive Summary-24 CFR 91.200{c), 91.220{b)
1. Introduction /<.;:;-. //4:,:;,.·1 ...
/2 .. .;,.,-;,·/
As an entitlement jurisdiction under the U.S. Department of bl6usir{{ and Urban Development (HUD), /,(, ·'o/,•·
the City of Carlsbad ("City") receives federal funds in propc;fttiqri tc/if s~opulation size, concentration of
... /v:(~ "1~50 poverty, and other socioeconomic and demographic data-:-Tci receive stfQl;dunds, the City of Ca rlsbad
must submit a Consolidated Plan every five years to i{J D0 his docume~ti{tbe city's Consolidated Plan ,,,f.5-~ k~r /~/,;~;
for Fiscal Years (FY) 2020-2025. '~/.,, . · ;,if:;,;··,
~~-::-;;;; , • ✓.;}.
The Conso lidated Plan is a five-year planning docum:Wlfuc1t ideptiff~:s needs withfi':~,yv,-to -moderate-
income (LMI) communities and outline$it(Q."),_'the city wi1(ff<r~:r([; {~~se needs. Ultim~ly, it guides
investments in and helps achieve HUD;?fri(f~fBri-of providin{ff~~ent housing, suitable living
environments, and expanded economic 6~o;ft(~ff iesfor LMI ~dpdfations. Activities funded by HUD ,.0,f.0>, "-'t/,;.;_~/;• x ";;~-•' ~
must meet at least one of t~~~t objectives. ·-:'f h~ City"of ~'rlw ad is ellgibl~ for the Community /:,,·•; .~~~//h,, ~;/,,;): . ~~(;~. ·;/,,;;/h
Development Block Gra2,fJC:p B~ff PJ<?gram through its s._y0m1s,~j b;n,.of the0onsolidated Plan:
,•'.• // °',;. -'),.'., 1/,'Zr ~".'.",-r~,. ,,1i:i--9 ''l½.'.:' •,· .. !~j.~},j(.·· ·<f~% ·r,~}··«. ,.?{~}' ·.• ;; <•i'. /~: •✓-~-❖t ✓«-~) '•)~:.r,...-, .y,...~ .~·%;;;.,'·
• Community DeveJ?f~ent BIO§~.;;Grants (CDl~t -CDBG is a flexible funding source used for both
housing _a.~d non-l'ici ~ft~~ a~,A~P},n_cludingw_z~hbo~~~od revit~lization, workforce an~
ec999)JJIS:,.B,7~,t !opmentf _S,9!,p.VJUhrt½:~D9:,nonpr,g.J,!~ fac1ht1es, and infrastructure and public
_L,,;_,, ,?"•' fP/?:tt,_:;.(l>~,,:,,zr, >, ~ .:21?( ' /~V.%~,;,. •///:?: serv-icesin LMF'eommunities·:,.. , '.~v.;<:~;;;,;, ',;:?,) /9.'J.,,;; /,?f ''\~'.,0f1/~>,. '/;%~;;.> ··•:%5~::~,, j".,~~-_,,-~ -l,J , /,rt> '/, ,, ~ ;.-~/,_y'/ , ,r • ··:'.f:!:~.l'{IE lnvestmenf'~jlttnershiP,};(~OME) -HOME is used for building, acquiring, and . .,1//c,·c. 'Y:/½:•. "~;?7'.;. reha.oilitating affordalSle:housint fot rent and homeownership. It may also be used for direct -~0:.~;;:'. '?:*:;~ ~i:-rj;3;1,;;~.
rental ~s$_i$tance to low:i~~spme resiaeJ1ts. ·<.<;, '·\,. ~0;; ""
• Emergentf ~olutions Grarits'(ESG) -ESG funds programs and services supporting persons ,,~,... /,_1/.,-> • ;,;, ;-"
experiencing-'~.?9).~lessne~f~}fhis includes operating shelters, providing essential services to ~.-:-.,,• ,.,,_ /:1/'7:-/
shelter residents,)(12:1J~s~e:rlng rapid rehousing programs, and homelessness prevention.
• Housing Opportunit1[%f6(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 (114,622 residents as of 2018), Carlsbad directly receives only CDBG funding, but it
utilizes HOME funding through the co'unty of San Diego's HOME Consortium. The HOME Investment
Partnerships (HOME) program is a HUD funded program used for building, acquiring, and
rehabilitating affordable housing for rent and ownership. HOME can also be used for direct rental
assistance. (The HOME Consortium is comprised of the following cities: Vista, Carlsbad, Encinitas, La
Mesa, San Marcos, and Santee.
Consolidated Plan CARLSBAD
0MB Control No: 2506-0117 (exp. 06/30/2018)
1
Exhibit 1
April 7, 2020 Item #11 Page 4 of 70
This Consolidated Plan covers CDBG and non-federal housing and community development resources.
The city's anticipated total allotment for the five-year period covered by the Consolidated Plan is
$2,843,030.
This Consolidated Plan is divided into five major parts:
1. The Process -summarizes the city's efforts to engage Carlsbad residents and stakeholders and
determine the community's priorities;
2. Needs Assessment-identifies the priority needs of the city's LMI population;
3. Housing Market Analysis -describes the economic environme,nt in which the city will implement ,; "?,;('✓' its programs; /,f :ffY
4. Strategic Plan -establishes goals, policies and actionsJJ:adqressing the needs of the
. . '• '·1/;/"·-=✓;,~j,, community; and ; ·.,;✓ "(:;;{:,, /:,,·· '/ / ·.-:~1;(;,
5. Annual Action Plan -outlines the strategies an~.~ctivities to aclije\e the Consolidated Plan
/;;,_;;~· '••f;;,;\, goals /4}:> ~'· ..-;,:,•,: . ~J;f \~~;;;,;,
2. Summary of the objectives and outconiesJc;l~ntifiedJn the Plan Need_s Assessment ·-~~/;;~);,_., .//;1/,.-1/',,. {/" '.,,,,
Overv·,ew ·,;,:;;,:\•. .1;:;:;:,::,; •/ ~./ .:· ~ ,~. •>:-;~½-J'/,/, i_'? ·':/,;;.:,-,, '½f"i:%· :z; --::.a»~~✓->✓-~ ?/2'.IJ';;"-?~', 1;;«;:.z;~;:-;-•~/[;';:'~
HU D's Office of Community Planning and;;l1~v'.'e,Jo.Rq,ent mainta\6~·t,he following approaches to •~· · %'"',v»2~ , .. ,,.0/,.
developing viable communities: (1) providiiig,.declnfhousing; (2 f'Kt'oviding a suitable living . -;%:;,_ ·-:11{~:,;~;?,:~, . ~ ,,.;%'t-,.,
environment; and (3) expargiiqg _economic 0pP,qrtunityS:;The·.ci.ty estabJisl'\ed the following priorities for
.-,1 :;_:~{,1~~}~~;,,.,., . :¼•~ }-~-"~•V';:1; •> ••:'{;~;,,;~.
the 2020-2025 ConsolicjaJ~\t Plar;l)i>~xJod to achJ~y.~ HUD~s ~siQ'ij:;,❖•·• ·<;:> .
0 ~;;,7 ··-.:;,;,o, ·:'%•'•. /4·.,., / ""',:,~:/,✓,., <\F;%~'; ,,~:rw:.. '~--/%:;~~::·_:;-Yr -~ ,)"~:t?t
• Priority 1: lncrease:~rnd presei?','e affordable(housing opportunities for low-and-moderate
• '✓.:;tf~9 ;t:?~ (~t\,
income households:~✓:::~:, )~t> -~. , \t::;
__y..';/?hr_,,. ...,_-:; ~;:, :11--:9;,y:, .. ..?0::'.-~t/ _ .-'_/~;;. • PriQfjty,:4Z;J rr:event anc:h(f d'!,.1.ce,'homel~?S!leSS. '<>l, . ,'~~.i 7;~._.,¼:;:,;,;~z;>,r:;,,,, :~ ;<:;;: '•'?,,;:;~,~-~;;·~ '{:•;;;/
• , 0rihrity 3: Strengthen suppo'rt,services'fo1:;te,siderits with special needs. ·~Jp ;;?. ?::<,;t;: ·-:~~;:1:~,'. ··,,'. </'.~=?, . • 'P,·~?t ty 4: lmprove·a~proviif~=tiJf i ilities to serve lower income persons.
_.,, ·~,,~ • .'. '/ ·~)'. • ·Y•';;,'.,~·,,._ • • PnoritY, 5: Provide fa1rti0usrng senaces to residents. '·1·.,,/.>:•· -~;w '✓.;;-:/½:.-.
• Priority(~~p lan and admip)~ter the CDBG program. <~j;;, -::,,~?,: ~ }Y::>V;,, ~~:;,,❖ 's•;~-; 1/' ✓ 1;,.:~0 .
These priorities reprJsifitr.the div/rtt needs of the city which emerged through the Consolidated Plan
community engageme~f:'J#itde@Wpment process. This process includes qualitative and quantitative
data gathered through citizf nf~f fiicipation, market analysis, and assessment of needs. As a result, ., .
affordable housing was identified as the top priority of residents who participated in the Community
Needs Survey and was echoed by individuals who participated in the community meetings. Carlsbad is
one of the least affordable cities in North County San Diego; the identification of affordable housing as a
top priority by residents reflects this lived reality. The goals identified above address the .uses of CDBG
funds in Carlsbad and will be leveraged by other funding sources.
Consolidated Plan CARLSBAD
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2
April 7, 2020 Item #11 Page 5 of 70
3. Evaluation of past performance
The city has successfully implemented housing, homelessness, and public facilities activities in the
previous Consolidated Plan cycle, impacting the lives of thousands of LMI residents. It is anticipated 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:
• Acquisition of four affordable housing units
• Approximately 323 Carlsbad residents served through fair housing services
• Approximately 1,159 Carlsbad residents served through thef:fi'omeless overnight shelter //,#/ .
• Approximately 10,735 Carlsbad residents served through·i:rubiic services %>½',,;;;;
• Partnered with approximately 11 community partri~fs,tB\frqyide funding ,;;1//0✓,;i;;,;,-:,,,,,.,
0'}1/ · .?';;,>-,. ,1_}', ,·_.'/ . ;./'>
Full program outcomes are reported on an annual basis;tf:irough Consoli.daJed Annual Performance ,,:«i"'qi' ·~;p,~ ..
Evaluation Reports (CAPERs}. These reports are provid,ed to the general puollc;for public comment and ~~~,~o/ <,;}.//.;,
posted on the city's website for public access. ·,: ';~2 % ,:.-
'%:"f-;, . ~~-•❖ < f,~/,,,. . ;;;>,, ~;i,-;:; ,..,/;7,·~ . , , .... ~) '~.,, •~' 4. Summary of citizen participation process an.tfc.onsultation process ·' ·
(~~?:{~~----. 'r<;\~~f:f1${'/
The city's community participation pr~l @fJ~s, informed b/t~lcitizens Participation Plan (CPP}, which
guides the implementation of a commu~fN~~irt~rnent proce;t{i'&d.notification of community '· ;,,;;,: ·I;•, 0' ,· ', . ,r,o :·-,
meetings and public hearings. To facilitate as•m uch 26mffiunity participation as possible, the city held ,-i;(/Y:;-;.r,., . '"%:;::-;~~., .-.,..-/ r,X~:;-~" 1 ,,7,/1;;;.
two community meetin?.~{tsftdj~l~d a survey,J ~d cons9!,f c:(W:!1~,.varibi[_s'organizational stakeholders ,,,; .. , ;'/,•. 9:, ,:,;;;;.. ;,t;,,. <",/?•~···,
including community pJ,gters, busin:~};es, comm_.,t1~i~i dvocatesf ~~;~ other city departments. A to_tal of
214 survey responses weref cpllected i,ttjnglish and.SP,anish. ••~ -;z-~,•c iii,?,• . , '?it0~,
Community 1;pemq.e.~ .IJ!ere ab1t t,9;~rO:-Jii:l~)qP,.uJ durihgJ be development of the Consolidated Plan held /,*~~~ ,..::?';:frj~./,,'~;·,,. >!j:,.-:f~?✓-~,,. •' . ·.(,:.1:t·h •·· -',58?,{.,'. . .
from Decemoer31/20'19,'.:tQ Januaf\i:ii!--.4, 2020 and·;atthe'·Gity Council meeting on January 14, 2020 ~1\~~~/i,9 . ~1;~''(/~~. ,, ,;:,,:~;;:';. ·/, ~: %12~··;,
througi,fpu,blic comment:0.i~ffditionJllyf::the city provicl:ed members of the public a second opportunity to ·-. /1;;,, '; ~¾~' --;:~~;,., . .
provide ptiqJig .~omment on tn'g£Y,erall 'dqm.~onsolidated Plan held from March 9, 2020 to April 7, 2020,
<,:',:j':~ t~. 1/,."fV.-; ~-/-:11/, ..
and at the Citv'(c:~~~cil meeting <:([~pril 7, 2Q?P· Across all events, input was received from XX
individuals. These.!=ffQrts are deta·lled further in The Process (page 5}. · ·, :« .;,., ;,:;<.:-
'·, /. <•:;. ~· ·•:("%iK,, J<0;;.,,
5. Summary of p~p,Jf~ C~J'X'Jients ·, -~~~~:l<f;i~/
Qualitative feedback on corifJ{G~fty needs was collected through community meetings, stakeholder
consultations, a public comment period, and at formal public hearings. These comments provided
insight into community needs and informed the goals of the Consolidated Plan. Top priority needs
identified are affordable housing, housing and services related to homelessness and community services
for low-income residents. Formal public comments were received at meetings of the City Council on
January 14, 2020, and April 7, 2020. The first meeting was used to present preliminary findings and
proposed Consolidated Plan goals to the City Council, and at the second meeting at which time the draft
Consolidated Plan was available for public review and comment. This second City Council meeting
followed a 30-day public comment period that took place March 9, 2020 to April 7, 2020.
Consolidated Plan CARLSBAD
0MB Control No: 2506-0117 (exp. 06/30/2018)
3
April 7, 2020 Item #11 Page 6 of 70
PR-10 Consultation -91.100, 91.200(b), 91.215(1)
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(1)).
The City of Carlsbad has long communicated and collaborates with m1rny governmental and non-
governmental agencies in the region to address the needs of the/ci~;/~,LMI population. The city's
formalized collaborative efforts include: ,,1,§:?✓'i ·,.
,,;/:}?~-'.,' ,/:,:·•:.,-;;)>;'' ,./ '.'
• Member of the County of San Diego's HOME Cor:iscirtiu"m . 'c;' }:;1,,
/,,,_,,, <,".• ~
• Supporter of Allian~e for R~gional Solutions;;,~fpP:county San 'Di~J~'s co.llaborative network of
homelessness service providers \§)Y '•,f:::};,,,, .
• Participant in the Community Development2BJ9ck Grant Administratorfni~etings
• Member of the San Diego Regional Alliance i aiifair Houstnl ,(sDRAFFH) v'{!\~ . . <<~,;~ /'.,,. /•~;,;/2·,~/~F •\:.:: /),
• Staff works closely with the CQ ~!;!Jy,,.9f San Diego H~~);t:yc:1pd Human Services Agency as well as
,.I~/,?,"//!;/. ,••.¢.;//
nonprofit health and mental heattmprovi,ders "/l~, ·-1;:1-~~ •,,-;:f4~;•?; ', ,, ,; .. :.;: ,,' 1~;% ·;/1 r~? ~ ··?a-:~.
Other non-governmental agencies the city w,otks clbs[ly with inclu'd'ef ~ut are not limited to: Interfaith . ':;;..:/>. <\ .... <, :I', ., '.:'>·.❖,.
Community Services, Wornef.JJ,t:R.e~ource Cen{~'f.., Brothe'r Benno, Comfr((:foity Resource Center, and
/{/>"/•·\////--"/)/'> . ·)-_,",..¼ ;.· , ·/, :....:•-·:.,. . ~·?'>" '
Meals on Wheels. Thel iff¥l(co1il~itt:~gencie;:~;f~fJ/cfg·ethei;;&4~;'e'rage resources and prevent
duplication of services for:the bettenne,nt of the peop)e'being served: ;~,;J,Jt.,0. ·l1:f; -@~h
'~f~?,;'.~' },r_,-) i -.. ~;q:.-;;~
The city's CDB_G:.;filP~ram alio1cmn_s,1,JJJ,~)fJQJ~;. Housi~g.;~ommission and CDBG Citizens Advisory
Committee;;{&in'.flffri:iJnd enh~ff'& :tffi?co ~tclirYitiog oiWtBjects/activities, approaches, and strategies of ,&my,'.,,.. ",,;;;:;;Z?,y,,, . ,(;';,,. ',;%"~;;ii,,,, ·,;,y;,
the CD,~~i'ogram. Th'e:~t}:Y~]tcomrnJt}~-~ towards,W9iking with additional and new stakeholders to
improve efficiencies, discusr:he,yv appr~<;h~s, and build more partnerships. ~,=t&t1,. •/;;1i{\;-. ·: lf::;;; ..
During the comif:i:~Q ity engagemeh,J:,process;·tjie city consulted with these and other agencies and '.'1//) '~. /,I::,, .J
businesses at co mnf~,9jty meeting~/(hrough interviews and an on line survey . .... ,.w--"//?. •.::::t;-~;;,A .i • •~
Describe coordinati6r(W,it.~ t~'!f ¢~ntinuum of Care and efforts to address the needs of
homeless persons (partff~t'if1/~hronically homeless individuals and families, families with ,,;;,,-
children, veterans, and una·ccompanied 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 the Homeless (RTFH), San Diego County's
Continuum of Care (Coe). Coordinated activities include the annual Point-in-Time (PIT) count and
services and shelters for those experiencing or at risk of homelessness. According to the 2019 PIT, a total
of 161 individuals were found to be experiencing homelessness within the city. Of those, 59 were
housed in emergency shelters and 102 were unsheltered. Below includes a table of the homelessness
profile of these individuals:
Consolidated Plan CARLSBAD 6
0MB Control No: 2506-0117 (exp, 06/30/2018) April 7, 2020 Item #11 Page 9 of 70
Table PR-10.01: Carlsbad Unsheltered Homelessness Profile
Homeless Profile % of Unsheltered Total Homeless Persons
Homeless
Chronically Homeless 45% 46
Veteran 12% 12
Female 29% 28
Families 2% 2
Youth 5% 5
Source: 2019 RTFH PIT /4-;:ef;' //,{7:0
//,/ ,' /· ~-X·;;, ~·
ARS staff provided input on the most pressing needs as it pef tains, to bomelessness. Additionally, its .(,,:;'.;,,',' / ~ ,-{•
Bridge to Housing committee, comprised of service proyi.ders and stakeholders, provided feedback and
informed the development of the Consolidated Plan, \;) '';•%j:; /; ~>1/ ,>j>{,,,_ .
' /,✓,;;// ;/ ,;,f'i»
The city itself has developed a Homeless Response Plan, which contains four'k('t'~trategies:
:,'. /.• • /~;>'. :~~ ,,; .~,0, ,:,';,
. / .(~/,,;,:❖ ::/--'/> • Preventing, reducing, and managing homelessness in Carlsbad -✓i~f;. } -~ '(if ;i, ·,;?'/{:?# 'I'.//< ,:
• Supporting and building capac[ty~i!W.n the city anq;~[Mtnunity to address homelessness
;-;,, ~ ,/}~ >,? ~ ·-'//,.
• Encouraging collaboration within.tl:ie,tj;(yr•communit{pa;rtnerships, and residents . :5i·.;:_., , :-,,· (~/:, '/~';;;:,2 ..
• Retaining, protecting, and increasin¢;J_~e 'soip!Y: ~,f housing-;@~~ .
<~ -,-. , . ··\~:-~, :1:✓-~-· ~~-~i-r
Implementing these str~;~iitf$ 9'[1J,;hieving f(~~2als ;;Jib~ Hf!?;j,lessltsponse Plan is contingent
upon close coordination>with RTFHf ARS, and otli~rr agencies ana·&rganizations. -. ·~/~~;~~-,_:~t;j t,~0i -:r " .. -~;' ~:::;a~;,.,,~ )J:;?, ·<-1: -~-
Describe consultation witlfthe Continuum(s) of Care that serves the jurisdiction's area in
determinil'.lg/~'ow?t9·:alloc;f il~~:r&~iifra:ev~.lo~ ~~-~formance standards and evaluate ,,;,W%-.'//,;v:f.,:J.·«;,;:.-,_ ;,:,;,,::{;::~. ·•:,,,:{~..fx;, . "x,. ,.
outcom.¢'$;\and dev'elqp:;,fundirigf policies andiJ>,,::ocedures for the administration of HMIS ,::ts;,. '1✓1f?;.... ,)f::r\. '<'\(
The City otCarlsbad does not'adt.niniste·r ·ES,G funds; however, city staff did consult with RTFH and ARS in ,,;:::': .• ;/ :_, . ',(//if,....·~
developing tHii'Consolidated Pladt "fw;,. . -. ..:::tt , , ~M3 • ,,/
Additionally, the cityji~,9,_es annuall?,i~~e a portion of its CDBG public service funds to assist agencies that
~-/;~·.. -~//~, .... serve the homeless and;~hose at n~Kof becoming homeless. ·-,;,·.·~i~sirtt'
·); /
Consolidated Plan CARLSBAD
0MB Control No: 2506-0117 {exp. 06/30/2018)
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April 7, 2020 Item #11 Page 10 of 70
PR-15 Citizen Participation -91.401, 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
During the Consolidated Plan development, the city held two community workshops. At the first
meeting held on November 13, 2019 at the City Council Chamber, twelve (12} community members
provided feedback on what they believed are Carlsbad's most pressing community needs. At the second
meeting on November 18 at the Carlsbad Senior Center, two (2) people attended. A total of 14 people
participated in the two forums, an increase in participation from t\:i,e'previous Consolidated Plan cycle.
/. .
// .d'
Many meeting attendees were representatives of service P:%{!cl~~\?nd past CDBG subrecipients.
Organizations that were represented are Legal Aid Society:o(S,an Diego, Women's Resource Center, ·,· -~ :, ,; ·',
Meals on Wheels, Community Resource Center, Cath91ic,<:harities, Casa de Amparo, Best of Care, and
. / ,' , '
Brothers Benno. / · -,1_~
/ ,'/ / •,
, /
The format of these meetings included two parts. Fir:~t, a slideshow_ was presented that familiarized
attendees with the Consolidated Plan and HUD entitle'ment progr~~s. The presentation also provided a
,. ·:,. 'y ,;
demographic and economic overview of th_e city. Second, atterfde'es provided feedback On what they ,.·,:·. . . ..;;;;,?-~-. ,,
believe are the greatest needs of the coi:Jimuhity. The city collecte_d feedback in two ways: a 'dot voting' / ,/ ',, , , ',, ./.,;
exercise, in which residents placed dot stickers 611' a'p re-populated.goster to indicate their top -~' 7 •//,"1/'·, ( ~{;/,/?
community needs; and facilitated small group·discussidns ~t yvhich cbmments on community needs ,-;,,;•,.. " ' ,,~;., ,-' :t , ,-;, , ~
were recorded on work~h¢ets:·:·~;;-,,_ ,, ,,:,:f:;:;•,, ,, :·
,./ ;, / ·. y:f::}' . , ,)/, .· / <:.·, i: .·.,
An online survey add;essir,ig the Cori(qlidated Pla·n ~n9 'community ~eeds was posted on line as an
additional method to coll~ct ~ommuriff/feedback. The survey was offered in both English and Spanish.
. J~J> //''•~/,1,.:..-;-. z
There were_2·14 tbtal.-responses to t11e survey; with 2 Completed in Spanish, marking a 32 percent
/y_ ' : ,,, ,~/j<, /1 ·--~-<~1/ ', •'". ::,· . . . ~ .
increas~ irif~,Yera'II s1:frvey::r,;spons~sJ1om the prey}~YtConsolidated Plan. Most questions received
/ ,,~.-/,/1/,/ , '4.,,.,.. , '. ;
betweeh:~9.4 and 214 respbns~s. All \ur'v~y data is included in Appendix B. Survey. ·l<:1tf; /1-:;,(· • , ?::;, ·• 'i;%? ·,,', ; , ,,:,.,., .
Community fefedback informed't,he.goals contained in this Consolidated Plan, which were presented to
City Council o~'J~ft1:1.ary 14, 2020:}Jr <,,,
,, )?{
An email and public n'otice announcing the 30-day public comment period was sent to community-based ,, ,;1,/,
organizations, service club·s;_a"'~l 1 er interested groups. A public notice was printed in the San Diego
Union Tribune newspaper ten s:i,,ays prior to the public hearing before the City Council on April 7, 2020.
The draft Consolidated Plan were available on the city website, at the City Clerk's Office, and at the
Carlsbad Library. A second public notice was printed in the San Diego Tribune newspaper on April 12,
2020 prior to the City Council meeting on April 21, 2020 at which the Consolidated Plan was approved.
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April 7, 2020 Item #11 Page 13 of 70
Needs Assessment
NA-OS Overview
Needs Assessment Overview
The primary source of data used in this needs assessment are HUD Comprehensive Housing Affordability
Strategy (CHAS) special tabulations created through the Census' Ap,fctc;an Community Survey (ACS) that ,,.~,-;(/Y,,,/?
incorporate HUD-specified criteria relating to housing needs, HUD'.:'cfefined income limits and household
types. This needs analysis predominantly uses data drawn fr:,0f#A~.~ most recent data set (2012-/# /,;,; ,,//
2016). The information contained in this section informs t tW$r~p~1{fo~,n of City of Carlsbad's housing 'i ",1/ .f,/,,
and community development priorities and both five-,a·~,one-year iriJefst,ment strategies. •·;:/: '%V ,.¥'/:<~
· 9,V ~\
The following data include basic information aboufhouseholds by income as'·welJ as the number of
renters and homeowners who expe rience various ;;pJ;,of housing''distress at v~k&ts income •//·"-., ' $ ';%;;,; :,
levels. The limited growth of personal and household income in r'e'ce~t years couplecF:with the :;(%Z5~;:,, ' 1,;~~'. ':,_'"f '<{f~
byproducts of the great recession are ar:jving:irii:reased levels;df no using distress, often illustrated by ,1/-j-;,; ,1 ,.:_:;;,%,1/"r . I ,
heightened levels of cost burden -that isf Jt,c/us~hb}dJ that pay m/5,f;~ than 30 percent of their income on
~;.y· ~,,. %1'> /.,_,'././.,1
housing costs (rent or mortgage plus utilities);;,, · "X:;:.-,> '-4J'1A, ,,,,;):;';;,"/;, '"/t. • .... :;?:9,J,;%;, %:~'?f:i:-,,
The following outlines ir.fc'3:#fl l af~ories used1tt his reP,J{ff?Jti:".:., '''°?;,;f"
,'/,::.' ' ... · ·,,. ••,;,,;':I •. ' •' •~•/ .,;:•,;.,.•-~r/>, ?,?,!,?!/ ?, ~; ·_~;,/. ;,/ '• ¾J »/ ..... ~, w.r~ •';;_.';,}~/ I •.
• Area median incon;\e .. (AMI): .i~;,·;· ·,;,.,,.::.,. "~/.:?,,· K½f: .-., "
o .Extremely (o,w~incorrfe;'.0~30 percenO uv11 ;;t~'~t~;.,,;~·;;;; ~--~ '~f.~%'.'°,1;;;;.--~;?-<-}{,,(~;~'..;;,,.,' , -;,' /:C:f~:(}:.V'erV;', t.'ow-income.:.-Bo~so pereenkAM I ✓.~(: :·;;~~~.y .,,,_,_, '✓; _,;_;~:0;,,./. ,;, -,<}fi\ .. _ -/;1;%~1;:h,:,~/
/}::<;;;: o Low-income·: 50-80:iiercent AMI · · :;.
,> )'•,N '.~/;-/,A •,,z;a}:ft . , /:;fJ:o Moderate~1ncp):ne: 80-120,;-percent AMI
·-:~-~~_,>.-, ,,-?;f,;;?, ;"~:;f:r,,-.,
· ~)\.~edian lncom'e;1qp perce.r1,y::A.MI
·.y,;. ~~-. ,._,,'If•,,.~ -~x ✓
• HUD aaj9,§te.d median fan-:i,\.l:Y/_incomes'(HAMFI): •~z,_"jt' ~' I Y/",t"
0 Extr:l iJ:iE!ly low-inc9w ~: 0-30 percent HAMFI
o Very 16~i_o.~,om7/y$r50 percent HAMFI
o Low-inco'ri:1¢:~?Q-89· percent HAM Fl ·.v,v. •,;,; ,.,.
o Middle-incoi'liEi: 80~100 percent HAMFI
o Upper income 100 percent HAMFI and above
Note: AMI and HAMFI are functionally the same when referring to lower-income populations. However,
HUD uses HAMFI to determine Fair Market Rents, which guides eligibility for many of its programs
including Housing Choice Vouchers (i.e. Section 8). AMI is an industry term used more generally, but
often refers to income limits for income-restricted affordable housing. The use of each term is noted
throughout the Consolidated Plan. The current income limits as used in this Consolidated Plan {2019) are
as follows:
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Table NA-05.10: Cost Burden by Income Level, Renters
Of Of
Households Households Of Of
Cost Cost w/Cost w/Cost Income Income
Income by Cost Burden burden burden Burden Burden Category Category
(Renters Only} >30% >50% Total >30% >50% >30% >50%
Household Income<= 30% 1,675 1,580 3,255 23% 48% 72% 68%
HAMFI
Household Income >30% to 1,670 950 2,620 23% 29% 95% 54%
<=50% HAMFI
Household Income >50% to 1,770 605 2,375 2~% 19% 78% 27%
<=80% HAMFI //<;::✓\/'
Household Income >80% to 910 40 950
/;,}~'-, >i 3% 1% 70% 3%
<=100% HAMFI /:1:',,y,
"~ .. ~~/.1/<:., -~ Jh.
Household Income >100% ,' -;;,y 16%, 3% 15% 1% 1,160 90 1,250 ,', (:·~Si HAMFI /;)'/(;(,,, ,•:,,
Total 7,185 3,265 ,,<16:is'o / '.,.,,,, '·l::~~h
Source: ACS 2012-2016 ?\:Y:Y
,, "itJ'c# 1 *~·'v ·-~:~> ·,;-r;,·.· •. ,', ·., , -',,. ,:,;,:,
Table NA-05.11: Cost Burden by lncome,_Level, Owners,:f ;,;;, _,;:,:Atbfr
/:;'. ,~., ·. ;. '•:,-;(;//'~;;;:,,_%;,-
?f.~Y ";./.;;; -:,,;,,,1/0f Of 1f\;;l}f,; <~\:~i:~~> ,};, ... Hou·seholds Households Of Of ;,,;'0;,..,,. ;;/cJst Cost cost ' :;;;;,;,0,,, w/Cost Income Income -;,•.,,, /,:;~:~i~J, • t -~,;;:.-
Income by Cost Burden burden burden :•;:,, Burden::~-:>;,_ Burden Category Category
~~\. 30% /~>-,..%-❖;,.,~:~; (Owners Only} ,,,,( > 50%~;/ , TotalJ'f /:>/:'.~?30%' ·.:t' ,: >50% >30% >50% /,/:,., ~ .. -,~,,,· ...
Household Income<= 30o/i3:'., ;:: '<,:,~t~ ;;:-,_.✓,
~~",> .it~::/ /'' :/,?f/: 14% 29% 49% 45% .;,1/,/./ ,:r;,.r 1,07~;' ;,, 990 , ;;;,z-/.2 069' •'<,: /·✓ •. HAMFI ·1@f( ,(,, >'/ {~}2tt1//..,✓
Household Income >30%'tbf<
,, (k, ·~/2t-'/ 11% 19% 58% :;;. / 34of, 635 '.:,_:,y,:475 44%
<=50% HAMFI ;;_ ~%:>·~--y /~:;~~; ..... 71:t';Y;, :•
Household Jnfome(>50% to ~-,,,: /;;/#~~. '. '~.>f'{l{fJ,%(:' ;,_, '?.,,,.,,,,. 18% 27% 56% 36% ~ >/ -
~·~,, 1',,,//..-_,t/2{' v f 435-, -,,9t 0'. '~\,, 2,345'-<-80% HAIVIF "'-· ,,,,,,: ·;;::;: ,,;,?,;,, ~,!{(~~>? r, .. ,,, /•;.:}':·:., .. _ ..,., .;,/ - 0 •• I.', J::(/E,/❖✓
Housel:folcl-fncome >80%'t6J, ; "•,'.~_,·;~ ~ ..... ,:;._?,,:;;;-,.,,;~ 14% 9% 56% 15% /~ ~ tL l,066< \t:(,;/ 290 "'1;350 <=100%'1:!AMFI " '70>;,
Household ]i,i{pme >100% ~ ::cv~:;:,;; ~ -~~;~(;,, 44% 16% 18% 3%
HAMFI '-;~0~% 3"440 r$35, 3,975
:I',~;~ / /.t~:f/; '<:/,/'
,;;/:iI1:>_ //,//_,
Total 7,~_sp;, 3,360 11,210 . ; ,_. ,-,,, Source: ACS 2012-2016 ''1/ :%':;'?:,, : ;, :;,( ,y_,,,%,:-Y~ ✓f•, ,,~~'.;:--!❖ . : ; .;? ... :~ •,;,?:%'z. / _,,.@
The three tables above shovii'the:total number of households with either a cost burden above 30 ,,,,_;.,::3?1". ~~,--✓
percent of income or above s ci?'plrcent of income (severe cost burden) by income level. According to the
first table, of households with a cost burden above 30 percent, 42 percent are in the lower income
category (below 80 percent AMI). Of the 18,425 households with a severe cost burden, 85 percent are
lower in moderate to above moderate in come. The fact that higher income owners may also have cost
burdens can be explained by a number of factors, such as homeowner seniors living on fixed incomes.
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April 7, 2020 Item #11 Page 20 of 70
NA-SO Non-Housing Community Development Needs -91.415, 91.215 (f)
Describe the jurisdiction's need for Public Facilities:
How were these needs determined?
With a population over 100,000 people and continued growth, Carlsbad must provide a spectrum of
services _to address the public facilities needs in the community. Some of these include increasing access
to facilities used by the Library & Cultural Arts department and ensuring those with special needs have
appropriate access to facilities through American Disability Act (ADA) improvements. The expansion of
parks and reaction, community facilities, and other improvements should be designed to allow LMI
residents to utilize public facilities. In addition to these facilities, the community is responding to an
increasing need to address homelessness, which may include providing public facilities such as
emergency shelter and other housing solutions.
The City of Carlsbad recognizes the need to provide public facilities for the low-income population and
homeless population. And, supports the provision of housing accommodations to those most in need.
Describe the jurisdiction's need for Public Improvements:
Those who responded to the Community Needs Survey through the Consolidated Plan process indicated
the most critical community facility needs were healthcare facilities (36.6 percent of respondents),
followed by community centers (36.5 percent) and parks and recreational facilities (30.5 percent).
How were these needs determined?
In 2013, the city prepared a Carlsbad Livable Streets Assessment Report. This report highlighted the
need to increase safety features for walking between downtown parking and other area activities.
Additionally, the city has natural barriers to community planning such as three lagoons, Interstate 5 (1-5)
and railroad tracks, causing challenges to creating accessible connections throughout the city.
Infrastructure was identified in the Community Needs Survey as a need within the community.
Respondents indicated a desire for street/alley improvements (43.3 percent of respondents), followed
by street lighting (41.5 percent), and broadband internet access (39 percent) as the most pressing
community needs.
Describe the jurisdiction's need for Public Services:
The community identified the following needs for public services through the Community Needs Survey:
• Homeless shelters/services
• Substance abuse services
• Mental health services
• Public transit and transportation services
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How were these needs determined?
Public services needs were identified through multiple sources including City Council goals, community
meetings, the Community Needs survey, and 211 data. Financial difficulties related to housing costs
were the highest identified needs according to 211 data and these challenges can correlate to housing
crisis which may lead to homelessness.
Based on the needs analysis above, describe the State's needs in Colonias
Not applicable.
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April 7, 2020 Item #11 Page 32 of 70
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
As of 2018, SAN DAG estimates there are a total of 46,252 housing units in Carlsbad, an increase of about
4.6 percent since 2010. The break-down of units by type is as follows:
Table MA-05.01: Total Housing Units
Total % Increase/
2010 Total 2018 (Decrease}
Single Family-Detached 23,667 25,269 6.8%
Single Family -Attached 6,042 6,383 5.6%
Multifamily 13,221 · 13,283 0.5%
Mobile Homes 1,299 1,317 1.4%
44,229 46,252 4.6%
This shows that while the single-family housing stock (both detached and attached) increased
significantly between 2000 and 2018, the number of both multifamily units and mobile homes increased
only slightly during this period. As both of these types of housing offer dwellings that are typically more
affordable, this loss is critical in the increasingly unaffordable housing environment.
According to the Greater San Diego Association of Realtors, median home sales prices generally
remained stagnant between 2018 and 2019, with only Encinitas showing a substantial increase of 15.2
percent in median sales price. Coronado experienced a drop of nearly 10 percent in sales prices.
Table MA-05.02: Median Sale Prices
Jul-18 Jul-19
URBAN COUNTY Median Median
Home Sales Home Sales %
Price Price Change
Coronado $2,220,000 $2,000,000 -9.9
Del Mar $2,000,000 $2,000,000 0
Imperial Beach $599,000 $615,000 2.7
Lemon Grove $460,000 $473,500 2.9
Poway $785,000 $780,000 -0.6
Solana Beach $1,510,000 $1,572,030 4.1
Unincorporated $465,811 $447,044 -4.8
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Jul-18 Jul-19
HOME Cities Median Median
Home Sales Home Sales %
Price Price Change
Carlsbad $988,125 $980,456 -0.9
Encinitas $1,250,000 $1,440,221 15.2
La Mesa $635,000 $656,000 3.3
San Marcos $605,000 $600,000 -0.8
Santee $550,000 $545,000 -0.9
Vista $555,483 $550,592 -0.83
-
Jul-18 Jul-19
Median Median San Diego
Home Sales Home Sales % Region Price Price Change
$585,000 $585,000 0
Source: Greater San Diego Association of REALTORS, August 2019
The current median home price in Carlsbad is $980,456, which represents a slight decrease of less than 1
percent over the past year. According to the Greater San Diego Association of REALTORS, this is
significantly less Encinitas, but substantially higher than the other HOME Consortium jurisdictions, as
well as the San Diego region as a whole. A household must earn approximately $175,000 to afford the
median home price in Carlsbad.
According to the National Association of Homebuilders, San Diego is one of the ten least affordable
metropolitan areas in the United States. Only about 20 percent of the homes in the areas are affordable
to a household earning a median income.
Table MA-05.03: Housing Opportunity Index by Affordability Rank
Housing Opportunity Index: 3rd Quarter 2019
By Affordability Rank
HOI 3rd Qtr 2019 2019 3rd Qtr 2019 3rd Qtr 2019
Metro Area Share of Homes Median Median Affordability
Affordable for Family Sales Rank
Median Income Income Price National Regional
(000s) (000s)
San Francisco-Redwood Citv-South San Francisco, CA MA 8.4 133.8 1350 237 72
Los Anqeles-Lonq Beach-Glendale, CA MA 11.5 73.1 635 236 71
Salinas, CA 13.4 74.1 590 235 70
Anaheim-Santa Ana-Irvine, CA MA 15.3 97.9 735 234 69
Santa Cruz-Watsonville, CA 17.9 98.0 753 233 68
San Jose-Sunnvvale-Santa Clara, CA 18.4 131.4 1003 232 67
San Dieqo-Carlsbad, CA 20.1 86.3 572 231 66
San Luis Obispo-Paso Robles-Arroyo Grande, CA 20.9 87.5 600 230 65
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Na a, CA 22.3 100.4 655 229
Santa Rosa, CA 25.6 93.3 602 228
MA Indicate Metropolitan Divisions. All others are Metropolitan Statistical Areas.
The primary source of information on rental costs in the San Diego region is the Southern California
Rental Housing Association, which conducts two surveys of rental properties per year. In the spring of
2019, 6,000 surveys were sent out to rental property owners and managers throughout San Diego
County. Although this survey sampled a broad variety of rental housing, it was not a scientific sampling.
Carlsbad's current rental vacancy rate is estimated to be approximately 1.9 percent, with average rents
as follows:
Table MA-05.04: Average Rents
Spring Spring % Increase/
2018 2019 (Decrease)
Studio $1,081 $1,214 12.3%
1 Bedroom $1,635 $1,724 5.4%
2 Bedrooms $2,448 $2,546 4.0%
3+ Bedrooms $2,561 $2,937 14.7%
Soyrce: Southern California Rental Housing Association, 2019
Carlsbad's housing stock is much newer on average compared to San Diego County's housing stock,
suggesting households may need to spend less on repairs and upgrades. Although the city incorporated
more than 50 years ago, the majority of the housing in Carlsbad is fairly new, with a relatively small
portion of the housing stock over 30 years old (approximately 3 percent). The majority (6 percent) of
the city's housing stock was constructed after 1980, including 21 percent that was constructed after
2000. To assist lower income homeowners in making necessary repairs, the city offers a Minor Home
Repair Program for income-qualified homeowners.
64
63
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MA-45 Non-Housing Community Development Assets -91.410, 91.210(f)
Introduction
According to the 2019 Carlsbad Business Report, the city has an estimated 5,353 businesses generating
over $24.2 billion in overall sales in 2018. These firms employ about 82,000 workers that receive
average annual earnings of $77,688. The number of jobs in the city has increased by about 2.8 percent
between 2016 and 2018, which is about the same employment growth rate experienced by California
over the same time period.
The city is a significant hub of the San Diego region's life sciences cluster, which is the second largest in
the United States. The city is home to over 100 life science companies working in the field of medical
devices, diagnostics and pharmaceutical companies supporting research and development. The 2019
Carlsbad Business Report found there has also been significant growth in the information &
communications technology cluster, which experienced 8.5 percent employment growth from 2016 to
2018. The same report found Employment in Action Sports Manufacturing is over 37 times the national
average, and clean tech employment is 3.6 times the national average. The largest industry cluster in
Carlsbad is hospitality & tourism which employs nearly 14,000 people in the city catering to over 3.5
million annual visitors.
Economic Development Market Analysis
Business Activity
Table MA-45.01: Business Activity
Business by Sector Number of Number of
Workers Jobs
Share of Share of Jobs less
Workers Jobs workers
% % %
Agriculture, Mining, Oil & Gas Extraction 405 134 1 0 -1
Arts, Entertainment, Accommodations 5,816 13,027 15 19 5
Construction 1,813 2,368 5 3 -1
Education and Health Care Services 5,537 6,446 14 9 -4
Finance, Insurance, and Real Estate 2,814 3,863 7 6 -1
Information 1,222 1,454 3 2 -1
Manufacturing 4,206 10,122 11 15 4
Other Services 1,593 2,720 4 4 0
Professional, Scientific, Management
Services 6,512 9,853 16 14 -2
Public Administration 0 0 0 0 0
Retail Trade 4,091 7,607 10 11 1
Transportation and Warehousing 750 752 2 1 -1
Wholesale Trade 2,618 5,033 7 7 1
Total 37,377 63,379 ------
Data Source: 2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
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Labor Force
Table MA-45.02: Labor Force
Total Population in the Civilian Labor Force 55,345
Civilian Employed Population 16 years and
over 51,400
Unemployment Rate 7.15
Unemployment Rate for Ages 16-24 13.97
Unemployment Rate for Ages 25-65 5.28
Table 1 -Labor Force
Data Source: 2011-2015 ACS
Table MA-45.03: Occupations by Sector
Occupations by Sector Number of People
Management, business and
financial 20,095
Farming, fisheries and forestry
. occupations 1,660
Service 4,065
Sales and office 12,715
Construction, extraction,
maintenance and repair 1,870
Production, transportation and
material moving 1,530
Data Source: 2011-2015 ACS
Travel Time
Table MA-45.04: Travel Time
Travel Time Number Percentage
< 30 Minutes 25,935 57%
30-59 Minutes 14,940 33%
60 or More Minutes 4,555 10%
Total 45,430 100%
Data Source: 2011-2015 ACS
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Education:
Table MA-45.05: Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 1,435 240 585
High school graduate (includes
equivalency} 3,950 590 1,790
Some college or Associate's
degree 11,610 1,050 5,315
Bachelor's degree or higher 26,485 1,335 5,815
Data Source: 2011-2015 ACS
Table MA-45.06: Educational Attainment by Age
Educational Attainment Age
18-24yrs 25-34yrs 35-44yrs 45-65 yrs 65+ yrs
Less than 9th grade 75 60 330 635 515
9th to 12th grade, no diploma 595 335 390 510 489
High school graduate, GED, or
alternative 1,795 1,565 1,265 3,500 2,745
Some college, no degree 3,180 2,435 2,230 6,920 3,810
Associate's degree · 410 1,200 1,740 3,655 1,425
Bachelor's degree 1,100 4,435 6,040 9,890 4,095
Graduate or professional degree 20 2,355 3,865 7,370 4,175
Data Source: 2011-2015 ACS
Table MA-45.07: Educational Attainment -Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 57,462
High school graduate (includes equivalency} 42,257
Some college or Associate's degree 67,929
Bachelor's degree 158,205
Graduate or professional degree 195,117
Data Source: 2011-2015 ACS
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Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
Table MA-45.01 on business activity indicates that the top industry sectors in which Carlsbad residents
are employed are professional, scientific, and management services, administrative and waste
management services, educational services, as well as health care and social assistance. There are also
strong manufacturing, finance/insurance and retail/wholesale trade employment bases as well. The
2019 Carlsbad Business Report noted that professional and business services account for 22.1 percent of
firms in Carlsbad, followed by retail/wholesale trade (16 percent). Healthcare accounts for 13 percent of
all businesses in Carlsbad while finance, insurance, real estate and property management account for
12.6 percent of businesses and manufacturing accounts for 9.1 percent of businesses. However, there
are more jobs in that sector than workers, meaning that workers are commuting into the city to work.
This is also true in almost all sectors, suggesting an uneven jobs-housing balance. The table on travel
time illustrates the commuting times for workers, which illustrates that perhaps 43 percent of workers
commute away from Carlsbad.
In terms of labor force, there is an overall unemployment rate of 7 percent in Carlsbad, based on ACS
2011-2015, the most recent data available from HUD. However, State Employment Development
Department data from July 2019 suggests that the overall unemployment rate is closer to 3 percent. This
reflects a fairly strong economy in the region overall. When looking at statistics based on educational
attainment, it is apparent that the less education one has, the more likely the person is not participating
in the labor force: for example, 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 17 percent of people with a bachelor's
degree or higher are not in the labor force Carlsbad also compares favorably to California and the nation
in terms of the community's educational attainment. 33.8 percent of Carlsbad residents hold a
bachelor's degree compared to 20.8 percent of Californians and 19.4 percent of Americans. Similarly,
25.8 percent of Carlsbad residents hold a graduate or professional degree, more than double that of
California (12.5 percent) and the U.S. (12.1 percent).
The last table in this segment shows that the higher the education level a person has, the higher the
income earned. For example, a person with a graduate or professional degree makes more than triple
the amount of a person without a high school diploma. Carlsbad's major industry clusters like life
sciences, information & communications technology, and clean technology require these advanced
degrees and can offer these high salaries and earnings.
Describe the workforce and infrastructure needs of the business community:
According to the 2019 Carlsbad Business Report, the business community cited dissatisfaction related to
the regulatory climate (e.g., zoning, permitting, local regulations, and related issues) and ability to find
qualified entry to mid-level employees, with some expressing dissatisfaction with the ability to recruit
high skilled talent. The report also noted that larger firms generally have greater expectations for
growth within the next 12 months (from 2019). For example, more than half of firms with between 25
and 49 employees felt that they would have more employees within the next 12 months.
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The report also captured what issues the business community would like the city to address. The top
issues were altering zoning/regulations (17 .9 percent), improving transportation/mobility (17.1
percent), and considering changes in tax structure (13.7 percent).The report found that new businesses
in the city are increasingly attracted to not just the city's quality of life, but also to its reputation as a
hub for business and talent as well.
Within Carlsbad, the city operates an economic development program and talent attraction and
retention campaign called Life in Action, which provides information on the elements that make
Carlsbad a desirable place to live and work. Information provided includes reasons to work in Carlsbad,
local attractions, educational opportunities, transportation, and an overview of the unique lifestyle
available in the community.
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.
Carlsbad is a member of Innovate 78, a collaborative of five jurisdictions -Carlsbad, Escondido,
Oceanside, San Marcos, and Vista -along the State Route 78 to boost economic prosperity. Innovate 78
lists resources available within each jurisdiction, analyzes economic data, and produces economic
reports meant to better inform policymakers and the public regarding economic development. Through
Innovate 78, an initiative called Startup78 was launched to promote the growth and connectedness of
the startup and entrepreneurial ecosystem in North County.
The city also supports efforts to build up the tech ecosystem in Carlsbad and San Diego like San Diego
Tech Hub. Hosted at Walmart Labs in Carlsbad, the mission is to create a flourishing San Diego Region
tech community that is collaborative, diverse, and known for its positive impact on the regional
economy and the community at large. San Diego Tech Hub facilitates opportunities to build authentic
relationships between people, businesses, and community partners of the San Diego area. Monthly
meetings attract over 200 attendees with several lines of programming to fulfill the mission.
A Carlsbad City Council member currently serves on SANDAG's Board of Directors, which gives the city a
voice in regional initiatives and investments. The most significant effort SANDAG is working on is its 5 Big
Moves, a long-term vision for a bold new transportation system throughout the County. The 5 Big
Moves are:
• Complete Corridors
• Transit Leap
• Mobility Hubs
• Flexible Fleets
• Next OS
A redesigned and expansive regional transportation system will undoubtedly bring about economic
impacts and effect the workforce and businesses.
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The city in partnership with SANDAG and NCTD recently launched a new pilot program called the
Carlsbad Connector an a pp-based shuttle service which runs to and from the Carlsbad Poinsettia
COASTER Station, connecting commuters to Carlsbad's business parks and retail centers
The city also partnered with Bio, Tech, and Beyond to provide low cost laboratory space and shared
resources for individuals to start a science company, as well as foster a community of entrepreneurs. It
is North San Diego County's Life Science Incubator and adds to the city's core technology base. As of
2020, the Bio, Tech and Beyond incubated over 55 companies and has since moved out of their city-
owned space due to demand and expansion.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
In review_ing the city's Business Activity data (Table MA-45.01.), surpluses in jobs are available locally in
the Retail Trade, Manufacturing, and Arts/Entertainment/Accommodations sectors. The city anticipates
future growth in these areas would focus on professional jobs, not factory jobs. The city's labor force
tends to be well educated and aligns well with the city's projection for job growth especially in the high
tech industry clusters. However, the tourism/hotel industries generally employ a significant number of
lower wage employees with lower education levels. Currently) most of these workers do not reside in
the city, given the high costs of housing in Carlsbad. The city will continue to face the challenge of
providing affordable housing for the lower income households.
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
The San Diego Workforce Partnership (SDWP) is a regional non-profit organization that coordinates job
training programs throughout the County that empower job seekers to meet the current and future
workforce needs of employers. The SDWP has five strategic pillars: inclusive business growth, job
quality, outcomes-focused funding, population-specific interventions, and 2Gen (multigenerational
professional services). These pillars allow SDWP to focus on the region's priority sectors:
• Advanced manufacturing
• Energy, construction, and utilities
• Education and human development
• Healthcare
• Information and communication technologies and digital media
• Life sciences and biotechnology
• Public administration
To meet the workforce needs for these sectors, SDWP offers prospective employees career consulting,
education and training, paid work experience, access to networks and job leads, and career search tools
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and workshops. SDWP also conducts regional planning and research and convenes industry
stakeholders.
The city also partners with MiraCosta College, hosting the MiraCost a Technology Career Institute at a
city-owned building. MiraCosta Technology Career Institute (TCI) offers local community members the
opportunity to enhance their lives and their careers with low-cost classes, workshops and programs.
From enrichment classes to job training programs, all MiraCostaTCl's programs and classes are fee-
based and not-for-credit. MiraCosta TCl's fast track training programs offer students a place to start and
learn new skills to advance their careers and to help find meaningful employment in our local
businesses. The institute provides job training in the fields of advanced manufacturing, engineering,
healthcare, security, veterinary science and professional skills training. Many Carlsbad employers
partner with MiraCosta TCI to train future employees for specialized skills needed on the job.
Lastly, the city supports the San Diego North Economic Development Council's North County
Manufacturing and Engineering Day held in October during the nationwide Manufacturing Week. Held
at California State University, San Marcos, the expo shows off careers in manufacturing, science and
engineering to over 1,000 North County high school and middle school students.
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.
See discussions above.
Discussion
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The map below depicts the non-white percentage of the population in each census tract in the city.
Whites comprise approximately 73 percent of the city's population, so a census tract with a percentage
of non-white population greater than 17 percent would indicate a concentration of racial or ethnic
minorities. These tracts are represented in darker shades of pink:
Figure MA-50.03: Non-white population (in percent) by census tract
Source: Opportunity Atlas
The tracts with a higher concentration of non-white populations are located throughout the city. The
map below shows a correlation between the census tracts with a higher concentration of non-white
populations and the census tracts have a concentration of extremely low-income households.
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Are there other strategic opportunities in any of these areas?
One of the city's goals identified within this Consolidated Plan is pertains to infrastructure and facilities.
Many of block groups within this census tract have been identified as CDBG qualified block groups for
those types of projects. Therefore, during the annual funding process, the city can allocate CDBG
funding to public facility and infrastructure improvement project.
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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.
As of 2018, entitlement jurisdictions must account for narrowing the digital divide. To do so, the city
consulted with 211 San Diego, the region's community information exchange, to understand the efforts
throughout San Diego County to narrow the digital divide and bring broadband internet service to a
broader swath of the population, especially LMI communities. To address the digital divide, the city
included a question in its community needs survey that asked residents their most critical infrastructure
needs. Approximately 39.93 percent of respondents felt increasing access to broadband internet is a
priority need.
211 received calls from 1,020 clients regarding low-cost internet service providers countywide in 2018.
Most commonly these clients were referred to ACCESS from AT&T (ACCESS), San Diego Gas and Electric
Company (SDG&E), or Cox Connect2Compete (C2C). ACCESS is a low-cost internet service available to
residents who participate in the Supplemental Nutrition Assistance Program or receives Supplemental
Security Income benefits. SDG&E offers a program called California Alternate Rates for Energy, which
offers a 30 percent monthly bill discount based on income limits. Cox C:2C is a low-cost internet service
available to households with children in grades K-12 that participate in the Supplemental Nutrition
Assistance Program, the National School Lunch Program, Temporary Assistance for Needy Families, use
Tenant-Based or Project-Based Vouchers, use Section 8 Rental Assistance, or live in public housing.
Computers2Kids, a local organization, has partnered with Cox Connect2Compete to help narrow the
digital divide by distributing computers to low-income families and include computer and internet
literacy training. Of the families who participated in the program, 90 percent of students saw increased
test scores. In addition, County libraries prove access to both computers and internet for free and are
located throughout the County, including Carlsbad
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction .
. 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 drafting the Consolidated Plan, the
city used data from the Federal Communications Commission (FCC) regarding the number of broadband
internet service providers in city and the US Census Bureau's American Community Survey to determine
the number of households with and without internet access.
Below is a map showing the city's access to providers offering broadband services. To be considered
broadband, a provider must offer speeds of 25Mbps download and 3M bps upload.
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MA-65 Hazard Mitigation -91.210(a)(S), 91310(a)(3)
Describe the jurisdiction's increased natural hazard risks associated with climate change.
A growing hazard in California in the era of climate change is more intense and more frequent wildfires.
In response, the County's Chief Administrative Officer established a Resilience Review Working Group to
develop recommendations to reduce wildfire risk and strengthen community resilience. As for
increasing resilience to natural hazards more generally, the city relies on the County's Office of
Emergency Services, with which it consulted during the development of the Consolidated Plan, to
coordinate preparation for and responses to disasters.
Additionally, as a coastal community, Carlsbad must be cognizant of coastal flooding and the inundation
risk associated with sea level rise, which may result in greater frequency of major storm events. The
city's Sea Level Rise Vulnerability Assessment has identified areas on the coast and near lagoons that are
most susceptible to damage and sea level rise and project potential hazards through .2050 and 20100.
This includes possible "adaptation strategies" to help prevent future coastal flooding and erosion.
The city has also drafted an update to its Local Coastal Program Land Use Plan, which addresses coastal
hazards such as sea level rise, flood, geologic, and fire. Its multi-jurisdictional Hazard Mitigation Plan
outlines goals, objectives, and actions to mitigate the effects of natural hazards. Additionally, the city's
General Plan Public Safety Element identifies the risks posed by hazards in the Carlsbad region and
contains goals and policies to reduce these risks while integrating mitigation measures into the city's
development process.
Describe the vulnerability to these risks of housing occupied by low-and moderate-income
households based on an analysis of data, findings, and methods.
The County of San Diego provides leadership and oversight to the region's natural hazards. To further
the County's focus on natural hazards, its 2019-2024 Strategic Plan highlighted many preparedness and
resiliency elements, including the Fire Safety Council of San Diego County, Community Wildfire
Protection Plans, Community Emergency Response Teams, San Diego County Spontaneous Volunteer
Program, and the Neighborhood Evacuation Team Program. The city participates in these efforts should
a natural disaster impact its jurisdiction. Carlsbad participates in the Multi-Jurisdictional Hazard
Mitigation Strategy, which includes reviewing a set of jurisdictional-level hazard maps and identifying
the top hazard threats, including the potential exposure to all residential buildings.
The Office of Emergency Services, housed at the County, also significantly contributes to resiliency to
natural hazards. Its Emergency Operations Center (EOC) is a centralized location for multi-agency and
multi-jurisdiction response to disasters. In an emergency, the EOC serves as the liaison between local
jurisdictions, such as the city, in San Diego County and emergency services at the State and federal
levels.
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SP-OS Overview
Strategic Plan Overview
Strategic Plan
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 goal by guiding investments in Carlsbad's LMI
communities. The priorities for the 2020-2025 Consolidated Plan cycle are:
• Priority 1: Increase and preserve affordable housing opportunities for low-and moderate-
income households.
• Priority 2: Prevent and reduce homelessness.
• Priority 3: Strengthen support services for residents with special needs.
• Priority 4: Improve and provide facilities to serve lower income persons.
• Priority 5: Provide fair housing services to residents.
• Priority 6: Plan and administer the CDBG program.
These goals, and the funded activities meant to achieve them, align with HU D'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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SP-10 Geographic Priorities -91.415, 91.21S(a)(l)
Geographic Area
Table 2 -Geographic Priority Areas
Not applicable.
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. The map below shows the LMI block groups (bounded in blue and
highlighted in yellow) in Carlsbad that are eligible for place based CDBG activities. Communities with no
or very few areas in which 51 percent of residents are LMI have been authorized as Exception Grantees
by HUD and are able to undertake area benefit activities.
According to HUD, "Section 105(c)(2)(A)(ii) of the Housing and Community Development Act of 1974, as
amended, states that an activity shall be considered to principally benefit low and moderate income
persons when 1the area served by such activity is within the highest quartile of all areas within the
jurisdiction of such city or county in terms of the degree of concentration of persons of low and
moderate income." 2
The map on the following page was developed utilizing the minimum percentage of low-and moderate-
income persons that must reside in the service area as provided by HUD and based on the 2011-2015
American Community Survey (ACS).
2 https://www.hudexchange.info/programs/acs-low-mod-summary-data/acs-low-mod-summary-data-exception-grantees/
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SP-25 Priority Needs -91.415, 91.215(a)(2)
Priority Needs
Table SP-25.01: Priority Needs Summary
1 Priority Need Affordable Housing
Name
Priority Level High
Description Provide housing opportunities to low income residents throughout the city
through the acquisition, preservation, and creation of affordable housing.
Population Extremely Low
Low
Moderate
Middle
Target Area Citywide
Associated Increase and preserve affordable housing opportunities for low income
Goals households.
Basis for Affordable housing emerged as a top priority among residents through the
Relative Consolidated Plan community engagement process. According to NA-05, the
Priority majority of low-income renters are experiencing housing cost burden. The city
will continue to face the challenge of providing affordable housing for the lower-
income households.
2 Name Shelters and services for the homeless
Priority Level High
Description Provide shelter or services to homeless or near homeless persons/families
which result in an improved situation through employment, permanent,
supportive, or transitional housing, treatment of mental, or substance abuse
problems, etc.
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Chronic Homelessness
Individuals
Mentally Ill
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Chronic Substance Abuse
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Target Area Citywide
Associated Prevent and reduce homelessness.
Goals
Basis for Community Needs Survey and stakeholder input. Homelessness is a major
Relative problem throughout San Diego County and residents and stakeholders in
Priority Carlsbad recognize the need to address it.
3 Name Public services for LMI and special needs populations
Priority Level Medium
Description Support the provision of services to Carlsbad LMI residents and special needs
populations, including those with mental health needs, the elderly, and
unaccompanied youth.
Population Extremely Low
Low
Moderate
Middle
Large Families
Elderly
Chronic Homelessness
Individuals
Families with Children
Mentally Ill
Chronic Substance Abuse
Veterans
Victims of Domestic Violence
Unaccompanied Youth
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Victims of Domestic Violence
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Target Area Citywide
Associated Strengthen support services for lower income residents and residents with
Goals special needs.
Basis for Community Needs Survey, stakeholder feedback, and demographic data.
Relative
Priority
4 Name Public Improvements
Priority Level Low
Description Provide assistance to projects that benefit LMI households by improving or
creating public facilities that serve their needs.
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Target Area CDBG-eligible block groups and nonprofit agencies that serve LMI residents.
Associated Improve and provide facilities to serve lower income persons.
Goals
Basis for As a community of over 110,000, Carlsbad must provide a range of public
Relative facilities and improvements to serve its residents. Construction, expansion,
Priority and improvement of community facilities to serve the lower-income residents
and those with special needs have been identified as an important objective of
the CDBG program. Specifically, ADA improvements and renovation/expansion
to parks and recreation, and community facilities are needed to better serve
the city's lower-income residents and those with special needs.
5 Name Fair Housing
Priority Level High
Description Carlsbad contracts with a qualified service provider to provide fair housing
services in the city. Services are directed at promoting housing opportunities
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for all persons regardless of their special characteristics protected under State
and Federal fair housing laws.
Population Extremely Low
Low
Moderate
Middle
Target Area Citywide
Associated Provide fair housing services to residents.
Goals
Basis for Fair housing services are mandated by CDBG regulations and are
Relative made available to residents citywide.
Priority
6 Name Planning and Administration
Priority Level Low
Description Up to 20 percent of the CDBG funds will be used to support the general
administration of the programs by the Housing and Neighborhood Services
Department.
Population Other
Target Area
Associated Plan and administer the CDBG program.
Goals
Basis for Compliance with all HUD Consolidated Plan and CDBG program regulations is a
Relative requirement for participation in this program.
Priority
Narrative (Optional}
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SP-35 Anticipated Resources -91.420{b), 91.215{a)(4), 91.220{c){l,2)
Introduction
A number of housing and community development resources are currently available in the city. They include:
• Community Development Block Grant (CDBG) funds
• General funds
• HUD Section 108
• HUD Housing Choice Voucher Program (through the Carlsbad Housing Authority)
• State Housing and Community Development (HCD) housing funds
• State transportation funds
• Carlsbad Affordable Housing Trust Fund
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Anticipated Resources
Table SP-25.01: Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Expected Narrative Description
of Annual Program Prior Year Total: Amount
Funds Allocation: Income:$ Resources: $ Available
$ $ Remainder
of
Consolidated
Plan
$
CDBG Public Admin $536,604 $367,353 $903,957 $1,939,073 The estimated amount
federal Public Services of CDBG funds available
Facility for the five years
Improvements covering the
Acquisition Consolidated Plan is
$2,843,030
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 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. For example, many State housing programs have scoring criteria that reward
applicants who have matching funds. In the past, Carlsbad has been extremely successful in garnering matching infrastructur e and
transportation funds and it will continue to seek such opportunities in the future, especially through SANDAG's Transnet fund.
If appropriate, describe publicly owned land or property located within the state that may be used to address the needs identified
in the plan
As the housing crisis has worsened in California, utilizing publicly owned land for affordable housing development has become an increasingly
popular policy solution. In January 2019, Governor Gavin Newsom issued an Executive Order directing State agencies to inventory and assess
surplus State properties for their development potential. Unfortunately, the State owns just seven surplus properties, resulting in 25 total acres,
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in San Diego County (none are in Carlsbad). For its part, the city regularly reviews its real estate portfolio and assesses if properties are being put
to best use. However, no city-owned land is expected to be used.
Discussion
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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 Role Geographic Area
Type Served
CARLSBAD Government Economic Jurisdiction
Development
Homelessness
Non-homeless special
needs
Planning
Rental
Neighborhood
improvements
Public facilities
Public services
Carlsbad Housing PHA Rental Jurisdiction
Agency
Assess of Strengths and Gaps in the Institutional Delivery System
While only a few entities have formal roles in administering HU D'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. While the Housing Services Division is the lead agency for CDBG activities, they
coordinate with 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. The city
administers its own public housing authority, leading to administrative efficiencies and coordinated
activities to address community needs. The Housing Authority oversees Section 8 Housing Choice
Voucher program. While the Housing Services Division maintains 21 affordable housing apartment
complexes throughout the city to address the affordable housing needs.
The primary gap in the institutional delivery system is rooted in the high cost of living in Carlsbad. With
limited resources at all levels of government, it is diffic:ult to fully address all the city's housing and
community development needs. For example, there is a significantly long waitlist for city's rental
assistance vouchers. In the absence of additional resources, the city must work with its existing partners
to fill gaps where necessary.
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Availability of services targeted to homeless persons and persons with HIV and mainstream
servic"es
Table SP-40.02: Homeless Prevention Services Summary
Homelessness Prevention Available in the Targeted to Targeted to People
Services Community Homeless with HIV
Homelessness Prevention Services
Counseling/ Advocacy X X
Legal Assistance X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X X
Mobile Clinics
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X
Education X
Employment and Employment X X
Training
Healthcare X X
HIV/AIDS
Life Skills X X
Mental Health Counseling X X
Transportation X
Other
Other
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)
Regarding homelessness, chronic homeless, and homeless prevention, the city will continue to work
with homeless service providers to access resource so they can continue to provide shelter, services,
and housing to its homeless and at-risk clients. The city works closely with Regional Task Force on the
Homeless, the region's Continuum of Care, on a regional strategy to provide services and end
homelessness and participates annually in the Point-In-Time Count.
The city has provided funding in the past to Catholic Charities, Interfaith Community Services, Brother
Benno's, Community Resource Center, and the Women's Resource Center to provide homeless
programs to residents, which may include shelter.
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Lastly, County's Health and Human Services Agency (HHSA) and the Housing and Community
Development Department a_re also integral to Carlsbad achieving its goal of reducing homelessness.
These agencies administer the HOME and ESG programs and offer many healthcare services.
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
City Council has approved a multi-departmental Homeless Response Plan, which uses compassionate
enforcement to address the region-wide needs related to homelessness. This plan includes operating a
homeless outreach team within the city's Police Department, which is comprised of four specially
trained law enforcement who make regular contact with persons experiencing homelessness to develop
rapport, offer services, and ensure they are complying with the law. Additionally, the city contracts with
two licensed clinical social workers to connect with individuals experiencing homelessness and link them
to appropriate community services and supports. The city also will continue to partner with nonprofit
service providers, task forces, and other community groups to identify the needed resources to meet
the needs of those experiencing homelessness in Carlsbad.
Some of the barriers affecting the unsheltered residents is the lack of shelter bed availability for single
men, women, and families. La Posada is a SO-bed, emergency shelter located in the industrial area of the
City of Carlsbad. Due to its geographic location, it is challenging for the homeless population to access,
because it is in a remote area of town away from the homeless population. In addition, La Posada (like
many other North County shelters) has rules and regulations in place that screen out the most
vulnerable individuals (e.g. I.D. requirements, animals, substance use and mental health conditions, time
limits, etc). It is important that these programs evaluate existing rules and regulations at all of the
emergency shelters in North County, so they can operate from a true Housing First Approach to allow
more individuals access housing. The community has mixed opinions around the expansion of homeless
services. Carlsbad is one of the wealthiest beach communities in California and many individuals are
fearful that if the city provides new homeless resources it will increase the number of homeless coming
to Carlsbad.
There are five current affordable housing complexes in Carlsbad that offer housing at 30% AMI or below
($22,500 or less). The total number of "extremely low income" units is 93. There are no current studios
at the 30% AMI rate. All of these properties have waitlists. It is important to have permanent housing
resources in place to help people exit out of the homeless system. Many unsheltered residents have
limited funds and receive SSI at $943 per month for 2020 and fair market rent for a studio in Carlsbad is
$1,854 and $2,070 for a one-bedroom unit.
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
Additional opportunities to fill gaps are emerging at the state level, as previously discussed . New
financial resources and a more concerted focus on homelessness as an issue can provide local
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April 7, 2020 Item #11 Page 63 of 70
organizations more tools to address homelessness. Continuing its partnership with the Continuum of
Care, the County, and nonprofit partners, the city will work diligently to fill gaps and reduce
homelessness. Through its commitment and dedication, the Continuum of Care, along with its
supporting agencies, will continue to strategize and implement best practices. Ultimately, this will
provide homeless individuals with a home of their own.
There is a lack of affordable housing, permanent supportive housing, and Section 8 vouchers in Carlsbad.
To circumvent these issues and immediately move people off the streets into housing, the city will offer
a housing subsidy for individuals who are homeless or at-risk of homelessness. Flexible Housing Subsidy
Pool is a best practice in the field of homelessness to supplement a person's rent at fair market value.
Many cities across the country are using this model with great success. In Carlsbad, the average price for
a one-bedroom unit is $2,070, but a person experiencing homelessness has no income or a fixed income
of Supplemental Security Income (SSI) at $943 per month. This program would house unsheltered
individuals from the City of Carlsbad into housing.
The City of Carlsbad provides CDBG funding to the La Posada de Guadalupe homeless shelter, which is
the largest men's homeless shelter in North County with SO beds with 10 additional beds during the
winter months of December -April. In 2019, the program housed 432 unduplicated men who stayed for
an average of 60-90 days. Out of the individuals served 48% were able to exit to either transitional or
permanent housing. Seventy percent of the unsheltered residents in Carlsbad are male, non-veterans.
The City of Carlsbad is evaluating different funding streams to expand La Posada de Guadalupe's current
bed capacity. City staff have been meeting with the shelter's leadership to expand this resource to
include both men and women.
The Carlsbad City Council recently approved a total of $8.3 million in financial assistance for construction
of a SO unit, permanent supportive housing project called Windsor Pointe which provides housing and
case management services to homeless and lower income veterans and their families, and individuals
experiencing homelessness with Serious Mental Illness (SMI). Applicants with SMI will be matched
through the Coordinated Entry System (CES); however, the Windsor Pointe owner will apply local
(Carlsbad resident or worker) and veteran preference to the extent consistent with applicable law. The
city should continue to build and invest in permanent supportive housing projects like these and
increase the supply of studios and one-bedroom affordable housing units at 30% AMI or below. Lastly,
the city should apply for Housing Choice Vouchers (MSS) that prioritizes unsheltered individuals. These
vouchers should offer case management to help with housing stability through the local housing
authorities.
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SP-45 Goals -91.415, 91.21S(a)(4)
Goals Summary Information
Table SP-45.01: Goals Summary
Sort Goal Name
Order
Increase and preserve
affordable housing
1 opportunities for low-and-
moderate income
households.
Prevent and reduce 2 homelessness.
Strengthen support
3 services for lower income
residents and residents
with special needs.
Improve and provide
4 facilities to serve lower
income persons.
5 Provide fair housing
services to residents.
6 Plan and administer the
CDBG program.
Start
Year
2020
2020
2020
2020
2020
2020
Consolidated Plan
0MB Control No: 2506-0117 (exp. 06/30/2018)
End
Year
2024
2024
2024
2024
2024
2024
Category Geographic Needs Funding Goal Outcome Indicator
Area Addressed
Affordable Housing
Housing Services Citywide Affordable $900,000 10 households Special Needs Housing
Housing
Homeless Shelters
Homeless Prevention Citywide Homeless $240,015 3,600 individuals
Homeless Services
Homeless
Non-Homeless Citywide Supportive $240,015 3,600 individuals Services Special Needs
Non-Housing Improve Community Citywide $900,000 500 individuals
Development Facilities
Non-Homeless Citywide Fair Housing $113,000 1,500 individuals Special Needs
Administration Citywide Planning and $450,000 N/A Administration
· CARLSBAD 62
April 7, 2020 Item #11 Page 65 of 70
Goal Descriptions
1 Goal Name Increase and preserve affordable housing opportunities for low-and-moderate income households.
Goal Provide direct benefit to lower income persons through the provision or retention of affordable housing units in Carlsbad.
Description
2 Goal Name Prevent and reduce homelessness.
Goal Provide shelter or services to homeless or near homeless persons/families which result in an improved situation through
Description employment, permanent or transitional housing, treatment of mental, or substance abuse problems, etc.
3 Goal Name Strengthen support services for lower income residents and residents with special needs.
Goal Support the provision of services to Carlsbad LMI residents and special needs populations, including those with mental
Description health needs, the elderly, and unaccompanied youth.
4 Goal Name Improve and provide facilities to serve lower income persons.
Goal . Provide assistance to city projects that benefit lower income households by improving and providing facilities that serve
Description their needs. Such projects must be able to demonstrate that they will serve areas of the City of Carlsbad that meet HUD
requirements regarding household incomes for that area.
5 Goal Name Provide fair housing services to residents.
Goal Carlsbad contracts with a qualified service provider to provide fair housing services in the city. Services are directed at
Description promoting housing opportunities for all persons regardless of their special characteristics as protected by State and
Federal fair housing laws.
6 Goal Name Plan and administer the CDBG program.
Goal Up to 20 percent of the CDBG funds will be used to support the general administration of the programs by the Housing
Description Services Division
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 91.31S(b}(2)
Consolidated Plan
0MB Control No: 2506-0117 (exp. 06/30/2018)
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April 7, 2020 Item #11 Page 66 of 70
The city does not receive HOME funds directly, but participates in the HOME Consortium, which is operated by the County of San Diego.
Consolidated Plan
0MB Control No: 2506-0117 (exp. 06/30/2018)
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April 7, 2020 Item #11 Page 67 of 70
SP-65 Lead-based Paint Hazards -91.415, 91.21S(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 puilt 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.
Approximately 32 percent of the city's housing units were constructed prior to 1980, a strong indicator
that there may be a more limited scope of lead-based paint issues since residential use of LBP was
banned in 1978. For comparison, just over 60 percent of California's housing stock was built before
1980.
It is helpful that the city's housing stock is slightly riewer than the State's, 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 mean producing new affordable units that will increase
access to housing without lead-based paint 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?
HUD requires that all CDBG and HOME funded activities comply with HU D's regulations regarding lead-
based paint. In accordance with program requirements, the City of Carlsbad's rehabilitation program
requires that each home assisted and built prior to 1978 must undergo LBP testing. If deteriorated lead-
based paint surfaces are found, it must be stabilized during the rehabilitation of the property.
Abatement must be performed by a certified LBP professional with a certified lead-based paint assessor
issuing a Clearance Inspection prior to the issuance of the Notice of Completion.
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SP-70 Anti-Poverty Strategy -91.415, 91.2150)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
According to ACS data, approximately 6.6 percent of the city's residents are living at or below the
federal poverty level. While this is lower than the national and state rates of poverty, it must still be
addressed. Poverty is complex and requires a multi-faceted approach to address the needs of the
community and the city must rely on partnerships to reduce the number of individuals and families
experiencing poverty.
A major partner in reducing poverty in Carlsbad is the County of San Diego, which administers the
CalWORKs Program . CalWORKs provides cash aid to needy families to cover the cost of essentials like
housing, healthcare, and clothing. It also supports job training through the County and the Community
College Districts. The County also administers CalFresh, the federally funded food assistance program
that is widely regarded as one of the most impactful anti-poverty programs in the country. The program
has demonstrated positive economic impacts, improved health outcomes, and decreased food
insecurity.3
The County administers many other programs that help reduce and prevent poverty. These include but
are not exclusive to:
• Cash Assistance Program for Immigrants
• Child Welfare Services
• First 5 Commission of San Diego
• Medi-Cal
• Veterans Services
Additionally, the County of San Diego funds various non-profit organizations and provides health care
and social services, including in North County. The City of Carlsbad will continue to support
organizations that offer social services to low-income residents.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
The city supplements the County's services with its own resources, including rental assistance vouchers
through the local housing authority, CDBG-funded public services, and activities funded by the
affordable housing trust fund. Additionally, the city will seek out any opportunities to create or fund
affordable housing for the city's extremely low-income populations.
3 "The Positive Effect of SNAP Benefits on Participants and Communities," Food Research and Action Center (FRAC).
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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
City staff will monitor its performance in meeting its goals and objectives set forth in the Consolidated
Plan by reviewing quarterly progress reports required to be submitted by sub-recipients to detail how
they are meeting goals and objectives of their individual programs. City staff will also prepare a
Consolidated Annual Progress and Evaluation Report (CAPER) to describe its performance in meeting its
goals and objectives.
City staff will monitor compliance with CDBG program requirements, including timeliness of
expenditures, by conducting annual monitoring visits to sub-recipients and periodically reviewing
timeliness of expenditures when preparing drawdown vouchers for CDBG funds. Sub-recipients will be
reminded of the need for the timely expenditure of funds, and funds for activities which are not
spending funds in a timely manner may be reallocated to activities that are more ready to expend those
funds
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Community Development Department
Housing Services Division
Nancy Melander, Program Manager
April 7, 2020
Fiscal Year 2020-2025 Consolidated Plan
CDBG Background
•Primary Objective
•Entitlement Community
•Funding Source
Purpose of Consolidated Plan
•Identify the city's housing and community development needs priorities, and goals;
•Identify other sources of funding that may be utilized to leverage the CDBG resources; and,
•Arrive at the Annual Action Plan
CDBG Funding Projects/Activities
PUBLIC SERVICES
•Brother Benno
•Catholic Charities
•Community Resource Center
•Interfaith Community Services
•Meals on Wheels
•YMCA
•Woman’s Resource Center
FAIR HOUSING
•Legal Aid Society of San Diego
•Center for Social Advocacy
Facility Improvements
•Casa de Amparo
•City of Carlsbad ADA Enhancements
City of Carlsbad
•Program Administration
•Affordable Housing
Community Engagement
Outreach Process
•Survey (open between Oct. and Nov.)
•Community workshops ( Nov. 13 and Nov. 18)
•Presentation: Regional Analysis of Impediments Workshop
(Nov. 7)
•Presentation: Carlsbad Housing Commission (Nov. 14)
Community EngagementOutreach Process
•Press release (Oct. 17)
•Union Tribune (Oct., 29, Nov. 3, March 9)
•Coast News (Oct. 18, Nov.1)
•Facebook Post (Nov. 26, Oct 21)
•Facebook Advertisement (Oct.)
•Desk copy at City Hall, Housing Services counter (Oct., Nov.)
Community Engagement
Outreach Process
•Total Attendees: 14
•Survey Respondents: 214
•Summary
•Affordable housing and homelessness as areas of need that is the
most important to the greatest number of respondents
•Overwhelmingly, written comments addressed housing and
homelessness needs
Outreach Results
Supportive Services
Facility Improvements
Affordable Housing
Homelessness
Fair Housing
Program Administration
Priorities
•Increase and preserve affordable housing opportunities
•Prevent and reduce homelessness
•Strengthen services for residents with lower income or special needs
•Improve and provide facilities to serve lower income persons
•Provide fair housing services to residents
•Plan and administer the CDBG program
Timeline
15-day public comment period on Consolidated Plan Priorities Dec. 31 –Jan. 14, 2020
Public hearing approving the Consolidated Plan Priorities Jan. 14, 2020
30-day public comment period on Draft Consolidated Plan March 9 –April 7, 2020
Public hearing to consider and accept public comments April 7, 2020
City Council review and approval of final Consolidated Plan April 21, 2020
Consolidated Plan submitted to HUD May 15, 2020
Requested Action
•Consider the draft Five Year Consolidated Plan
•Open the public hearing and accept public
comment
Community Development Department
Housing Services Division
Nancy Melander, Program Manager
April 7, 2020
Fiscal Year 2020-2025 Consolidated Plan